Service Design Making

Service Design Making

Patrick Quattlebaum | @ptquattlebaum5 Sept 2013 @ Blend Conference, Charlotte, NC

Patrick QuattlebaumManaging Director | @ptquattlebaum

Tracey VarnellLead Experience Designer

And!

source: http://www.servdes.org/wp/wp-content/uploads/2010/11/P1000994.jpg

THINKING

source: http://foliovision.com/images/2012/10/Rodin-the-Thinker.jpg

source: http://mjvinnovation.co.uk/wp-content/uploads/2013/04/lan%C3%A7amento-DT-1.jpg

source: http://www.saramcguyer.com/wp-content/uploads/2013/01/winter13_graphicdesignthinking.jpg

MAKINGsource: http://farm4.staticflickr.com/3013/2614466422_87da07eb78_o.jpg

STORIES

source: http://3.bp.blogspot.com/-dtdHFVzXrG8/T-dejxDfj4I/AAAAAAAAA8w/3xiTH9V8D-s/s1600/OrcStorytellers.jpg

BELIEVE

source: http://images3.wikia.nocookie.net/__cb20121027235942/disney/images/c/ce/Peterpan2-disneyscreencaps.com-5489.jpg

CONNECTIONS

source: http://ko.fotopedia.com/items/flickr-157363377

WAVES

source: http://dublinlibrary.files.wordpress.com/2010/08/make-waves-art-entry-007-n-khandel.jpg

DesigningServices

ServiceStories

DesigningServices

ServiceStorming

ServiceStories

DesigningServices

ServiceStorming

ServiceStories

DesigningServices

ServiceBlueprints

DesigningServices

SERVICE STORY

A date with my wife...

... at a nice restaurant ...

source: http://www.yellowcabnyc.com/wp-content/uploads/2012/05/taxiphotomed.jpg

Dirty UnreliablePressure

to usecash

Notspecial

source: http://www.yellowcabnyc.com/wp-content/uploads/2012/05/taxiphotomed.jpg

source: http://checkoutlimousineservices.files.wordpress.com/2012/07/6.jpg

source: http://checkoutlimousineservices.files.wordpress.com/2012/07/6.jpg

Expensive Book inAdvance

Book inBlocks of

Time

TwoPayment

Steps

source: http://files.tested.com/photos/2012/12/26/43242-uber.jpg

Open App View Availability Book Car

Watch Progress Get Alerts

Pay for Service Provide Feedback

Waiting

Four Hour Block

Trip Trip Trip Trip

Driver

Passenger

FriendlyService

NiceCars

EasyPayment

ConstantFeedback

ReasonablePrice

Just inTime

MoreFlexibility

StreamlinedProcess

FeedbackLoop

Fill Gapsin Schedule

BiggerMarket

More Control

CUSTOMER

STAFF

BUSINESS

SUSTAINABLE VALUE

FOR ALL

Your experience may vary...

source: http://www.businessinsider.com/amy-poehler-in-best-buys-super-bowl-ad-first-photos-2013-1

COMPLEX

OMNI CHANNEL

JOURNEY

source: http://underscoopfire.com/judge-wapner-is-back-80s-court-journey/

Experience Map for Rail Europe | August 2011

STAGES

DOING

FEELING

Research & Planning Shopping Booking Post-Booking, Pre-Travel Travel Post Travel

People choose rail travel because it is convenient, easy, and flexible.

Rail booking is only one part of people’s larger travel process.

People build their travel plans over time. People value service that is respectful, effective and personable.

EXPERIENCE

Rail Europe Experience Map

Kayak, compare

airfare

Google searches

Research hotels

Talk with friends

Relevance of Rail Europe

Enjoyability

Helpfulness of Rail Europe

Paper tickets arrive in mail

• I’m excited to go to Europe! • Will I be able to see everything I can?• What if I can’t afford this?• I don’t want to make the wrong choice.

• It’s hard to trust Trip Advisor. Everyone is so negative.

• Keeping track of all the different products is confusing.

• Am I sure this is the trip I want to take?

• Website experience is easy and friendly!• Frustrated to not know sooner about which

tickets are eTickets and which are paper tickets. Not sure my tickets will arrive in time.

• Stressed that I’m about to leave the country and Rail Europe won’t answer the phone.

• Frustrated that Rail Europe won’t ship tickets to Europe.

• Happy to receive my tickets in the mail!

• I am feeling vulnerable to be in an unknown place in the middle of the night.

• Stressed that the train won’t arrive on time for my connection.

• Meeting people who want to show us around is fun, serendipitous, and special.

• Excited to share my vacation story with my friends.

