Embrace and Beyond Mobility: Design for the Ideal Dining Experience | 拥抱和超越移动性: 为理想用餐体验而设计

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A workshop conducted in User Friendly China Conference 2011 on "Design for the Ideal Dining Experience". …

A workshop conducted in User Friendly China Conference 2011 on "Design for the Ideal Dining Experience".

We have great fun facilitating different teams in designing some restaurant concepts that are beyond imagination.

蔡文强 Raven Chai
创始人及首席咨询师 UX Consulting
主要发起人 新加坡 UXSG Group

李毓修 Li Yu-Hsiu
使用者经验总监 崴峰科技
主要发起人 台湾 UiGathering

More in: Design , Business , Technology
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  • 1. Embrace and Beyond Mobility: Design for the Ideal Dining Experience 拥抱和超越移动性: 为理想用 体验而设计 工作坊:    2011年11月11日 蔡文强  Raven  Chai 李毓修  Li  Yu-­Hsiu 创始人及首席咨询师 使用者经验总监 UX  Consulting 峰科技 主要发起人 主要发起人 新加坡  UXSG  Group 台湾  UiGathering
  • 2. Ice  Breaker  Game Trading  Cards 2
  • 3. HOW TO PLAY • Use  5  minutes  to  create  you  personal  trading  card,  includes: • Draw  your  own  self-­‐portrait • A  nickname • One  thing  about  yourself  that  people  in  the  room  aren’t  likely  to  know • One  of  your  favourite  food • Pass  the  trading  card  around  in  no  particular  manner  or  order • Read  the  card  you  are  holding • Hold  onto  the  card  you  are  interested  to  ask  a  question  about,  or   continue  passing  until  you  Nind  one  that  you  want  to  ask  question • We’ll  stop  passing  after  5  minutes 3
  • 5. What do you hope to achieve or learn from this workshop? 5
  • 6. Workshop Objectives • Learn  the  techniques  to  sketch  the  Customer  Journey   • Matching  business  objectives  vs.  user  experiences • Design  the  experience  as  a  team • Explore  the  impact  of  mobility  on  customer  touch  points 6
  • 7. Service design is all about making the service you deliver useful, usable, efficient, effective and desirable. 7
  • 8. Service Design Characteristics Customer  focus Creating  services  that  provide  customers  with  a  great  experience  while   helping  them  to  get  their  jobs  done. Inter-­discipline Employs  and  adapts  tools  &  methods  from  various  disciplines  such  as   product  design,  interaction  design  &  graphic  design,  social  sciences  etc Process It  is  a  concrete  application  of  the  design  thinking  process. Branding Deploying  consistent  brand  value,  brand  perception  and  branded   content  across  multiple  channels  &  touch  points 8
  • 9. Service Design Principles User  centered: Services  should  be  experienced  through  the  customer’s  eye. Co-­creative: All  stakeholders  should  be  included  in  the  service  design  process. Sequencing:   The  service  should  be  visualized  as  a  sequence  of  interrelated  actions. Evidencing: Intangible  services  should  be  visualized  in  terms  of  physical  artifacts. Holistic:   The  entire  environment  of  a  service  should  be  considered. 9
  • 10. Collaboration design is all about involving stakeholders to co-design products or services 10
  • 11. Collaborative Design • Collaborate  to  understand  the  nature,  opportunities  and   constraints • Allow  ideas  from  various  perspectives  and  insights  to   spread  within  the  team • Create  a  culture  of  shared  ownership  around  the  design   vision • Allow  open  and  honest  critique  of  various  concepts 11
  • 12. Why  does  dining  experience  matter  to  us? photo  credit:  Kris.ne  Arellano 12
  • 13. Connecting the dots... The  main  focus  of  the  workshop  is   Service  Design The  techniques  we  are  adopting  is   Collaborative  Design The  scenario  we  are  setting  is Dining  Experience 13
  • 14. Case Study 1: Retail Design Touch Taste Smell Colour Sound 14
  • 15. What  are  the  emotions   when  you  step  in  this  restaurant?   15
  • 16. Who  would  you  like  to  dine  with? 16
  • 17. What  kind  of  cuisine  do  you  expect                                                                                this  restaurant  to  serve? 17
