servicedesign+2-compressed.pdf

Service Design / UX Campus / 2020 © D.Psy
6. Service Blueprints
!143

KONFIDENSIELT live|work nordic AS
www.livework.no
Anders Kjeseth Valdersnes
anders@livework.co.uk
A stay in a hotel
September 26, 2012
3
!144

www.livework.no
A stay in a hotel
September 26, 2012
4
!145

www.livework.no
A stay in a hotel
September 26, 2012
5
!146

www.livework.no
A stay in a hotel
September 26, 2012
6
!147

Service Design / UX Campus / 2020 © D.Psy !148

The first blueprint
Shostack pioneered the idea of a service
blueprint and coined the term in the early 1980s.
the propose was to plan the cost and revenue
associated with operating a service.
The two key elements:
• Time line (customer experience flow)
• Line of visibility (everything that the
customer sees or experience.
Shoeshine service blueprint (Shostack, 1984)
!151

Portfolio of Methods
Front stage emphasis
Back stage emphasis
Ethnography
Data Modeling
Sequence Diagrams
Document Analysis
Persona
Story / Scenario
Usability Testing
Model-based Integration
Use Case
Stakeholder
Prototyping
Survey
Iteration
Blueprinting
!153

Line of visibility
!156

Service Blueprint
Adapt
Detail level
Overview
Repeat
(QA)
Compare
!157

Line of visibility: Theatre service
metaphor
Service is more performance than manufacture.
Customer experience is frontstage (on stage) everything else
that goes on behind the scenes to make that happen is
backstage.
The service designer can be seen as the conductor, or
director of the service.
Things must work well backstage for the performance to be
succesful.
Frontstage
Backstage
!158

Improvisational theatre - a
better metaphor
To do improvisational teater, you need a good stage,
well defined roles, clear goals, props, to create the
frame for great experiences.
Real people can not be scripted, and the unexpected
is bound to happen, there is no fixed start and finish,
and there is no such thing, as full control over the
environment.
!159

Line of Visibility
The McDonald’s Experience
Front Stage Back Stage
Line of Visibility
The Gourmet Restaurant Experience
The Benihana Experience
“Touch Points” and
Service Intensity / Quality
Services differ intrinsically in the number of touch
points they require to create value; this is often called
the service intensity
Traditional P2P service system design assumes that
intensity is positively correlated with service quality
This view lets us treat intensity as a design
parameter to differentiate service offerings of the
same type or industry domain
The “generic” service offering is a design pattern that
can be increased or reduced in intensity by
changing the number of touch points
Line of Visibility
The Gourmet Restaurant Experience
Different "Lines of Visibility" in Restaurants
!160

The division of the silos makes sense to the business units, but makes no sense to the customer,
who sees the entire offering as one experience. The challenge for many service providers is that
they are organized in ways that actually prevent them from delivering good service experiences.
A Different Perspective
!162

The Service Blueprint
“Connecting together all of the different
touchpoints in a service experience, as well as
aligning the needs and wishes of all of an
organisation’s stakeholders, can become very
complex very quickly, which is where service
blueprinting comes in”. - Polaine
!163

A map of a User Journey: phase by phase
- step by step
A map of Touchpoints
- channel by channel
- touchpoint by touchpoint
A map of Backstage Processes
- stakeholder by stakeholder
- action by action
!164

- step by step
- action by action
!165

- step by step
- action by action
!167

- step by step
- action by action
!168

- step by step
- action by action
!169

- step by step
- action by action
!170

• Transitions between touchpoints must be
quality assured
• Makes sure that customers don't experience
silo structures and noise at internal
responsibility transfer
• Both entry point and exit points needs
designing
• Identify weak spots and create guidelines
for handling service failures
• Identify measure points and opportunities
for measuring/data collection
!171

Service Blueprint: Generic Design Drivers (Handles - Grip)
A lot happening backstage AND a long time
passing without user is updated on the frontstage.
• “Alive” message to user.
• Expectancy management
What other needs may the user have that could be
a way to deliver value? Consider how your service
integrates into the user’s context (life).
• E.g. a touchpoint can integrate with a digital
calendar, there may be other people than the
customer who should be notified (family,
friends).
Many transitions between backstage processes
increase risk or errors and service latency.
• Reduce number of transions
• Quality assure each transition to ensure
service quality is not degraded.
• Ensure that customers don’t experience silos
(e.g., noise at internal responsibility transfers).
A multitude of channels increase risk of cross-
channel failure where vital user information is lost.
• Decrease channel transitions.
• Quality assure each channel transition to
ensure service quality is not degraded.
A user journey is a story that unfolds. Ensure that
the user as early as possible gains a useful mental
model of the journey.
• “Scripts” are a technical term for known proc
ses
Move line of visibility and line of interaction to
explore how the service would be affected.
• Will the user benefit from seeing more of what
goes on behind the line of visibility - or maybe
less?
Object that cross thew line of visibility should
make sense in the users world. Consider all the
PDFs documents that are generated (tickets, bill,
invoices etc). In most cars the PDF file name does
not make any sense - it s just a random number.
• E.g. a plane ticket could be called:
• SAS_CPH-London-2018-6-9.pdf
Did you design the leave phase?
Did you support the clients aware phase? What do
customers look for when orienting towards new
services and wetting them?
!172
Ensure that weak spots have a service recovery
strategy to handle service failures.
⚠
Identify measuring points to continuously allow for
the service quality to be tracked.