• A bit annoyed to be dealing with ticket refund issues when I just got home.

View maps

Arrange travel

Blogs & Travel sites

Plan with interactive map

Review fares

Select pass(es)

Enter trips Confirm itinerary

Delivery options

Payment options

Review & confirm

Map itinerary(finding pass)

Destination pages

May call if difficulties

occur

E-ticket Print at Station

Web

raileurope.com

Wait for paper tickets to arriveResearch destinations, routes and products

Live chat for questions

Activities, unexpected changes

Change plans

Check ticket status

Print e-tickets at home

web/apps

Look up timetables

Plan/confirm activities

Web

Share photos

Share experience (reviews)

Request refunds

Follow-up on refunds for booking changes

Share experience

Buy additional tickets

Look up time tables

Stakeholder interviewsCognitive walkthroughs

Customer Experience SurveyExisting Rail Europe Documentation

Opportunities

Guiding Principles

Customer Journey

Information sources

RAIL EUROPE

THINKING

• What is the easiest way to get around Europe?• Where do I want to go?• How much time should I/we spend in each

place for site seeing and activities?

• I want to get the best price, but I’m willing to pay a little more for first class.

• How much will my whole trip cost me? What are my trade-offs?

• Are there other activities I can add to my plan?

• Do I have all the tickets, passes and reservations I need in this booking so I don’t pay more shipping?

• Rail Europe is not answering the phone. How else can I get my question answered?

• Do I have everything I need?• Rail Europe website was easy and friendly, but

when an issue came up, I couldn’t get help.• What will I do if my tickets don’t arrive in time?

• I just figured we could grab a train but there are not more trains. What can we do now?

• Am I on the right train? If not, what next?• I want to make more travel plans. How do I

do that?

• Trying to return ticket I was not able to use. Not sure if I’ll get a refund or not.

• People are going to love these photos!• Next time, we will explore routes and availability

more carefully.

Ongoing, non-linear

Linear process

Non-linear, but time based

Communicate a clear value proposition.

STAGE: Initial visit

Connect planning, shopping and booking on the web.

STAGES: Planning, Shopping, Booking

Arm customers with information for making decisions.

STAGES: Shopping, Booking

Improve the paper ticket experience.

STAGES: Post-Booking, Travel, Post-Travel

Make your customers into better, more savvy travelers.

STAGES: Global

Proactively help people deal with change.

STAGES: Post-Booking, Traveling

Support people in creating their own solutions.

STAGES: Global

Visualize the trip for planning and booking.

STAGES: Planning, Shopping

Enable people to plan over time.

STAGES: Planning, Shopping

Engage in social media with explicit purposes.

STAGES: Global

Communicate status clearly at all times.

STAGES: Post-Booking, Post Travel

Accommodate planning and booking in Europe too.

STAGE: Traveling

Aggregate shipping with a reasonable timeline.

STAGE: Booking

Help people get the help they need.

STAGES: Global

GLOBAL PLANNING, SHOPPING, BOOKING POST-BOOK, TRAVEL, POST-TRAVEL


Enjoyability



Enjoyability



Enjoyability



Enjoyability



Enjoyability


Mail tickets for refund

Get stamp for refund

MANYTOUCHPOINTS

THIS IS AN INTERFACE

REAL TIME

image

360

FRONTSTAGE

BACKSTAGE

Service design applies design methods and craft to the definition and orchestration of service experiences.

Service design examines the operations, culture, and structure of an organization for impact on service experience.

ServiceStories

STORYTELLING

The universe is made of stories, not atoms.Muriel Rukeyser

Why tell stories?Create a common understanding

Inspire and incite action

Communicate the truth

Prototype the future

Human minds yield helplessly to the suction of story.

Jonathan Gottschall

Vehicles for storiesPersonas and scenarios

Acting and improvisation

Audio and video

Storyboards and comics

source: The Art of the Storyboard

STORYBOARDS

source: The Art of the Storyboard

“Storyboards have to explain to every department exactly what is demanded of them.” - Jan de Bont

SKT © 2010 adaptive path

He keeps up with his beloved New York Mets, even though he lives in Denver, on his way home from work. When he gets home, he transfers the game from his phone to the TV.

22

JUST THEFACTS

Building blocksKey moments and interactions

Emotions and thoughts

Context!

Time

Exercise 1

Service Stories

TODAY’SCASE

The Exploratorium

source: Edward Blake

source: The Exploratorium

source: http://flic.kr/p/ehuf6u

source: http://flic.kr/p/cdGP3G

source: http://flic.kr/p/cz35H5

The Explainers


source: http://flic.kr/p/fG56HY

The Experience of Experiments

TailoredOutings

Beginning Middle End

Pre-visit At Exploratorium Post-visit

WHATIF...

