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Similar to BM305 Presentation on New Service Development Process
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BM305 Presentation on New Service Development Process
- 1. Group Experiential Learning Project Presentation 5 --- Visit a “New” Service Organisation --- Jade Jie Sin Nat Janice WenNi
- 2. WHAT IS “NEW”? - Radical Innovations Start-up Businesses - - New Services for Current Markets Service Line Extensions - - Service Redesign
- 4. - Established in 2007 - 12 Ann Siang Hill - Previously the DaMenLou Hotel COMPANY BACKGROUND Screening Room
- 5. SAMIA AHAD & CORIANDER LEAF Screening Room
- 6. THE MARRIAGE OF FOOD & FILM Screening Room IS FOOD AND FILM THE ONLY CONCEPT? WHAT ABOUT THE CORPORATE CLIENTS? NEED TO INCL SVC BLUEPRINT FOR BOTH ANYWAY
- 7. Rooftop - La Terraza 2nd Floor - The Theatre 1st Floor - The Studio Ground - The Bistro Basement - The Malt Vault SITE LAYOUT Screening Room
- 8. Rooftop - La Terraza 2nd Floor - The Theatre 1st Floor - The Studio Ground - The Bistro Basement - The Malt Vault SITE LAYOUT Screening Room
- 9. Rooftop - La Terraza 2nd Floor - The Theatre 1st Floor - The Studio Ground - The Bistro Basement - The Malt Vault SITE LAYOUT Screening Room
- 10. Rooftop - La Terraza 2nd Floor - The Theatre 1st Floor - The Studio Ground - The Bistro Basement - The Malt Vault SITE LAYOUT Screening Room
- 11. Rooftop - La Terraza 2nd Floor - The Theatre 1st Floor - The Studio Ground - The Bistro Basement - The Malt Vault SITE LAYOUT Screening Room
- 12. Rooftop - La Terraza 2nd Floor - The Theatre 1st Floor - The Studio Ground - The Bistro Basement - The Malt Vault SITE LAYOUT Screening Room
- 13. Corporate Clients Individual Consumers TARGET MARKET Screening Room
- 14. Luxury Cinemas Rooftop Bars and Restaurants MAIN COMPETITORS Screening Room
- 15. 1. Business strategy development or review 2. New service strategy development 3. Idea generation Front-end Screen ideas against new service strategy Planning 4. Concept development and evaluation Test concept with customers and employees 5. Business analysis Test for profitability and feasibility 6. Service development and testing Conduct service prototype test 7. Market testing Implementation Test service and other marketing mis 8. Commercialization 9. Post-introduction Evaluation NSD PROCESS
- 16. Front-End Planning Business Strategy Development or Review Review The Coriander Leaf Group’s overall strategic orientation, vision and mission The Coriander Leaf Group - The New Asian Food Hub, is dedicated to enhancing the dining and entertainment experiences through its unique product and service offerings Assess new service concert’s fit with overall orientation and mission Concept: To marry Food and Film Uniquely in a concept of a multifaceted boutique Entertainment Hub SCREENING ROOM’S NSDP
- 17. Front-End Planning New Service Strategy Development Product Portfolio Strategy Defined Target Market: Young, hip crowd 2-year time horizon for development Organisational Structure for NSD Headed by food entreprenuer and owner Samia Ahad Marketing department for Coriander Leaf WHICH ARE THE INSUFFICIENT PARTS? SCREENING ROOM’S NSDP
- 18. Front-End Planning Screen ideas against new service strategy Idea Generation Methods of Generating the Business Idea Informal market research; internal source of ideas - inspired by owner’s passions Adapted concepts from Coriander Leaf ’s success No solicitation of ideas from employees or customers Continual NSDP Mechanisms Marketing departments meet regularly Employees contribute through unstructured Communication Channels Customer feedback as main motivation WHICH ARE THE INSUFFICIENT PARTS? SCREENING ROOM’S NSDP
- 19. Front-End Planning Test Concept with Employees and Concept Development Customers Define Concept Specific in addressing customer needs Marketing department sharpen concept definition Roles of customers and employees were described in delivery process Itemised service process Evaluate Concept Formal evaluation of proposed service with employees Informal evaluation with friends and family SCREENING ROOM’S NSDP