Service Blueprint: Generic Design Drivers (Handles - Grip), V.0.1
A lot happening backstage AND a long time
passing without user is updated on the frontstage.
• “Alive” message to user.
• Expectancy management
What other needs may the user have that could be
a way to deliver value? Consider how your service
integrates into the user’s context (life).
• E.g. a touchpoint can integrate with a digital
calendar, there may be other people than the
customer who should be notified (family,
friends).
Many transitions between backstage processes
increase risk or errors and service latency.
• Reduce number of transions
• Quality assure each transition to ensure
service quality is not degraded.
A multitude of channels increase risk of cross-
channel failure where vital user information is lost.
• Decrease channel transitions.
• Quality assure each channel transition to
ensure service quality is not degraded.
A user journey is a story that unfolds. Ensure that
the user as early as possible gains a useful mental
model of the journey.
• “Scripts” are a technical term for known proc
ses
Move line of visibility and line of interaction to
explore how the service would be affected.
• Will the user benefit from seeing more of what
goes on behind the line of visibility - or maybe
less?
Object that cross thew line of visibility should
make sense in the users world. Consider all the
PDFs documents that are generated (tickets, bill,
invoices etc). In most cars the PDF file name does
not make any sense - it s just a random number.
• E.g. a plane ticket could be called:
• SAS_CPH-London-2018-6-9.pdf
Did you design the leave phase?
Did you support the clients aware phase? What do
customers look for when orienting towards new
services and wetting them?
Did you design a service evidence for critical
touchpoints. Remember a service is abstract and
everything we can do to make it tangible and
concrete helps customer appreciate and experience
the service.
!173

Notice the steps and the things in-between
The answer to why so many services are poorly designed lies in the lack of attention paid to the invisible
elements of time and context, both of which are critical to the experience of a service.
Arrows and lines in organizational charts and process diagrams often represent time, context, and connections.
The problem is that arrows and connecting lines are so ubiquitous in diagrams that they are ignored.
It is much easier to focus design effort on the boxes because they represent tangible touchpoints; the
website, the ticket machine, and so on—but most people forget to think about designing the experience of the
arrows, which are the transitions from one touchpoint to the next. Yet these connections contain some of the
most important elements of positive experiences because they signify movement in time and space.
? ?
!174

Make potential users aware of the service
by being available, easy to use and a
cheaper and healthier alternative to other
transportation options.
Aware
Service Blueprint
Donkey Republic: The Donkey Force
Marie, Damir, Rasmus, Anna, Aja
Join
Easy to get started by offering a limited no.
of choices in the order flow to make the
process as fast and easy as possible.
Use
The app must be user-friendly in order to
locate and unlock the bike.
Develop
The experience of using the bike might
inspire users to rent out their own bikes or
give feedback for improvements on the
service.
Leave
The app provides informations about how
to end service.
A user needs a bike
in Copenhagen and
makes requests
(personal/on
accomodation site/
on Google) for
possibilities
User
Step
Experience
Donkey Republic
has a reputation of
being easy, cheap
and flexible to use
“My friends
recommended
Donkey because it’
s easy to get
started”
“I needed a bike in
Copenhagen and
my top hit on
Google Search
made me aware of
Donkey Bikes”
“I simply made a
profile on donkey.
bike, using my
facebook account”
User signs up via
website
User verifies via
email
“I downloaded the
app in App Store”
User downloads
app from App
Store or Google
Play and logs in
“I booked two
bikes for me and
my girlfriend”
Register for rental
“I was able to
locate the bike
through the app -
and the bike made
a beep sound, to
make it easy to
find”
Locate and unlock
the the assigned
bike
“Lock was 700kr, if
i rent out my bike
11 times, i will
have made my
money back AND
made a profit”
buys a donkey lock
for user’s own bike
“We returned the
bikes at the hub
where we picked
them up, in the
end of the day”
Return the bike,
lock it, give
coordinates for
bike
“We discussed our
experience. I rated
the app in App
Store”
Review the service
Channels
Website
Email
Google
Donkey.bike
Google wesearch
Donkey Webpage
contains
informations and
signup-possibilities
goes to
donkeyrepublic.
com
User downloads
the app from
appstore
App is available on
App Store and
Google Play
Phone
User gets an email
confirmation and
verification
Phone has good
connection to
internet in order to
download.
There is space on
SD card for
download
-User gets an
email confirming
the booking of the
bike
- One hour later an
additional email
Unlocks bike with
app on
smartphone upon
arrival
Use the app to see
the assigned bike
and the GPS
function of the app
to locate the bike
hub
Bike rental form is
filled out on
webpage
Goes to website to
order or to see
where to buy in
stores
User can give
feedback via
webpage formula
Use the app to
rate the service
Uses the app to
lock the bike via
bluetooth
Use GPS to give
coordinates
Backstage
processes
Customer
service
Marketing:
flyers/posters on
hotels
Google adwords
Automated:
Develop and
maintainn FAQ on
webpage
Phone support line
for inquiries
Signup is
automatically
monitored and
verification email
sent
User goes in
database
Automated
processes og
signup/confirmatio
n
App is updated
and functional
Make sure bikes
are in order - chip
is working ect.
Make sure there
are bikes at the
hubs
Employees
constantly
developing and
troubleshooting
Support center:
phone and email
GPS coordinates
receiver
Automatic
feedback in app
and on webpage
Donkey
Republic
internal
department
The app provides
notifications and
news to existing
user.
User can call
support center for
inquiries
!176

