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Designing a mobile service for EMMA
Pertti Lähteenmäki
Master’s Thesis
Degree Programme in
Information Systems Management
2015
Abstract
Päiväys 30.11.2015
Author(s)
Lähteenmäki Pertti.
Degree programme
Information System Management
Thesis title
Designing a mobile service for EMMA
Number of pages
and appendix pages
43 + 3
The need of designing a mobile service started from the digital strategy in Espoo Museum of
Modern Art. The old audio guide system was old-fashioned and the amount of mobile web
visits was growing fast. People also carry their own mobile devices when visiting the Muse-
um. The main focus in our digital strategy was to enrich our customers’ visits by creating con-
tent to their own devices.
Mobile gives a new way to communicate with customers, which is why we needed more
knowledge of how to design a new concept for mobile service. In this design process we had
to consider whether to build an application or further develop our already existing, responsive
web pages.
In designing a new concept, we wanted to find out customer expectations, and what kind of
mobile devices and features would bring value for them when using mobile application.
To ensure that this new mobile service would be a success, it was important to adopt Lean
thinking on the mobile service design process. In addition to Lean thinking, Service Design
with Customer Journey Mapping was adopted to the planning process.
The first research question was: What kind of mobile application will support EMMA’s strate-
gy? The answer is the mobile application itself. Now it’s ready and time shows how it will be
received by the visitor of EMMA. The concept was built with co-operation between different
teams. The final product was designed using Lean together with service design. The content
production process has developed step by step during the whole project. The future of the
mobile service is dependent on commitment to continual service development
Keywords
mobile service design, lean thinking, service design, service transition, process development,
customer journey mapping
Table of contents
1 Introduction ...................................................................................................................1
1.1 What is EMMA? ....................................................................................................1
1.2 EMMA’s purpose and digital agenda.....................................................................1
1.3 EMMA’s organization ............................................................................................3
1.4 Objectives and Research Questions .....................................................................4
2 Theoretical framework...................................................................................................6
2.1 Lean startup..........................................................................................................6
2.2 Customer Journey Mapping ..................................................................................9
2.3 Change management..........................................................................................10
2.3.1 Dealing with Resistance...........................................................................10
2.3.2 Education and communication .................................................................11
3 Methodology................................................................................................................13
3.1 Lean Startup and iterative development..............................................................13
3.2 Customer Survey ................................................................................................13
3.3 Customer Journey Mapping in a mobile Workshop .............................................14
3.4 Customer Interview .............................................................................................14
4 Concept Design...........................................................................................................15
4.1 Survey results before workshop ..........................................................................15
4.2 Workshop of the Mobile Concept ........................................................................17
4.3 Mobile Wire Frame Canvas after the workshop...................................................18
4.4 Content production..............................................................................................21
5 Technical Architecture.................................................................................................22
5.1 What kind of CMS to use for mobile app .............................................................22
5.2 How to choose between native and HTML ..........................................................22
6 How did we implement it .............................................................................................25
6.1 Tendering process ..............................................................................................26
7 EMMA application .......................................................................................................29
7.1 Differences between iOS and Android.................................................................32
7.2 Play Store and Apple Store.................................................................................32
7.3 Content production and Service Transition..........................................................32
8 Results after launching the EMMA application.............................................................34
8.1 The Customer point of view.................................................................................34
8.2 The Content Developers point of view.................................................................36
9 Discussion...................................................................................................................38
9.1 Validity and reliability in this case........................................................................38
9.2 Critical success factors and answers to the research questions..........................38
9.3 Proposals for further development ......................................................................39
9.4 My own learning points .......................................................................................40
References ......................................................................................................................42
Appendices......................................................................................................................44
Appendix 1. Customer survey questions .....................................................................44
Appendix 2: Customer Survey Results........................................................................45
Appendix 3: Draft Wireframe canvas by Taiste Ltd......................................................46
1
1 Introduction
1.1 What is EMMA?
EMMA (Espoo Museum of Modern Art) is an art museum in Espoo and it is situated in an
old printing house WeeGee, that has been renovated for museum use. EMMA arranges
many domestic and international exhibitions in a year. The exhibition space is 5,000
square-meters and there are about 100,000 visits per year. EMMA also takes care of the
public art in the City of Espoo. Typical visitor in EMMA is a woman of age in between 46-
60 and who lives in the metropolitan area of Helsinki.
1.2 EMMA’s purpose and digital agenda
EMMA’s purpose is to collect and reserve visual art for the future, enrich people’s life with
art and show art with pride and without any prejudices.
EMMA’s digital agenda started when web pages were published in 2006 and EMMA
joined in Facebook at the end of 2006. When Facebook become very popular, EMMA
started to get new visitors from it. Today EMMA’s Facebook has 11885 followers. Social
Media platforms, Twitter, Instagram and Pinterest, are used in EMMA and linked to EM-
MA’s own web pages, which is the source to all social media messaging and information.
Visits on EMMAs web pages have grown since 2011 from 120000 to 168000 per year
2014 (figure 1). The amount of mobile users is around 26%.
Figure 1: Visits online in EMMA 2011-2014
2
The number of mobile users in our web site has grown very fast since the last two years
and now it is 26% of all visits. The mobile market is growing fast and if the amount of mo-
bile users grows 1% in a month, at the end of year it will be 37% and at the end of 2017
over 50%. In figure 2, the amount of iOS and Android mobile visits are shown in the dia-
gram before mobile app was launched September 2014.
Figure 2: User operating systems until august 2014 before mobile app was launched.
The idea of designing a mobile service started from the digital strategy. The old audio
guide system was old-fashioned and it was noticed that the amount of mobile web visits
was growing fast. Also visitors carry their own mobile devices when they come to the visit
in the Museum. So we came up with the idea to combine all these by making a mobile
application, which would guide people both outside and inside the museum.
We created some design drivers from the digital agenda to make planning of the mobile
service easier. I call "design drivers” the main principles that guide the design decisions in
the team. (Moritz, S. 2005)
EMMA’s mobile service design drivers in digital agenda
· The service driver number one is to add the amount of visitors online and onsite.
· The second service driver is to enrich the experience of visiting exhibitions: Public
art orienteering, art and artist presentations, exhibitions, collections and the infor-
mation of events.
3
· The third service driver was to deepen old customers’ relations and get new audi-
ences.
· The fourth design driver was to develop EMMA brand
1.3 EMMA’s organization
EMMA is a foundation and it has a board of trustees that appoints the museum director.
EMMA has a steering group where the ICT manager is a member. EMMA has three main
content teams: Exhibitions, Collections and Educations. In addition to that EMMA has
three other teams in matrix organization that are Conservators, Technicians/ICT and
HR/Economy and Marketing team.
We started more systematically to use project model in EMMA, two years ago. This mo-
bile application project was organized as the project model. The mobile project group is a
collection of people from different teams in our organization (figure 3). The project owner
was the museum director and the ICT manager was the project manager. The project
group had members from all content teams. The project had own budget which was man-
aged by the project manager. Content production was done in exhibition, collection, com-
munication and educational teams. The idea was to bring content and ideas from every
content team to the mobile application project and commit people to update content later
on.
Figure 3: EMMAs organization and main processes and how mobile project is organized.
Mobile
project
Content
Teams
Content
Teams
4
ICT in EMMA
EMMA does not have its own IT department. EMMA’s ICT manager organize ICT services
by out-sourcing them. Services that run daily processes are out-sourced to the City of
Espoo’s ICT and it is a multi-vendor environment. The organizational development of digi-
tal customers’ services is done with other vendors and they are designed and produced
by EMMA. In those services EMMA uses SaaS, hosting services, social media etc. (figure
4). Customer services are done elsewhere because the City of Espoo ICT services are
not as cost effective and agile as those that has been produced by EMMA. Also, the so
called -- the time to market is shorter when services are designed by EMMA.
Figure 4: EMMA’s ICT: Run the business and develop the business
1.4 Objectives and Research Questions
The whole process of designing a new mobile application for EMMA started from the need
to enrich visitors experience when visiting EMMA. So we ended up with the idea to give
the mobile service through people’s own mobile devices.
The question was, what are the most important features from the customers’ point of view.
What are the customers’ expectations and what would bring value to them when using our
mobile application. To ensure that the new mobile service will be successful we needed to
know how to adopt Lean Startup thinking and Service Design on the mobile service de-
sign process.
EMMA’s ICT
RUN DEVELOP
5
The purpose was to implement EMMA’s new mobile service. The main result of the
work is the mobile application which is currently being used by EMMA’s customers.
The research questions of the thesis work were
1. What kind of mobile service will support EMMA’s strategy?
2. How to build the concept of a mobile application?
3. How can the content production process be improved?
6
2 Theoretical framework
2.1 Lean startup
Lean Startup is a framework that can be applied anywhere where uncertainty of the right
action is high. It is also useful for developing new products or services, or expanding an
existing business domain or customer base. Lean Startup has also been used in process
improvement and governmental initiatives. (figure 5). (Ries, 2011 & Bell 2011)
The Lean Startup framework reminds us about the importance of recognizing that a lot of
our beliefs about a product are assumptions. Some are more likely to be true and others
less likely, but they are still assumptions until we validate or invalidate them with appropri-
ate feedback. It is the same idea with service design thinking, that the designer cannot
imagine everything what customers think, it has to be asked from them. Lean Startup also
directs us to find out which of those assumptions are most critical to the success of the
product, and test them as early as possible – before we invest too much of our time and
resources in the wrong product. (Ries, 2011)
Figure 5: Eric Ries: The Lean Startup. (Ries 2012.)
