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THIS IS
SERVICE DESIGN
a service design crash course




Jared Cole | Jamin Hegeman
August 24, 2011
UX Week San Francisco
Today’s Goals
Introduce service design basics
Explore 3 core methods of service design
Consider business implications of service




                                            2
Today’s Agenda
9:00-9:10     Intros
9:10-9:30     Service Design
9:30-9:40     Workshop Project
9:40-10:30    Customer Journey
10:30-11:00   Break
11:00-12:30   Acting as Prototyping
12:30-2:00    Lunch
2:00-3:00     Service Blueprint
3:00-3:30     Break
3:30-4:30     Business Model Canvas
4:30-5:00     Share
                                      3
Service Design?
Service Design
Focuses on experiences and interactions,
rather than products.
Seeks to balance aesthetics and human
needs with organizational capabilities.
- after Lucy Kimbell




                                           5
Service design isn’t new.
134                                                           Harvard Business Review            January-February 1984


  Exhibit I       Blueprint for a comer shoeshine



 StarKlard         Brush
 execution time    shoes
 2 minutes


 Total
 acceptable
 execution time
 5 minutes




 Une of                                                                                           Faciiitating services
 vialblllty                                                                                       and products
                    Not seen                               Select
                    by customer                            and purchase
                    but necessary                          supplies
                    to
                    perfonnance




               There are several reasons for the lack of     Good and lasting service management requires muc h
analytical service systems designs. Services are             more. Better service design provides the key to market
unusual in that they have impact, but no form. Like          success, and more important, to growth.                7
light, they
is was designed.




                    8
Designers are advancing
service design.
Dialing IBM-HELP to get assistance with Lotus Notes
                                       Carrie Chan | IBM T.J Watson Research Center, Hawthorne NY | 6.15.07
                                       Blueprinting ideas v.4
                                                                                                                                                                                                                                                                                             thinkcarrie.com
              service evidence                                                                                                                                                                                                                                                               Living with Complexity, Donald
                                                  problem with Lotus
                                                                                                                                                                                                                                                                                             Norman
                                                  Notes Mail and
                                                  Calendar syncing
              customer steps




                                                           DIAL                                                NAVIGATE PRE-RECORDED MENU                                                         TALK TO AGENT                                                            WAIT                                                                                       FOLLOW AGENT’S ST




                                   hazard line




                                                    Dislike calling call centers                                                                                                                                                                                       how long am i being
 onstage




                                                                                                                                                                                                                                                                       put on hold for?
                                                                                                                                                    i’m pressing ‘3’ and
                                                                                                                                                    nothing is happening...




                                                                                                                   6D1511 is before
                                                                                                                   6A1511 in the menu
                                                                                                                   choices... did I hear                                                                                                                                                                                                                                      is he even listening to
                                                                                                                   6D1511 correctly?                                                                                                                                                                                                                                          me? he seems to be
                                                                                                                                                                                                                                                                                                                               he’s assuming i know all the                   typing a lot. and not
              customer’s journey




                                                                                                                                                                                                                                                                                                                               IBM language even though I’ve                  paying attention.
                                                                                                                                                                                                                                                                                                                               repeatedly told him I was new

                                                                                                                                                                                   he’s apologizing for soft-                                                                                                                  he’s talking really fast
                                                                                                                                                                                   ware malfunction - is this
                                                                                                                                                                                   the same problem i was
                                                                                                                                                                                   just having? or should i be
                                                                                                                                                                                   worrying about something
                                                                                                                                                                                   else?




ne of of visibility
area visibility
          representative
          service




                                                                                   Give introductory speech.    Ask for employee serial    Present customer with menu options to   Introduce yourself.           Ask customer what         Look up information regarding                            Ask what error message     Proceed to follow steps outlined in documentation.
                                                                                                                number.                    redirect call.                          Apologize for software        problem they’re having.   Lotus Notes Mail and Calendar                            the customer is getting.
              script