Aware
Donkey Republic Service Blueprint
Join Use Develop Leave
User
Bike owner
Experience
Channels
Website
Mobile App
Phone
Social Media
E-mail
App Store
/ Google Play
/ Windows
Word of
Mouth
Bike Shops
Bike Signs
/ Stickers
Hub´s
Hub Map
(Google)
Backstage
processes
Customer
Bike
Maintanance
Bikeshops
service
SEO optimization
AD words
IT -
department
Phy.
Eve.
Maps out the journey from; user not
knowing the service exists - till the user
knows and understands the service. The
aim is for the user to understand how the
service works and for him to identify the
overall values the service provides.
Group: Nono No
Group members: Julie, Christina, Oddny & Silas
Date: 01.03.2016
Maps out the journey from the user deciding to download the DR mobile app and
creating an account. The aim is to have a seamless and user friendly sign-up process.
The journey of using the service;
The journey of booking a bike, to picking up the bicykle and using it. The aim is to have a
seamless and user friendly service.
Maps out how the user expands usage of
the service. The aim is to make the
customers repeatedly use the service,
contribute by creating awareness.
The point when the user stops using the service; the need for renting a bike expires or the
user decides to delete his/her account.
Discovers
Donkey Republic
Computer /
Smart phone
Computer /
Smart phone
Computer /
Smart phone
Computer /
Smart phone
Computer /
Smart phone
Computer /
Smart phone
Smart phone Smart phone
Finds more
information afbout
company and
services
Sign - Up Download App Verify Account Search for the
closest Hub
Recieve order
confermation
I need help Unlock bike with
app
Ride around
Copenhagen
Lock bike
Adjust bike
Wait for
confermation
(1-6 hours)
Locating the right
bike at Hub
Book Bike
Log into App Unlock bike with
app (bluetooth)
Share experience Future travel
research
Locate users Hub Lock bike Check if bike is
inside of Hub area
End rental Send picture of
bike
End rental
Approved
Delete account
Google Search Donkey Republic
website
Donkey Republic
website
Log-in with new
password
Facebook
Youtube
Twitter
Instagram
Hears anout DR
from a friend /
family member
Sees a DR bike or
DR sign
Search for the
closes Hub
Online
Communication
Make sure the
content is good
and easily found
Account
Varification
Send e-mail
Download
Donkey Republic
Mobile App
Order
confirmation
e-mail
Booking appears
inside app
Donkey webpage
FAQ
Contact info
Live chat
Find bike GPS,
data, Bluetooth
Bike number
Map
Ping
Unlock with app
via bluetooth
Unlock with app
via bluetooth
Comunity like
TripAdvisor
Write review
Link to HUB map Link to HUB map
Map section
See your location
on map and look
for HUB
GPS
Lock bike with
app
GPS, Bluetooth
Use app to see if
bike is inside
HUB
GPS
Request end of
rental via app
Bluetooth, GPS
Take picture and
send it via app
Bluetooth, GPS,
Data
Confirmation
screen inside
app
Data
End rental
confirmation mail
Write to
customer service
Call support
Locate HUB
Look at future
HUBs
International
Make an update
Write about
expierience
Tell about
expierience
Network
Asking others
Network
Looking for
orange bikes
Bike number
Orange color
Make bikeseat
adjustable
Link picture to
booking
Delete account
Send
confirmation mail
Check credibility
Help section
Link to webpage
Contact info
Call customer
support
Write customer
support
Ask bike shop
personal
Customer
service
E-mail, phone,
livechat
Customer
service
Send order
confirmation mail
Allocate bicycle
to HUB
Fill in form
Computer /
Smart phone
Smart phone
Bike
Ping = beep sound
from lock
Smart phone
Bike
Smart phone
Bike
Computer /
Smart phone
Computer /
Smart phone
Computer /
Smart phone
Smart phone Smart phone Smart phone Smart phone Computer /
Smart phone
Computer /
Smart phone
Bike Bike Bike
Beep sound =
Bike is locked
Computer /
Smart phone
Verify account
link
Link to Hub Map
!177

Entering
the website
Book and
setup profile
Reads email
Download
app + log in
Locate Bike
Adjust and
check bike
Unlocking
bike
Using the
bike
Lock bike +
end rental
Service Blueprint
by FunkyDonkeys
03/03-16 - Pernille, Anne, Olga, Anne-Sofie & Margit
PHYSICAL
EVIDENCE
CUSTOMER
ACTIONS
Line of interaction
Line of visibility
FRONT OF
STAGE
INTERACTION
BACK OF
STAGE
INTERACTION
Browsing
the website
Make a
profile +
pay for
booking
Friend veri-
fys booking
+ make
profile
Downloading
app
+ logging in
+ see booking
Locate bikes
using the
map in the
app
Adjusting
seat + check-
ing the state
of the bike
Pressing un-
lock holding
the phone
close to bike
Locking +
unlocking
Riding the
bike
Locking bike
+ ending
rental using
the app
Bluetooth
connection
unlocks the
bike
Bluetooth
connection
locks and
end rental
User regis-
tration, data
handling
Sending
confirmation
email
Support: monday-friday between 09.00-17.00
!178

Step Search for "Bike
Rental [city]"
Ask a
friends/family
Reads Tourist
Guides
Sees the Bike
on the Street
Advertising/PR Book a bike
Order
confirmation
mail
Account
activation mail
Application
Download
Application-Login Locate Bike Ping Bike Unlock bike Adjust saddle
height
Ride bike Lock Bike Leave bike at
hub and lock it
End Rental
Experience
"DR is not one of
the first relevant
results on
search engines
or social media"
"DR is not
present on Visit
Copenhagen/W
OCO website"
"The booking
process was
easy, with few
steps and easy
payment"
"I logged in on
the application
using the email I
used to rent the
bike"
"Using the map
function in the
application
made it easy to
find the bikes
location/hub"
"Its exiciting to
us the
smartphone to
find my bike"
"The application
worked great,
who needs keys,
this is the
future!"
Web
Google and
other search
engines
Word of Mouth
Asking for
advice,
locals/hotel/resta
urant/friends/fam
ily
Hub
Hubs and
moving bikes
Donkey Bikes
The orange
color of the
bikes functions
as an identifier
Bike lock makes
a sound
Bike makes a
sound that it is
ready to be
unlocked. User
physically opens
bike.
Using a quick
release it is
possible to
adjust the
saddle height
User rides bike User locks bike
manually
Leave the bike
in the
designated hub
and lock it.
Donkey Website
Choose amount
of bikes to rent
in amount of
days. Insert
personal
information and
pay for rent.
Donkey Application Login
Find bike via
application
Push "Ping"
button to ping
bike
Push "Unlock"
button to unlock
the bike
Push "End
rental" button
Social Media Facebook,
Youtube,
Asking for help/
guidedence on
SNS
Facebook/Instag
ram ads
Email
User receives
email
User receives
email
Phone
App Store App Store /
Google Play
Customer
Service/Booking
Rental approval.
Bike allocation/
distribution
Marketing SEO, AdWords, Social Media,
Public Relations
Bike Operation
(Bikes owned by
DR)
Bike needs to
work as
expected
App Operation Data Collection
App Development Software update
Donkey Republic Service Blueprint
Aware Join Use Leave
Make sure the Customer can easily find and recommend the DR service Reduce the number of choices and steps for the user to become a
customer
Make it as easy/enjoyable as possible to find, ride and return in bike Make it easy for the user to return
to the service
User Time waiting for
bike to appear in
app (1-6 hours)
Channels
Backstage
processes
!179

