1. Service Designing
Delivering a service innovation
and improvement programme for
ANA airports
James Samperi | Director
Developed by Engine Service Design for Forrester
November 2012
2. The next 90 minutes
From boarding room to Open discussions Reflections
boarding gate
Some principled approaches
A walk through a detailed To understand your to designing services from
Engine Case study exploring the experiences and successes our breadth of activity.
processes, outcomes and under 3 areas of discussion.
challenges along the way.
2!
3. Sharing challenges & successes
How have you made What methods have you What challenges have
the case for re-design found to be effective in you found in moving
or new services embedding the customer from ‘the data’ to
development in your perspective in your action?
organisations? business?
3!
7. Service design methods are
applicable to the development,
management and marketing of
services and can also be applied
to consider the organisations
and teams that design and
deliver them.
7!
8. Application of service design methods within service organisations
Service design methods can be considered to
apply at four levels within service organisations.
Service organisation and teams
Enterprise model and proposition
Service architecture
Service experience
8!
10. PART 1 Service Design as a means to
achieve business objectives
10!
11. ANA airports
The publically owned airport operator that
runs Portugal’s major airports.
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12. Business Objectives
• To become a world leading hub and destination
city
• To become a preferred destination for passenger
connections
• To increase the value of the airport group by
generating new forms of revenue
• To increase global performance and customer
satisfaction against European standards
12!
13. Why Service Design?
“We needed a good level of expertise in
understanding passengers’ needs and expectations
within the total travel experience, and at the same
time could help us to translate that into usable and
desirable services to be implemented at our
airports”.
Francisco V. Pita, Head of Marketing and Customer Service at Portuguese airport operator
13!
14. Project brief
• Identify and develop new services that increase
ANA’s visibility to travelling passengers.
• Grow revenues.
• Set the standard for quality of service and build
ANA’s service capability.
• Compete against other European hubs.
14!
15. Challenges
• “Our customers are the airlines”
• No one entity responsible for the passenger
experience or services
• No internal service design experience or
capability
• Regional differences
• Little passenger awareness of ANA
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16. Discussion (10 minutes)
How have you made the case for re-design or new
services development in your organisations?
• What have you found to be successful?
• What conditions have aided the cause?
• What have been your major frustrations/ barriers?
16!
17. PART 2 Understanding passengers needs
against the current service capability
17!
18. Insights for Service design
We aimed to provide insight that would build an
intricate picture of their passengers current
experience and marry this to an understanding of
the current capabilities and airport operating
model.
We wanted to identify the sweet spots for ANA to
create value for themselves and their passengers by
answering the question:
What role does an airport play in the passengers
experience?
18!
20. Insight to strategy
DISCOVER DEFINE DEVELOP DELIVER
MAKING THE CASE
• Developing a passenger centred
Phasestrategy that sets out a plan and
2:!
Developing a passenger services
Developing new services and
unlocks development budget.
strategy!
services management tools.!
• Demonstrate the scope for developing
a differentiated set of services that suit
the competitive environment.
• Convinces the board to invest
6 MONTHS
20!
21. Insight to strategy
DISCOVER DEFINE DEVELOP DELIVER
MAKING THE CASE
• Developing a passenger centred
Phasestrategy that sets out a plan and
2:!
Developing new services and
unlocks development budget.
services management tools.!
• Demonstrate the scope for developing
a differentiated set of services that suit
the competitive environment.
• Convinces the board to invest
6 MONTHS
21!
22. 2 key questions
ANA
Experience
What is a great set of Service
How do we need to behave to be a
Needs Condition guidelines
experiences for passengers? service experience in the first place?
Passenger and visitor experience framework
22!
23. Inside out and outside in
What I value ANA
What I believe about my How we The roles we
to be true experiences of What I need
Experience shape the The services we play in your
about airports airports today experience provide journey
Service Service Service
Beliefs Needs Condition guidelines roles
offer
Passenger and visitor experience framework
23!
