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Service design via a Design Thinker


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A Design Thinkers view of Service Design. This is a transcription of a Business901 podcast with Arne van Oosterom.

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Service design via a Design Thinker

  1. 1. Business901 Podcast TranscriptionImplementing Lean Marketing Systems Service Design via a Design Thinker Guest was Arne van OosteromRelated Podcast: Service Design through the Eyes of a Design Thinker Service Design through the Eyes of a Design Thinker Copyright Business901
  2. 2. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsArne van Oosterom, Partner at DesignThinkers in Amsterdam.DesignThinkers is a Strategic Design agency that specializes insocial innovations, service innovations, customer centered design,marketing 2.0 and branding. They provide a bridge betweenbusiness opportunities and creative solutions.Arne is a Designer in Residence at the Oslo School forArchitecture and Design & Norwegian Center for ServiceInnovation, Founder of the Design Thinkers Network, Co-Founderof the Service Design Network Netherlands, Catalyst atWENOVSKI and Founder of the Healthcare InitiativeCareToDesign and Keynote Speaker at various InternationalUniversities and Conferences.Customer Journey LAB is an innovativetool, developed by DesignThinkers,using Service Design and DesignThinking methodologies. It is aneffective tool to get insights andimprove your customers experiences ofthe product and the related services.Their creative thinkers can help yourcompany to improve the customersexperiences of your brand. They offercreative LAB sessions for identifying improvements and newopportunities. Service Design through the Eyes of a Design Thinker Copyright Business901
  3. 3. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe Dager: Welcome, everyone. Joe Dager, the host ofBusiness901 Podcast. With me today is Arne van Oosterom. Hesthe owner and strategic design director at Design Thinkers, astrategic design agency based in Amsterdam. Arne is also alecturer and chairman of the Service Design Network,Netherlands. He works with a broad range of associates aroundthe world, and in a network allowing them to be extremelyflexible to the customers demands and up-to-date with the latestdesign and design thinking methodologies. One of these latestdesign-thinking methodologies is Service Design, and thats whatwere here to talk about. Arne, Id like to welcome you, and couldyou clear up any of the names that I messed up there.Arne van Oosterom: Well, I think you did a very good job.Thank you so much. I made it very difficult for you to have mylast name being so very Dutch.Arne: The one thing that I noticed already is that we change soquickly. Actually, the text you just spoke out, we wrote thatprobably a year or two ago. And so many things have changedalready, so thats fascinating to hear.Joe: Some already in the memory box?Arne: Well, it illustrates how we are changing every time. Everyyear weve been, in Design Thinkers, my agency has been aroundnow for five years, exactly five years. I think every year we haveto reinvent ourselves, because everything we do is so new andunknown, and its all part of this discovery. Its interesting, too, ifI read things I wrote a year ago or two years ago, its fascinatingto see how quickly things change.Joe: I can see some of the publications I did, like last year and,boy, things have really evolved from there. Theyre a nicestarting point. Such as, you were a contributor to "This is ServiceDesign Thinking." Its nice to have a base point, but it is amazinghow much things evolve anymore. Service Design through the Eyes of a Design Thinker Copyright Business901
  4. 4. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsArne: Yes, its so true. Even that book, its a great collection ofopinions, methods, tools and people, really. Even words, I mean,things change. And I like that. Thats one thing that I think isvery difficult about books, and that I love about Internet, is youcan actually change everything on the Internet. But the book is,like, forever. Its fascinating because things change. So its goodto have them as markers, probably.Joe: I think a marker and a basis for understanding as someonegets into it, and once you evolve it, you understand it. Its liketaking history in school. You understand why you are who youbecause you understand the foundation better. I think a greatcompliment to the book you just gave is because, the fascinatingthing for you is the people involved and what a great story forService Design.Arne: Yes, I think if you want to know more about ServiceDesign or Service Design thinking, especially here in Europe, thebook, it brought a lot of people together who have been veryinfluential. Actually, it makes it very easy to find these people.Having conversations with these people, I think thats the mostvaluable part of it. I think if you read the book, of course itsgreat. But actually, if you want to know more, like you did, findthese people and talk to them, because probably they changetheir opinions, and they learned a lot more in the last few monthssince the book actually was published.Joe: What does Service Design mean to you and your agency?Arne: Well, first, its not a very straightforward story. It meant acouple of things, actually. One of the things it meant was freedomto actually poke our nose in any business were interested in, sobe involved in the holistic story. Because before we startedDesign Thinkers and doing Service Design, we were always doingjust a part of a project. Service Design through the Eyes of a Design Thinker Copyright Business901