7
Market fit
Before market fit, the organization is still unproven and the focus of the startup is to learn
what the product should really be. During this time, the service model is frequently updat-
ed to reflect the validated and invalidated assumptions. If a particularly critical assumption
is invalidated, the whole service model may be forced to re-evaluate and change to a dif-
ferent approach. (Heiramo, 2013)
After market fit, the organization has already proven its viability, and the focus switches to
optimization. Automating the service (to reduce costs) and scaling the product (to be able
to serve more customers) become important. The product still needs to be improved since
new customers are much less willing to accept incompleteness or poor quality of service.
The success of experiments is usually measured in how the statistical behaviour of cus-
tomers changes (with e.g. A/B testing) rather than asking or observing individual custom-
ers. (Heiramo, 2013)
Minimum Viable Product (MVP)
For Lean Startup, every experiment is a Minimum Viable Product (MVP). It can be an idea
or concept only. In the very early stages, the MVP can be an interview of potential cus-
tomers. Very quickly, though, the MVPs become more elaborate – visualizations, proto-
types, manually delivered services, minimalistic product versions, partial feature releases,
A/B tests, etc. (Ries 2011, Heiramo, 2013)
The MVPs are critical in getting feedback and refining the product. Speculation and lab
testing is rarely as useful as getting real-life feedback from actual users. Startups must
reach outside its own organization. Interviews, user observation and statistical approach-
es are all used to gather ideas for improvement. Early on, delivering the product can also
include a lot of manual steps, so a lot can be learned in the delivery process itself. (Hei-
ramo, 2013)
8
Kaizen
Kaizen (Japanese for continuous improvement) is a systematic improvement methodology
that is central to Lean.
There are two kinds of kaizen: system kaizen (also called flow kaizen) and process kai-
zen. System kaizen attempts to improve the overall value stream by enhancing material
and information flow, and is the focus of management. Process kaizen, performed by
teams and individuals, concentrates on reducing waste in specific focus areas within the
value stream. Improvement in one type of kaizen positively impacts the other too. (Bell C.
S., Orzen A. M., 2011, 40-41).
Kaizen Events, Projects and Daily Improvement
The duration of kaizen activity ranges from a few minutes to several months. The degree
of rigor and formality varies with the nature of the undertaking. Kaizen events are focused
short-term improvement efforts that usually involve a cross-functional team and last from
three to five days. Although the Kaizen event lasts for just a few days, preparation can
take place over several months prior to the activity. Some Lean efforts require more time
to plan and execute; these kaizen projects last from several weeks to up to three months.
To maintain focus and deliver improvements as quickly as possible is vital. If the scope is
larger than that, it is good to decompose the project into smaller phases. (Bell C. S.,
Orzen A. M., 2011, 40-41)
For Lean to become a part of daily culture, every individual should be inspired to drive
improvement on a daily basis. Daily kaizen (a form of process kaizen also known as a
kaizen blitz) is spontaneous improvement performed as a need is identified. For example,
when a problem is encountered, an individual or small group stops working to identify the
problem, analyse it, develop potential countermeasures, select the most promising solu-
tion, make the improvement, and assess the impact. In a Lean enterprise, the highest
proportion of problem solving occurs at the daily kaizen level. (Bell C. S., Orzen A. M.,
2011, 40-41)
9
2.2 Customer Journey Mapping
Customer Journey Mapping is one method in Service Design approach. In service design
methods it is important to place yourself to the customer side and try base our decisions
on solid customer data. (Moritz, S. 2005)
These are the basic elements of the customer journey mapping (figure 6). First you have
to get the awareness of a customer, then convince him, give easy access to purchase,
and then give support after the purchase. (Ol Janus, 2015)
Figure 6: Customer Journey (Samg, 2015. & Oosterom, Arne van, 2010.)
Customer Journey Mapping
We list all actions (as far as possible) the customer has to take to reach the outcome
(placed in a horizontal line). Mapping starts by listing the actions when the customer uses
your service the first time. The Journey starts before the moment he/she decided to use
your product or service. (Oosterom, Arne van, 2010. & Stickdorn, M., Schneider, J. 2011)
Touchpoints
Touchpoints are individual tangibles or interactions that make up the total experience of a
service (figure 6). Underneath every action should be listed all channels and touchpoints
services the customer encounter. Customer Journey Mapping is a tool to see the world
and your organization through the eyes of your customers. When the tool is used with an
internal team it is a way to make explicit what you know and what you don’t know.
(Oosterom, Arne van, 2010. & Stickdorn, M., Schneider, J. 2011)
10
2.3 Change management
2.3.1 Dealing with Resistance
Every project that changes something, has resistance inside the organization. It is very
typical that a digitalization project changes the way we do things in the organization. If
digitalization doesn’t change anything, it is not worth to do it. Usually resistance for digital-
ization has roots in peoples believes that they lose something when there comes a new
way of doing things or it is expanding the load of work.
Many managers underestimate not only the variety of ways people can react to organiza-
tional change, but also the ways they can positively influence specific individuals and
groups during the change. And, again because of past experiences, managers sometimes
do not have an accurate understanding of the advantages and disadvantages of the
methods with which they are familiar.
In Kurt Lewin’s theory he says that it is more important to have less restraining forces than
more power on driving forces (figure 7). Because too much power on driving forces caus-
es even bigger resistance. You should instead remove obstacles to the change and that
way get the change accepted by all. That makes the change happen. The present state
should make the base line for the change and desired state should be defined very clear-
ly. (Lewin K., 1943).
11
Figure 7: Kurt Lewin. Force Field Analysis. (Lewin, K., 2015)
2.3.2 Education and communication
One of the most common ways to overcome resistance to change is to educate people
about it beforehand. “To lead change, it is good to tailor your strategies to the types of
resistance you’ll encounter. For instance, with employees who fear change, provide skills
Training” (Kotter 2008, 2). Communication of ideas helps people see the need for and the
logic of a change. The education process can involve one-on-one discussions, presenta-
tions to groups, or memos and reports. For example: As part of an effort to make changes
in measurement and reward systems, a project manager put together a workshop. “If re-
sistance stems from employees’ lack of information, use education to communicate the
reasons for the desired change. Once educated, people often become supportive, though
this method can be time consuming if it involves large groups” (Kotter 2008,3).
An education and communication program can be ideal when resistance is based on in-
adequate or inaccurate information and analysis, especially if the initiators need the re-
sisters’ help in implementing the change. But some managers overlook the fact that a
program of this sort requires a good relationship between initiators and resisters or that
the latter may not believe what they hear. It also requires time and effort, particularly if a
lot of people are involved.
12
Everything in the work is not explainable by words. Some knowledge is so called tacit
knowledge. In literature this is called “knowledge creation”.
“Need to get out of the old mode of thinking that knowledge can be acquired, taught, and
trained through manuals, books, or lectures. Instead, they need to pay more attention to
the less formal and systematic side of knowledge and start focusing on highly subjective
insights, intuitions, and hunches that are gained through the use of metaphors, pictures or
experiences.” (Nonaka and Takeuchi 1995,11)
In our case, I chose educating and having a workshop with the team to remove obstacles.
It is good to educate people to understand why we are doing this kind of project. Also by
having people teaching us, from the outside of our organization, creates neutral ground for
learning. Creating new knowledge together also brings out tacit knowledge, which people
have from our organization and our services.
13
3 Methodology
3.1 Lean Startup and iterative development
In Lean Startup we try to make the product that has nothing but the essential on it when it
comes to the market at the first time. To be sure about giving what customers need, we
had to ask them what they want to have on that application. After making first concept we
sent a questionnaire to our customer board and asked what they want. Then we coded
the first version and before it was launched, we made a second survey and asked cus-
tomer board members to test it. In each round we made alterations to the application until
the final version was ready to be published.
In figure 8 is described the whole process of mobile application design from the first work-
shop to the final product. The key outcomes that give information to the next step, are also
listed on each step of the process.
Figure 8: Step by step process of mobile design and outcomes from each step.
3.2 Customer Survey
We made a customer survey before we had a mobile workshop, to make sure what cus-
tomers want. There was a plan to make survey via interviews, but because the concept
development phase was so long, we didn’t have time to do it. It was easier and faster to
do it online with webropol. In one week we got 281 answers to the questionnaire (Appen-
Mobile
Workshop
Customer Jour-
ney Mapping doc
Tendering
process
The list of feature
MVPOffers from Ven-
dors
Wireframe
Canvas
Development and
coding
Final Pro-
duct
iOS
version
Android
version
Process
Steps
Key
Outcomes
Survey Results
doc
Service Ideas Requirements
and selection
Content
Production
Interview Ques-
tions and Ideas
Testing
Customer
Survey
Survey Ques-
tions
Customer inter-
view
14
dix 1 and 2). It was fast and even more reliable because the amount of answers was bet-
ter.