24. ANA
What we provide & how we provide it
Capability
No responsibility The importance No inbuilt Passenger Services The emotional
& accountability of the human responsiveness & performance & infrastructure dimension of
for the experience touch point adaptability. passenger doesn’t support travel is missing
ecology commercial
model
Audit of the current service provision
24!
25. Passenger
What I need Insight
Shadowing across multiple sites and visioning workshops
25!
26. Passenger
What I need Insight
Prepare me Orientate me Enable me Indulge me Save me
Passenger is active Airport is active
Simplified spectrum of needs
26!
27. Passenger
What I need Insight
Time constraint
1_Empower the passenger
2_Improve Accessibility
3_Increase flexibility
4_Provide timely services
Tasks
5_Become responsive & active
Group Conditional model for understanding
passengers
27!
28. Discussion (10 minutes)
What methods have you found to be effective in
embedding the customer perspective in your
business?
• How do you embed the customer beyond market segmentation?
• What methods of tools have been effective?
• What are you’re successes and challenges?
28!
30. Embedding insight into a design strategy
We’ve helped move ANA from the insight we/
they had gathered to translating this
into a way of describing how the Service could
begin to behave.
We took the insights and turned them into a set
of frameworks that allowed us to engage a whole
cross section of the organisation to define a new
passenger experience.
30!
31. Insight to strategy
DISCOVER DEFINE DEVELOP DELIVER
MAKING THE CASE
• Developing a passenger centred
Phasestrategy that sets out a plan and
2:!
Developing new services and
unlocks development budget.
services management tools.!
• Demonstrate the scope for developing
a differentiated set of services that suit
the competitive environment.
• Convincing the board to invest
6 MONTHS
31!
32. Defining the role of the airport
Passenger proposition at the centre of the service strategy
Preparing you for travel.
32!
33. Defining the role of the airport
Passenger proposition at the centre of the service strategy
Thank you
Preparing you for travel.
ADVISOR COMPANION HERO
33!
34. Defining the role of the airport
Passenger proposition at the centre of the service strategy
Thank you
Preparing you for travel.
G YOU
R S AND HOUL
D
ALISIN E OF PLIFIE O YOUR
SIM DS T YOU SIT AND
ON
PERSXPERIENC RT N EED SAVESNEED
E ADVISOR COMPANION N
RESPO HEN YOU HERO LY
IRPO S W T TO YOU DS QUICK
THE A NEED I RESP ON
34!
35. Passenger ANA
What I need What we provide & how we provide it
ADVISOR COMPANION HERO
Prepare me Orientate me Enable me Indulge me Save me
Passenger is active Airport is active
Simplified spectrum of needs
35!
36. Moving to the ‘So what?’
Marrying the business objectives with the service roles
36!
38. Concept development
Hands free travel e.g. Locker & fast track services
Refresh & recharge spaces
Smart Infrastructure e.g. Pocket Airport
38!
39. Passenger services
ADVISOR COMPANION HERO
Prepare me Orientate me Enable me Indulge me Save me
Passenger is active Airport is active
Smart planning Smart infrastructure Fast track plus
e.g. Flight tracking and route planning e.g. Families have a different journeys through e.g. Fast Track my bags
Stepped preparation Refresh & Recharge Mobile support teams
e.g. timely information e.g. Adaptable, open lounges e.g. Baggage holding
Core competencies
e.g. good passenger information and security experience
39!
40. The service architecture
Front office Leisure offer Service Marketing
Family offer The configuration and marketing of services can allow
Business offer
different groups to buy-in e.g. Families
Pocket Airport
Services
Travel Totem
Open lounge Stand-alone service offerings that allow ANA to deliver
valuable airport services e.g. Flexible spaces
Live updates
Features
Entertainment screens Pre-booking Individual components that together make up complete
services, e.g. Pre-booking
ADVISOR HERO
Service roles
COMPANION The way ANA views and organises its service capability.