  5. 5. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsPersonally, I have a background in communications design andmarketing, and a business strategy from the creative side, doingcampaigns and all that. We were brought in, we were beingbriefed by a company, and we were brought in at the end.Budgets were already set and decisions were made. ServiceDesign allowed us to be part of the project before there was abrief, because Service Design says you have to approach, thinkholistically. You cant just go and create a great website just as aone touch point.For instance, the financial information you send your customers,nobody understands it, and the letters are really terrible. Youhave to design that as well, etc. Everything is connected toeverything. So that meant for us, Service Design gave us thisopportunity to really grow in a very broad way.The other thing it meant for us is that it allowed us to open thissearch for what is changing. What I mean with this is that I dontreally know. Especially when we started, I didnt really know whatService Design was, or design thinking, for that matter.We are still searching for what exactly does it mean? Becausesometimes were just doing the same thing as we used to do,except that its what has changed? But there are so many thingschanging in the market. There are so many things changingwithin organizations and companies, and in our societies, thatService Design, for us it means a search, exploring.A little bit about our background is that we started being DesignThinkers as a company because we were interested in designthinking. At that time, it wasnt such a buzzword, especially nothere in Europe. I didnt really expect it to become a buzzword. Sowe called ourselves Design Thinkers.I used Service Design in a blog post once, and then all of asudden, everybody started emailing me and sending me Service Design through the Eyes of a Design Thinker Copyright Business901
  6. 6. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsmessages saying, "Oh, did you do Service Design? Oh, thatscool, what is it?" I said, "I dont know, lets find out." But fromthat moment I started using Service Design, the words, a little bitmore often, because it brought a lot of attention to us.I think weve always been struggling with Service Design,because it sounds like you have Service Design and you haveproduct design, and it didnt feel right to us. So its actually whenwe connected it to Service-Dominant Logic when it started tomake more sense.It started to make more sense because I truly believe thateverything is service. Its not about products or services. Itsactually, everything is a service, and that it is the logic that is themindset.After five years of doing a lot of projects, working with a lot ofvery good companies and innovation teams, we are stillsearching. Thats something thats probably the core of what wecall Service Design, what we think is Service Design and/ordesign thinking. Its actually to always keep on searching andkeep on exploring.Joe: Yu mentioned talking about taking design -- not the typicaldesign, industrial engineering-type design, but marketing designfrom the tail end of a product development, or the tail end of aproduct, to the beginning of a product. And thats a big step. Howdo customers react to that?Arne: I think that we react to our customers, so we getquestions. In the past when I was working in communicationsdesign and market, the questions we got from our clients weredifferent. They changed their questions and we tried to adapt towhat they need. So were not telling them we have somethingnew and that they dont know about it, but its wonderful, and wetry to educate them. We actually try to listen to our clients andfind out what they need. Service Design through the Eyes of a Design Thinker Copyright Business901
  7. 7. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsNowadays, its a little different. Especially in the beginning, Idont think we used the words Service Design a lot, because ourcustomers, they havent heard of it and they dont know what itis.So what we did do was talk about service innovation, forinstance, a lot, product service systems. Customers like, weworked for Philips, for instance. And for them, they understandwhat we mean and that this is something they need to startthinking in services and product service systems. This is whatthey know. We didnt teach them this. Its just that this issomething they started asking.The bigger issue is actually how these companies internally aremanaging it. The bigger battle is actually, how can youimplement services, or how can you change the product-driven ortechnology-driven cultures within companies like Philips or othertechnology or product-oriented companies? How can you changethat culture into a more service, human-centered culture? Thatswhere we struggle the most in the beginning.Joe: It sounds like a lot of work, Arne. I just want to go find amarketing agency that has a silver bullet and the next great adfor me. It sounds a lot easier.Arne: Yes, it is. And its so true. But its not enough anymore.So our clients are those who understand that its not enough tohave an ad, its not enough anymore, especially if you thinkabout long term. Its not enough anymore to come up with agreat product, an innovative product and put it into the marketreally quickly. Thats not enough anymore. Competition,especially when youre in Europe and in Western Europeancountries, you cant compete with the upcoming economies likeChina and India. Theres no way you can compete with them,except that you need to create relationships with your customers, Service Design through the Eyes of a Design Thinker Copyright Business901
