WE MAKE THEM TALK ABOUT YOU Service Design
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Service design presentation. An overview of how service design and customer centric approach makes products and services more usable and understandable.
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WE MAKE THEM TALK ABOUT YOU Service Design
- 1. WE MAKE THEM TALK ABOUT YOU Service design
- 2. thebrandmanual.com Make things work the way people expect them to work.
- 3. thebrandmanual.com Source: Snatch (from 1:38) https://www.youtube.com/watch?v=hpXj4cj5MUw
- 4. thebrandmanual.com Source: VOX. From beginning to 0:11 https://www.youtube.com/watch?v=yY96hTb8WgI
- 5. thebrandmanual.com Things don’t work the way people expect them to work.
- 8. thebrandmanual.com One keypad to rule them all?
- 9. thebrandmanual.com Your first baby or the 31st birth of the day?
- 10. thebrandmanual.com Understanding the context of the customer is crucial to being able to improving the experience.
- 11. thebrandmanual.com Empathy “The deepest form of understanding another person is empathy…[which] involves a shift from…observing how you seem on the outside, to…imagining what it feels like to be you on the inside.” Source: Difficult Conversations by Douglans Stone, Bruce Patton and sheila Heen
- 12. thebrandmanual.com Says Does Questionnaire Does Says Observation Line of visibility Line of visibility
- 13. thebrandmanual.com Don’t ask them what they want. Observe what they do.
- 15. thebrandmanual.com How much research would we need to find this out?
- 16. thebrandmanual.com Number of test users Usabilityproblemsfound 3 6 9 25% 50% 75% 100% 12 15 3 people will find 70% of problems. Source: Nielsen, Jakob, and Landauer, Thomas K.: "A mathematical model of the finding of usability problems,"
- 17. thebrandmanual.com The learning curve… Important to you Complexity Time Important for user
- 19. thebrandmanual.com “I just want to turn it on”
- 20. thebrandmanual.com It isn’t the streetcar that makes the experience good. It is the timetable. - Lucius Burckhardt, Design is invisible
- 21. “You’ve got to start with the customer experience and work backwards to the technology. You can’t start with the technology and then try to figure out where you’re going to sell it.” thebrandmanual.com
- 23. thebrandmanual.com Hick’s law The time required to make a decision is a function of the available options. If the choices don’t obviously make sense to the customer, they’ll choose nothing at all. Reducing choice improves customer satisfaction.
- 24. thebrandmanual.com Ockham’s razor Given a choice between functionally equivalent designs, the simplest is always preferred. Unnecessary elements decrease efficiency and increase the probability of unintended consequences.
- 25. thebrandmanual.com €$£ The five fundamentals of a good experience Systems Value Journeys People Propositions
- 26. thebrandmanual.com Systems By looking holistically at the whole service infrastructure allows you to understand how the different parts of the organisation interconnect and where. Isolating one touchpoint often upsets other touchpoints, which is why it is important to work on the whole system.
- 27. thebrandmanual.com Value Service delivered does not always equal value received. Designing services must necessarily focus on aligning the needs of the producer with the user, to deliver measurable and tangible value to both. €$£
- 28. thebrandmanual.com Journeys People take different routes to, through, and from a service. Recognising these differences and examining what happens before, during and after helps you understand each touchpoint between user and provider, and how each affects the customer experience.
- 29. thebrandmanual.com People Services always involve people. Delivering a good experience means putting people first and involving both users and producers actively in the design process. This is true even, it the service is very product-centred.
- 30. thebrandmanual.com Propositions Good service design is about developing valuable, innovative propositions for users and producers while providing exciting visions to take existing propositions forward. Often this can involve translating intangible benefits into desirable offerings.
- 31. thebrandmanual.com Design systems instead of isolated “solutions”.
- 32. thebrandmanual.com The law of unintended consquences
- 35. Part 2: Momentum vs inertia thebrandmanual.com
- 36. thebrandmanual.com There are always two jobs: - solving the problem - solving the organisational problem
- 37. thebrandmanual.com “Culture eats strategy for breakfast.” Source: unknown, but often attributed to Peter Drucker
- 38. thebrandmanual.com “Established companies underestimate their ability to create or acquire new ideas and overestimate their ability to implement new ideas.” Jon Campbell: Principal Design Strategy | Continuum Dr. Munib Karavdic: Director of Design & Innovation | AMP Financial Services
- 39. thebrandmanual.com Ideas are hard to implement Focus on the wrong problem Expensive approach Organisational constraints Measures for success based on budget and time
- 40. thebrandmanual.com Discover Define Develop Deliver “Let’s understand the problem, sketch potential solutions develop and test a few and implement the one that works.” We think we know where to start.
- 41. thebrandmanual.com From: Which decision should I make?
- 42. thebrandmanual.com To: What should I make a decision about?
- 43. thebrandmanual.com Discover Define Develop Deliver “Let’s first find out what the problem is.”
- 44. thebrandmanual.com BUSINESS PERSPECTIVE Uses excel Navigates organisational politics Uses data to quantify politics Wants to start with an idea DESIGN PERSPECTIVE Uses post-its Outside perspective Uses human anecdotes to convince Wants to land on an idea
- 45. thebrandmanual.com The thing about experiences…
- 46. thebrandmanual.com It’s not about what you do. It’s about what I get.
- 47. thebrandmanual.com Customers compare apples to oranges. They will form their expectations of you from their life experience, not service experience.
- 48. thebrandmanual.com Functions don’t differentiate. They obfuscate.
- 52. thebrandmanual.com It’s not a lack of information. It is a lack of interest.
- 53. thebrandmanual.com WHAT HOW It’s not what you say, but how you say it that matters. “Facts inform. Feelings sell.”
- 54. thebrandmanual.com Who thought that this would be a good idea?
- 55. thebrandmanual.com We must be open to challenging our fundamental presumptions. Not because they are wrong, but because they may soon be obsolete.
- 57. thebrandmanual.com Root-cause analysis “Health is a consequence of care. Care is not a consequence of health.”
- 58. thebrandmanual.com The result chain Leadership Engaged staff Satisfied customers Operational results>> = Relations between people
- 59. thebrandmanual.com To engage customers, understand their lives. 1
- 60. thebrandmanual.com Why do they chose you and what do they do with what they buy from you? 2
- 61. thebrandmanual.com Understand what it is, that is actually important. 3 Ahaa! WOW!!! Of course. Oh…
- 62. thebrandmanual.com Involve them in improving the experience. 4
- 63. thebrandmanual.com Read all about it! Get it on Amazon.
- 64. WE MAKE THEM TALK ABOUT YOU Thank You! J.Margus Klaar jmk@thebrandmanual.com +46 72 252 3064 @jmklaar