  • 18. Focus  in  ef9iciency  and  optimizing  space  to                                                            encourage  higher  turnover  rate? 18
  • 19. Case Study 2: Customer Service Design 19
  • 20. Case  Study  credit:  Craig  Stover  Industrial  Design 20
  • 21. Case  Study  credit:  Jeff  Howard 21
  • 22. Discovered  many  sources  of  error,  including   numerous  points  of    “translation”  where   problems  were  more  likely  to  happen Starbucks Coffee • Accepts  customers'  various  ways  of  ordering  rather  than   requiring  a  speciNic  Nlow. • Facilitates  employee  training  by  communicating  the   default  ingredients  of  each  ordered  drink. • Allows  most  cashiers  to  begin  taking  orders  with  a  simple   3-­‐minute  orientation. Case  Study  credit:  Scoresby  Interac.ve 22
  • 23. How  do  you  want  to  be  served                            by  the  service  staff? 23
  • 24. Case Study 3: Food Management 24
  • 25. ‣ ‣ Aim  to  be  the  choice  for  a  higher  quality,   healthier  way  of  life ‣ Tropical Smoothie Cafe Franchise  in  United  States,  over  300  operating   locations Continue  providing  customers  with  high-­‐ quality  food,  while  reducing  food  cost ‣ Explain  food  shortage  and  reduce  unaccounted   for  inventory • Link  inventory  management  with  point-­‐of-­‐sales  system • Initial  test  store  showed  had  a  shortage  of  approximately   six  cases  of  strawberries  a  week • Save  over  US$8,000  a  year  at  this  one  location Case  Study  credit:  micros  system 25
  • 26. McDonald Wendy’s Inventory  turn  rate  of   Inventory  turn  rate  of   3.79  days 9.10  days “By  tying  up  as  little  capital  as  possible  in  inventory,   McDonald's  can  use  the  cash  on  hand  to  open  more  stores,   increase  its  advertising  budget,  or  buy  back  shares.” Case  Study  credit:  Joshua  Kennon 26
  • 27. How  do  you  design  the  inventory  process  to  keep  the  freshness  of  the  food? 27
  • 28. How  do  you  preserve  the  food  inventory  effectively? 28
  • 29. Deciding what to eat and where to dine? Case Study 4: Marketing to your Target Audiences 29
  • 30. • over  500,000  Club  Veg  members • Tried  two  interactive  email  campaigns   for  upcoming  food  promotions • Each  interactive  email  campaign  led  to   a  huge  jump  in  email  &  web  traf9ic • 906%  for  the  cherry  campaign, • 1,430%  for  the  chicken  pot  pie   initiative. Case  Study  credit:  Laurie  Lande 30
  • 31. Engage  customers  with  photos  and  listen  to  feedback 31
  • 32. Staff  actively  engage  in  comments  and  discussion 32
  • 33. Witty  advertisements  through  social  media 33
  • 34. How  do  you  decide   what  to  eat  and  where  to  dine? 34
  • 35. Workshop  Activity  -­‐  Part  1 Role-­playing  and  Brainstorming
  • 36. Role-­Playing Service Staff Chefs Restaurant Owners Dining Customers 36
  • 37. Personas Possible  considerations: • • Managing  the  food  supply  chain • Restaurant Owners Attracting  customers Manpower  and  stafNing  matters • Engagement  with  customers Focus  of  the  brainstorming  session • Sales  &  Marketing • Purchase  of  food  supplies • Human  Resource 37
  • 38. Personas Possible  considerations: • • Orders  coming  in  are  clearly  written • Chefs Spacious  kitchen  space Serving  the  dishes  out  together • Keeping  the  food  fresh Focus  of  the  brainstorming  session • Ensuring  the  quality  of  food  dishing  out • Kitchen  &  inventory  management • EfSiciency,  accurate  and  hygiene 38
  • 39. Personas Possible  considerations: • • Getting  the  orders  right • Service Staff Attentive  to  customers Serving  the  dishes  in  the  correct  sequence • Accurate  bills Focus  of  the  brainstorming  session • Table  arrangement  (including  reservations) • Ordering  and  serving  of  food • Cashier 39
  • 40. Personas Possible  considerations: • • Reservations  vs  Walk-­‐in • Dining Customers How  to  decide  which  place  to  dine? Browsing  food  menu  and  ordering • Service  received  and  quality  of  food Focus  of  the  brainstorming  session • Being  informed  of  new  menu  and  promotions • Ideal  experiences  prior,  during  and  post  dining • Continue  to  stay  engage  with  the  restaurant 40