PHYSICAL
EVIDENCE
Rank in
Google +
Google ads
Donkey.bike:
About
Donkey.bike:
Booking
E-payment Email App App + Bike App + Lock Bike App + Bike
CUSTOMER
ACTIONS
Search for
rental bikes
Copenhagen
Read and
learn about
DR
Make
reservation:
No. of days +
bikes, hubs
for pick up
and delivery
of bikes +
date/time
Pay for bike
rental
Wait for
instructions
Download app
+ login
Locate bike Unlock
Explore the
city on bike
Submit bike
ONSTAGE/
VISIBLE
CONTACT
Booking +
payment
confirmation +
login info
Bike number
appears in
app
Feedback
in app:
Succesful
unlock
Bike features:
gear, lights,
basket,
general
condition
Feedback in
app: Lock/
unlock
Confirmation
of submission
in app
BACKSTAGE/
INVISIBLE
CONTACT
Make sure
bike is at
location within
1-5 hours
Make sure
bike number
is highly
visible
Make sure the
locksystem is
charged
Maintenance
of bike
Check
condition of
bike
SUPPORT
PROCESSES
SEO / SEM
optimization
Free onepage
template (?) +
Hosting
Website
maintenance
Booking
system
Payment
system
Email system
+ CMS +
Payment
system
App + CMS
system +
Booking
system
GPS Hub
Bluetooth
locksystem
Excel chart
for battery-
overview
Booking
system +
CMS + App
Email
Confirmation
of submission
+ thank you
Email system
Line of visibility
BLUEPRINT FOR BIKE RENTAL AT DONKEY REPUBLIC
!181

Jira
Slack
Zendesk
Intercom
Email
Application
Type
Evidence
!183

Hvem gør nu
hvad ?
Ejerskab
Opbygning af backlog i Sharepoint
Lead på ideoplæg kvalificerer
teknisk med ingeniører
(1 uge)
(1 uge)
Sharepoin
t
Outlook
Fildrev
Møder
Email
Web
Evidence
A-Møder The long wait
Org. ændringer - nye / umødte
behov
“Opsamlere” / “Loose canons”
Behov for
processændring
“ Ny opgave”
Udfylder
skabelon
Digitalise-
ringschefer
Skablon i
sharepoint
KAKI Læser Ideoplæg
(ugentlig)
Ideoplæg
kvalificeres
behovsmæssigt
Telefon Set oplæg -
haster?
(1 uge)
Ideportefølje
Kvalificering og prioritering af behov
(Sharepoint løbenummer)
INDKALD til
Idemøde /
Rullemøde
INDKALD til
Idemøde /
Rullemøde
Idemøde / Rullemøde
1 - pagers
(semiudfyldte
Færdigt udfyldte 1 -
pagers
Projektkontor
Økonomi
Sub-portefølje (IT)
Sektionschefer
BRM
Teamlead
Sharepoint site
med sharepoint
nummer
Modnes løbende med indhold
Sharepoint site
med sharepoint
nummer
Teknisk mulighed for at
arbejde brugercentreret
Proto typing
Design Thinking
1 - pagers
1. As is - to be.
2. Strategisk fit
3. Bred anvendelig (business case)
4. Økonomi - kvalitet, compliance
5. Teknologisk modenhed
6. IT-arkitekter: teknologisk fit.
7. Ressoucer fra IT-huset (evt. tilkøbe eksternt).
8. Afhængighed til andre opgaver og andre styrelser
(enkelt styrelse eller bredt funderet).
….fælles forventningsafstemning (hvid og grøn).
…hvordan kvalificerer dette en beslutningsprocess ift. en
“bogholderimodel”.
1 - pagers (udvidet fokus)
- Bistå udtræk fra 1-pagers til Excel
bogholderimodel.
- …problem her er at designkompleksiitet nu
favnes alene med excel og skrivebordsanalyse
hvor det i virkeligheden burde undersøges
indenfor rammerne af klassisk design
thinking.
Afslutningsrapporten…..
prøvede demoer af……
!184

Sharepoin
t
Outlook
Fildrev
Møder
Email
Web
Evidence
A-Møder
Org. ændringer - nye / umødte
behov
“Opsamlere” / “Loose canons”
Digitalise-
ringschefer
KAKI
Telefon
Projektkontor
Økonomi
Sub-portefølje (IT)
Sektionschefer
BRM
Teamlead
Sharepoint site
med sharepoint
nummer
!185

Modnes løbende med indhold
Bearbejde idegrundlag
(baseret på design thinking)
Half double / prototyping.
Rapid prototyping / mockups
Design prober.
Hvem gør nu
hvad ?
Ejerskab
INDKALD til
Idemøde /
Rullemøde
Idemøde / Rullemøde
1 - pagers
(semiudfyldte
Færdigt udfyldte 1 -
pagers
Sharepoint site
med sharepoint
nummer
Idegrundlag (Excell)
Tekstdokument skabelon.
Workhops hos kunden.
Forstå lokale kontekst og aktører
Teamsætte workshop med kompetencer
fra infrastruktur
Brugerrepræsentanter
Systemejere
Modne
Konceptuelle
prototyper af
workflows, click
dummies,
powerpoints
Brugerfeedback på
koncepter
(andre typer feedback)
Feedback / validering.
Giver det mening at interface med
denne nye type produkt
Seed-kunde Andre styrelser
Skabelon
!186

abc abc
abc
abc
abc
Journey
Frontstage
Backstage
Channel
Line of visibility
Line of interaction
abc
abc
abc
Evidence