                                                                                                                                                                                   malfunction.                                            syncing on database.
                                                                                                                                           Redirect call after customer inputs a
                                                                                                                                           choice.                                 Ask if they are on or
                                                                                                                                                                                   off site.
              provider’s steps
  backstage




                                                  WAIT FOR CALL                                                DIRECT CALL TO PROPER DEPT.                                         INTRODUCTION                  GET PROBLEM                              FIND SOLUTION TO PROBLEM                                                                                           WALK CUSTOM
          application
          backstage
          processes




                                                                                           P                               P                                  P                             P                             P                                            P           P                          P                              P                                         P
          support




                                   implementation                                                                                          account executives                                                                                                       product executives (BTO)
                                                                                                                                                                                                                                                                                                                                                                                    10
                                                                                                                                                                                                                                                                                                                                                                                     operati
servicedesigntools.org




                         11
Designers are experts in
designing for humans.




                           12
13
How are the needs of these two met?




                                      14
What do service designers do?
Service innovation
Customer experience
Customer research
Co-design with staff
Business process innovation



                                15
Shifting from products to
service requires a shift in
thinking, practice, and tools.




                                 16
Service Mindset
Explicitly approaching the
design problem from a system
thinking perspective and taking
a more holistic view of people.




                                  17
Why service design?
Why design services?
Product not the right solution
Product focus limits potential solutions
Great products don’t mend broken services
Greater opportunity to improve people’s lives
Chance to impact organizations




                                                19
Why now?
Design is maturing.
Businesses need service innovation.
Customer expectations are rising.
Designers are more welcome.




                                      20
Changing perspective.




CONTROL   FEATURE   PRODUCT   SERVICE   ORGANIZATION




                                                       21
Business Bene ts
Create better customer and staff experiences
Reduce inefficiencies
Improve customer retention (loyalty)
Deepen and widen customer relationships
Design new business models
Increase value to society


                                              22
To do service design,
designers need to better
speak to business needs.
What does service design
look like?
NEUROSURGERY
CLINIC
service design with UPMC




                           25
Discovery Patient Experience




                               26
Discovery Staff Experience




                            27
Discovery Doctor/Patient Experience




                                      28
Discovery Tools and Systems




                              29
Discovery Information and Environment




                                        30
Discovery Immersion




                      31
De nition emes and Opportunities




                                    32
De nition Patient Journey


                                   t                       visit
                              visi                    st                                                               t                   t
                           re                     fir                                              t               isi                 isi
                        ca                      /                           sit                isi               pv                  pv
      tio
         n            y                      sis                          vi         y       pv               u                   u
    c            ar                        no                         -o
                                                                        p         er      t-o               w-                  w-
 et
   e
              rim                       iag                          e          rg       s               llo                 llo
D            P                         D                           Pr         Su       Po              Fo                  Fo




                                                                                                                                       33
De nition Needs and Emotions

        Emotions



   Support Needs



   Waiting Needs



Information Needs




                               34
De nition Holistic Delivery System
  Service Blueprint of Presby Neuro Clinic
    PHYSICAL                   Front      Waiting     Front     Waiting        Front     Hallway      Exam        MRI &       Exam          MRI &     Door Tag    Waiting     Check-out
    EVIDENCE                   Desk       Room        Desk      Room           Desk                   Room        Chart       Room          Chart                 Room          Room

                                                                                                                                                                              Check-out,
     PATIENT                   Sign In     Wait      Check-in     Wait      Responds     Follow to    Wait in     Answer
                                                                                                                              Wait
                                                                                                                                          Ask          Return
                                                                                                                                                                    Wait        Pay, &
     ACTIONS                                                                             Exam Rm     Exam Rm     Questions              Questions     Door Tag                  Leave


 Line of Interaction




                                            ?                     ?                                    ?                       ?                                    ?
    ONSTAGE                                                                     Call     Escort to
                                                                                                                   Check                   Meet Dr.                           Process &
    CONTACT                Welcome                   Process                   Patient   Exam Rm
                                                                                                                  Vitals &                 Kassam                             Check-out
                                                                                                                 Ask Quest
    PERSON