  • 41. Activity Objectives • Brainstorm  ideas  on  the  ideal  situation  base  on  your  role   assigned • All  ideas  are  welcome,  the  ideas  need  not  be  necessary  to   be  related  to  mobility  at  this  stage • You  have  20  mins  to  Ninish  the  brainstorming  session 41
  • 42. What are the brainstorming techniques you have used or experience before? 42
  • 43. 3-12-3 Brainstorm 3  Minutes:  Generate  a  Pool  of  Aspects Write  down  as  many  ideas  as  possible  in  post-­‐it  notes Use  “nouns”,  “verbs”  and  “simple  sketched”  if  you  can 12  Minutes:  Develop  Concepts Group  the  ideas  into  similar  categories Build  on  other  people’s  ideas Create  rough  sketches,  prototypes,  diagram  map  etc 3  Minutes:  Make  Presentation Present  overview  Nirst  before  drilling  into  details  for  each  category Articulate  ideas  using  keywords  and  short  sentences 43
  • 44. Brainstorming Tips DO 1. Stay  focused  on  the  problem 2. Quantity,  not  quality 3. Encourage  wild  ideas 4. Defer  the  judgement 5. Add  on  top  of  other's  ideas 6. Break  assumption 7. Use  visual  or  verb  to  stimulate 8. Set  time  limit 44
  • 45. Brainstorming Tips DON’T 1. The  boss  speaks  Nirst 2. Take  turn 3. Ask  expert  only 4. No  silly  stuff 45
  • 46. Ideas  Sharing  by  Groups 3  mins  each  group 46
  • 47. Tea  Break  -­  20  mins
  • 48. Ideas on leveraging mobility solutions 48
  • 49. • Take  an  order  as  the  customer  speaks • Easily  make  adjustments  on  order • Assess  order  accuracy  at  the  point  of  interaction • Menu  items  and  functions  are  designed  that  matches  with   the  Nlow  how  the  organization  thinks Case  Study  credit:  Scoresby  Interac.ve 49
  • 50. Examples 50
  • 51. Possible  concept  to  explore 51
  • 52. What  role(s)  mobility  devices                    can  play  in  your  dining  journey? 52
  • 53. Workshop  Activity  -­‐  Part  2 Collaborative  Design
  • 54. Regrouping  participants  into: • Restaurant  Owner  x  1 • Chef  x  1 • Service  staff  x  1 • Customers  x  2 5  team  members  /  per  group 54
  • 55. Define parameters from brainstorm ideas for collaborative design 55
  • 56. Activity Objectives • Explore  customer  journey  and  touch  points  from  the   perspective  of  an  ideal  Dining  Experience   • Focus  on  how  mobility  (tablets,  mobile  phones)  can   complement/enhance  the  dining  experience • DO  NOT  focus  on  the  UI  design  of  a  mobile  or  tablet  apps 56
  • 57. Focus  on  the  customer  touch  points                      throughout  the  dining  experience  journey photo  credit:  Jason  Furnell 57
  • 58. It’s  not  about  designing  the  UI  of  an  mobile  app 58
  • 59. Technique  1  -­  Customer  Journey  Map photo  credit:  Jason  Furnell 59
  • 60. Technique  2  -­  Story  Boarding photo  credit:  Jason  Furnell 60
  • 61. Recommended Design Process 1. DeNine  the  restaurant  concept  as  a  team 2. Decide  the  technique  to  sketch  the  customer  journey  -­‐   personas  with  timeline  or  storyboard  format 3. Breakdown  the  customer  touch  points  into  different   phases 4. Design  the  ideal  experience  for  each  of  the  customer   touch  points  (must  meet  the  parameters  we  have   selected) 5. Focus  on  one  or  two  customer  touch  points  where   mobility  solution  can  enhance  the  dining  experience 61
  • 62. Group  Design  Activity 60  mins  for  every  group Recommend  to  start  wrapping  up  the  design  at  45  mins  mark 62
  • 63. Design  Presentation 5  mins  each  group 63
  • 64. ReIlections  on  the  Exercise 10  mins 64
  • 65. Recap  /  Question  &  Answers 10  mins 65
  • 66. 66
  • 67. Contact Details 蔡文强  Raven  Chai 李毓修  Li  Yu-­Hsiu 创始人及首席咨询师 UX  Consulting 使用者经验总监 峰科技 主要发起人 新加坡  UXSG  Group 主要发起人 台湾  UiGathering Email:  raven@uxconsulting.com.sg Contact  No.:  (65)  9338  1464 Email:  yuhsiu@gmail.com Contact  No.:  (886)  921  684  133