Applying Blueprinting in Practice - Bitner
1. Decide on the company’s service or service process to be blueprinted and the objective
2. Determine who should be involved in the blueprinting process
3. Modify the blueprinting technique as appropriate
4. Map the service as it happens most of the time
5. Note disagreements to capture learning
6. Be sure customers remains the focus
7. Track insights that emerge for future action
8. Develop recommendations and future actions based on blueprinting goals
9. If desired, create final blueprints for use with the organisation
!188

Be Attentive to:
1. What crosses the line of visibility
2. Backstage waiting time
3. Correlations
!189

Blueprint of Your Service
!190

7. Touchpoints
!191

Service Design: Touchpoint Analysis & Optimization
Every touch point users encouter with a service can
be scrutinized in detail from a behavioral point of
view.
Several expert tools are used to drive this analysis &
optimization.
This process is deeply rooted in existing well-establish
disciplines such as usability and behavioral
psychology.
!192

Service Design: Touchpoints
✪
Working across Time and Multiple Touchpoints
For designers who come from a discipline that already uses human-
centered design methods, much of this material will be familiar.
Understanding people and their daily lives and needs provides the
central insights on which many design projects are built (in an ideal
world).
The difference between service design and product or UX
design, for example, is that the number of stakeholders we
are designing for is usually larger, the number and range
of touchpoints broader, and all of these interact over time.
Experience in individual and across touchpoints
!193

Service Design: User Segmentation
In product design or marketing research, we would typically segment the market and
interview people in different age, socioeconomic, or behavioral groups. In services, a more
useful way to engage with people is by looking at different stages of their relationship with the
service. This strategy allows us to research the different journeys people might take through
a service and how they transition through the various touchpoints.
Stage 1 Stage 2 Stage 3
User A
User B
Time
✪
✪
✪
✪ ✪
✪
✪
✪
!194

Touchpoints: Examination
Bruger A
Bruger B
Time
✪
✪
✪
✪ ✪
✪
✪
✪
The distribution of touchpoint in time and space can make it
challenging to investigate in laboratory settings.
!195

Touchpoint: Optimization — Remove / Add
In addition to looking for latent and explicit needs and desires, as is commonly done
in most design projects, also look closely for service-specific insights. Look for
touchpoints that may be missing but are needed to create a good experience,
or touchpoints that are superfluous. Look for situations in which the service
could play a more valuable role, or instances when it is smart to keep people from
noticing that it is there.
Bruger A
Bruger B
Time
✪
✪
✪
✪ ✪
✪
✪
✪
?
Instead of competing over links in the
chain, service companies should compete
for the chain itself
Karmakar
!196

Mapping and Optimization of Touchpoints
!197

Mapping and Optimization of Touchpoints
!198

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Service Design: Touchpoint
!199

Moments of Truth: Touchpoint Potentials
Not a special case.
Systemising the ability to
consistently deliver
moments of truth.
!200

Front Stage Staff: Back End System Support
Front stage
Back stage
!202

8. Comfort Zones
!203

Time
Phenomena
- for motives & actions
Design ways to
1) expand the comfort zone or
2) decrease/increase phenomena
Comfort zone
Phenomena
Threshold Mapping: Design Aim
!204

Threshold Mapping
Comfort zone
- influences
- culture
- events
Peaks
Low
Skala: ∞ <—0—> ∞ eller 0—> ∞
Excitement — Boredom
Hungry — full
Uncertainty
Control
Wait time
Money
Food
Sleep
…
Personas
Comfort zone as “normative”
- reflects worldview, culture and
social standards
- for motives & actions
Time
Phenomena
!205

“Phenomena”
Time
!207

How To Use Threshold Maps
Here is one way to us a threshold map. There could be many others.
A threshold map is build upon the idea that humans can be too much or too little of something in
different situations. You probably know waiting time. How long do you want to wait for something?
There is no absolute answer because the waiting time depends on factors such as the thing you are
waiting for (the girlfriend or your number in line to get coffee) and circumstances such as how much
time you have (the train leaves in a minute or you have all day).
The idea of threshold maps are that you as the service designer need to organise these factors
through visualisation - exactly as a service blueprint
In an early pitch phase it’s okay to google what relevant values could be or to use you empathy to
estimate rough values. These then need to be investigated closer, e.g. through user studies in a
concrete development process.
If you from the visualisation can see that here we have too much or too little of something compared
to what the users are comfortable with, then the next step is to find ways to reduce or enhance this,
e.g. reduce waiting time til an acceptable amount.
Another option is to enhance the users tolerance or comfort zone. Regarding the waiting time it
doesn't make much sense to talk about a lower limit of tolerance, but if you’d rather take a number
and go somewhere you can sit than wait in line, then you might be willing to wait in line for a longer
time.
Thus, there are two ways to design from a threshold map: change the character of the phenomena
(enhance, reducer, remove etc.) or modulate the tolerance of the users (eg. through design).
Types of things there could be too much or to little of:
- Waiting time
- Noise
- Satiety—hunger
- Safety
- Stimulation (boredom - overstimulation)
- Challenges (e.g. board games: too easy - to hard)
- Complexity
- Feedback (nothing, too little, too much)
- Length of formulars (eg. Too long endurance formular)
- You make up more
As you can see there is some things that have both an upper and lower
value whilst others just have an upper or a lower value.
!208

9. Service Recovery
!209

Service Design: Service Failure
“A service failure, simply defined, is service
performance that fails to meet a customer’s
expectations.”
(Maxham III, 2001)
!211

