Service Design Workshop by Flanders InShape (Philippe Martens)

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Service Design Workshop by Flanders InShape

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  • What we are doing today:What is service design?
  • carmaintenance
  • Service designis the process of improving experiences that happen across multiple touch points over time.
  • Theodore LevittService design is notonlyaboutdesigning the optimal UX, butaboutunderstandingunderlying (LATENT) customerneeds and finding the best solutionforthoseneeds.
  • Gross Domestic Product (Bruto binnenlands Product)
  • And its needs to be viable to do good business
  • Next step, you have figure out howgoodor bad the user experience is foreachtouchpoint
  • Anotherexample: the eurostar journey map
  • If we startmapping the customerjourneyforAmtrak and we start with the ATTRACT step. How do we atttractpeople to ournew service of product?We need to make a compelling story. We have to set the right expections.
  • Didanyoneread the book “Made to stick” (ortranslated in dutch as “De plakfactor”) by Chip & Dan Heath
  • No, well i willrecap the book:GOOD STICKY MESSANGES ARE:
  • GoodexampleThis is a view youcanseefromanapproachingairplane to London City Airport.
  • Basicneeds
  • Butif we addchoice, we seeaninterestingrelationbetweencost and meaning.
  • If we map the customerdecisionsfor the AmtrakAcela Service
  • Gothrough the wholeusage scenario of yournew service or product and determine all the touchpointyourcustomersencounter
  • To giveyouanexample
  • And ifsomethinggoes wrong…. How do you deal with support? Well keep 4 things in mind:Be accountable…takeresponsabilityCommunicateclearlyBe empathicwithyoucustomer…acknowledge the impactProvide a solution: makesure to solve the problem at the end of the day
  • How do you do that? Someexamples:
  • Example of a girlwhomapped the customerjourneysheexperiencedby planning a train trip
  • How to design a and itstouchpoints
  • Service Design Workshop by Flanders InShape (Philippe Martens)

    1. 1. service designWorkshopPhilippe MartensFlanders InShape
    2. 2. What is service design?Why service design?The customer journeyHow to use the customer journey in your BP?
    3. 3. What is service design?
    4. 4. What are services?
    5. 5. Services helpsomeone to doSomething
    6. 6. Service design is theprocess of improvingexperiences that happenacross multiple touchpoints over time.(Engine)
    7. 7. Why service design?
    8. 8. the service ecology
    9. 9. desirableviable feasible
    10. 10. The Customer Journey
    11. 11. Customer Journey | The Touchpoints
    12. 12. Example | Starbucks Touchpoints
    13. 13. Understanding the customer touchpoints+-
    14. 14. Kinepolis experience flow watch book enter+ tickets eat apres drink pay search- queue find car travel and park
    15. 15. Exercise:Mapping your experience
    16. 16. Your customer experience journeyUsing the sheet provided, map out the experience that yourcustomers have as they engage with your service (orproduct). Plot all of the touch points a customer comes intocontact with.Look at your touch points through the eyes of yourcustomers. Are you delivering what you promise?Be objective in your assessment of whether each touch pointdoes what it should.Point out crucial “moments of truth”Please take 15 minutes for this exercise.
    17. 17. What is service design?Why service design?The customer journeyHow to use the customer journey in your BP?
    18. 18. Use the customer journey in your Business Plan to…
    19. 19. Understanding the Designing and overhauling reality of people’s lives systems and processes• Enable and deliver true customer •Show instantly where issues arise for focus and insight customers• Define things from a customer •Ensure systems are efficient, effective and viewpoint (e.g. understand big customer-focused lifestage changes) •Understand transactions and deliver• Understand the differences between solutions people (needs, ability, ways of doing things) • Take cost & complexity out• Use deep understanding to of the system design policy, delivery, Bringing the • Design customer engagement and outside in; thinking experiences communication and working to aFacilitating inter- and cross- customer-focused Making decisions departmental working approach• Understand processes and transactions that cut across more• than one function and/or department Overcome silo thinking • Make decisions on relative priorities• Identify ‘baton-change’ moments between, for example, different• Provide a highly visual way of looking at • customer groups Plan how to allocate resources – things, to help different functions people, infrastructure, budgets and identify common ground• Find the best way of working together systems
    20. 20. Benefits of journey mapping
    21. 21. BENEFITS OF JOURNEY MAPPINGJourney mapping helps you look at your business from the outside in and helps you think laterally,outside your own policy agenda. By engaging with customers you can move from incremental serviceimprovement to genuine service transformation. It’s a win:win opportunity - better customerexperience and greater operational efficiency. BETTER CUSTOMER GREATER EFFICIENCY EXPERIENCE Journey mapping helps you to: Journey mapping helps you to:  See and approach things from the  Bring about change across government in customer’s point of view a way that cuts across silos  Identify where customers are being  Target limited resource for maximum confused by different touchpoints, some impact of which you may not even be aware of  Plan the most efficient and effective  Meet expectations (often raised by private experience by reducing duplication and sector experiences). Recognise people’s shortening the length of processes + time is valuable and be flexible about how  Anticipate demands on the system and and when they can access government plan so that you can meet these  Deliver a seamless, streamlined  Prioritise between competing calls on experience that cuts across silos by resources by showing when and where recognising where and when it makes needs are greatest and service most sense to join things up for the customer valued  Understand how much you can expect  Identify ‘baton-change’ points where people to do, and recognise where you service or communication breakdown is might be imposing undue stress most likely  Get it right when it really matters e.g.  Identify problems and issues without when emotions are highest or need attributing blame greatest  Identify cheapest ‘cost to serve’, and  Look at the current situation and the influence people to transact with you in a ‘ideal’ side-by-side, giving a chance to way that minimises costs (e.g. use new genuinely redraw the customer journey channels)  Deliver information, messages and  Set performance indicators and standards services at the most appropriate time so that you can measure and track progress over time
    22. 22. Compentence Center forProduct Development and Industrial Design
    23. 23. Philippe Martens@phmartensPhilippe.martens@flandersinshape.be

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