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TORSTEN HENNING HENSEL
                     PARTNER // CREATIVE CONSULTANT
                            NOUVÉ // WWW.NOUVE.DE




    DESIGNING FOR
TOMORROW’S NEEDS
 FUTURE-ORIENTED SERVICE DESIGN
                              BERLIN // JUNE 2010


                       WWW.FLICKR.COM/PHOTOS/KKOSHY/500791545
TODAY, COMPANIES MUST
EXCITE THEIR CUSTOMERS
ON MULTIPLE LEVELS.
THEY DON‘T HAVE TO STAND
OUT IN ALL FIELDS, BUT...
THEY NEED TO CREATE
A DIFFERENCE IN THOSE
FIELDS THAT ARE RELEVANT
FOR THEIR CLIENTELE.
MORE AND MORE, IT’S
SERVICE THAT HELPS TO
CREATE A DIFFERENCE.




                    WWW.FLICKR.COM/PHOTOS/ARUTHA/439765764
SERVICE [DEFINITION]


          INTANGIBLE PRODUCTS THAT ARE NOT GOODS
(TANGIBLE PRODUCTS), SUCH AS ACCOUNTING, BANKING,
     CLEANING, CONSULTANCY, EDUCATION, INSURANCE,
KNOW HOW, MEDICAL TREATMENT, TRANSPORTATION. NO
TRANSFER OF POSSESSION OR OWNERSHIP TAKES PLACE
   WHEN SERVICES ARE SOLD, AND THEY (1) CANNOT BE
         STORED OR TRANSPORTED, (2) ARE INSTANTLY
PERISHABLE, AND (3) COME INTO EXISTENCE AT THE TIME
                   THEY ARE BOUGHT AND CONSUMED.
SERVICE BOOMS.



THE SERVICE ECONOMY IS EXPANDING IN MOST COUNTRIES
  OF THE WORLD. IN 2005, SERVICES ACCOUNTED FOR 69%
  OF THE WORLD GROSS DOMESTIC PRODUCT (GDP). IN THE
    UNITED STATES, SERVICES REPRESENT NEARLY 80% OF
            VALUE ADDED AND EMPLOYMENT WHILE IN MOST
   EUROPEAN ECONOMIES THEY HAVE ALREADY EXCEEDED
      „The new service economy in Europe“
                                          AN ACHIEVEMENT LEVEL OF 70%.
         Luis Rubalcaba, Gisela Di Meglio and Andreas Pyka
BUT: THE MARKET’S SHIFT
TO A SERVICE ECONOMY...



    ... HAS NOT HERALDED A SERVICE REVOLUTION YET.
MANY OF OUR INTERACTIONS WITH ORGANISATIONS ARE
   STILL CHARACTERISED BY PROFOUND FRUSTRATION.
  TOO OFTEN IT FEELS LIKE ‘PRODUCER INTERESTS’, OR
PROFIT INCENTIVES MATTER MORE THAN HOW WE FEEL.
                     SOPHIA PARKER AND JOE HEAPY. JOUNEY TO THE INTERFACE, 2006.
WHAT COMPANIES OFFER:
STUFF TO BUY.




                  WWW.FLICKR.COM/PHOTOS/ZOOBOING/4241390495
WHAT PEOPLE WANT:
MEANING AND SUPPORT.




                   WWW.FLICKR.COM/PHOTOS/DEIFCHEN/486749610
SO, OBVIOUSLY THERE’S
A DISCREPANCY BETWEEN
COMPANIES’ OFFERS AND
PEOPLES’ NEEDS.