A service failure is any service related error or problem that arise in the user interaction with the
service - Actual or perceived
Actual: objective service breakdown
Perceived: 1) unrealistic expectations,
2) user error (be very careful!)
Users tend to have some measure of forgiveness - especially if the situation is dealt with
gracefully
An unaddressed service failure is likely to result in dissatisfaction
Service Failure: Business as Usual
!212

Service Failure: Business as Usual
The term force majeure applies when things are out of the extraordinary — like natural
catastrophes.
Service failure should be thought of a more benign everyday fluctuations to a service.
Optimal conditions
Sub-optimal
conditions
eg. errors, disease, power
failure, accidents, delays…
Force majeure
(strikes, earthquakes)
!213

Service Failure: Complaint Thresholds
All customers
Unsatisfied
customers
5—10%
5—10% of unsatisfied
customers that complain
Threshold
To complain will
bring some out of
their comfort zone
Concerns for customers:
1) The service provider will not listen to
2) Consumer is unsure about rights (mediated by SES)
3) Cost associated with complaining to high in relation
to potential outcome/benefit.
4) Complaining may lead to reduced future service quality (fear
of punishment particular associated in markets with
monopoly).
!214

Service Failure: Cost & Consequences
Unaddressed service failures are most common reason for
customers leaving a service provider
Three broad behavioral patterns associated with unaddressed
service failures:
1) Customer seeks options for complaining
2) Customer complains to external sources (friends &
family — or online fora).
3) Customer makes a personal boycott of service
Particular behavior pattern is linked to factors like: pricing,
degree of service failure, SES, market dynamics.
Higher service cost generates more willingness to complain.
Higher SES generates more willingness to complain
Markets with high degree of competitiveness and customer
mobility generates lower tolerance for service failure.
Only 5—10% of customers that experience a service failure
complains.
—> Consequences in a service economy?
!215

Service Failure: Cost & Consequences
The cost of gaining new customers in service industries is
20-30% higher on online than offline services (reduce churn).
It is very valuable to make sure customers do not leave a service
and remains loyal — due to new customer overhead.
Loyal customers typically generate larger sales.
Recommendations from friends & family and the social network
is more effective than company marketing.
Word of mouth has dramatically increased it’s range with online
communities.
!216

Service Failure: Prevention & Recovery
servicevirksomheder at identificere det niveau, hvor omkostningerne ved at forbedre serviceleveringen (forbygge at
service failure finder sted) når et niveau, hvor investeringer ikke længere resulterer i betydelige forbedringer i
serviceleveringerne.
Figure 1 - Leveringsniveau i forhold til omkostninger
For at visualisere dette introducerer jeg Figur 1, som viser en vækstfunktion. Vækstfunktionen konceptualiserer
Amazon & Plumber service
—> What would be needed in order to
increase service quality
!217

Service Failure: Consequences
Ugunstige betingelser
Dataeksempel: - ingen data
11.2!Konsekvenskategorier!!
Tidsspecifikke konsekvenser dækker over service faliures, der forårsager, at forbrugeren enten bliver sat i en situation, hvor
de kommer til, eller er direkte nødsaget til at benytte mere tid end forventet på den service, de har betalt for, men ligeledes de
situationer hvor servicen bliver afbrudt før tid.
Eksempel Post Danmark
!218

Service Failure: Consequences
Dataeksempel: The waiter at this expensive restaurant treted us like dirt because we were only high school kids on a prom
date.” (Bitner & Booms et al., (1990)
Gestalt
Dataeksempel: ”The flight was a nightmare. A nightmare. A one-hour layover went to 3,5 houres. The air conditioning didn’t
work. The pilots and stewardesses were fighting because of an impending flight attendant strike. The landing was extremely
rough. To top it all off, when the plane stopped, the pilots and stewardesses were the firs tones off.” (Bitner & Booms et al.,
(1990)
Ugunstige betingelser
Dataeksempel: - ingen data
11.2!Konsekvenskategorier!!
Tidsspecifikke konsekvenser dækker over service faliures, der forårsager, at forbrugeren enten bliver sat i en situation, hvor
de kommer til, eller er direkte nødsaget til at benytte mere tid end forventet på den service, de har betalt for, men ligeledes de
situationer hvor servicen bliver afbrudt før tid.
Eksempel Post Danmark
”Når man betaler ekstra for udbringning, bør man da få pakken, når man er hjemme, men næhh nej jeg ventede og ventede, og
fik så en mail som fortalte at pakken var forsøgt afleveret!!! Og kunne hentes næste dag på ”posthuset” fra kl. 10.00 en ommer”
(Trustpilot, 2014)
I dette tilfælde oplever Trustpilotbrugeren at have betalt for levering til døren, men grundet en x failure må forbrugeren vente til
dagen efter med at få pakken, når den kan hentes på posthuset. Udover at modtage pakken en dag senere end forventet, skal
forbrugerne nu også bruge tid på at tage på posthuset selv.!
Økonomiske konsekvenser dækker over service faliures, der forårsager at forbrugeren enten bliver sat i en situation, hvor de
kommer til eller er direkte nødsaget til at benytte flere økonomiske midler end forventet for at opnå det ønskede udfald.
Eksempel Easy Jet
!
Figure 14 Tidsudviklingens inflydelse på service failure konsekvenser
Før jeg introducerer mine tanker omkring PSR vil jeg foretage en opsummering af foreg
en service failure case, med det formål at eksemplificere kategorier af service failures def
taksonomiet, forskellige konsekvenskategorier og coping mekanismer.
!
7.0!Service!failure!case!
!219

Service Recovery
Pre-failure Post-failure
Proactive -service recovery
Customer support Complaint management
Reactive - service recovery
Frontstage
Backstage
Managing
& setting
expectations
!220

Reactive Service Recovery
Frontstage
Backstage
Managing
& setting
expectations
!221