  8. 8. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsand you need to create relationships based on trust in order toprofit from them in the long term.I think thats something, which is a huge step for organizationsand companies.Joe: I always look at it and I term this. Im not sure I use theright terminology, but I think you have to go deeper thanrelationships. You have to actually start playing in the customersplayground. Youve got to be there with them in the use of theproduct. Is that support Service Design?Arne: Well, its support Service Design in the sense that wereally believe in what we call a value co-creation. Value is alwaysbeing co-created, and we are moving away from what we callvalue in exchange, to a world where value is being used as acenter stage. Value in exchange very simply means that you puta lot of value into a product as a factory as a producer, and thenyou exchange your product for money with a consumer. I buysomething for my company, and I give them money, they giveme a product. Thats value in exchange. Thats what we arefocusing on right now, which is the product-dominant logic.But youre moving more towards a Service-Dominant Logic, whichis something you can see, for instance, with smartphones. Ialways say, a couple years ago when you would buy anon-smartphone, a traditional Nokia when we were still buyingNokias, you would buy the phone. But if you put the phone inyour closet, Nokia wouldnt care. The deal was made, money wasexchanged, so thats fine.Nowadays, if you buy a phone, either the producer of thephone -- be it Samsung, be it Nokia, be it Apple -- they will notbe happy if youre not starting to use the phone. You need tohave the phone, because its connected to all kinds of other stuff,and its part of this ecosystem. This ecosystem is only healthywhen its in use. Service Design through the Eyes of a Design Thinker Copyright Business901
  9. 9. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsSo it has to have value for me in use, and that is something thatis very much different, because I think what well see is thatmore and more products will become connected. And databecomes more and more important, because that is actually theway you have your relationships with your customers. Thats yourconversation you have with your customers.You see this with NikePlus, for instance. A fascinating moment, Ithink, with NikePlus is when they had the chip in the shoe; youcould monitor your sports activities and share this online throughyour iPod. But really, the very fascinating moment is when theytook the chip out of the shoe and started selling the chip itself.There must have been a discussion somewhere within Nike whenthey said, "Hows that going to sell us more shoes? Were a shoefactory. Now, people can just buy the chip and put it in any otherbrand."Thats actually the point were trying to make. Its not about theshoe anymore. Its about having this relationship, and howwonderful is it for Nike to have all that data pouring in and beingable to understand their customers better, and what they actuallydo while theyre using these products. I think that is a bigchange.Joe: I think thats a great example, because it really exemplifiesthe service-dominant logic, the value and use over just having aproduct, because you go forward with the relationship. Theproduct just enables the use.Arne: You cant really copy it. It is very difficult to start copyingNikePlus. Adidas tries and tried. Of course you can copy it, but itsmore difficult. The shoe, you can copy the shoe. You can use thesame materials, and you can do the same advertisement. You canhave other famous sports people in your shoes. You can telleveryone you use the best materials, high-tech quality, all thesame. Its all the same. Service Design through the Eyes of a Design Thinker Copyright Business901
  10. 10. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsBut when the value in use is real value, when it really adds valueto my life, when it helps me reach goals, truly helps me reachgoals, then you have this really powerful relationship. Its allabout understanding, what do people really want to achieve? Andif you can really help people achieve it, then you will havesomething of value.Nike, they understood what people try to do with their shoes.They try to be healthy and do sports. Lets help them do itinstead of try to sell them shoes with all kinds of wonderfulstorytelling. But its not enough anymore.Joe: How do you go about implementing something like this?How do you go about with a customer and start? You listen tothem, but this is a big mind shift for a lot of people.Arne: Well, actually, there are a couple ways. Implementing,first of all, understanding what customers really want byco-creating with them, by not just listening to what theyresaying, but also listening to what theyre not saying, which is verydifficult. So you have to have conversations with them all thetime, continuous. You start small, you start having conversations,and you start learning how to do it. Again, its not a linear path.Its something that has to evolve.Most companies, most customers we have, they have to learnhow to do it and they have to take time, because its a long-termapproach. You cant really come up with a solution very quickly,implement it and then expect it to be successful. You have to findyour starting point. Think of it as an experiment, a pilot project ora startup, and try to let it grow naturally.Then I think thats the way, for most of our customers at least,the easiest way forward, because thats safe. You cant changeyour company culture overnight. The other thing is, its not justdoing research and then just thinking you know everything. Doing Service Design through the Eyes of a Design Thinker Copyright Business901