                  WWW.FLICKR.COM/PHOTOS/SY_PARRYSH/2410649103
THE EXPECTATION GAP.
  COMPANY OUTPUTS   CUSTOMER EXPECTATIONS




                             SOURCE: HTTP://WWW.SOCIALMEDIATODAY.COM/SMC/187825
FOR MORE THAN
200 YEARS...
        ...COMPANIES HAVE BASED THEIR APPROACH TO
BUSINESS ON SUPPLY-SIDE ECONOMICS, CONCENTRATING
        ON CREATING PRODUCTS & SERVICES AND THEN
       ATTEMPTING – THROUGH MARKETING, PUBLICITY,
       DISTRIBUTION, AND PROMOTION – TO STIMULATE
                      DEMAND FOR THOSE PRODUCTS.
  HOWEVER, OVER THE PAST 20 YEARS, THE MARKET HAS
  FUNDAMENTALLY SHIFTED. SWEEPING TECHNOLOGICAL
    ADVANCES, GLOBALIZATION AND ACCESS TO NEARLY
 PERFECT INFORMATION HAVE RESULTED IN CONSUMERS
WHO ARE BETTER INFORMED, MORE SOPHISTICATED, AND
             WWW.THECAMBRIDGEGROUP.COM
                                       FAR MORE DEMANDING.
IT’S NO LONGER ENOUGH
JUST TO DELIVER WHAT
PEOPLE “EXPECT.”
                HTTP://UOCONTEMPORARYDESIGN.BLOGSPOT.COM/
                2010/04/DESIGN-RESEARCH-METHODS.HTML
HTTP://WWW.JAUNTED.COM/FILES/3/BEIJING_AIRPORT_SIGN.PNG




OUCH!
YOU NEED TO CREATE
OFFERS THAT TOTALLY
OUTPERFORM THEIR
EXPECTATIONS!

    a bove expectations

                     ons
    average expectati

                        s
    below expectation
HTTP://WWW.GEEKALERTS.COM/GIANT-SWISS-ARMY-KNIFE/




a bove expectations




                      WOW!
DON‘T DELIVER ON WHAT
PEOPLE WANT. TRANSCEND
THEIR NEEDS AND DELIVER
ON THAT.
             l of your delivery
         leve


            the ”wow “ space


                   l e‘s expe ctations
      level of peop
CREATE NEEDS.




WWW.FLICKR.COM/PHOTOS/NORDICWALKING/2147019801
POSTULATE NEEDS.




 WWW.FLICKR.COM/PHOTOS/BENHEINE/4561195225
ANTICIPATE NEEDS.
HTTP://WWW.APPLE.COM




MMMH!
I JUST GOT AN IPOD, AND IT'S NOT JUST NICE.
IT'S SURPRISINGLY NICE. FOR IT TO SURPRISE ME,
IT MUST BE SATISFYING EXPECTATIONS I DIDN'T
KNOW I HAD. NO FOCUS GROUP IS GOING TO
DISCOVER THOSE. ONLY A GREAT DESIGNER CAN.
PAUL GRAHAM, MADE IN USA: HTTP://WWW.PAULGRAHAM.COM/USA.HTML


THE SAME THING GOES FOR SERVICE.
COMPANIES CAN NO LONGER
”DECIDE“ THE WAY FORWARD.
THEY MUST NOW ”DESIGN“
THE WAY FORWARD.




MARTY NEUMEIER, PRESIDENT NEUTRON LLC, AUTHOR OF ZAG,
THE BRAND GAP AND THE DESIGNFUL COMPANY
CRITERIA FOR GOOD DESIGN.

       TRUE TO THE     SIGNIFICANT FOR
         BRAND           THE FUTURE




     RELEVANT TO THE   DIFFERENT FROM
        CUSTOMER         COMPETITION
HTTP://PROBLEMSOLVINGFIRE.FILES.WORDPRESS.COM/2008/06/GOOD-CHEAP-FAST3.JPG




INTRODUCING
...
SERVICE DESIGN.
SERVICE DESIGN CAN HELP
YOU CREATE SERVICES THAT
MAKE A DIFFERENCE.
                                                  HTTP://DKDS.CIID.DK/PY/INDUSTRY-
                                                  PROJECT-DSB/PROJECTS/MAPME/




           SERVICE DESIGN IS A SYSTEMATIC, CREATIVE
      APPROACH TO INNOVATION. VALUE IS CREATED BY
     TAKING INTERACTION BETWEEN THE USER AND THE
 SERVICE PROVIDER, AND IDENTIFICATION OF PROBLEMS
      AS A STARTING POINT AND TRANSFORMING THESE
            INTO OPPORTUNITIES AND NEW SOLUTIONS.
                       SOURCE: HTTP://ISSUU.COM/1508/DOCS/SERVICEDESIGNBOOK
WHAT & HOW.
SERVICE DESIGN ADDRESSES THE FUNCTIONALITY & FORM OF
SERVICES FROM THE PERSPECTIVE OF CLIENTS. IT AIMS TO ENSURE
THAT SERVICE INTERFACES ARE USEFUL, USABLE, AND DESIRABLE
FROM THE CLIENT’S POINT OF VIEW AND EFFECTIVE, EFFICIENT, AND
DISTINCTIVE FROM THE SUPPLIER’S POINT OF VIEW.