Line of Visibility


  BACKSTAGE                      Get                            See Other    Grab                                 Check      Place in                  Take       See Other
                                         See Other                                                   See Other
   CONTACT                     Patient
                                          Patients               Patients   Door Tag                  Patients
                                                                                                                  Patient    Kassam                    Away        Patients
   PERSON                       Chart                                                                            Location      Bin                     Chart


                                                                 Brings                  Chart in            Grab              Kassam
                                                                Door Tag                  To Be              Chart            Gets Quick
                                                                  Back                   Seen Bin          from Bin            Review


                                                                      Chart              Write Rm                                           Check
                                                                    Taken by               # on                                             Patient   Dictation
                                                                      Staff              Schedule                                          Location


Line of Internal Interaction


    SUPPORT                                          Records/                                           Bin                                            Chart                  Records/
                          Debbie’s                                          Door Tag                             Schedule                             Storage                 Database
                                                     Database                                         System
   PROCESSES              Chart Cart
                                                      System
                                                                            System                                System                              System                   System




                                                                                                                                                                                           35
Design Creating Concepts




                           36
Design Co-creation




                     37
Design Engagement




                    38
Design Prototyping




                     39
Design Storyboard Concepts




                             40
Design Validation




                    41
Delivery Tangible and Intangible




                              I know you don’t want to be here.
                              I know you don’t want to know me.

                              But the best thing that could happen
                              is to know me.



                              I’ve performed more than 3,000 neurosurgical procedures. More
                              than 800 of those are what’s called minimally invasive endoscopic
                              procedures.
                              And I’m a person first. I’ll be direct and treat you like a friend.
                              Occasionally, I may even make you laugh.




                                                                                                   42
43
Workshop
Even: San Francisco
e city of San Francisco has taken a number of steps
to reduce its impact on the planet, from easier
recycling and composting to improved bike lanes.
ese programs have all been marked as successes, but
the cities sees greater opportunity in going to the
source and reducing consumption itself.



                                                       45
Even: San Francisco
Seeing the success of services like ZipCar and NetFlix,
the city of San Francisco would like to develop services
that promote sharing and collaborative consumption
while supporting neighborhood development.




                                                           46
Odd: Cathay Paci c
Cathay Paci c Airlines is known for its service. ey pay
attention to their customers, and they do their best to
take care of them. As with all airlines, Cathay Paci c
has noticed the number of passengers traveling for
work has continued to increase over the last few years.
is is great for the airline, but all of this travel means
that people are spending signi cant periods of time
away from their homes and families.

                                                             47
Odd: Cathay Paci c
Knowing that this distance can place substantial strains
on travelers and their families, Cathay Paci c would
like to offer services to help frequent business travelers
feel more connected to their loved ones back home.




                                                            48
Customer Journey Map
Customer Journey Map
The customer journey map is an oriented graph
that describes the journey of a user by
representing the different touchpoints that
characterize his interaction with the service.




http://www.servicedesigntools.org/tools/8
Journey Exercise
9:40-10:30


Purpose
Visualize the experience over time with multiple
touchpoints and services.
Activity
Part 1: Individually catalog the customer journey.
Part 2: Map a combined customer journey with
emotions and pain points.

Tools
butcher paper, stickies, markers

                                                     51
Example Journey

        Emotions



   Support Needs



   Waiting Needs



Information Needs




                    52
BREAK
Acting as Prototyping
Acting as Prototyping
Sometimes called informance, this method
represents an idea by acting in order to tell,
explain and share it.




http://www.servicedesigntools.org/tools/33
Acting Exercise
11:00-12:30


Purpose
Engage with service ideas in new ways. Identify further
ideas and discover potential limitations.
Activity
Using your Customer Journey and Service Blueprint as
guides, select and enact a key moment in the service
experience.