  11. 11. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsresearch is really important, but doing continuous research, whichis having continuous conversations.The other thing is that what I think most companies struggle withis that, for instance, we work for a lot of Telcos, and they can findit very difficult to change. They find it very difficult to dosomething else that they havent been doing for over a decade.So changing the culture internally and changing the way they areorganized in order to deliver the services, and being able todesign the services themselves. Thats another, I think, a veryimportant point. I dont really believe that it takes an agency todesign the service.The company itself will design the service, because they aredelivering the service and they have to keep on iteratingcontinuously. So you dont need agencies for it. You need to beable to do it yourself.But this change takes a lot of changing in mindsets, changing inthe way you are organized, and changing which people you areactually hiring. I think thats the biggest struggle.One way to illustrate this is, for instance, I think that eight out often projects we do are projects we do together with innovationteams within organizations within corporates. We kind of startedcalling them pockets of resistance. These are the people that feelthe company needs to change their course. They know they haveto do it differently, but they cant sell it to management.Actually, a lot of our projects, they start with the question, "OK,so we know we need to do things different, but how can we sellthis to higher management?" Which is fascinating, really, becausein a way you expect these people to be really connected to highermanagement. But usually theyre not, and they find it verydifficult to find their path and then find their way to higher Service Design through the Eyes of a Design Thinker Copyright Business901
  12. 12. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsmanagement, to be able to start implementing radicalinnovations.Joe: I think of this, its so true. I think of moving the designprocess earlier and moving the customer touch points earlierwithin the organization. So it really means that engagement withthe customer becomes flatter and that theres more peopleengaging within your organization.Arne: One of the methods we use is our customer journey lab,in which we actually say, innovation is not just about one groupof people coming up with wonderful technology or what have youin some kind of a little separate department. But its actually,everybody should be involved and everyone should have themindset of a researcher. So our customer during the lab, actuallyits an innovation lab, but everybodys involved in it. Because itsalso about making the knowledge that is already there explicit.Theres so much implicitly already there, and making that explicitis one of the things that Service Design does.Again, Service Design is not just about coming up with anddesigning wonderful touch points and wonderful user experience.It is also about being able to actually change management.Change the organization in such a way that it enables and itallows innovation to flourish, so the company itself can designand produce these services.Joe: I like the way you describe certain things that youre goingin there, because you dont call things just a journey map. Youadd a few adjectives to it. Maybe thats just your design side, butits context mapping. Its touch-point analysis. Itsemotional-customer journey map. Its like youre taking anotherstep to dig deeper in it. Can you take one of them and explainhow you do that a little bit?Arne: Well, theres one tool weve been developing over the lastfew months now. Weve been using it for quite some time. Its Service Design through the Eyes of a Design Thinker Copyright Business901
  13. 13. Business901 Podcast TranscriptionImplementing Lean Marketing Systemscalled a value network analysis. So this tool, for instance, wellask our clients to map out all the stakeholders they have, anykind of stakeholder, and any kind of person or organization, whathave you, that has any kind of influence on their business. Sothen what we do is look at the values that are being exchangedbetween the organization and the stakeholders. Value is not justmoney. There are a lot of values. There is attention. There is theright exposure. There are all these kinds of values.Then once weve looked at these values being exchanged, welook at the values being exchanged between the differentstakeholders. This way actually, first of all, you will have awonderful conversation because there is usually a lot of stuff thatpeople dont know. But you get an overview of this force field, ifyou will, and how value flows through a certain network. Thisallows you to actually play around with these values.For instance, we had a customer and this customer was in thebusiness of sending parcels. This is how they made their money.Then we said, "What about this money that is being exchangedhere? Lets take that out. Lets say that the sending and thereceiving of the parcel, the thing you do, is for free. Where is thismoney going to come from then?" So it connects to businessmodeling as well.This is the way we use tools to have conversations with ourcustomers. Its never about the tool because this is our designthinking approach. We look at the problem and then we decidewhich tool would be best and which methods would be best, orshould we design new tools and new methods?Many times, we actually will design a completely new tool ormerge a couple of tools together to create a new tool to be ableto answer the question better. This is also a very flexibleapproach. Service Design through the Eyes of a Design Thinker Copyright Business901