SERVICE DESIGNERS VISUALIZE, FORMULATE, AND CHOREOGRAPH
SOLUTIONS TO PROBLEMS THAT DO NOT NECESSARILY EXIST TODAY;
THEY OBSERVE AND INTERPRET REQUIREMENTS AND BEHAVIORAL
PATTERNS & TRANSFORM THEM INTO POSSIBLE FUTURE SERVICES.
BIRGIT MAGER
SERVICE DESIGN IS
ADDED VALUE CREATION




                 $
ON MULTIPLE LEVELS.
SERVICE DESIGN IS
CUSTOMER-CENTRIC
DESIGN.




                                                       WWW.FLICKR.COM/PHOTOS/VICTORIAPECKHAM/164175205
  PUTTING PEOPLE AT THE HEART OF SERVICE DESIGN AND
INNOVATION HAS TWO SIMPLE, IMPORTANT BENEFITS: YOU
    PUT A CLEAR FOCUS ON DESIGNING FOR AND WITH THE
   PEOPLE WHO WILL ACTUALLY BE USING AND PROVIDING
   THE SERVICES – WHICH IN TURN WILL HELP YOU TO DE-
        RISK THE PROCESS OF CREATING NEW OFFERINGS.
SERVICE DESIGN IS
TOUCHPOINT DESIGN.



     SERVICE DESIGN CREATES NEW OPPORTUNITIES
   FOR YOUR COMPANY TO GET IN TOUCH WITH YOUR
     CUSTOMERS. IT HELPS YOU TO FIND INNOVATIVE
     WAYS TO MAKE A DIFFERENCE AND DELIVER ON
                          YOUR BRAND PROMISE.
SERVICE DESIGN IS                HTTP://DKDS.CIID.DK/PY/INDUSTRY-
                                 PROJECT-DSB/PROJECTS/MAPME/




INTERACTION DESIGN.



      CUSTOMER JOURNEYS ALLOW TO ILLUSTRATE THE
COMPLETE PROCESS OF A SERVICE WITH ITS EMOTIONAL,
    MATERIAL AND PROCEDURAL COMPONENTS FROM A
 CLIENT’S PERSPECTIVE – THUS MAKING IT POSSIBLE TO
   MODEL ALL THE INTERACTIONS WITHIN THE SERVICE.
SERVICE DESIGN IS
EXPERIENCE DESIGN.


IF I WAS DESIGNING A PRODUCT I’D TAKE LOTS OF IDEAS,
  FIND OUT WHAT WORKS AND REFINE THAT. EVENTUALLY
  I’D GET A SOLUTION. DESIGNING SERVICES HAPPENS IN
REVERSE: THE OBJECTIVE IS TO DEFINE EXACTLY WHAT IT
 IS YOU WANT THE EXPERIENCE TO BE – AND THEN WORK
                      BACK TO ACTUALLY DELIVER THAT.
                      JOE FERRY, HEAD OF DESIGN AND SERVICE DESIGN, VIRGIN ATLANTIC
                                                         WWW.FLICKR.COM/PHOTOS/RAYCHELNBITS/2114144788
“TRY TO DESIGN THE EXPERIENCE BEFORE YOU SPEND TIME
ON DESIGNING THE PROCESSES AND TECHNOLOGY NEEDED TO
EVENTUALLY RUN THE SERVICE.” LIVE|WORK
WWW.FLICKR.COM/PHOTOS/BUENOSAURUS/3481606161
THE PROCESS.
...




               HTTP://ADAMSONKNOWS.COM/CUSTOMER-JOURNEY
DESIGN
TOOLS.