Tools
open mind, your body

                                                          56
57
Acting Exercise

Who are the stakeholders?
Does it address the considerations?
What’s going on in the front stage? Back stage?
What are the touch points?
What is magical?
How does your performance demonstrate success?
How does it deal with failure?




                                                  58
LUNCH
Service Blueprint
Service Blueprint
The blueprint is an operational tool that describes
the nature and the characteristics of the service
interaction in enough detail to verify, implement
and maintain it.




http://www.servicedesigntools.org/tools/35
Blueprint Exercise
2:00-3:00


Purpose
Visualize the service procedures and processes.

Activity
Identify front stage and back stage actions that impact
customer of your service.


Tools
butcher paper, stickies, markers

                                                          62
Example Blueprint




http://tinyurl.com/cdw6ya
                            63
BREAK
Business Model Canvas
Business Model Canvas
The Business Model Canvas, is a strategic
management and entrepreneurial tool. It allows
you to describe, design, challenge, invent, and
pivot your business model.




http://www.businessmodelgeneration.com/canvas
Canvas Exercise
3:30-4:30


Purpose
Consider the strategic business components that will
help you de ne the business case for your service.
Activity
Draw the 9 panels of the Business Canvas and ll each
with stickies describing the elements that belong in
that panel.

Tools
butcher paper, stickies, markers

                                                       67
Day     Month   Year




                                                                                                                                                                                                                                                                                                                                                                                                      No.




Who are our Key Partners?                                           What Key Activities do our Value Propositions require?   What value do we deliver to the customer?                                             What type of relationship does each of our Customer                                                        For whom are we creating value?
Who are our key suppliers?                                          Our Distribution Channels?                               Which one of our customer’s problems are we helping to solve?                         Segments expect us to establish and maintain with them?                                                    Who are our most important customers?
Which Key Resources are we acquiring from partners?                 Customer Relationships?                                  What bundles of products and services are we offering to each Customer Segment?       Which ones have we established?
Which Key Activities do partners perform?                           Revenue streams?                                         Which customer needs are we satisfying?                                               How are they integrated with the rest of our business model?
                                                                                                                                                                                                                   How costly are they?




                                                                    What Key Resources do our Value Propositions require?                                                                                          Through which Channels do our Customer Segments
                                                                    Our Distribution Channels? Customer Relationships?                                                                                             want to be reached?
                                                                    Revenue Streams?                                                                                                                               How are we reaching them now?
                                                                                                                                                                                                                   How are our Channels integrated?
                                                                                                                                                                                                                   Which ones work best?
                                                                                                                                                                                                                   Which ones are most cost-efficient?
                                                                                                                                                                                                                   How are we integrating them with customer routines?




What are the most important costs inherent in our business model?                                                                                                       For what value are our customers really willing to pay?
Which Key Resources are most expensive?                                                                                                                                 For what do they currently pay?
Which Key Activities are most expensive?                                                                                                                                How are they currently paying?
                                                                                                                                                                        How would they prefer to pay?
                                                                                                                                                                        How much does each Revenue Stream contribute to overall revenues?




                                                                                                                                                                                                                                                                                           This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
                                                                                                                                                                                                                                                                                                         To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
                                                                                                                                                                                                                                                                                  or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.




                                                                                                                                                                                                                                                                                                                                                                                                                       68
Share!
Sharing Exercise
4:30-5:00


Purpose
Get feedback, collaborate, spread knowledge, and make
your design work awesome.
Activity
Hang persona, journey map, blueprint, and storyboard
to present to your peers.

Introduce persona, problem, story.
Tools
drafting dots

                                                        70
From Sketchbook to Spreadsheet

Service Design working at different levels   Measuring success – What? Where?
of organizations                             When? How?
Design and business collaborating; what      What makes a successful (service) design
working together looks like                  business?
Design thinking and business thinking…       What might designers learn from business
compare and contrast                         and vice versa
Is entrepreneurial spirit the business
equivalent of design thinking?
Service designers designing business,
businesses designing services
How does the business community view
service design?

                                                                                        71
anks!