3.3 Customer Journey Mapping in a mobile Workshop
In a customer journey mapping workshop we had members from each content production
team innovating and testing ideas on what kind of touchpoints and ideas we can create for
customers to enrich their visit to EMMA. As mentioned in Kaizen (page 8), it is good to
have members from cross-functional teams. The Customer Journey Mapping was a major
design tool for building the concept of the mobile application. We were imagining how
people find to EMMA and what their emotions are when they decide to come to EMMA.
Then we tried to find touchpoints that customer encounters on the hole journey to EM-
MA. Touchpoints are individual tangibles or interactions that make up the total experience
of a service.
Touchpoints were categorized into five different states in the Customer Journey.
1. Awareness means how we get the customers attention and raise interest.
2. Interest has to be created before customer decides to come to EMMA.
3. Buying means that when customer comes and buys the ticket or service or down-
load the application.
4. Experience is richer if we can get the attention of the visitor and make it success-
ful and interesting.
5. Support is additional information that supports the visit for the whole durayion and
even before and after the visit.
3.4 Customer Interview
After the vendor made the first MVP version we made an interview to the customer board
members. Customer board members came to the museum to test the early version before
it was launched in App Store. We asked them to try the MVP and give comments on how
interesting they find the following parts: Events, Exhibitions and Collections, Art orienteer-
ing and the inside of EMMA.
15
4 Concept Design
4.1 Survey results before workshop
The results we found were not surprising, but they strengthen the idea of what is the most
important content we should provide to the clients. The number of people that gave open
response was very large. It also gives a hint, that it is important to establish this kind of
application. From the open ended answers we got interesting points on what we should
develop in this application in future. Also the questionnaire was good marketing before
coming to the market.
We asked if people are willing to pay for services, but the answer was no. Someone wrote
that if money is collected it should be given to the charity. One person also wrote that it
would be better to develop web pages instead of putting money on this mobile service
(figure 9 and 10). Three most interesting information areas were exhibitions, events and
art and artists (figure 9).
In survey results the most interesting content can be seen in figure 9.
1. What kind of museum content you would like to use in mobile device? (on a scale of 1
to 5)
0
0,5
1
1,5
2
2,5
3
3,5
4
4,5 Information of art and
artist
Information of exhibitions
Information of events
Information of public art
Information of products
in EMMA Shop
Games and edutainment
Admission fee
Announcements from
EMMAs partners
Figure 9: What kind of content would you like to read with your mobile device?
n=281
16
Three information areas that people would recommend to their friends were exhibitions,
events and art and artists (figure 10). That result confirms the results in the first question
part.
2. What of these items you would like to recommend to your friend in social media (on a
scale of 1 to 5)
0
0,5
1
1,5
2
2,5
3
3,5
4
Information of art and
artists
Information of
exhibitions
Information of events
Information of public art
Information of the
products in EMMA Shop
Games and edutainment
Pictures of EMMA and
art works
Announcement of
EMMAs partners
Figure 10: What would you recommend
3. Answers to the question: What apps do you have in your phone that you use? Naviga-
tion, Bank app, social media are mostly used applications. Total results were News
(43,28%), Navigation (30,67%), e-mail (16,39%), Facebook (15,97%), Social Media
(14,71%) and Bank application (12,6%) (figure 11).
Figure 11: The mostly used media in mobile
n=281
n=281
17
In answers to the question: Do you have other expectations from EMMAs mobile applica-
tion?. It’s possible to find the following patterns:
· application should be fast and easy to use
· it should give information of opening times
· it should offer information on interesting exhibitions and events
· it should offer possibility to book online services and tickets
· people would like to share pictures and other information of exhibitions
· application needs to be distinctive in mobile compared to regular responsive web
site
· application should be interactive especially inside the museum
· public art should be placed on a map
In the secondary data participant’s location was interesting. Most of the people are from
Helsinki metropolis area and south-west Finland, but also from Tampere, Lahti and even
Kuusamo.
4.2 Workshop of the Mobile Concept
Principles before the mobile workshop were, how to offer better experience to visitors with
mobile by
· Using customer path as an inspiration, not a limit
· Having at least five ideas
· Not worrying about execution or censoring too much.
In this Workshop we created ideas for mobile app as follows:
Awareness
· Routes with different theme inside and outside.
· Push-message “Art is near you!”. That is a message in your smartphone when you
walk nearby EMMA or public art.
· Finding your way to EMMA.
· Invite an artist or a museum worker to join you in the exhibition.
· Keep your own opening party. Keep your own virtual exhibition in a special exhibi-
tion space with your own selected piece of art from EMMA’s colletion.
Interest
· Personalize EMMA app to your own needs.
· “Surprise me!” -button. Application can contain surprises so that everything is not
as predictable in it.
18
Buying
• Link to the services like guided tours and EMMA Shop.
• Link to EMMA Shop products like exhibition catalogue from exhibition space.
Experience
• New experience, new point of view. Take a different picture from a new angle or
create a new interpretation of it.
• Stop to smudge by sending a message to a conservator.
• Own EMMA-exhibition in digital form.
• Show other works from this artist in the exhibition or similar artists.
• Your own EMMA-collection. How would your exhibition to look like?
• Conservation- application: How the art work looks like in an x-ray photograph.
• Plan your own EMMA-route or guiding and share it with others.
• Museum/Exhibition game: Make your visit into a game!
• Create an ice breaker line from a piece of art.
• Indoor navigation.
• Links to additional information from an art work.
Support
• Uploading teaser. Somehow visitor has to be informed to upload application, for
example in Foursquare- or other check in applications
• Comments/images are shown on the wall. Customer experience should be seen
somewere.
• Customers who leave, could have digital souvenir or chance to comment in mo-
bile.
• Send greetings with a digital postcard from EMMA.
Other ideas
• Participating audience: This could be strong and a new way and also a new trend.
That kind of concept was felt to be strong and fruitful. All interaction could be inter-
esting.
• Digital ribbon-skating idea was also presented in the Workshop. Visitors could get
a photo of a piece of art in their phone and meet other person next to that art work.
Concept could have an dating aspect or just a way to talk to someone about art.
4.3 Mobile Wire Frame Canvas after the workshop
Wireframe canvas is used to describe how an application is built. It contains all screens
and their relation to each other of an application and how user can navigate between
them. The first version of wireframe canvas (figure 12) created by Taiste Ltd was based
19
on our ideas in the workshop. In the center is the menu and below are exhibitions, collec-
tion, public art works and art works inside the museum. On this phase the logic needs still
more thinking to be clear and leaner.
The beginning of mobile application starts with current topics, opening hours and how to
come to EMMA (figure 12).
Figure 12. The first view of mobile wireframe canvas by Taiste Ltd
In menu view user can choose front page, exhibitions and collections, art orienteering and
in the EMMA section (figure 13).
20
I
Figure 13: Mobile app menu.
In Art Orienteering section user can find Public Art Works on a map. And In EMMA section
user can find more information of art works, artists and exhibitions by scanning QR-codes
in the exhibition space (figure 14).
Figure 14: Mobile Art orienteering and in EMMA sections.
21
4.4 Content production
Content teams have responsibility to innovate, create and maintain the content. If person-
al responsibilities are not clear, it can create conflicts and misunderstandings on how dif-
ferent teams maintain and create the content. With the early commitment to the content
creation we tried to motivate people and to avoid resistance.
Educational team maintains information of art works in EMMA and also outside of EMMA.
Marketing team maintains information of recent news and events. Collection and exhibi-
tion teams maintain information of artworks inside exhibitions and collections. With the
application it is easy to read more information about artworks by pointing to QR codes
around exhibitions.
There are also some surprise push messages of artworks. The content for those are cre-
ated by the content teams. This feature was chosen because we wanted people to sur-
prise and get information they could not expect.
All the content was planned to be easy to update and that is why we tried to avoid many
different systems in content management. All the effort to make content to mobile system
was aligned with normal content production in content teams.
22
5 Technical Architecture
5.1 What kind of CMS to use for mobile app
CMS (Content Management System) can be difficult to choose and most of the time you
have to stick to what you know and have used before. There are many CMS available
even for free. You can easily find places to compare them.
In my case, doing mobile app for my organization, stressed the point that content produc-
tion should be as effortless as possible. It was one of the design drivers which we had in
our digital agenda. Digital content production is such a wide area with different channels in
social media and other information distribution platforms, that it is hard to find time to feed
information to all of them. That is why we chose our web content production system to the
back-end. Our platform is based on Drupal. It is open source and free to use for all. A first
experience of using it has been quite good, but there are some information fields that
have been more difficult to use. Also we have had problems with the download time,
which was slow at first, but then our vendor found a solution. They added a cache server
to support mobile in Drupal. We had some difficulties with language versions, but they
have been solve too.
5.2 How to choose between native and HTML
Different ways to code mobile pages are a responsive page with HTML5, Mobile page,
Application and a text message. There are endless discussions whether to choose a mo-
bile app coded with native or HTML5. There are some guidelines that can help you to
make the decision. It can help you to decide, if you think how your customer is served
best, and how often your content needs to be changed. Based on that, you can decide the
model you are going to use (figure 15). (Korf, Mario. and Oksman, E., 2015.)
23
Figure 15: Developers platform at Salesforce. (Korf, Mario. and Oksman, E., 2015.)
If you want your customer visit often to your pages, and if you want to change your con-
tent to appeal your visitor in every visit, it is better to choose HTML5. Because then your
content production is easy and quick. And on a contrary if your content doesn’t change
often and your visitor don’t need to visit your web regularly, you can choose a native app.