         HTTP://SERVICEDESIGNTOOLS.ORG/REPOSITORY
POSSIBLE OUTCOMES.




SOURCE: HTTP://WWW.ZEUSJONES.COM/BLOG/2009/RECENTLY-LAUNCHED-BP-PHOTOBOOTH/
POSSIBLE OUTCOMES.




SOURCE: HTTP://CEA.MBLAST.COM/WS/WFAWARD/RSP/VOTENOMINATION.ASP?SESSIONID=3849275
POSSIBLE OUTCOMES.


                  HTTP://WWW.NETFLIX.COM




                 SOURCE: HTTP://WWW.NETFLIX.COM
POSSIBLE OUTCOMES.




               SOURCE: HTTP://WWW.Q110.DE/DE/INDEX.HTML
POSSIBLE OUTCOMES.




             SOURCE: HTTP://WWW.AMAZON.COM / HTTP://WWW.NEWSWEEK.COM
POSSIBLE OUTCOMES.




                 SOURCE: HTTP://WWW.SHELL.DE/HOME/CONTENT/DEU/
   PRODUCTS_SERVICES/ON_THE_ROAD/SHOP_AND_SERVICES/TANKWART/
IS THERE A FORMULA FOR A
BOMBASTIC SERVICE?
              WWW.FLICKR.COM/PHOTOS/BUENOSAURUS/3670109860
CUSTOM ER INSIGHTS
              +
      FUTU RE KNOWLEDGE
              =
      ANTICI PATED NEEDS
               X
      CREATIVE SOLUTIONS
               =
 RE LEVANT SERV  ICE SPECTRUM
               –
  NON-BRAND- CONFORM IDEAS
               =
BRAND -CONFORM SER  VICE OPTIONS
               X
   BUSINESS MO DEL CREATIVITY
                  =
  BOMBASTIC SER VICE CREATION
STILL BUSY WITH
PRODUCTS?




                  WWW.FLICKR.COM/PHOTOS/ROBERTOMBERNA/2342717944
ASK YOURSELF: WHERE’S
SPACE FOR SERVICE IN OR        ?
                                                               ?
AROUND YOUR PRODUCT.
                             ?
HTTP://MEDIA-CDN.TRIPADVISOR.COM/MEDIA/PHOTO-S/01/24/F8/C7/THINGS-WE-BOUGHT.JPG
SERVITIZE YOUR PRODUCT.
THE RELATIONSHIP BETWEEN PRODUCTS AND SERVICES IS
EVOLVING. PARTICULARLY IN TECHNOLOGY DRIVEN INDUSTRIES,
SERVICES ARE BECOMING AS FUNDAMENTAL TO PRODUCTS AS
HARDWARE AND SOFTWARE. THE TERM SERVITIZATION IS USED TO
DESCRIBE THIS TREND.
THE FUNDAMENTAL PRINCIPLE OF SERVITIZATION IS TO
UNDERSTAND HOW YOUR CUSTOMER WILL USE YOUR PRODUCT AND
INCREASE THE VALUE OF YOUR PROPOSITION BY PROVIDING
ADDITIONAL SERVICES THAT WILL COMPLIMENT ITS USE, FUNCTION,
DEPLOYMENT OR APPLICATION.
SERVICE IS THE FUTURE OF
PRODUCT. TRANSFORM YOUR
PRODUCTS INTO SERVICE!
THANK YOU!
WANT TO KNOW MORE? GET IN CONTACT:
MAIL@NOUVE.DE
COPYRIGHT © NOUVÉ

ALL COGNITIONS, DOCUMENTS AND METHODS PRESENTED BY NOUVÉ IN THE FOREGOING CONCEPT WILL REMAIN
THE AGENCY‘S INTELLECTUAL PROPERTY. UTILISATION OF THE PRESENTED IDEAS, TEXTS, GRAPHIC DESIGNS,
TIMETABLES, PLANNINGS, FOTOS, MOVING PICTURES AND SOUND MATERIALS AS WELL AS OTHER STORED MEDIA
ASSOCIATED WITH THIS CONCEPT IS RESTRICTED TO THE REALISATION IN CONJUNCTION WITH NOUVÉ.