CONTACT                                            RESOURCES
ADAPTIVE PATH                                      SERVICE DESIGN NETWORK
San Francisco | Austin | Amsterdam                 service-design-network.org
JARED COLE                                         SERVICE DESIGN TOOLS
jared@adaptivepath.com | @coffeekid                servicedesigntools.org
JAMIN HEGEMAN                                      DESIGN FOR SERVICE
jamin@adaptivepath.com | @jamin                    designforservice.wordpress.com
PROJECTS                                           SERVICE DESIGN DRINKS AND EVENTS
                                                   servicedesigning.org
UPMC NEUROSURGERY CLINIC
jamin.org/archives/2008/upmc-neurosurgery-clinic   SF SERVICE DESIGN DRINKS
                                                   @servicedesignsf
TRANSPORTATION SECURITY ADMINISTRATION
jamin.org/archives/2007/service-design-for-tsa



                                                                                      72

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This Is Service Design – UX Week 2011

  • 1. THIS IS SERVICE DESIGN a service design crash course Jared Cole | Jamin Hegeman August 24, 2011 UX Week San Francisco
  • 2. Today’s Goals Introduce service design basics Explore 3 core methods of service design Consider business implications of service 2
  • 3. Today’s Agenda 9:00-9:10 Intros 9:10-9:30 Service Design 9:30-9:40 Workshop Project 9:40-10:30 Customer Journey 10:30-11:00 Break 11:00-12:30 Acting as Prototyping 12:30-2:00 Lunch 2:00-3:00 Service Blueprint 3:00-3:30 Break 3:30-4:30 Business Model Canvas 4:30-5:00 Share 3
  • 5. Service Design Focuses on experiences and interactions, rather than products. Seeks to balance aesthetics and human needs with organizational capabilities. - after Lucy Kimbell 5
  • 7. 134 Harvard Business Review January-February 1984 Exhibit I Blueprint for a comer shoeshine StarKlard Brush execution time shoes 2 minutes Total acceptable execution time 5 minutes Une of Faciiitating services vialblllty and products Not seen Select by customer and purchase but necessary supplies to perfonnance There are several reasons for the lack of Good and lasting service management requires muc h analytical service systems designs. Services are more. Better service design provides the key to market unusual in that they have impact, but no form. Like success, and more important, to growth. 7 light, they
  • 10. Dialing IBM-HELP to get assistance with Lotus Notes Carrie Chan | IBM T.J Watson Research Center, Hawthorne NY | 6.15.07 Blueprinting ideas v.4 thinkcarrie.com service evidence Living with Complexity, Donald problem with Lotus Norman Notes Mail and Calendar syncing customer steps DIAL NAVIGATE PRE-RECORDED MENU TALK TO AGENT WAIT FOLLOW AGENT’S ST hazard line Dislike calling call centers how long am i being onstage put on hold for? i’m pressing ‘3’ and nothing is happening... 6D1511 is before 6A1511 in the menu choices... did I hear is he even listening to 6D1511 correctly? me? he seems to be he’s assuming i know all the typing a lot. and not customer’s journey IBM language even though I’ve paying attention. repeatedly told him I was new he’s apologizing for soft- he’s talking really fast ware malfunction - is this the same problem i was just having? or should i be worrying about something else? ne of of visibility area visibility representative service Give introductory speech. Ask for employee serial Present customer with menu options to Introduce yourself. Ask customer what Look up information regarding Ask what error message Proceed to follow steps outlined in documentation. number. redirect call. Apologize for software problem they’re having. Lotus Notes Mail and Calendar the customer is getting. script malfunction. syncing on database. Redirect call after customer inputs a choice. Ask if they are on or off site. provider’s steps backstage WAIT FOR CALL DIRECT CALL TO PROPER DEPT. INTRODUCTION GET PROBLEM FIND SOLUTION TO PROBLEM WALK CUSTOM application backstage processes P P P P P P P P P P support implementation account executives product executives (BTO) 10 operati
  • 12. Designers are experts in designing for humans. 12