- 20. Front-End Planning Test for Profitability and Feasibility Business Analysis Estimate Economic Feasibility Demand Analysis Potential Profit Implications Revenue Projections Cost Analysis - Personnel, Facility, etc No business analysis was carried out. Based wholly on prior experience with Coriander Leaf SCREENING ROOM’S NSDP
- 21. Implementation Service Prototype Conduct Service Development and Testing Prototype Test Prototype Test with Employees and Functional Representatives Employees were given verbal training through briefing and provision of materials Formal Employee Feedback after Dry Run Time taken to send food to different levels were too slow Implement Changes to Refine Detailed Service Blueprint Installing a Food Lift Service staff were asked to translate the final blueprint into implementation plans WHICH ARE THE INSUFFICIENT PARTS? SCREENING ROOM’S NSDP
- 22. Implementation Test Service and other Marketing Mix Market Testing Elements Conduct Market Test Soft launch - 2 months prior to opening Done with known contacts of target market Review Response of Market Test Positive feedback to refine service delivery Make Modifications to Service Delivery after Market Test Change in scheduling of movies Change in staffing based on demand SCREENING ROOM’S NSDP
- 23. Implementation Commercialisation Build and Maintain Enthusiasm among Service Personnel Service Personnel not involved in design and development process Internal marketing to communicate upcoming events; educate new staff Monitor Complete Service Cycle of Customers Close monitoring of corporate customers Complaints are highly regarded; Service recover by management; Insufficient staff empowerment Track Operating Efficiency and Costs Quarterly review based on observations of managers Service staff feedback through unstructured upward communication channel IS THIS SUPPPOSED TO BE YELLOW??? SCREENING ROOM’S NSDP
- 24. Implementation Post-Introduction Evaluation Changes Made to Process Development of rooftop bar - slow processing time, overcrowding Changes Made to Staffing High turnover rates among service staff 15-20 permanent part time staff Changes Made to Marketing Mix Quarterly review to identify current market opportunities; cluster marketing strategy Partnership and collaboration with corporate clients Use of social networking sites, such as Facebook Malt Vault - Removed Sushi bar Rooftop Bar - Removed movie screening SCREENING ROOM’S NSDP
- 25. 1. Business strategy development or review 2. New service strategy development 3. Idea generation Front-end Screen ideas against new service strategy Planning 4. Concept development and evaluation Test concept with customers and employees 5. Business analysis Test for profitability and feasibility 6. Service development and testing Conduct service prototype test 7. Market testing Implementation Test service and other marketing mis 8. Commercialization 9. Post-introduction Evaluation NSD PROCESS
- 26. SCREENING ROOM’S NSDP OVERVIEW Flexible product development Some steps were not done in sequence - worked on simultaneously or skipped Did not fulfill all checkpoints Rationale Reputable owner with a strong customer base and large network Adopted directly from Coriander Leaf Regarded as a Service Line Extension instead of Start-up Business
- 27. SCREENING ROOM’S NSDP OVERVIEW Flexible product development Some steps were not done in sequence a ins ufficient for - worked on simultaneously or skipped ss! sta r t-up busine Did not fulfill all checkpoints Rationale Reputable owner with a strong customer base and large network Adopted directly from Coriander Leaf Regarded as a Service Line Extension instead of Start-up Business
- 28. SCREENING ROOM’S NSDP OVERVIEW Flexible product development Some steps were not done in sequence a ins ufficient for - worked on simultaneously or skipped ss! sta r t-up busine Did not fulfill all checkpoints Rationale Reputable owner with a strong customer base and large network Adopted directly from Coriander Leaf Regarded as a Service Line Extension instead of Start-up Business Lack of business analysis Unforeseen problems at inception Had to modify service offerings No concrete information to forecast demand etc