ALL REALISATION AND UTILSATION IS ONLY ALLOWED ON THE BASIS OF A CONTRACT AND ITS FULFILLING WITH THE
ORIGINATORS / RIGHTS OWNERS. RIGHTS OF USE WILL ONLY BE GRANTED ON THE BASIS OF THIS CONTRACT THAT
WILL ALSO REGULATE THEIR EXTENT REGARDING TIME, SPACE, CONTENT, INTENTION AND MANNER OF USE. ALL
REALISATION AND UTILISATION (IN WHOLE OR PARTS) DEVIANT FROM THIS REGULATIONS AS WELL AS A
PROPAGATION TO THIRD PARTIES ARE A VIOLATION OF COPYRIGHT WITH ALL ITS LEGAL CONSEQUENCES.

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Designing for tomorrows needs

  • 1. TORSTEN HENNING HENSEL PARTNER // CREATIVE CONSULTANT NOUVÉ // WWW.NOUVE.DE DESIGNING FOR TOMORROW’S NEEDS FUTURE-ORIENTED SERVICE DESIGN BERLIN // JUNE 2010 WWW.FLICKR.COM/PHOTOS/KKOSHY/500791545
  • 2. TODAY, COMPANIES MUST EXCITE THEIR CUSTOMERS ON MULTIPLE LEVELS.
  • 3. THEY DON‘T HAVE TO STAND OUT IN ALL FIELDS, BUT...
  • 4. THEY NEED TO CREATE A DIFFERENCE IN THOSE FIELDS THAT ARE RELEVANT FOR THEIR CLIENTELE.
  • 5. MORE AND MORE, IT’S SERVICE THAT HELPS TO CREATE A DIFFERENCE. WWW.FLICKR.COM/PHOTOS/ARUTHA/439765764
  • 6. SERVICE [DEFINITION] INTANGIBLE PRODUCTS THAT ARE NOT GOODS (TANGIBLE PRODUCTS), SUCH AS ACCOUNTING, BANKING, CLEANING, CONSULTANCY, EDUCATION, INSURANCE, KNOW HOW, MEDICAL TREATMENT, TRANSPORTATION. NO TRANSFER OF POSSESSION OR OWNERSHIP TAKES PLACE WHEN SERVICES ARE SOLD, AND THEY (1) CANNOT BE STORED OR TRANSPORTED, (2) ARE INSTANTLY PERISHABLE, AND (3) COME INTO EXISTENCE AT THE TIME THEY ARE BOUGHT AND CONSUMED.
  • 7. SERVICE BOOMS. THE SERVICE ECONOMY IS EXPANDING IN MOST COUNTRIES OF THE WORLD. IN 2005, SERVICES ACCOUNTED FOR 69% OF THE WORLD GROSS DOMESTIC PRODUCT (GDP). IN THE UNITED STATES, SERVICES REPRESENT NEARLY 80% OF VALUE ADDED AND EMPLOYMENT WHILE IN MOST EUROPEAN ECONOMIES THEY HAVE ALREADY EXCEEDED „The new service economy in Europe“ AN ACHIEVEMENT LEVEL OF 70%. Luis Rubalcaba, Gisela Di Meglio and Andreas Pyka
  • 8. BUT: THE MARKET’S SHIFT TO A SERVICE ECONOMY... ... HAS NOT HERALDED A SERVICE REVOLUTION YET. MANY OF OUR INTERACTIONS WITH ORGANISATIONS ARE STILL CHARACTERISED BY PROFOUND FRUSTRATION. TOO OFTEN IT FEELS LIKE ‘PRODUCER INTERESTS’, OR PROFIT INCENTIVES MATTER MORE THAN HOW WE FEEL. SOPHIA PARKER AND JOE HEAPY. JOUNEY TO THE INTERFACE, 2006.
  • 9. WHAT COMPANIES OFFER: STUFF TO BUY. WWW.FLICKR.COM/PHOTOS/ZOOBOING/4241390495