20MINUTES

ServiceStorming

SERVICEENCOUNTERS


Service encounters:Happen in real-time at a specific time and place

Are subject to human emotion and variability

May be mediated or augmented with other touchpoints

Are rarely an end point; they bridge to other touchpoints

Service storming uses voice, physicality, and staging to quickly prototype and refine service encounters.

source:http://whitekaos.files.wordpress.com/2011/03/service-prototyping.jpg

Why Service Storming?CO-CREATE Include staff, customers, others

ITERATIVE Make, feedback, learn, make again

REAL-TIME Simulate real-time services encounters

MALLEABLE Change roles, constraints, channels

Twitter

Teaser

Email

Website

Guide

User

TROUBLE SPOT

LOW POINT

HIGH POINT

ADAPTIVE PATH'S GUIDE TO

EXPERIENCE MAPPING

Twitter Teaser Email

Website Guide

VariationsCommunicate and explore service experience insights

Early generative brainstorming

Evolution and refinement of service stories

Detailed design of customer-staff interactions

Exercise 2

Service Storming

Warm Up!GROUP STOP

InstructionsEveryone in your group start moving.

As you move, make noise! A funny sound or phrase.

At any point, you may choose to freeze in place.

When you notice someone freeze, you freeze, too.

When everyone has frozen, do it again.

5MINUTES

LET’S STORM

InstructionsBuilding off Exercise 1, evolve your service stories.

Create a three-scene story with a beginning, middle, & end.

Your story should span at least two journey stages.

It should include multiple channels and touchpoints.

And it must include an interaction between people.

Remember!Key moments and interactions

Emotions and thoughts

Context!

Time

20MINUTES

ServiceBlueprints

Experience

Process

Process

Experience

Services are process & experience based.

From Service Blueprinting: A Practical Technique for Service Innovation

Borrowed from Brandon Schauer

Service blueprinting helps designers engage operations to go from vision to reality.

134 Harvard Business Review January-February 1984

Exhibit I

StarKlardexecution time2 minutes

Totalacceptableexecution time5 minutes

Blueprint for a comer shoeshine

Brushshoes

Faciiitating servicesand products

Une ofvialblllty

Not seenby customerbut necessarytoperfonnance

Selectand purchasesupplies

There are several reasons for the lack ofanalytical service systems designs. Services areunusual in that they have impact, but no form. Likelight, they can't he physically stored or possessed andtheir consumption is often simultaneous with theirproduction.

People confuse services with productsand with good manners. But a service is not a physicalobject and cannot he possessed. When we buy the useof a hotel room, we take nothing away with us hut theexperience of the night's stay When we fly, we aretransported by an airplane hut we don't own it.Although a consultant's product may appear as abound report, what the consumer bought was mentalcapahility and knowledge, not paper and ink. A serviceis not a servant; it need not be rendered by a person.Even when people are the chosen means of execution,they are only part of the process.

Outstanding service companies instillin their managers a fanatical attachment to the origi-nal service idea. Believing that this product of genius isthe only thing they have going for them, they try tomaintain it with considerable precision. They bring inmethods engineers to quantify and make existing com-ponents more efficient. They codify the process in vol-umes of policies and procedures. While the outline of agreat service concept may he reflected in these tools,the procedures are only fragmented views of a morecomprehensive, largely undocumented phenomenon.

Good and lasting service management requires muchmore. Better service design provides the key to marketsuccess, and more important, to growth.

The operations side of service manage-ment often uses work flow design and control methodssuch as time-motion engineering, PERT/GANTTcharting, and quality-control methods derived fromthe work of W. Edwards Deming. These procedures pro-vide managers with a way to visualize a process and todefine and manipulate it at arm's length. What theymiss is the consumer's relationship to, and interactionwith, services. They make no provision for people-rendered services that require judgment and a lessmechanical approach. They don't account for the ser-vice's products that must be managed simultaneouslywith the process. And they don't allow for special prob-lems of market position, advertising, pricing, ordistribution.

We can build on the strength of theseoperational systems, however, to come up with a morecomprehensive and workable framework for address-ing most issues of service development. We can devisea blueprint for service design that is nonsubjective andquantifiable, one which will allow developers to workout details ahead of time. Such a blueprint gives man-agers a context within which to deal with the manage-ment and control of the process.