Reactive Service Recovery
Complaints RSR
User Expectations
Time
!222

Recap: Complaint Management / Customer Support
A Customer Complaint Is a Gift!
• You don't know how to improve your product or service if
you don't know what's wrong.
• Customer complaints can give you ideas for new products
and services.
• Complaints give you valuable information about what's
important to people, what they're willing to spend money
on.
!223

Recap: Complaint Management/Customer Support
Make it Easy!
• Comfort zone - lower threshold to make more users complain
• Thank the person for his complaint.
• Apologise for the fact that they are unhappy. Don't assume guilt or say that it is your fault.”
• Promise to do whatever you can to help solve the problem.
• Ask for more information or clarification or specifics so you can fully understand the source of his
unhappiness.
• Take whatever steps you can to correct the problem -- focusing on things that are within your control.
• Ask if they feel his complaint is being addressed. If not, go back to the beginning of the process.
• Make sure to learn from the situation.
!224

Proactive Service Recovery
Frontstage
Backstage
Managing
& setting expectations Triggers
Line of visibility
!225

Recap: (Post-Failure) Proactive Service Recovery
User Expectations
Time
!226

Recap: (Pre-Failure) Proactive Service Recovery
User Expectations
Time
!227

Proactive Service Recovery How?
?
Frontstage
Backstage
Managing
& setting
expectations
!228

Strategy for Failure Tolerant Design
Well defined value propositions, sensors & triggers
• Value propositions: Identify what value you want to deliver
• Sensors: Create data strategy that make it possible for you to measure your service delivery
• Triggers: Create a agile organisation culture, ready to react
!229

Sensors & Triggers
What do we need to know? What will we collect, how and why?
!230

Strategic Service Recovery
pre—failure post—failure
“incident”
Service failure
Service impact Complaint
management
Customer
Support
Managing
& setting
expectations
— Well defined value propositions, sensors & triggers
!231

Sensors: Data Strategy
1. Establish scalable data storing system
2. Measure over time - experiences develop
3. Measure at multiple touch-points using multiple methods
4. Share data in organisation, e.g. feedback in Key
Performance Indicators
!232

10. Nature of Services
!233

Service Design “Thinking Analysis Tool” … Good Ideas Systemised
The visual thinking analysis tools help us explore
what could be
using
diagrammatic visual representation reasoning.
Diagrams typically have a causal structure. For instance, if we
draw a horizontal line, there is instantly an “above” and a
“below” the line. A coordinate system provides us with four
quadrants, and furthermore, it can be scaled from low to high on
each axis.
Labelling axis meaningfully and then plotting the world as we
currently understand is the first step is a visual diagrammatic
reasoning process.
The next step is then to explore “what if ” questions by thinking
about what it would take and what the consequences would be by
mining an element from one place to another.
Abstractness vs Granularity
Abstractness vs. Granularity
High
S t D i
Q i M d l System Dynamics
Queuing Model
Value Chain Analysis
ACTNESS
Value Chain Analysis
Process Model
Functional Model
ABSTRA
Process Model
Service Blueprinting
Physical Description Service Journey
Low
p g
GRANULARITY Coarse
Granular
Low
Decision Tree for Model
S
Selection
Granular Physical Model
Granular Physical Model
Functional Model
Concrete
Concrete
Glushko.
http://people.ischool.berkeley.edu/~glushko/glushko_files/Frontiers2010-Glushko.pdf
!234

Service: Analysis
R.J. Glushko
236
!235

Service: Analysis
Figure 1. The Seven Design Contexts: Derivational and Compositional Rela-
tionships
!236

Service Taxonomy: Channel Characteristics
!237

Seven Contexts in Banking
!238

Christopher H. Lovelock
The diversity of the service sector makes it diffi-
cult to come up with managerially useful gener-
alizations concerning marketing practice in service
organizations. This article argues for a focus on
specific categories of services and proposes five
schemes for classifying services in ways that tran-
scend narrow industry boundaries. In each in-
stance insights are offered into how the nature of
the service might affect the marketing task.
Classifying
Services to
Gain Strategic
Marketing
Insights
Introduction
DEVELOPING professional skills in marketing
management requires the ability to look across a
broad cross-section of marketing situations, to under-
stand their differences and commonalities, and to
identify appropriate marketing strategies in each in-
stance. In the manufacturing sector many experienced
marketers have worked for a variety of companies in
several different industries, often including both con-
sumer goods and industrial firms. As a result, they
have a perspective that transcends narrow industry
boundaries.
But exposure to marketing problems and strategies
in different industries is still quite rare among man-
agers in the service sector. Not only is the concept of
a formalized marketing function still relatively new to
most service firms, but service industries have his-
torically been somewhat inbred. The majority of rail-
road managers, for instance, have spent their entire
working lives within the railroad industry—even within
a single company. Most hoteliers have grown up in
the hotel industry. And most hospital or college ad-
Christopher H. Lovelock is an Associate Professor at Harvard Business
School.
ministrators have remained within the confmes of health
care or higher education, respectively. The net result
of such narrow exposure is that it restricts a manager's
ability to identify and learn from the experience of
organizations facing parallel situations in other ser-
vice industries—and, of course, from marketing ex-
perience in the manufacturing sector. Conversely,
marketers from the manufacturing sector who take po-
sitions in service businesses often find that their past
experience has not prepared them well for working on
some of the problems that regularly challenge service
marketers (Knisely 1979, Lovelock 1981, Shostack
1977).
This article argues that development of greater so-
phistication in services marketing will be aided if we
can find new ways to group services other than by
current industry classifications. A more useful ap-
proach may be to segment services into clusters that
share certain relevant marketing characteristics—such
as the nature of the relationship between the service
organization and its customers or patterns of demand
relative to supply—and then to examine the impli-
cations for marketing action.
After briefly reviewing the value of classification
schemes in marketing, the article summarizes past
proposals for classifying services. This is followed by
presentation and discussion of five classification
Journal of Marketing
Vol. 47 (Summer 1983), 9-20. Classifying Services to Gain Strategic Marketing Insights / 9
Service Topologies
Classifying services to gain strategic
market insights.
C.H. Lovelock
!239