In that case you don’t even need the content management system at all. Your content is
loaded at once with your app. In many cases apps are something in between these two
models and then it is called a hybrid model. In the picture below you can see different var-
iations of the combination of native and HTML5 solutions (figure 15 above).
Other point of views for the selection come from the usability side of your mobile device
and your app. If you need to use camera, notifications, contacts, calendar or pinch and
spread, you must choose native. Native is also faster and usability is usually better. Native
app can be used offline. In HTML5 and in hybrid model you need connectivity most of the
time (figure 16). (Korf, Mario. and Oksman, E., 2015.)
24
Native HTML5 Hybrid
App Features
Graphics Native APIs HTML, Canvas, SVG HTML, Canvas, SVG
Performance Fast Slow Slow
Native look and feel Native Emulated Emulated
Distribution Appstore Web Appstore
Device Access
Camera Yes No Yes
Notifications Yes No Yes
Contacts, calendar Yes No Yes
Offline storage Secure file storage Shared SQL Secure file system, shared SQL
Geolocation Yes Yes Yes
Gestures
Swipe Yes Yes Yes
Pinch, spread Yes No Yes
Connectivity Online and offline Mostly online Online and offline
Development skills ObjectiveC, Java HTML5, CSS, Javascript
HTML5, CSS, Javascript
Figure 16: Developers platform at Salesforce. (Korf, Mario. and Oksman, E., 2015.)
25
6 How did we implement it
We started to build our concept by having a mobile workshop. Our team created many
different ideas freely and then we chose the best ideas for our mobile app. Selection was
done by comparing the maturity and the cost of the ideas. Some ideas were too early to
be made, because the technology wasn’t mature enough and some ideas were too diffi-
cult or arduous to produce content for them.
Also in the workshop we learned that the most important features for designing a new
mobile application are:
· it is always with you
· it is personal
· it knows where you are
· it has a camera
· it has your friends with you
· it has movement recognition
· it has a voice and sound replay
After having a brain storming session ideas were divided to two categories:
· Wish list, that contains ideas that are not exactly suitable for this application
· Application list that contains the most interesting ideas for this application.
Things chosen to the application
· Personalized themed routes.
· Push-message: “Art nearby!”
· How to get to EMMA
· Keep your own openings and collect your own exhibition from the collection and
see how people react to your exhibition.
· Surprise me button
· Links from the exhibition space to Web Shop or guided tours.
· Your own EMMA: Own routes, own favorites, own collections.
· Map/inside navigation
· Visitors own images and videos linked to EMMA.
Wish list
· Exhibition/museum game
26
· Ribbon-skating -consept
· Visitors own comments and images to a display in EMMA
These lists were the base for the tendering process and to the discussions with the poten-
tial vendors. The vendor was supposed to give their suggestions after hearing what we
want in our application.
At the end of the day we had our ideas ready to hand out to our vendor for rethinking.
They made us firewire canvas of the solution which was accepted by us. In the final app
we had section for info and how to come to EMMA, exhibitions and collections, public art
orienteering and QR codes for art works. In final application the user interface was very
smooth and innovative to use.
At this point it was published on iOS only. A new version for Android was launched at the
end of February 2015. Also the vendor was supposed to develop the update tool in our
existing CMS system and make it as easy as possible.
In the very beginning we decided that the native coded application was the best for the
use of camera, voice and location. It is also faster than HTML5.
6.1 Tendering process
Tendering process was done by limited procedure. In limited procedure there are two fac-
es.
1. Acquisition unit publishes an announcement in HILMA web pages
(www.hankintailmoitukset.fi). By the requirements in the announcement of invita-
tion for tenders. Companies send their request to be chosen for the tendering pro-
cess.
2. Acquisition unit chooses between companies that have left their applications and
sends a new call for offers. It is not allowed to send a call for offers to anyone else
than those who are eligible and chosen after phase one.
In the limited procedure acquisition unit can limit the amount of candidates who are invited
to tender. Still there has to be at least five of them. If there are fewer applicants then re-
27
quired in the announcement, acquisition unit can continue with them who fulfill minimum
requirements.
Accepted candidates have to be chosen according to the criteria in the announcement
and it has to be objective and non-discriminating. Applicants who commit serious crime
that are mentioned in the Act of Public Contracts are not allowed to tender. Acquisition
Unit can also place requirements for economic, financial, technical capacity or profession-
al qualifications. In limited procedure candidates are requested to leave application for
later tendering.
Acquisition Unit must inform applicants the limits and requirements in the announcement
of tendering. The amount of candidates and qualifications for the selection must be an-
nounced. Application must be done as requested by the acquisition unit.
In the first round we got 15 applications and five of them had the eligibility to continue in
the tendering process. On a second round five selected ones gave their final offer. Offers
were graded by the quality measures: project plan, support, updates, additional features,
augmented reality, indoor location and future features. By the law of the public tendering
the price makes 70% and quality makes 30% of total points.
In the offer the quality was measured with seven different dimensions (figure 17). The
quality is all together 30% of total 100 points. On each dimension vendor could have max-
imum score of 100, but with the multiplier each vendor can get maximum 30% of the total
points.
Quality dimension in the offer Points max points Multiplier
Project plan 15 100 10,0 %
Maintenance 18 100 2,5 %
Content update tool 50 100 2,5 %
Vendors view of additional features 56 100 5,0 %
Auqmented reality 64 100 5,0 %
Indoor location 65 100 2,5 %
Future of features 66 100 2,5 %
Figure 17: Quality points of offers
The result of quality points are as follows. Taiste Ltd got the lowest points and Offer A the
highest points.
Offer A Offer B Taiste Ltd Offer C Offer D
26,9 21,8 16,3 24,6 23,6
The price makes rest 70% of the tendering points. The company that has the lowest price
gets 100 points and become the reference value for the others. The rest of the vendors
28
get points from that according to how they differ from the best price. The formula is the
best price divided with next vendor price and multiplied with 100. That gives points to the
others.
Scoring by the price gives the best score to Taiste Ltd and all other vendors get reference
value from that. So Taiste Ltd gets 70 points and next one 28,9 points. In total points
Taiste Ltd is the best and selected as the vendor in this project.
Offer A Offer B Taiste Ltd Offer C Offer D
Quality 28,9 48,5 70,0 14,1 34,0
Total
points 55,8 70,2 86,3 38,7 57,7
29
7 EMMA application
After we had accepted Taiste Ltd as the vendor of our application, we had a meeting were
everything was summed up. After that Taiste Ltd was ready to make their coding plan. We
agreed to continue with agile method and develop the essential minimum viable product
for the market and test it as soon as possible. First we had to do the final accepted
wireframe canvas (figure 18). After the wire frame canvas was accepted, they started cod-
ing it and after two months we had a prototype. EMMA application turned out to be very
visual, so it had this ‘wow’ factor too. Visual content driven approach makes it demanding
for content creators to keep up to date and visually interesting.
Figure 18: Final Wireframe canvas by Taiste Ltd 24.4.2014
30
When the application opens the first page has Events
now to tell what is happening now. On the first page it
is easy to find the address of EMMA and when you
click to it you get a map on how to get to EMMA.
The main menu consists of Events now, Exhibitions and Collections, Art orienteering, In
EMMA
31
Exhibitions and Collections section opens the info
page of all currently active exhibitions. When you
click an exhibition you get more information on it.
The information of exhibition can consist of text,
images, videos.
Then in art orienteering section there are two pos-
sible ways to start finding public art. First by imag-
es that tell how far they are from the user and on
second starting page public art works are shown
on a map. When you find a piece of art work by
going next to it, application gives a reward by
changing the colour of the page from grey to col-
ourful.
On a page ‘in EMMA’ is the map of the inside of the
house and QR-code reader which opens more infor-
mation of art by pointing to the mark with the reader.
32
7.1 Differences between iOS and Android
There are some small differences between iOS and Android. In Android version you can
swipe between each section. In iOS you can only change between sections from the main
menu. Visually it is very much the same, only differences in icons on a map view.
7.2 Play Store and Apple Store
EMMA app is available for download in Apple Store. It is easy to find EMMA app from the
link: https://itunes.apple.com/fi/app/emma/id909688062?mt=8 and searching with ‘EMMA
museum’.
To Android it is available at address:
https://play.google.com/store/apps/details?id=museum.emma.www.emma and by search-
ing with keywords ‘EMMA museum’.
7.3 Content production and Service Transition
Content production responsibility was divided between content teams that are collection,
exhibition, pedagogical and marketing. They share responsibility and update each ones
information to mobile and web pages. All the content was aligned according to people’s
own wishes. It started well maybe because this group was together already at the plan-
ning stage. All the content was ready when the application was ready to be launched.
Pedagogical team planned to show the prototype at Espoo Day for visitors in the Center of
Espoo City on that day. Feedback was good and it also gave some training for the per-
sonnel to use the application.
At the beginning the application was slow and updating was complicated. Maybe that was
the reason to that content was updated quite slowly. During the first 6 months content
update work didn’t work so well and there were some difficulties to get content updated
regularly. Later it started to work better when problems where over and people were more
used to use content production tool and most of the information is updated properly.