  • 10. WHAT PEOPLE WANT: MEANING AND SUPPORT. WWW.FLICKR.COM/PHOTOS/DEIFCHEN/486749610
  • 11. SO, OBVIOUSLY THERE’S A DISCREPANCY BETWEEN COMPANIES’ OFFERS AND PEOPLES’ NEEDS. WWW.FLICKR.COM/PHOTOS/SY_PARRYSH/2410649103
  • 12. THE EXPECTATION GAP. COMPANY OUTPUTS CUSTOMER EXPECTATIONS SOURCE: HTTP://WWW.SOCIALMEDIATODAY.COM/SMC/187825
  • 13. FOR MORE THAN 200 YEARS... ...COMPANIES HAVE BASED THEIR APPROACH TO BUSINESS ON SUPPLY-SIDE ECONOMICS, CONCENTRATING ON CREATING PRODUCTS & SERVICES AND THEN ATTEMPTING – THROUGH MARKETING, PUBLICITY, DISTRIBUTION, AND PROMOTION – TO STIMULATE DEMAND FOR THOSE PRODUCTS. HOWEVER, OVER THE PAST 20 YEARS, THE MARKET HAS FUNDAMENTALLY SHIFTED. SWEEPING TECHNOLOGICAL ADVANCES, GLOBALIZATION AND ACCESS TO NEARLY PERFECT INFORMATION HAVE RESULTED IN CONSUMERS WHO ARE BETTER INFORMED, MORE SOPHISTICATED, AND WWW.THECAMBRIDGEGROUP.COM FAR MORE DEMANDING.
  • 14. IT’S NO LONGER ENOUGH JUST TO DELIVER WHAT PEOPLE “EXPECT.” HTTP://UOCONTEMPORARYDESIGN.BLOGSPOT.COM/ 2010/04/DESIGN-RESEARCH-METHODS.HTML
  • 16. YOU NEED TO CREATE OFFERS THAT TOTALLY OUTPERFORM THEIR EXPECTATIONS! a bove expectations ons average expectati s below expectation
  • 18. DON‘T DELIVER ON WHAT PEOPLE WANT. TRANSCEND THEIR NEEDS AND DELIVER ON THAT. l of your delivery leve the ”wow “ space l e‘s expe ctations level of peop
  • 23. I JUST GOT AN IPOD, AND IT'S NOT JUST NICE. IT'S SURPRISINGLY NICE. FOR IT TO SURPRISE ME, IT MUST BE SATISFYING EXPECTATIONS I DIDN'T KNOW I HAD. NO FOCUS GROUP IS GOING TO DISCOVER THOSE. ONLY A GREAT DESIGNER CAN. PAUL GRAHAM, MADE IN USA: HTTP://WWW.PAULGRAHAM.COM/USA.HTML THE SAME THING GOES FOR SERVICE.
  • 24. COMPANIES CAN NO LONGER ”DECIDE“ THE WAY FORWARD. THEY MUST NOW ”DESIGN“ THE WAY FORWARD. MARTY NEUMEIER, PRESIDENT NEUTRON LLC, AUTHOR OF ZAG, THE BRAND GAP AND THE DESIGNFUL COMPANY
  • 25. CRITERIA FOR GOOD DESIGN. TRUE TO THE SIGNIFICANT FOR BRAND THE FUTURE RELEVANT TO THE DIFFERENT FROM CUSTOMER COMPETITION
  • 27. SERVICE DESIGN CAN HELP YOU CREATE SERVICES THAT MAKE A DIFFERENCE. HTTP://DKDS.CIID.DK/PY/INDUSTRY- PROJECT-DSB/PROJECTS/MAPME/ SERVICE DESIGN IS A SYSTEMATIC, CREATIVE APPROACH TO INNOVATION. VALUE IS CREATED BY TAKING INTERACTION BETWEEN THE USER AND THE SERVICE PROVIDER, AND IDENTIFICATION OF PROBLEMS AS A STARTING POINT AND TRANSFORMING THESE INTO OPPORTUNITIES AND NEW SOLUTIONS. SOURCE: HTTP://ISSUU.COM/1508/DOCS/SERVICEDESIGNBOOK