Photo by Joe Mabel, http://upload.wikimedia.org/wikipedia/commons/thumb/a/a7/San_Francisco_-_Famous_Wayne's_shoeshine_02.jpg

Nothing nonverbally communicates "megaballer" like sitting on a throne in the Financial District and having the sh#$ shined out of your shoes in front of everybody.

- Kevin L., Yelper

http://blog.modernmechanix.com/mags/PopularScience/10-1937/shoe_shine_merry_go_round.jpg

http://www.jetsetzero.tv/wp-content/uploads/2009/07/P1010270.jpg

PATIENTACTIONS

PHYSICAL EVIDENCE

ONSTAGECONTACTPERSON

BACKSTAGECONTACTPERSON

Debbie’s Chart Cart

Records/Database

System

Bin System

Check Vitals &

Ask Quest

Place in Kassam

Bin

Meet Dr. Kassam

Kassam Gets Quick

Review

Take Away Chart

Process & Check-out

Records/Database

System

Dictation

Chart Storage System

Door Tag System

See Other Patients

SUPPORT PROCESSES

Sign In

Front Desk

Waiting Room

Front Desk

Front Desk

Hallway Exam Room

MRI & Chart

Exam Room

MRI & Chart

Door Tag Waiting Room

Check-out Room

Waiting Room

Line of Interaction

Line of Visibility

Responds Follow toExam Rm

AnswerQuestions

AskQuestions

ReturnDoor Tag

Check-out, Pay, & Leave

Check-in

Welcome

Get Patient Chart

See Other Patients

Process

See Other Patients

Brings Door Tag

Back

CallPatient

Grab Door Tag

Escort to Exam Rm

Chart in To Be

Seen Bin

Write Rm # on

Schedule

See Other Patients

Grab Chart

from Bin

Chart Taken by

Staff

Check Patient

Location

Check Patient

Location

Schedule System

Service Blueprint of Presby Neuro Clinic

? ? ? ? ?

Line of Internal Interaction

? ? ?

Wait Wait Wait inExam Rm Wait Wait

Work by CMU students: Melissa Cliver, Jamin Hegeman, Kipum Lee, Leanne Libert, Kara Tennant

Customer Actions

Touchpoints

Staff Actions

Back Stage Staff

Support Processes

Time

Line of Visibility

Blueprint Building Blocks

Borrowed from Jamin Hegeman

Example

114

Customer ordersa hamburger

Dinner menu

Server records order on Notepad

Order system

Customer waits

Server enters order into

system

Server checks on customer

Chef receives order and makes

burger

Customer asks for water

StatusConversation

Hamburger ingredients

Server delivers hamburger

Chef delivers hamburger to

server

Customer receivers order

Hamburger

Notepad

Line of Visibility

Iteration

115100100

Customer ordersa hamburger

Dinner menu

Server records order on iPad

Order systemiPad app

Hamburger ingredients

Customer waits

Server checks on customer

Chef receives order and makes

burger

StatusConversation

Server delivers hamburger

Chef delivers hamburger to

server

Customer receivers order

Hamburger

Customer asks for water

Line of Visibility

Prototype of the future experienceProvides low fidelity version of the service experience: great for ideation

Visualizes vision of the service experience

Strategic tool for project planningHelps see where and how existing and future ideas fit with the envisioned experience

Customer experience vision + operational toolHelps design and engineering speak the same language

Benefits of Service Blueprinting

Borrowed from Jamin Hegeman

Exercise 3

Service Blueprints

BLUEPRINT!

InstructionsSynthesize your work to settle on a service experience.

Map out the customer journey and front stage interactions.

Then, map the backstage. People, processes, technologies.

Iterate!

25MINUTES

IN SUMMARY

THINK

source: http://foliovision.com/images/2012/10/Rodin-the-Thinker.jpg

MAKEsource: http://farm4.staticflickr.com/3013/2614466422_87da07eb78_o.jpg

STORIES

source: http://3.bp.blogspot.com/-dtdHFVzXrG8/T-dejxDfj4I/AAAAAAAAA8w/3xiTH9V8D-s/s1600/OrcStorytellers.jpg

BELIEVE

source: http://images3.wikia.nocookie.net/__cb20121027235942/disney/images/c/ce/Peterpan2-disneyscreencaps.com-5489.jpg

CONNECTIONS

source: http://ko.fotopedia.com/items/flickr-157363377

WAVES

source: http://dublinlibrary.files.wordpress.com/2010/08/make-waves-art-entry-007-n-khandel.jpg

BETTERSERVICE

EXPERIENCESsource: http://flic.kr/p/fG56HY

Patrick T Quattlebaum | @ptquattlebaum

Thanks!

Service Design Making

Design

Transcript of Service Design Making