  14. 14. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsService Design, to me, is this unlimited resource of tools from allkinds of disciplines and methods. We can apply something thatwe could cognitive flexibility, fitting the tools and methods to theproblem, and not the other way around.Joe: Youre really co-creating; youre co-producing the tool withthe client, right?Arne: Right, definitely.Joe: Service Design is really changing your business climate. Itreally is no longer just a product of service. Thinking along thelines of Service-Dominant Logic, we are just enabling use.Arne: Products are enablers, like services. It helps me reach agoal. Theres nothing new about this. Sometimes that might bevery complicated to have conversations about Service Design andService-Dominant Logic. A lot of times people say, "Yeah, butthats nothing new." Thats true. There is nothing new, except thecontext, the society, the world we are living in changes. Socontexts are changing.We always needed bridges, but these days’ bridges need to bebuilt a little bit differently than in Roman times. It doesnt meanthat we dont need bridges, but the context changes. I think thatapplies to Service Design a lot of times.Weve been playing around with the words a lot. Weve beenusing "Service Innovation" or, actually, "New Marketing," wevebeen calling it for a long time, because to us, there is no bettermarketing than having a wonderful service.If you trust the service, if you think that these people really arehere to help me, look at, for instance, the NikePlus example Igave. Its a wonderful marketing tool. No campaign, no ad, nocommercial can actually beat that. Service Design through the Eyes of a Design Thinker Copyright Business901
  15. 15. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsAgain, its all part of the same world. I have many conversationswith people from Lean, or from Six Sigma or from all kinds ofother disciplines, methods and what have you. Were all living inthe same world. Were all looking for and searching for the samethings, call them differently. I really hope...Thats actually connected more to design thinking, actually. Whatwe say is that design thinking is actually the glue between alldisciplines. Its your open-mindedness. It allows you to learn fromeach other and learn each others languages, because of theexample like you just in the beginning.For instance, Graham Hill, my great friend, introduced me toService-Dominant Logic. I hadnt heard of it before, more intoService Design and Design Thinking. We spoke, Graham and I,we speak different languages because we come from differentworlds.But because we were both eager, we were both interested and wehave a mindset of a researcher, we want to learn. We want tomerge things and we want to break down walls. I think breakingdown these walls is what we are all trying to do.We all feel that it is necessary, whatever we call it, but findingout ways to start collaborating and changing the way companiesare organized and are operating. A lot of times what you seeinternally is that a lot of companies are dividing in silos, ordepartments or what have you. They dont really work together,because theyve been growing by buying up other companies. Soyou get all these clusters of organizations.I think we are reaching the end of that model. The new model willforce us to break down these walls, and start collaborating andfinding new kinds of collaborations.I think that we are at this moment living in a very interestingtime, where somebody other day called it the perfect storm. I Service Design through the Eyes of a Design Thinker Copyright Business901
  16. 16. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsdont know about that, whether thats true or not, but I really dobelieve that there is more going on than just the financial crisis,worries about the environment and energy.Actually, I think that there is a reset going on. I think that themodel that we apply to our businesses, that model is broken. Itstems from the Industrial Revolution where companies are thereto exploit resources, be it people or natural resources, to suck itdry and then move on.But I think that model is broken and we cant accept thatanymore. Thats something that we all feel. There is a lot ofunrest and theres a whole lot of things, vague writing on the wallprobably.We started Design Thinkers, my company, because we were verymuch interested in what was going on. We didnt really knowwhat it was, but there was something changing. I just really wantto be part of that.Service Design, Service-Dominant Logic, Design Thinking -- giveit a name. Its part of this changing thing. It creates vacuumssomehow. It allows new kinds of methods to come, because thereare so many questions that need answers. I think that feeling oftheres a big change going on, theres this big paradigm shiftgoing on.It allows us to do business because we offer another mindset andanother approach. On the other hand, it makes it very difficultbecause there are a lot of insecurities about the future and whatis going to happen.Joe: I think the Service Design, when I listen to you what jumpsout at me is that paradigm shift. Weve lived in a world thatsbeen a supply-based world. We designed features and benefits,and added to it. Now, we have to create demand. As for servicedemand, as you go out there, Service Design works so well, and Service Design through the Eyes of a Design Thinker Copyright Business901