  • 28. WHAT & HOW. SERVICE DESIGN ADDRESSES THE FUNCTIONALITY & FORM OF SERVICES FROM THE PERSPECTIVE OF CLIENTS. IT AIMS TO ENSURE THAT SERVICE INTERFACES ARE USEFUL, USABLE, AND DESIRABLE FROM THE CLIENT’S POINT OF VIEW AND EFFECTIVE, EFFICIENT, AND DISTINCTIVE FROM THE SUPPLIER’S POINT OF VIEW. SERVICE DESIGNERS VISUALIZE, FORMULATE, AND CHOREOGRAPH SOLUTIONS TO PROBLEMS THAT DO NOT NECESSARILY EXIST TODAY; THEY OBSERVE AND INTERPRET REQUIREMENTS AND BEHAVIORAL PATTERNS & TRANSFORM THEM INTO POSSIBLE FUTURE SERVICES. BIRGIT MAGER
  • 29. SERVICE DESIGN IS ADDED VALUE CREATION $ ON MULTIPLE LEVELS.
  • 30. SERVICE DESIGN IS CUSTOMER-CENTRIC DESIGN. WWW.FLICKR.COM/PHOTOS/VICTORIAPECKHAM/164175205 PUTTING PEOPLE AT THE HEART OF SERVICE DESIGN AND INNOVATION HAS TWO SIMPLE, IMPORTANT BENEFITS: YOU PUT A CLEAR FOCUS ON DESIGNING FOR AND WITH THE PEOPLE WHO WILL ACTUALLY BE USING AND PROVIDING THE SERVICES – WHICH IN TURN WILL HELP YOU TO DE- RISK THE PROCESS OF CREATING NEW OFFERINGS.
  • 31. SERVICE DESIGN IS TOUCHPOINT DESIGN. SERVICE DESIGN CREATES NEW OPPORTUNITIES FOR YOUR COMPANY TO GET IN TOUCH WITH YOUR CUSTOMERS. IT HELPS YOU TO FIND INNOVATIVE WAYS TO MAKE A DIFFERENCE AND DELIVER ON YOUR BRAND PROMISE.
  • 32. SERVICE DESIGN IS HTTP://DKDS.CIID.DK/PY/INDUSTRY- PROJECT-DSB/PROJECTS/MAPME/ INTERACTION DESIGN. CUSTOMER JOURNEYS ALLOW TO ILLUSTRATE THE COMPLETE PROCESS OF A SERVICE WITH ITS EMOTIONAL, MATERIAL AND PROCEDURAL COMPONENTS FROM A CLIENT’S PERSPECTIVE – THUS MAKING IT POSSIBLE TO MODEL ALL THE INTERACTIONS WITHIN THE SERVICE.
  • 33. SERVICE DESIGN IS EXPERIENCE DESIGN. IF I WAS DESIGNING A PRODUCT I’D TAKE LOTS OF IDEAS, FIND OUT WHAT WORKS AND REFINE THAT. EVENTUALLY I’D GET A SOLUTION. DESIGNING SERVICES HAPPENS IN REVERSE: THE OBJECTIVE IS TO DEFINE EXACTLY WHAT IT IS YOU WANT THE EXPERIENCE TO BE – AND THEN WORK BACK TO ACTUALLY DELIVER THAT. JOE FERRY, HEAD OF DESIGN AND SERVICE DESIGN, VIRGIN ATLANTIC WWW.FLICKR.COM/PHOTOS/RAYCHELNBITS/2114144788
  • 34. “TRY TO DESIGN THE EXPERIENCE BEFORE YOU SPEND TIME ON DESIGNING THE PROCESSES AND TECHNOLOGY NEEDED TO EVENTUALLY RUN THE SERVICE.” LIVE|WORK WWW.FLICKR.COM/PHOTOS/BUENOSAURUS/3481606161
  • 35. THE PROCESS. ... HTTP://ADAMSONKNOWS.COM/CUSTOMER-JOURNEY
  • 36. DESIGN TOOLS. HTTP://SERVICEDESIGNTOOLS.ORG/REPOSITORY
  • 39. POSSIBLE OUTCOMES. HTTP://WWW.NETFLIX.COM SOURCE: HTTP://WWW.NETFLIX.COM