  • 13. 13
  • 14. How are the needs of these two met? 14
  • 15. What do service designers do? Service innovation Customer experience Customer research Co-design with staff Business process innovation 15
  • 16. Shifting from products to service requires a shift in thinking, practice, and tools. 16
  • 17. Service Mindset Explicitly approaching the design problem from a system thinking perspective and taking a more holistic view of people. 17
  • 19. Why design services? Product not the right solution Product focus limits potential solutions Great products don’t mend broken services Greater opportunity to improve people’s lives Chance to impact organizations 19
  • 20. Why now? Design is maturing. Businesses need service innovation. Customer expectations are rising. Designers are more welcome. 20
  • 21. Changing perspective. CONTROL FEATURE PRODUCT SERVICE ORGANIZATION 21
  • 22. Business Bene ts Create better customer and staff experiences Reduce inefficiencies Improve customer retention (loyalty) Deepen and widen customer relationships Design new business models Increase value to society 22
  • 23. To do service design, designers need to better speak to business needs.
  • 24. What does service design look like?
  • 29. Discovery Tools and Systems 29
  • 30. Discovery Information and Environment 30
  • 32. De nition emes and Opportunities 32
  • 33. De nition Patient Journey t visit visi st t t re fir t isi isi ca / sit isi pv pv tio n y sis vi y pv u u c ar no -o p er t-o w- w- et e rim iag e rg s llo llo D P D Pr Su Po Fo Fo 33
  • 34. De nition Needs and Emotions Emotions Support Needs Waiting Needs Information Needs 34
  • 35. De nition Holistic Delivery System Service Blueprint of Presby Neuro Clinic PHYSICAL Front Waiting Front Waiting Front Hallway Exam MRI & Exam MRI & Door Tag Waiting Check-out EVIDENCE Desk Room Desk Room Desk Room Chart Room Chart Room Room Check-out, PATIENT Sign In Wait Check-in Wait Responds Follow to Wait in Answer Wait Ask Return Wait Pay, & ACTIONS Exam Rm Exam Rm Questions Questions Door Tag Leave Line of Interaction ? ? ? ? ? ONSTAGE Call Escort to Check Meet Dr. Process & CONTACT Welcome Process Patient Exam Rm Vitals & Kassam Check-out Ask Quest PERSON Line of Visibility BACKSTAGE Get See Other Grab Check Place in Take See Other See Other See Other CONTACT Patient Patients Patients Door Tag Patients Patient Kassam Away Patients PERSON Chart Location Bin Chart Brings Chart in Grab Kassam Door Tag To Be Chart Gets Quick Back Seen Bin from Bin Review Chart Write Rm Check Taken by # on Patient Dictation Staff Schedule Location Line of Internal Interaction SUPPORT Records/ Bin Chart Records/ Debbie’s Door Tag Schedule Storage Database Database System PROCESSES Chart Cart System System System System System 35
  • 42. Delivery Tangible and Intangible I know you don’t want to be here. I know you don’t want to know me. But the best thing that could happen is to know me. I’ve performed more than 3,000 neurosurgical procedures. More than 800 of those are what’s called minimally invasive endoscopic procedures. And I’m a person first. I’ll be direct and treat you like a friend. Occasionally, I may even make you laugh. 42
  • 43. 43
  • 45. Even: San Francisco e city of San Francisco has taken a number of steps to reduce its impact on the planet, from easier recycling and composting to improved bike lanes. ese programs have all been marked as successes, but the cities sees greater opportunity in going to the source and reducing consumption itself. 45
  • 46. Even: San Francisco Seeing the success of services like ZipCar and NetFlix, the city of San Francisco would like to develop services that promote sharing and collaborative consumption while supporting neighborhood development. 46
  • 47. Odd: Cathay Paci c Cathay Paci c Airlines is known for its service. ey pay attention to their customers, and they do their best to take care of them. As with all airlines, Cathay Paci c has noticed the number of passengers traveling for work has continued to increase over the last few years. is is great for the airline, but all of this travel means that people are spending signi cant periods of time away from their homes and families. 47