We have had technical problems in typing data right in form fields to get content to look
correct in user phone. Soon after we had our first version out, we discovered that it was
very slow and loading time was too long. The vendor found a solution to it and resolved it
by adding cache server in between our content management server and the user. Also we
33
had some problems with the Apple Store in the beginning, because they didn’t accept a
version that used location all the time. It made the searching of public art works more diffi-
cult because locations service and push-messages did not work without it. The vendor
found a solution to that and after doing some extra work it started working.
Android version was easier to develop and to launch because the app store was not so
strict as Apple’s. Some icons did not work well at the beginning, but after the problem was
solved, the use was easy. Android version uses the same content management system
than the iOS-version.
The most interesting feature the Push-messages was not so easy to get functioning. But
now it seems that all problems have been solved.
34
8 Results after launching the EMMA application
8.1 The Customer point of view
The interview was held in EMMA where they tested the application in the museum. There
were ten answers between 20 to 63 years and one man and nine women. All of them live
in Espoo or Helsinki. They tested application with iPad and iPhone.
The first question was: “How often you use mobile?”. The answer was every day in 90% of
answers. Then they evaluated features in EMMA application. How interesting they found
these features from a scale 0 to 4 in figure 19. The best rates were given to sections of:
Currently happening, Exhibitions and Collections and Was it easy to use. None of the
questions got very bad estimates.
Figure 19: Evaluation of different features. How many liked it.
In the open questions the response was mostly very good. Someone said that when using
the application she had a feeling like already being in the museum. Someone said that it is
very good but not ready yet. Also someone wished that it should have some other Euro-
pean languages too.
35
In negative response was said that the menu was difficult to find and the content wasn’t
giving enough information. It should have something that keeps you going to the museum
more regularly.
When estimating Critical Success Factors in this application, I come to the following con-
clusions. First I must point out what are Critical Success Factors. They are clearly defined
target group, compelling value proposition, acceptable quality of service delivery and un-
obtrusive customer retention.
From the data I can find the target group. The main target group is women aged 46-60
and they use Windows Phone and iPad. We did the mobile service for iPhone, iPad and
Android, but not Windows.
Compelling value proposition can be found from ratings of different features in the con-
cept. The most liked feature with the highest average value where: the information of ex-
hibitions and events. That also was the most likely shared item in social media too. Ac-
ceptable quality of service and customer retention cannot be answered by this question-
naire. We can only get some hints of them by analysing answers in the open questions.
The amount of mobile visitors has grown since August 2014 until April 2015 (figure 20, 21
and 22). Diagrams show statistics of operating systems, Android and iOS.
Figure 20: Operating systems until March 2015.
36
Figure 21: iOS visitors during January 2014 to March 2015.
Figure 22: Android visitors during January 2014 to March 2015.
8.2 The Content Developers point of view
Content developers have resistance on using update tool Drupal CMS. Some problems in
content production have been also with the updating parse tool for sending push-
messages to the users.
Some of the ideas we created in the mobile workshop were not implemented in this first
version because of the lack of resources. One interesting feature would have been the
37
virtual personalized themed guided tour. Also another feature is the customers self-
curated openings in the museum. Links to the web shop is only a small effort on a content
side to make an advertisement to events in current application.
Content production people have some difficulties with the content management system,
but it is better now when they have used to use it. They should have more training and
understanding on digitalization that is surrounding us even in the museum. It takes time
for people to get educated on that. Those who have been in seminars of digitalization
have realized that the work with mobile development is on the right track. They have real-
ized that it is necessary to try to keep on going towards digitalization.
38
9 Discussion
9.1 Validity and reliability in this case
What we’re missing in the first survey, were young people and children between 0-18. We
cannot reach them by this email list, but they should be interviewed in other ways. What
was not questioned here was how people respond to the question, how willing they are to
pay for this service. In the open ended questions some answers were suggesting that it
should be possible to pay as you will and give money for good purposes.
Validity of data is good because people are EMMAs customers and they have answered
to this by formulated form and data is reliably analysed by using webropol analysis tools
and data hasn’t been modified in any way. There are 281 answers and it was send to
2300 recipients. Confidence interval in my survey is 5.85%. Visitors in EMMA is 100 000
per year. When 182 people think that they want information of exhibitions and it is 64% of
answers. It means that 58% - 69% of EMMAs visitors think the same way.
9.2 Critical success factors and answers to the research questions
Content must be interesting and to give better experience to the visit in EMMA. It brings
new dimensions through social media and interesting features and easiness. It makes
easier to experience art and exhibitions inside and outside the museum, before and after
visit and inside the museum.
Application has to be so interesting and easy to use that people want to download it and
use it. It should have features that people ask for, like possibility to book a lecture or
workshop, use QR-code in the exhibitions space for additional information, information on
opening hours and tickets, simple and easy to use, audio guide, pay as you will, etc.
Because of the application people come to visit EMMA more often. They are more aware
of the program and exhibitions and get deeper experience of they visit.
I come back to EMMA’s mobile service design drivers in digital agenda and by the number
of visitor I can say that the design driver number one: to add the amount of visitors online
has exceeded, but the number of visitors onsite is still a question. Maybe it takes longer
period of time to be confirmed. The second design driver, to enrich the experience of vis-
iting exhibitions and the third design driver to deepen old customers’ relations and get new
audiences cannot be solved yet. We should make an interview to know did it happen. The
39
fourth design driver was to develop EMMA brand has been a success by all positive
comment we have had.
The first research question was: What kind of mobile application will support EMMA’s
strategy? The answer is the mobile application itself. Now it’s ready and time shows how it
will be received by the visitor of EMMA. The concept was built with co-operation between
different teams. The final product was designed using Lean together with service design.
The content production process has changed step by step during the whole project.
9.3 Proposals for further development
If we continue with Lean approach we should change focus on optimization, automatiza-
tion and quality.
The attention should be paid to the good quality content, because new customers are
much less willing to accept incompleteness or poor quality of service. Mobile application
makes it easier to deliver content to customer own devices, but the content is what they
really want. The customers are more educated than ever and they have seen a lot of great
content in many museums, so the content is the key to the success in the mobile world
too.
We should try to optimize and automate content production that could help to create con-
tent faster and better. Then the application could be used in the exhibition space as an
interface to the exhibition specific information to enrich the experience in the museum.
There should be a good quality content package of every exhibition and it should not be
dependent of Wi-Fi.
We have platforms for Android and iOS, they include pads and phones, but it seems that
we don’t do Windows anymore. The future of mobile will expand together with Web. The
use of cameras in taking photos, videos and video calls is expanding. An indoor location is
coming and embedded devices in human body. NFC- ja QR- technology is getting better
too. We should consider carefully which of these trends would bring value to our custom-
ers.
40
The next steps in the iterative development
1. Easier and better content management system with automation would make con-
tent more up to date and interesting to the customer. We should find a new CMS
and replace Web publishing system Drupal with it.
2. Better unified exhibition presentation feature that supports audio guide
3. Wi-Fi free solution that loads the exhibition content and works independently with-
out active access to the internet
4. Continual service development should follow The Customer Journey
5. A new feature that shows customers feeling inside the exhibition space around art
works
6. More informative metrics and better feedback
9.4 My own learning points
I leant that it is not easy to get people involved in maintaining mobile service. They are
ready to innovate and give their input but not to start maintaining a new service. The moti-
vation together with the knowledge is vital. How digitalization affects us in everyday life
should be discussed too.
I’m satisfied with the mobile application. For me it is simple, easy to use but still it has
something luxury in using it. The challenge is the lack of interesting, fun content. How we
could produce content and get people following it.
I also learnt to combine Lean thinking and service design on the development process. I
had a great experience to run workshop by using service design methods like Customer
Journey Mapping.
I did mistakes with the customer survey that was done online. I didn’t have time to proper-
ly think how to deepen questions to get something really new out of it. Afterwards I have
trained more on service design and found some other methods that could have worked
better in the workshop and in online survey. But still considering circumstances and given
time, it was done as good as it could have been done at the time.
I want to thank Jouni Soitinaho, the Head of Master's Degree Programme, for very valua-
ble guidance in the process of writing my Master’s Thesis. Many thanks to my colleague
Ilmari Aho, the Audio-visual Technician of EMMA, Oscar Salonaho, the Managing Director
at Taiste Ltd and my friend Kim Stenvall, Senior Product Manager at Eniram, for reading
41
and giving good comments. I also want to thank Pilvi Kalhama, the Museum Director of
EMMA, for giving me motivation to update my knowledge of Information System Man-
agement alongside with my daily work in EMMA.
42
References
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mation. CRC Press. New York
Heiramo, P., 2013. Lean Startup is a business development framework. Available at URL:
http://blog.futurice.com/lean-startup-is-a-business-development-framework. [Accessed:
21st September 2015].
Kaplan, A. M. (2012). If you love something, let it go mobile: Mobile marketing and mobile
social media 4x4. Business Horizons, 55(2), 129-139.
Korf, Mario. and Oksman, E., 2015. Native, HTML5, or Hybrid: Understanding Your Mobile
Application Development Options. Available at
URL: https://developer.salesforce.com/page/Native,_HTML5,_or_Hybrid:_Understanding_
Your_Mobile_Application_Development_Options. [Accessed: 21st September 2015].