  • 40. POSSIBLE OUTCOMES. SOURCE: HTTP://WWW.Q110.DE/DE/INDEX.HTML
  • 41. POSSIBLE OUTCOMES. SOURCE: HTTP://WWW.AMAZON.COM / HTTP://WWW.NEWSWEEK.COM
  • 42. POSSIBLE OUTCOMES. SOURCE: HTTP://WWW.SHELL.DE/HOME/CONTENT/DEU/ PRODUCTS_SERVICES/ON_THE_ROAD/SHOP_AND_SERVICES/TANKWART/
  • 43. IS THERE A FORMULA FOR A BOMBASTIC SERVICE? WWW.FLICKR.COM/PHOTOS/BUENOSAURUS/3670109860
  • 44. CUSTOM ER INSIGHTS + FUTU RE KNOWLEDGE = ANTICI PATED NEEDS X CREATIVE SOLUTIONS = RE LEVANT SERV ICE SPECTRUM – NON-BRAND- CONFORM IDEAS = BRAND -CONFORM SER VICE OPTIONS X BUSINESS MO DEL CREATIVITY = BOMBASTIC SER VICE CREATION
  • 45. STILL BUSY WITH PRODUCTS? WWW.FLICKR.COM/PHOTOS/ROBERTOMBERNA/2342717944
  • 46. ASK YOURSELF: WHERE’S SPACE FOR SERVICE IN OR ? ? AROUND YOUR PRODUCT. ? HTTP://MEDIA-CDN.TRIPADVISOR.COM/MEDIA/PHOTO-S/01/24/F8/C7/THINGS-WE-BOUGHT.JPG
  • 47. SERVITIZE YOUR PRODUCT. THE RELATIONSHIP BETWEEN PRODUCTS AND SERVICES IS EVOLVING. PARTICULARLY IN TECHNOLOGY DRIVEN INDUSTRIES, SERVICES ARE BECOMING AS FUNDAMENTAL TO PRODUCTS AS HARDWARE AND SOFTWARE. THE TERM SERVITIZATION IS USED TO DESCRIBE THIS TREND. THE FUNDAMENTAL PRINCIPLE OF SERVITIZATION IS TO UNDERSTAND HOW YOUR CUSTOMER WILL USE YOUR PRODUCT AND INCREASE THE VALUE OF YOUR PROPOSITION BY PROVIDING ADDITIONAL SERVICES THAT WILL COMPLIMENT ITS USE, FUNCTION, DEPLOYMENT OR APPLICATION.
  • 48. SERVICE IS THE FUTURE OF PRODUCT. TRANSFORM YOUR PRODUCTS INTO SERVICE!
  • 49. THANK YOU! WANT TO KNOW MORE? GET IN CONTACT: MAIL@NOUVE.DE COPYRIGHT © NOUVÉ ALL COGNITIONS, DOCUMENTS AND METHODS PRESENTED BY NOUVÉ IN THE FOREGOING CONCEPT WILL REMAIN THE AGENCY‘S INTELLECTUAL PROPERTY. UTILISATION OF THE PRESENTED IDEAS, TEXTS, GRAPHIC DESIGNS, TIMETABLES, PLANNINGS, FOTOS, MOVING PICTURES AND SOUND MATERIALS AS WELL AS OTHER STORED MEDIA ASSOCIATED WITH THIS CONCEPT IS RESTRICTED TO THE REALISATION IN CONJUNCTION WITH NOUVÉ. ALL REALISATION AND UTILSATION IS ONLY ALLOWED ON THE BASIS OF A CONTRACT AND ITS FULFILLING WITH THE ORIGINATORS / RIGHTS OWNERS. RIGHTS OF USE WILL ONLY BE GRANTED ON THE BASIS OF THIS CONTRACT THAT WILL ALSO REGULATE THEIR EXTENT REGARDING TIME, SPACE, CONTENT, INTENTION AND MANNER OF USE. ALL REALISATION AND UTILISATION (IN WHOLE OR PARTS) DEVIANT FROM THIS REGULATIONS AS WELL AS A PROPAGATION TO THIRD PARTIES ARE A VIOLATION OF COPYRIGHT WITH ALL ITS LEGAL CONSEQUENCES.