  • 48. Odd: Cathay Paci c Knowing that this distance can place substantial strains on travelers and their families, Cathay Paci c would like to offer services to help frequent business travelers feel more connected to their loved ones back home. 48
  • 50. Customer Journey Map The customer journey map is an oriented graph that describes the journey of a user by representing the different touchpoints that characterize his interaction with the service. http://www.servicedesigntools.org/tools/8
  • 51. Journey Exercise 9:40-10:30 Purpose Visualize the experience over time with multiple touchpoints and services. Activity Part 1: Individually catalog the customer journey. Part 2: Map a combined customer journey with emotions and pain points. Tools butcher paper, stickies, markers 51
  • 52. Example Journey Emotions Support Needs Waiting Needs Information Needs 52
  • 53. BREAK
  • 55. Acting as Prototyping Sometimes called informance, this method represents an idea by acting in order to tell, explain and share it. http://www.servicedesigntools.org/tools/33
  • 56. Acting Exercise 11:00-12:30 Purpose Engage with service ideas in new ways. Identify further ideas and discover potential limitations. Activity Using your Customer Journey and Service Blueprint as guides, select and enact a key moment in the service experience. Tools open mind, your body 56
  • 57. 57
  • 58. Acting Exercise Who are the stakeholders? Does it address the considerations? What’s going on in the front stage? Back stage? What are the touch points? What is magical? How does your performance demonstrate success? How does it deal with failure? 58
  • 59. LUNCH
  • 61. Service Blueprint The blueprint is an operational tool that describes the nature and the characteristics of the service interaction in enough detail to verify, implement and maintain it. http://www.servicedesigntools.org/tools/35
  • 62. Blueprint Exercise 2:00-3:00 Purpose Visualize the service procedures and processes. Activity Identify front stage and back stage actions that impact customer of your service. Tools butcher paper, stickies, markers 62
  • 64. BREAK
  • 66. Business Model Canvas The Business Model Canvas, is a strategic management and entrepreneurial tool. It allows you to describe, design, challenge, invent, and pivot your business model. http://www.businessmodelgeneration.com/canvas
  • 67. Canvas Exercise 3:30-4:30 Purpose Consider the strategic business components that will help you de ne the business case for your service. Activity Draw the 9 panels of the Business Canvas and ll each with stickies describing the elements that belong in that panel. Tools butcher paper, stickies, markers 67
  • 68. Day Month Year No. Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. 68
  • 70. Sharing Exercise 4:30-5:00 Purpose Get feedback, collaborate, spread knowledge, and make your design work awesome. Activity Hang persona, journey map, blueprint, and storyboard to present to your peers. Introduce persona, problem, story. Tools drafting dots 70
  • 71. From Sketchbook to Spreadsheet Service Design working at different levels Measuring success – What? Where? of organizations When? How? Design and business collaborating; what What makes a successful (service) design working together looks like business? Design thinking and business thinking… What might designers learn from business compare and contrast and vice versa Is entrepreneurial spirit the business equivalent of design thinking? Service designers designing business, businesses designing services How does the business community view service design? 71
  • 72. anks! CONTACT RESOURCES ADAPTIVE PATH SERVICE DESIGN NETWORK San Francisco | Austin | Amsterdam service-design-network.org JARED COLE SERVICE DESIGN TOOLS jared@adaptivepath.com | @coffeekid servicedesigntools.org JAMIN HEGEMAN DESIGN FOR SERVICE jamin@adaptivepath.com | @jamin designforservice.wordpress.com PROJECTS SERVICE DESIGN DRINKS AND EVENTS servicedesigning.org UPMC NEUROSURGERY CLINIC jamin.org/archives/2008/upmc-neurosurgery-clinic SF SERVICE DESIGN DRINKS @servicedesignsf TRANSPORTATION SECURITY ADMINISTRATION jamin.org/archives/2007/service-design-for-tsa 72