Topologies allows for qualitative inquiries and investigations of
services. Hereby it becomes possible to drive service innovation
by seeing similarities and differences in formal topological service
spaces.
Service
Characteristics
Typologies Service Design
Inseparability -Relationship with
customers
-Method of
delivery
• Users as sources and not as problems
• Co-design approaches
• Collaborative services
• Rethink the organisation.
• Holistic approach
Perishability Supply/Demand • Replication strategies
• Distributed and interconnected service
solutions
• Enabling platforms
Intangibility The nature of the
service act
• ‘Evidencing’ the service offering and
service experience
• Making the intangible tangible
- Dive into the customers world design
methods
- The choreography of experience
Heterogeneity Customization Customisation and modular service
architecture
Why Topologies? Inseparability
Relationship with customers
Perishability
Supply/demand
Intangibility
Nature of service act
Heterogeneity
Customisation
!240

Inseparability
Tangibility
!241

Who Is the Service Focused on - Humans or Things?
!242

Understanding the Nature of the Service Act
Who or What is the Direct Recipient of the Service?
People Things
What is the
Nature of the
Service Act?
Tangible
Actions
Intangible
Actions
Service directed at
people’s bodies
Service directed at
people’s minds
Service directed at
goods and other
physical possessions
Service directed at
intangible assets
3
Evidencing the service offering and
service experience
Making the intangible tangible
Dematerialization as an innovation
driver
Services cannot be seen, felt, tasted or
touched in the same manner in which
goods can
Energy
Disney
Intangibility
• The intangibility of services is what primarily differentiates a
service from a product.
• Intangibility poses a challenge to those marketing a service, as
they often need to give tangible proof for the quality of
service.
• Buying services are risky for the customer; hence, providing
adequate tangible proof of good service ensures repeat
customers.
!243

What is the product/service relationship?
How could you ‘dematerialised’ your service? new
opportunities?
How is “materialized” your service in each user interaction?
Before-during-after > Use the blueprint
Pure material goods - offer is made only by tangible goods (product) that
isn’t accompanied by any service - e.g. soap, toothpaste, salt.
Predominant material goods with accompanying services - offer
consists primarily of a product that is accompanied by a minor service
(or retail services) - e.g. car accompanies services.
Hybrid - offer is made equally by products and services - e.g. high-end
restaurant offers not only excellent food but also perfect service, music,
bar and other facilities.
Predominant service with accompanying goods - the essence of offer is
a service, accompanied by minor goods - e.g. basis of air transport is a
service (transportation) accompanied by food, beverage, newspaper and
magazines, film screenings, etc.
Pure service - offer is made only by services - e.g. psychotherapy,
massages, babysitting.
Philip Kotler and Kevin Lane Keller
Intangibility
!244

Who Is the Relation - Formal or Informal?
!245

1
Relationship of user participation with value to the service
Important for the service to work
It doesn’t matter
low
high
unaware
co-production
consumption
aware
Added value
Users as sources and not as problems
Co-design approaches
Collaborative services
Most services require the presence
of customers for the production of
services
Self service
Amazon
Inseparability / Simultaneity
• The inseparability of services makes it difficult to separate a
service from the service provider.
• The production and consumption of a service can occur
simultaneously, making it impossible to produce and store a
service prior to consumption.
• People are a defining factor in a service delivery process, since
a service is inseparable from the person providing it.
!246

Method of Service Delivery
Availability of Service Outlets
Single site Multiple sets
Nature of Interaction
Customers goes to
service organisation
Service Organisation
comes to customers
Customer and Service
Organisation Transact
at Arm’s Length
Who is the supplier and the customer?
-Business to Business -Business to Customers -Government to Citizens -Poeple to Poeple
Relationship with customers
Type of relationships between the service organisation
and its customers
”Membership” No formal realationship
Nature of the
Service
Delivery
Continuous
delivery of
the service
Direct
transactions
Service Delivery and Customer Relation
!247

Are Services Adapted - Generic or Individualised?
!248

Customization in Service Delivery
Extent to which Service Characteristics are Customized
High Low
Personnel
”power” to
meet
customers
needs
High
Low
4
Services as situated actions
Design the conditions for possible
behaviors and interactions to
emerge
Customization and modular
service architecture
The quality of the performance
may vary from time to time,
depending on the situation and
service participants
Doctor
McDonalds
Heterogeneity
• While products can be homogeneous and mass produced, the
same is not true of services.
• Many services regarded as heterogeneous are typically
modified for each consumer or situation.
• Despite the heterogeneity of service quality, It is the quality of
the service that will essentially set two competing firms with
similar products and services apart.
!249

Service Demand - Fluctuated or Focused?
!250

Frequency of use and the market
Low High
Frequency
(for one user)
Amount of users
(expected to use the
service)
2
Replication strategies
Distributed and
interconnected service
solutions
Enabling platforms
Cultural diversity
Most services can’t be stored and therefore
depend upon the ability to balance and
synchronize demand with supply capacity AirBNB
Hotel
Perishability
!251

Service Offering - Physically Bound or Omnipresent?
!252

How is the frequency of use of your service for a single
user?
How could you balance the demand with supply?
Take into account: time, labour, equipment and
infrastructure.
What is the Nature of Demand for the Service Relative to Supply?
Extent of Demand Fluctuations over Time
Wide Narrow
Extent to
Which Supply
is Contrained
Peak demand
can be met
without delay
Peak demand
can exceed
capacity
Perishability: The service is realised in the moment of use
• Services cannot be stored, saved, returned or resold once they
have been used.
• When the service has been completely rendered, this
particular service irreversibly vanishes as it has been consumed
by the consumer.
• The relevant resources, processes, and systems of a service are
assigned for delivery during a definite period in time.
• Perishability can affect company performance as balancing
supply and demand is very difficult.
!253

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