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  • 1. designing experience
  • 2. Netflix vs. Blockbuster
  • 3. what do they sell?
  • 4. video vs. experiences
  • 5. different meanings of video rental experiences
  • 6. multiple meanings of experiences
  • 7. physical emotional cognitive social cultural
  • 8. opens up new innovation possibilities
  • 9. requires new combination of resources
  • 10. outside-in approach to innovations
  • 11. most R&D focus on inside-out perspectives
  • 12. how can you see the outside-in opportunities that customers cannot articulate?
  • 13. focus on the meanings, not products in thinking about the innovations
  • 14. looking beyond the products
  • 15. focus on services
  • 16. how customers integrate different services to co-create value
  • 17. looking for Tide Killer?
  • 18. asking right questions
  • 19. Q: why do you use Tide? A: to have clean clothes
  • 20. product-focused question
  • 21. Q: what do you mean by clean clothes?
  • 22. meaning-focused question unlocks the door for product innovations
  • 23. no  dirt clean   color fresh  smell ready  for   important   meeting soft  fabric
  • 24. how do you get these insights?
  • 25. design research
  • 26. What is it?
  • 27. to reduce large volume of qualitative data
  • 28. into a set of insights
  • 29. data collection
  • 30. see with your eyes
  • 31. who
  • 32. ordinary people
  • 33. extreme users
  • 34. magnifier of hidden needs
  • 35. how
  • 36. follow people
  • 37. stationary observation
  • 38. personal archeology what is in your bag?
  • 39. follow things follow  people  or  things ... through the eyes of chopsticks
  • 40. How do you see?
  • 41. observe with hypotheses
  • 42. signs? culture? why? patterns where & when people tools? meaning? actions
  • 43. interpretation
  • 44. ask these questions
  • 45. what do you see?
  • 46. try to think what might be the reasons for the behavior you observe?
  • 47. what tools are being used?
  • 48. who else is there?
  • 49. when and where
  • 50. what’s before and after?
  • 51. What can you do with a bottle of water?
  • 52. rental car
  • 53. plan a trip compare different options make a reservation opportunities innovation pick up the car drive return the car go home
  • 54. Rental Car Example Most competitive activity in the rental car industry is focused here Non-stop activity rapid pick-up, rapid return Frequent activity availability, cell phones, models Never-Lost Moderate activity web-based fleet Some activity travel agent optimization vouchers modeling travel business airport agents travelers shuttle bus Minimal / none Business Networking Enabling Core Product/Service Service Customer Channel Brand Customer model process process performance system Service experience Finance Process. Offering Delivery Source: Doblin Consulting
  • 55. Rental car industry • Now largest ($6.9b vs. $4.9b for Hertz, $2.5b for Avis) • Targets the occasional renter • Uses the insurance company channel • Brings the car to the renter; avoids airport cost structure Non-stop activity rapid pick-up, occasional brings car to rapid return insurers renters you Frequent activity charge availability, cell phones, insurers models Never-Lost Moderate activity web-based fleet Some activity travel agent optimization vouchers modeling travel business airport agents travelers shuttle bus Minimal / none Business Networking Enabling Core Product/Service Service Customer Channel Brand Customer model process process performance system Service experience Finance Process. Offering Delivery Source: Doblin Consulting
  • 56. Technology-driven multimedia enhancements e.g. Intel 486, Windows 3.0, Adobe Postscript Low-cost home PC’s e.g. Windows 95, Intel Celeron Emerging standards, specialization e.g. PowerPC (IBM, Motorola, Apple), Zero inventory assembly Networked organizations e.g. Dell paperless purchasing, Intra/ Extranets Direct distribution e.g. Dell, Gateway Country Stores Flexible financing e.g. FreePC, Gateway Your: )ware, Compaq leasing Source: Doblin Consulting
  • 57. Passenger airline travel Lower cost Outsourcing on non-core processes e.g.ValuJet, Kiwi e.g. Gate Gourmet buys SAS Service Partner, Learjet purchase of AMR Coombs facilities Amenities for Premium Passengers e.g.Virgin Clubhouses, BA First Revenue generating innovation e.g. United Connections and Aadvantage Websites, inflight gambling Streamlined processes, safety procedures e.g. Defibrillators in airplanes and airports, streamlined boarding procedures Global alliances and consolidation e.g. Shared frequent flyer programs and lounge access Global alliances e.g. Star Alliance, OneWorld Source: Doblin Consulting
  • 58. see in time and space
  • 59. stakeholder experience cube Events current stakeholder  A experience stakeholder  B stakeholder  C emotional cognitive physical social
  • 60. Events: •activities •time •location •tools •signs Taxi Ride: plan - approach - ride - payment - exit ER visit: notification - travel - triage - initial diagnosis - test - final diagnosis - dismissal
  • 61. generating solutions
  • 62. Ask “How might we ...?”
  • 63. looking for plausible alternative
  • 64. “There are those that look at things the way they are, and ask why? I dream of things that never were, and ask why not?” Robert F. Kennedy
  • 65. brainstorm
  • 66. prototyping
  • 67. think with your body
  • 68. use papers
  • 69. use post-it
  • 70. use legos
  • 71. use markers ... or whatever
  • 72. building a persona
  • 73. identifying stakeholders
  • 74. use research data
  • 75. identify common dimensions
  • 76. Name: Age: Job: Family: Gender: Key values: A habit: Home town: Key interests: Hobbies:
  • 77. follow the character: be generative
  • 78. not to collect data but to get inspired
  • 79. not to converge but to open up new possibilities
  • 80. to understand the context and background in order to innovate foreground