- 29. SCREENING ROOM’S NSDP OVERVIEW Flexible product development Some steps were not done in sequence a ins ufficient for - worked on simultaneously or skipped ss! sta r t-up busine Did not fulfill all checkpoints Rationale Reputable owner with a strong customer base and large network Adopted directly from Coriander Leaf Regarded as a Service Line Extension instead of Start-up Business Lack of business analysis Lack of employee Unforeseen problems at inception participation in Had to modify service offerings idea generation No concrete information to forecast demand etc
- 30. SERVICE BLUEPRINT Screening Room
- 31. INDIVIDUAL CUSTOMERS SERVICE BLUEPRINT Screening Room
- 32. Script for Word/Voice Face-to-face Greetings, Script Menu Greetings Greetings Meal Layout Presentation Physical Email / Parking Entrance Interior Food & Drink Feedback Lift / Evidence Menu Food Bill Hotline Lot Sign Design Appearance Form Stairs Makes Parks Arrives at Enters Makes Receives Eats Pays Customer Complains Walks Rsvn Car Bistro Bistro Order Food Food Bill Line of Interaction Contact Seats Takes / Solves / Greets Presents Person Customer, Confirms Refers Customer Food (Onstage) Gives Menu Order Complaint Line of Visibility Takes down & Retrieves Inputs Inputs Confirms Reservation into POS into POS Contact Reservation Person Line of Internal Physical Interaction (Backstage) Receives Cooks Food Order Food Presentation Line of Internal IT Interaction Support Reservation Reservation POS POS Processes System System SERVICE BLUEPRINT Screening Room
- 33. Script for Face-to-face Script for Greetings, Script for Face-to-face Script for Script for Script Fire Greetings Menu ppt Meal Layout Farewell Greetings Menu ppt Farewell Briefing Theatre Physical Theatre Food & Drink Lift / Rooftop Food & (Screen Menu Movie Bill Menu Bill Evidence Entrance Appearance Stairs Bar Drinks & Seats) Enters Makes Consumes Watches Pays Enters Makes Consumes Pays Feedback Customer Theatre Listens Walks Bar Order Order Food Movie Bill Food Bill & Leaves Line of Interaction Contact Seats Takes / Presents Greets Fire Greets Ack & Person Customer, Confirms ...... ...... Customer Gives Menu Food Briefing Customer Thanks (Onstage) Order Line of Visibility Food Retrieves Inputs Stands Inputs Inputs Inputs Delivery ...... ...... Reservation into POS By into POS into POS Database Contact (Food Lift) Person Line of Internal Physical Interaction (Backstage) Receives Cooks Food ...... ...... ...... Order Food ppt Line of Internal IT Interaction Support Reservation Customer Processes System POS POS ...... POS Database SERVICE BLUEPRINT Screening Room
- 34. CORPORATE CUSTOMERS SERVICE BLUEPRINT Screening Room
- 35. Word / Face-to-face Face-to-face Face-to-face Script for Script for Script for Script Voice Script for Activities Outline Food ppt Activities Farewell Greetings Greetings Greetings Greetings Email / Marketing Physical SR Lift / Studio Event Refresh- Lift / Lift / Studio SR Department Studio Bistro Studio Evidence Hotline Entrance Stairs Entrance Materials ments Stairs Stairs Exit Exit Office Inspects, Participates in Walks Walks Arrives Arrives Feedback Customer Enquires Negotiates, Walks Team-building Eats Eats at SR at SR & Leaves Pays Games Participates Line of Interaction Contact Clears Conducts Briefing, MCs, Presents Presents Ack & Person Greets Greets & Site Inspection Activities Organises Food Prizes, Videos Thanks (Onstage) Refills Line of Visibility Rsvn, Inputs Updates Food Edit Videos Arranges Database Contact Marketing Delivery Meeting Person Line of Internal Physical Interaction (Backstage) Updates Updates Sets Cooks Cooks Relevant Calendar Up Food Food Depts Line of Internal IT Interaction Support Reservation Customer Processes System, POS Database SERVICE BLUEPRINT Screening Room