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Republished in Resolving Social Conflicts & Field Theory in Social Science, Washington,
D.C.: American Psychological Association, 1997.
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coach.com/images/force-field-analysis.jpg. [Accessed: 21st September 2015].
Nonaka, I., Takeuchi, H.,1995, The knowledge-creating company. How Japanese com-
panies create the dynamics of innovation, Oxford University Press, Oxford.
Moritz, S. 2005. Service Design: Practical Access to an Evolving Field. Köln International
School of Design. Available At URL: http://stefan-moritz.com/Book.html [Accessed: 26th
October 2015]
Oosterom, Arne van, 2010. DesignThinkersAcademy, 2015, Customer Journey Mapping,
Available at
43
URL:http://www.designthinkersacademy.com/freedownload_customerjourneycanvas. [Ac-
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44
Appendices
Appendix 1. Customer survey questions
· What kind of museum content you would like to use in mobile device?
· Information of exhibition (value 1-5)
· Information of events and guided tours (value 1-5)
· Information of public art (value 1-5)
· Information of the products of EMMA Shop (value 1-5)
· Games or other entertaining (value 1-5)
· Admission fee (value 1-5)
· Announcement of EMMAs partners (value 1-5)
· What of those above items you would like to recommend to your friend in social
media?
· Information of exhibition (value 1-5)
· Information of events and guided tours (value 1-5)
· Information of public art (value 1-5)
· Information of the products of EMMA Shop (value 1-5)
· Games or other entertaining (value 1-5)
· Admission fee (value 1-5)
· Announcement of EMMAs partners (value 1-5)
· What kind of mobile device you have in use?
· iPhone
· Windows Phone
· Android
· iPad
· Something else
· What apps you have in your phone that you use? Navigation, Bank app, social
media...
· Do you have other suggestions of expectations from EMMAs mobile application?
· Background information
o Gender
o age group (0-18, 19-30, 31-45, 46-60, 61-)
45
Appendix 2: Customer Survey Results
1. What kind of museum content you would like to use in mobile device? (scale 1 to 5)
Scale from 1 to 5. 5 is the best 1 2 3 4 5 Average
Information of art and artist 26 20 4 7 111 3,8
Information of exhibitions 19 4 1 5 182 4,35
Information of events 19 5 3 7
3
146 4,16
Information of public art 28 36 8
6
7
1
51 3,3
Information of products in EMMA
Shop
52 64 7
0
6
0
31 2,83
Games and edutainment 147 72 3
6
1
4
5 1,75
Admission fee 63 43 7
8
5
0
40 2,86
Announcements from EMMAs
partners
114 66 6
0
2
4
8 2,07
Total amount 468 310 432 419 574 3,14
What would you like to use?
Three the most interesting information areas were exhibitions, events and art and artists.
2. What of these items you would like to recommend to your friend in social media (scale
1 to 5
Scale from 1 to 5. 5 is the best 1 2 3 4 5 Average
Information of art and artists 52 26 63 69 64 3,24
Information of exhibitions 44 15 28 65 127 3,77
Information of events 46 13 42 70 107 3,64
Information of public art 62 46 77 53 36 2,84
Information of the products in EM-
MA Shop
108 58 65 19 20 2,2
Games and edutainment 169 53 31 9 7 1,63
Pictures of EMMA and art works 56 24 50 73 67 3,26
Announcement of EMMAs partners 151 49 41 17 10 1,83
Total amount 688 284 397 375 438 2,8
What you recommend
46
Appendix 3: Draft Wireframe canvas by Taiste Ltd

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Master-Thesis-a1303209-Final-Autum2015-2

  • 1. Designing a mobile service for EMMA Pertti Lähteenmäki Master’s Thesis Degree Programme in Information Systems Management 2015
  • 2. Abstract Päiväys 30.11.2015 Author(s) Lähteenmäki Pertti. Degree programme Information System Management Thesis title Designing a mobile service for EMMA Number of pages and appendix pages 43 + 3 The need of designing a mobile service started from the digital strategy in Espoo Museum of Modern Art. The old audio guide system was old-fashioned and the amount of mobile web visits was growing fast. People also carry their own mobile devices when visiting the Muse- um. The main focus in our digital strategy was to enrich our customers’ visits by creating con- tent to their own devices. Mobile gives a new way to communicate with customers, which is why we needed more knowledge of how to design a new concept for mobile service. In this design process we had to consider whether to build an application or further develop our already existing, responsive web pages. In designing a new concept, we wanted to find out customer expectations, and what kind of mobile devices and features would bring value for them when using mobile application. To ensure that this new mobile service would be a success, it was important to adopt Lean thinking on the mobile service design process. In addition to Lean thinking, Service Design with Customer Journey Mapping was adopted to the planning process. The first research question was: What kind of mobile application will support EMMA’s strate- gy? The answer is the mobile application itself. Now it’s ready and time shows how it will be received by the visitor of EMMA. The concept was built with co-operation between different teams. The final product was designed using Lean together with service design. The content production process has developed step by step during the whole project. The future of the mobile service is dependent on commitment to continual service development Keywords mobile service design, lean thinking, service design, service transition, process development, customer journey mapping
  • 3. Table of contents 1 Introduction ...................................................................................................................1 1.1 What is EMMA? ....................................................................................................1 1.2 EMMA’s purpose and digital agenda.....................................................................1 1.3 EMMA’s organization ............................................................................................3 1.4 Objectives and Research Questions .....................................................................4 2 Theoretical framework...................................................................................................6 2.1 Lean startup..........................................................................................................6 2.2 Customer Journey Mapping ..................................................................................9 2.3 Change management..........................................................................................10 2.3.1 Dealing with Resistance...........................................................................10 2.3.2 Education and communication .................................................................11 3 Methodology................................................................................................................13 3.1 Lean Startup and iterative development..............................................................13 3.2 Customer Survey ................................................................................................13 3.3 Customer Journey Mapping in a mobile Workshop .............................................14 3.4 Customer Interview .............................................................................................14 4 Concept Design...........................................................................................................15 4.1 Survey results before workshop ..........................................................................15 4.2 Workshop of the Mobile Concept ........................................................................17 4.3 Mobile Wire Frame Canvas after the workshop...................................................18 4.4 Content production..............................................................................................21 5 Technical Architecture.................................................................................................22 5.1 What kind of CMS to use for mobile app .............................................................22 5.2 How to choose between native and HTML ..........................................................22 6 How did we implement it .............................................................................................25 6.1 Tendering process ..............................................................................................26 7 EMMA application .......................................................................................................29 7.1 Differences between iOS and Android.................................................................32 7.2 Play Store and Apple Store.................................................................................32 7.3 Content production and Service Transition..........................................................32 8 Results after launching the EMMA application.............................................................34 8.1 The Customer point of view.................................................................................34 8.2 The Content Developers point of view.................................................................36 9 Discussion...................................................................................................................38 9.1 Validity and reliability in this case........................................................................38 9.2 Critical success factors and answers to the research questions..........................38 9.3 Proposals for further development ......................................................................39 9.4 My own learning points .......................................................................................40
  • 4. References ......................................................................................................................42 Appendices......................................................................................................................44 Appendix 1. Customer survey questions .....................................................................44 Appendix 2: Customer Survey Results........................................................................45 Appendix 3: Draft Wireframe canvas by Taiste Ltd......................................................46
  • 5. 1 1 Introduction 1.1 What is EMMA? EMMA (Espoo Museum of Modern Art) is an art museum in Espoo and it is situated in an old printing house WeeGee, that has been renovated for museum use. EMMA arranges many domestic and international exhibitions in a year. The exhibition space is 5,000 square-meters and there are about 100,000 visits per year. EMMA also takes care of the public art in the City of Espoo. Typical visitor in EMMA is a woman of age in between 46- 60 and who lives in the metropolitan area of Helsinki. 1.2 EMMA’s purpose and digital agenda EMMA’s purpose is to collect and reserve visual art for the future, enrich people’s life with art and show art with pride and without any prejudices. EMMA’s digital agenda started when web pages were published in 2006 and EMMA joined in Facebook at the end of 2006. When Facebook become very popular, EMMA started to get new visitors from it. Today EMMA’s Facebook has 11885 followers. Social Media platforms, Twitter, Instagram and Pinterest, are used in EMMA and linked to EM- MA’s own web pages, which is the source to all social media messaging and information. Visits on EMMAs web pages have grown since 2011 from 120000 to 168000 per year 2014 (figure 1). The amount of mobile users is around 26%. Figure 1: Visits online in EMMA 2011-2014
  • 6. 2 The number of mobile users in our web site has grown very fast since the last two years and now it is 26% of all visits. The mobile market is growing fast and if the amount of mo- bile users grows 1% in a month, at the end of year it will be 37% and at the end of 2017 over 50%. In figure 2, the amount of iOS and Android mobile visits are shown in the dia- gram before mobile app was launched September 2014. Figure 2: User operating systems until august 2014 before mobile app was launched. The idea of designing a mobile service started from the digital strategy. The old audio guide system was old-fashioned and it was noticed that the amount of mobile web visits was growing fast. Also visitors carry their own mobile devices when they come to the visit in the Museum. So we came up with the idea to combine all these by making a mobile application, which would guide people both outside and inside the museum. We created some design drivers from the digital agenda to make planning of the mobile service easier. I call "design drivers” the main principles that guide the design decisions in the team. (Moritz, S. 2005) EMMA’s mobile service design drivers in digital agenda · The service driver number one is to add the amount of visitors online and onsite. · The second service driver is to enrich the experience of visiting exhibitions: Public art orienteering, art and artist presentations, exhibitions, collections and the infor- mation of events.