  17. 17. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsdesign thinking concepts, because you go out and create demandby co-producing with your customers.Arne: To be clear, I dont think that the old model is dead. I justthink that there is room for a new way of doing business. I think,for instance, if you want to... I dont think the banks at themoment, although theyre in trouble, will be gone in a couple ofyears time. No, but I think that if you want to start a bank, thisis the time, because there is room for new ways of doingbusiness.Joe: There is room for disruptive models somewhere in there.Arne: There are lots of opportunities there, so I think that is thefun of it. Its not about the world is going to collapse as we knowit, and then something new, everything will be new. No, but itallows all these new ways of thinking and new ways of doingbusiness. It gives it space, and there are oceans out therebasically.Joe: When I think about it, as long as theres customers or aslong as theres frustration out there, theres opportunity.Arne: Yes.Joe: So I think thats a great thing. Is there something that youwould like to add that maybe I didnt ask you about?Arne: What I do think is important is that Service Design is verynew. Not so much designing service, theres nothing new aboutthat. Not the tools or the methods, thats not the new thing. Itsthe mindset. There is something in that that is quite new, and thepeople that are involved in Service Design are quite new to it aswell. For a lot of these people, its a new game. We have seenService Design in Europe moving from designing touch pointsvery much connected to user experience design, to actuallychange management and changing company cultures. Service Design through the Eyes of a Design Thinker Copyright Business901
  18. 18. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsNow, we are in this moment where we will see a school ofthought that says that Service Design is about actually what Iwould call more the designing of the touch points. In a holisticway, everything is connected to everything, but it is more theoutside.There is Service Design, which is more connected toService-Dominant Logic. That says, "No, actually you shouldchange the company culture and the way its organized to be ableto design and deliver the services."Maybe in the future, we will invent new names for them. But thisadds to the confusion of Service Design, I think. But thatsbecause it is still very new and its still being developed.It is my hope that we will keep on having this conversation anddiscussions, and keep on changing it, because at the verymoment that I know exactly what Service Design is, I think itsdead.Joe: I think thats a great way to put it. How can someone get ahold of you? Whats the best way to communicate with you?Arne: Well, Im easy to track down. Twitter is always verysuccessful, but you can send me an email to my company, Im very easily tracked down. LinkedIn,Facebook, you name it; were all over the place.Joe: I would like to thank you very much. I appreciate all yourtime, Arne, and your great insight. That was a great podcast andI enjoyed it very much. So I look forward to seeing you out onTwitter more and having more discussions with you in the future.Arne: Wonderful, thank you. Service Design through the Eyes of a Design Thinker Copyright Business901
  19. 19. Business901 Podcast TranscriptionImplementing Lean Marketing Systems Joseph T. Dager Implementing Lean Marketing Systems Ph: 260-438-0411 Fax: 260-818-2022 Email: Web/Blog: Twitter: @business901 What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joes ability to combine his expertise with "out of the box" thinking is unsurpassed. He has always delivered quickly, cost effectively and withingenuity. A brilliant mind that is always a pleasure to work with." James R.Joe Dager is President of Business901, a progressive company providingdirection in areas such as Lean Marketing, Product Marketing, ProductLaunches and Re-Launches. As a Lean Six Sigma Black Belt,Business901 provides and implements marketing, project and performanceplanning methodologies in small businesses. The simplicity of a singleflexible model will create clarity for your staff and as a result betterexecution. My goal is to allow you spend your time on the need versus theplan.An example of how we may work: Business901 could start with aconsulting style utilizing an individual from your organization or a virtualassistance that is well versed in our principles. We have capabilities toplug virtually any marketing function into your process immediately. Asproficiencies develop, Business901 moves into a coach’s role supporting theprocess as needed. The goal of implementing a system is that the processeswill become a habit and not an event. Business901 Podcast Opportunity Expert Status Service Design through the Eyes of a Design Thinker Copyright Business901