- 37. Elements of physical environment are well-aligned Boutique; art-related artifacts and local artwork Efficient Delivery System Food lift Efficient delivery of food to all levels Reduces unnecessary food handling by employees Personalised Relationship with Corporate Clients Customised Corporate Events Game Shows; Wii Parties, Movie-Filming Video-editing + Dinner allows effective use of time and pleasantly surprises guests SERVICE BLUEPRINT CRITIQUE
- 39. Problems Recommendations Better orientation through introduction of physical Customer induction is lacking evidence and hostesses/hosts Integration of communication through intercom; Operations’ streamlining is inadequate all employees understand entire service process through pre-shift briefings Crowd control through incorporating better waiting Overcrowding at La Terraza bar areas at unused venues; hire a “bouncer” to take note of customer traffic Add POS terminals; update and upgrade system; Support system at bar is lacking palm/mobile POS devices Empowerment - service recovery budget, case study Poor service recovery structure trainings, sharing sessions, SOP for service recovery Employee selection to fit corporate culture; Personalised service to individual guests is lacking involvement in idea generation; incentives for positive customer feedback; empowerment SERVICE BLUEPRINT CRITIQUE
- 40. Problems Recommendations Better orientation through introduction of physical Customer induction is lacking evidence and welcome hostesses/hosts
- 41. Problems Recommendations Integration of communication through intercom; Operations’ streamlining is inadequate all employees understand entire service process through pre-shift briefings
- 42. Problems Recommendations Crowd control through incorporating better waiting Overcrowding at La Terraza bar areas at unused venues; hire a “bouncer” to take note of customer traffic
- 43. Problems Recommendations Add POS terminals; update and upgrade system; Support system at bar is lacking palm/mobile POS devices
- 44. Problems Recommendations Empowerment - service recovery budget, case study Poor service recovery structure trainings, sharing sessions, SOP for service recovery
- 45. Problems Recommendations Employee selection to fit corporate culture; Personalised service to individual guests is lacking involvement in idea generation; incentives for positive customer feedback; empowerment do you fit?
- 46. A UG MEN TAT ION
- 47. A Service Offerings UG MEN TAT ION
- 48. A Service Offerings UG MEN Bundling TAT ION
- 49. A Service Offerings UG The Hub MEN Bundling Experience TAT ION
- 50. A Service Offerings UG The Hub Happy Hour; MEN Bundling Experience 1-for-1 TAT ION
- 51. A Service Offerings UG The Hub Happy Hour; MEN Bundling Experience 1-for-1 TAT ION Better Space Utilisation
- 52. A Service Offerings UG The Hub Happy Hour; MEN Bundling Experience 1-for-1 TAT ION Better Space Utilisation Porter Services
- 53. A Service Offerings UG The Hub Happy Hour; MEN Bundling Experience 1-for-1 TAT ION Better Space Utilisation Porter Services Home Catering
- 54. A Service Offerings UG The Hub Happy Hour; MEN Bundling Experience 1-for-1 TAT ION Better Space Utilisation Porter Services Home Catering Bakerzin’s Tapas
- 55. A Service Offerings UG The Hub Happy Hour; MEN Bundling Experience 1-for-1 TAT ION Better Space Utilisation Porter Services Home Catering Bakerzin’s Starbuck’s Tapas Size Customisation
- 56. A Customer Ex perience Management UG MEN TAT ION Brand Identity Employees Customers
- 57. A Customer Ex perience Management UG MEN TAT ION Brand Identity Employees Brand Meaning Customers
- 58. A Customer Ex perience Management UG ion isat MEN nal r nte TAT ION Brand I nd Identity Bra Employees Brand Meaning Customers
- 59. A Customer Ex perience Management UG ion Bra isat MEN nd nal Aw r nte TAT ION a Brand ren I nd Identity sse Bra Employees Brand Meaning Customers
- 60. Marketing executive we spoke to was not around from inception of Screening Room. She only joined from the opening onwards – not able to give details of pre-opening LIMITATIONS OF PROJECT Screening Room
- 61. PROJECT SUMMARY Screening Room
- 62. Q&A