  • 7. 3 · The third service driver was to deepen old customers’ relations and get new audi- ences. · The fourth design driver was to develop EMMA brand 1.3 EMMA’s organization EMMA is a foundation and it has a board of trustees that appoints the museum director. EMMA has a steering group where the ICT manager is a member. EMMA has three main content teams: Exhibitions, Collections and Educations. In addition to that EMMA has three other teams in matrix organization that are Conservators, Technicians/ICT and HR/Economy and Marketing team. We started more systematically to use project model in EMMA, two years ago. This mo- bile application project was organized as the project model. The mobile project group is a collection of people from different teams in our organization (figure 3). The project owner was the museum director and the ICT manager was the project manager. The project group had members from all content teams. The project had own budget which was man- aged by the project manager. Content production was done in exhibition, collection, com- munication and educational teams. The idea was to bring content and ideas from every content team to the mobile application project and commit people to update content later on. Figure 3: EMMAs organization and main processes and how mobile project is organized. Mobile project Content Teams Content Teams
  • 8. 4 ICT in EMMA EMMA does not have its own IT department. EMMA’s ICT manager organize ICT services by out-sourcing them. Services that run daily processes are out-sourced to the City of Espoo’s ICT and it is a multi-vendor environment. The organizational development of digi- tal customers’ services is done with other vendors and they are designed and produced by EMMA. In those services EMMA uses SaaS, hosting services, social media etc. (figure 4). Customer services are done elsewhere because the City of Espoo ICT services are not as cost effective and agile as those that has been produced by EMMA. Also, the so called -- the time to market is shorter when services are designed by EMMA. Figure 4: EMMA’s ICT: Run the business and develop the business 1.4 Objectives and Research Questions The whole process of designing a new mobile application for EMMA started from the need to enrich visitors experience when visiting EMMA. So we ended up with the idea to give the mobile service through people’s own mobile devices. The question was, what are the most important features from the customers’ point of view. What are the customers’ expectations and what would bring value to them when using our mobile application. To ensure that the new mobile service will be successful we needed to know how to adopt Lean Startup thinking and Service Design on the mobile service de- sign process. EMMA’s ICT RUN DEVELOP
  • 9. 5 The purpose was to implement EMMA’s new mobile service. The main result of the work is the mobile application which is currently being used by EMMA’s customers. The research questions of the thesis work were 1. What kind of mobile service will support EMMA’s strategy? 2. How to build the concept of a mobile application? 3. How can the content production process be improved?
  • 10. 6 2 Theoretical framework 2.1 Lean startup Lean Startup is a framework that can be applied anywhere where uncertainty of the right action is high. It is also useful for developing new products or services, or expanding an existing business domain or customer base. Lean Startup has also been used in process improvement and governmental initiatives. (figure 5). (Ries, 2011 & Bell 2011) The Lean Startup framework reminds us about the importance of recognizing that a lot of our beliefs about a product are assumptions. Some are more likely to be true and others less likely, but they are still assumptions until we validate or invalidate them with appropri- ate feedback. It is the same idea with service design thinking, that the designer cannot imagine everything what customers think, it has to be asked from them. Lean Startup also directs us to find out which of those assumptions are most critical to the success of the product, and test them as early as possible – before we invest too much of our time and resources in the wrong product. (Ries, 2011) Figure 5: Eric Ries: The Lean Startup. (Ries 2012.)
  • 11. 7 Market fit Before market fit, the organization is still unproven and the focus of the startup is to learn what the product should really be. During this time, the service model is frequently updat- ed to reflect the validated and invalidated assumptions. If a particularly critical assumption is invalidated, the whole service model may be forced to re-evaluate and change to a dif- ferent approach. (Heiramo, 2013) After market fit, the organization has already proven its viability, and the focus switches to optimization. Automating the service (to reduce costs) and scaling the product (to be able to serve more customers) become important. The product still needs to be improved since new customers are much less willing to accept incompleteness or poor quality of service. The success of experiments is usually measured in how the statistical behaviour of cus- tomers changes (with e.g. A/B testing) rather than asking or observing individual custom- ers. (Heiramo, 2013) Minimum Viable Product (MVP) For Lean Startup, every experiment is a Minimum Viable Product (MVP). It can be an idea or concept only. In the very early stages, the MVP can be an interview of potential cus- tomers. Very quickly, though, the MVPs become more elaborate – visualizations, proto- types, manually delivered services, minimalistic product versions, partial feature releases, A/B tests, etc. (Ries 2011, Heiramo, 2013) The MVPs are critical in getting feedback and refining the product. Speculation and lab testing is rarely as useful as getting real-life feedback from actual users. Startups must reach outside its own organization. Interviews, user observation and statistical approach- es are all used to gather ideas for improvement. Early on, delivering the product can also include a lot of manual steps, so a lot can be learned in the delivery process itself. (Hei- ramo, 2013)
  • 12. 8 Kaizen Kaizen (Japanese for continuous improvement) is a systematic improvement methodology that is central to Lean. There are two kinds of kaizen: system kaizen (also called flow kaizen) and process kai- zen. System kaizen attempts to improve the overall value stream by enhancing material and information flow, and is the focus of management. Process kaizen, performed by teams and individuals, concentrates on reducing waste in specific focus areas within the value stream. Improvement in one type of kaizen positively impacts the other too. (Bell C. S., Orzen A. M., 2011, 40-41). Kaizen Events, Projects and Daily Improvement The duration of kaizen activity ranges from a few minutes to several months. The degree of rigor and formality varies with the nature of the undertaking. Kaizen events are focused short-term improvement efforts that usually involve a cross-functional team and last from three to five days. Although the Kaizen event lasts for just a few days, preparation can take place over several months prior to the activity. Some Lean efforts require more time to plan and execute; these kaizen projects last from several weeks to up to three months. To maintain focus and deliver improvements as quickly as possible is vital. If the scope is larger than that, it is good to decompose the project into smaller phases. (Bell C. S., Orzen A. M., 2011, 40-41) For Lean to become a part of daily culture, every individual should be inspired to drive improvement on a daily basis. Daily kaizen (a form of process kaizen also known as a kaizen blitz) is spontaneous improvement performed as a need is identified. For example, when a problem is encountered, an individual or small group stops working to identify the problem, analyse it, develop potential countermeasures, select the most promising solu- tion, make the improvement, and assess the impact. In a Lean enterprise, the highest proportion of problem solving occurs at the daily kaizen level. (Bell C. S., Orzen A. M., 2011, 40-41)
  • 13. 9 2.2 Customer Journey Mapping Customer Journey Mapping is one method in Service Design approach. In service design methods it is important to place yourself to the customer side and try base our decisions on solid customer data. (Moritz, S. 2005) These are the basic elements of the customer journey mapping (figure 6). First you have to get the awareness of a customer, then convince him, give easy access to purchase, and then give support after the purchase. (Ol Janus, 2015) Figure 6: Customer Journey (Samg, 2015. & Oosterom, Arne van, 2010.) Customer Journey Mapping We list all actions (as far as possible) the customer has to take to reach the outcome (placed in a horizontal line). Mapping starts by listing the actions when the customer uses your service the first time. The Journey starts before the moment he/she decided to use your product or service. (Oosterom, Arne van, 2010. & Stickdorn, M., Schneider, J. 2011) Touchpoints Touchpoints are individual tangibles or interactions that make up the total experience of a service (figure 6). Underneath every action should be listed all channels and touchpoints services the customer encounter. Customer Journey Mapping is a tool to see the world and your organization through the eyes of your customers. When the tool is used with an internal team it is a way to make explicit what you know and what you don’t know. (Oosterom, Arne van, 2010. & Stickdorn, M., Schneider, J. 2011)
  • 14. 10 2.3 Change management 2.3.1 Dealing with Resistance Every project that changes something, has resistance inside the organization. It is very typical that a digitalization project changes the way we do things in the organization. If digitalization doesn’t change anything, it is not worth to do it. Usually resistance for digital- ization has roots in peoples believes that they lose something when there comes a new way of doing things or it is expanding the load of work. Many managers underestimate not only the variety of ways people can react to organiza- tional change, but also the ways they can positively influence specific individuals and groups during the change. And, again because of past experiences, managers sometimes do not have an accurate understanding of the advantages and disadvantages of the methods with which they are familiar. In Kurt Lewin’s theory he says that it is more important to have less restraining forces than more power on driving forces (figure 7). Because too much power on driving forces caus- es even bigger resistance. You should instead remove obstacles to the change and that way get the change accepted by all. That makes the change happen. The present state should make the base line for the change and desired state should be defined very clear- ly. (Lewin K., 1943).