Advisor Services, Companion Services and Hero
Lounges
Trained Service teams Enablers and capabilities
WIFI The core elements that provide a platform for services to be
Portuguese fresh food configured and delivered.
Back office
40!
41. The services management
Head of services
Strategy & insight
Including… Business
Service
marketing
Advisor Companion Hero
Product platform Product platform Product platform IT HR
PM … PM … PM …
Airport Service Managers
Azores Faro Lisbon Porto
The Passenger Service Front-Line Staff
Strategy made the business Passengers
case for investment with a
clear plan for development.
41!
42. Discussion (10 minutes)
What challenges have you found in moving from
‘the data’ to action?
• What successes have you had?
• Why do you think you were successful?
• What are the major barriers?
42!
44. Programme of design and capability building
After securing a vote of confidence from the board
we were then asked to support a comprehensive
programme of design development that would see
us fixing the basics and developing a suite of brand
new services.
Through this programme of works we would be
working to up-skill and brand new team that
would manage the final implementation and
management of the services.
44!
45. Strategy to implementation
DISCOVER DEFINE
PROGRAMME DESIGN AND DEVELOP DELIVER
DESIGN SPECIFICATION
• Running design projects
Phase 1:! in a programme of
concurrently Developing new services and
Developingwould be piloted,
works that a passenger services services management tools.!
strategy for the airport group.!
assessed and implemented.
• Working within the organisation
with a dedicated services
management team.
• Building the capabilities for the on
going management of service 9 MONTHS
quality.
45!
46. Basics and value add
SERVICE MANAGEMENT TOOLS NEW SERVICE DEVELOPMENT
TRAINING AND CAPABILITY
46!
47. A team from across Board sponsor!
the organisation was
assigned to support Steering Committee Heads of Departments: !
and deliver the Lisbon airport, Porto Airport, Faro Airport, Azores
Airport, Retail, Special Projects, IT, Marketing,
programme. Communication!
Phase 1 • Human Resources! • IT!
Conceptual • Aviation Marketing ! • Strategic Marketing!
Executive Team • Retail! • PR!
• Parking!
Phase 2 A multidisciplinary team of aviation marketing, strategic marketing
Executive Team and a new element to the company!
Operational Service Service Service Service
Manager, LIS! Manager, OPO! Manager, FAO! Manager, DAA!
47!
48. Parallel service design projects
ADVISOR COMPANION HERO
Prepare me Orientate me Enable me Indulge me Save me
Smart planning Smart infrastructure Fast track plus
e.g. Flight tracking and route planning e.g. Families have a different journeys through e.g. Fast Track my bags
Value Add
Stepped preparation Refresh & Recharge Mobile support teams
e.g. timely information e.g. Adaptable, open lounges e.g. Baggage holding
Core competencies
e.g. good passenger information and security experience
Basics
48!
49. Parallel service design projects
ADVISOR COMPANION HERO
Prepare me Orientate me Enable me Indulge me Save me
GROUP PREMIUM
Smart planning MY
AIRPORT
SERVICES infrastructure
Smart Fast track plus
SERVICES
e.g. Flight tracking and route planning e.g. Families have a different journeys through e.g. Fast Track my bags
Value Add FAMILY
SERVICES
Stepped preparation PODS Refresh & Recharge Mobile support teams
e.g. timely information e.g. Adaptable, open lounges e.g. Baggage holding
PASSENGER Core competencies SECURITY
CUSTOMER INFORMATION good passenger information and security experience
e.g. MEASURING
Basics SERVICE
GUIDELINES ENVIRONMENTS
SUCCESS
49!
56. Strategy to implementation
DISCOVER DEFINE DEVELOP DELIVER
IMPLEMENTATION
• Briefing individual partners with
Phase 1:!
specifications.
Developing new services and
Developing a passenger services
• Measuring success services management tools.!
strategy for the airport group.!
• Supporting the Services
development team during
implementation.
9 MONTHS
56!