  • 15. 11 Figure 7: Kurt Lewin. Force Field Analysis. (Lewin, K., 2015) 2.3.2 Education and communication One of the most common ways to overcome resistance to change is to educate people about it beforehand. “To lead change, it is good to tailor your strategies to the types of resistance you’ll encounter. For instance, with employees who fear change, provide skills Training” (Kotter 2008, 2). Communication of ideas helps people see the need for and the logic of a change. The education process can involve one-on-one discussions, presenta- tions to groups, or memos and reports. For example: As part of an effort to make changes in measurement and reward systems, a project manager put together a workshop. “If re- sistance stems from employees’ lack of information, use education to communicate the reasons for the desired change. Once educated, people often become supportive, though this method can be time consuming if it involves large groups” (Kotter 2008,3). An education and communication program can be ideal when resistance is based on in- adequate or inaccurate information and analysis, especially if the initiators need the re- sisters’ help in implementing the change. But some managers overlook the fact that a program of this sort requires a good relationship between initiators and resisters or that the latter may not believe what they hear. It also requires time and effort, particularly if a lot of people are involved.
  • 16. 12 Everything in the work is not explainable by words. Some knowledge is so called tacit knowledge. In literature this is called “knowledge creation”. “Need to get out of the old mode of thinking that knowledge can be acquired, taught, and trained through manuals, books, or lectures. Instead, they need to pay more attention to the less formal and systematic side of knowledge and start focusing on highly subjective insights, intuitions, and hunches that are gained through the use of metaphors, pictures or experiences.” (Nonaka and Takeuchi 1995,11) In our case, I chose educating and having a workshop with the team to remove obstacles. It is good to educate people to understand why we are doing this kind of project. Also by having people teaching us, from the outside of our organization, creates neutral ground for learning. Creating new knowledge together also brings out tacit knowledge, which people have from our organization and our services.
  • 17. 13 3 Methodology 3.1 Lean Startup and iterative development In Lean Startup we try to make the product that has nothing but the essential on it when it comes to the market at the first time. To be sure about giving what customers need, we had to ask them what they want to have on that application. After making first concept we sent a questionnaire to our customer board and asked what they want. Then we coded the first version and before it was launched, we made a second survey and asked cus- tomer board members to test it. In each round we made alterations to the application until the final version was ready to be published. In figure 8 is described the whole process of mobile application design from the first work- shop to the final product. The key outcomes that give information to the next step, are also listed on each step of the process. Figure 8: Step by step process of mobile design and outcomes from each step. 3.2 Customer Survey We made a customer survey before we had a mobile workshop, to make sure what cus- tomers want. There was a plan to make survey via interviews, but because the concept development phase was so long, we didn’t have time to do it. It was easier and faster to do it online with webropol. In one week we got 281 answers to the questionnaire (Appen- Mobile Workshop Customer Jour- ney Mapping doc Tendering process The list of feature MVPOffers from Ven- dors Wireframe Canvas Development and coding Final Pro- duct iOS version Android version Process Steps Key Outcomes Survey Results doc Service Ideas Requirements and selection Content Production Interview Ques- tions and Ideas Testing Customer Survey Survey Ques- tions Customer inter- view
  • 18. 14 dix 1 and 2). It was fast and even more reliable because the amount of answers was bet- ter. 3.3 Customer Journey Mapping in a mobile Workshop In a customer journey mapping workshop we had members from each content production team innovating and testing ideas on what kind of touchpoints and ideas we can create for customers to enrich their visit to EMMA. As mentioned in Kaizen (page 8), it is good to have members from cross-functional teams. The Customer Journey Mapping was a major design tool for building the concept of the mobile application. We were imagining how people find to EMMA and what their emotions are when they decide to come to EMMA. Then we tried to find touchpoints that customer encounters on the hole journey to EM- MA. Touchpoints are individual tangibles or interactions that make up the total experience of a service. Touchpoints were categorized into five different states in the Customer Journey. 1. Awareness means how we get the customers attention and raise interest. 2. Interest has to be created before customer decides to come to EMMA. 3. Buying means that when customer comes and buys the ticket or service or down- load the application. 4. Experience is richer if we can get the attention of the visitor and make it success- ful and interesting. 5. Support is additional information that supports the visit for the whole durayion and even before and after the visit. 3.4 Customer Interview After the vendor made the first MVP version we made an interview to the customer board members. Customer board members came to the museum to test the early version before it was launched in App Store. We asked them to try the MVP and give comments on how interesting they find the following parts: Events, Exhibitions and Collections, Art orienteer- ing and the inside of EMMA.
  • 19. 15 4 Concept Design 4.1 Survey results before workshop The results we found were not surprising, but they strengthen the idea of what is the most important content we should provide to the clients. The number of people that gave open response was very large. It also gives a hint, that it is important to establish this kind of application. From the open ended answers we got interesting points on what we should develop in this application in future. Also the questionnaire was good marketing before coming to the market. We asked if people are willing to pay for services, but the answer was no. Someone wrote that if money is collected it should be given to the charity. One person also wrote that it would be better to develop web pages instead of putting money on this mobile service (figure 9 and 10). Three most interesting information areas were exhibitions, events and art and artists (figure 9). In survey results the most interesting content can be seen in figure 9. 1. What kind of museum content you would like to use in mobile device? (on a scale of 1 to 5) 0 0,5 1 1,5 2 2,5 3 3,5 4 4,5 Information of art and artist Information of exhibitions Information of events Information of public art Information of products in EMMA Shop Games and edutainment Admission fee Announcements from EMMAs partners Figure 9: What kind of content would you like to read with your mobile device? n=281
  • 20. 16 Three information areas that people would recommend to their friends were exhibitions, events and art and artists (figure 10). That result confirms the results in the first question part. 2. What of these items you would like to recommend to your friend in social media (on a scale of 1 to 5) 0 0,5 1 1,5 2 2,5 3 3,5 4 Information of art and artists Information of exhibitions Information of events Information of public art Information of the products in EMMA Shop Games and edutainment Pictures of EMMA and art works Announcement of EMMAs partners Figure 10: What would you recommend 3. Answers to the question: What apps do you have in your phone that you use? Naviga- tion, Bank app, social media are mostly used applications. Total results were News (43,28%), Navigation (30,67%), e-mail (16,39%), Facebook (15,97%), Social Media (14,71%) and Bank application (12,6%) (figure 11). Figure 11: The mostly used media in mobile n=281 n=281
  • 21. 17 In answers to the question: Do you have other expectations from EMMAs mobile applica- tion?. It’s possible to find the following patterns: · application should be fast and easy to use · it should give information of opening times · it should offer information on interesting exhibitions and events · it should offer possibility to book online services and tickets · people would like to share pictures and other information of exhibitions · application needs to be distinctive in mobile compared to regular responsive web site · application should be interactive especially inside the museum · public art should be placed on a map In the secondary data participant’s location was interesting. Most of the people are from Helsinki metropolis area and south-west Finland, but also from Tampere, Lahti and even Kuusamo. 4.2 Workshop of the Mobile Concept Principles before the mobile workshop were, how to offer better experience to visitors with mobile by · Using customer path as an inspiration, not a limit · Having at least five ideas · Not worrying about execution or censoring too much. In this Workshop we created ideas for mobile app as follows: Awareness · Routes with different theme inside and outside. · Push-message “Art is near you!”. That is a message in your smartphone when you walk nearby EMMA or public art. · Finding your way to EMMA. · Invite an artist or a museum worker to join you in the exhibition. · Keep your own opening party. Keep your own virtual exhibition in a special exhibi- tion space with your own selected piece of art from EMMA’s colletion. Interest · Personalize EMMA app to your own needs. · “Surprise me!” -button. Application can contain surprises so that everything is not as predictable in it.
  • 22. 18 Buying • Link to the services like guided tours and EMMA Shop. • Link to EMMA Shop products like exhibition catalogue from exhibition space. Experience • New experience, new point of view. Take a different picture from a new angle or create a new interpretation of it. • Stop to smudge by sending a message to a conservator. • Own EMMA-exhibition in digital form. • Show other works from this artist in the exhibition or similar artists. • Your own EMMA-collection. How would your exhibition to look like? • Conservation- application: How the art work looks like in an x-ray photograph. • Plan your own EMMA-route or guiding and share it with others. • Museum/Exhibition game: Make your visit into a game! • Create an ice breaker line from a piece of art. • Indoor navigation. • Links to additional information from an art work. Support • Uploading teaser. Somehow visitor has to be informed to upload application, for example in Foursquare- or other check in applications • Comments/images are shown on the wall. Customer experience should be seen somewere. • Customers who leave, could have digital souvenir or chance to comment in mo- bile. • Send greetings with a digital postcard from EMMA. Other ideas • Participating audience: This could be strong and a new way and also a new trend. That kind of concept was felt to be strong and fruitful. All interaction could be inter- esting. • Digital ribbon-skating idea was also presented in the Workshop. Visitors could get a photo of a piece of art in their phone and meet other person next to that art work. Concept could have an dating aspect or just a way to talk to someone about art. 4.3 Mobile Wire Frame Canvas after the workshop Wireframe canvas is used to describe how an application is built. It contains all screens and their relation to each other of an application and how user can navigate between them. The first version of wireframe canvas (figure 12) created by Taiste Ltd was based
  • 23. 19 on our ideas in the workshop. In the center is the menu and below are exhibitions, collec- tion, public art works and art works inside the museum. On this phase the logic needs still more thinking to be clear and leaner. The beginning of mobile application starts with current topics, opening hours and how to come to EMMA (figure 12). Figure 12. The first view of mobile wireframe canvas by Taiste Ltd In menu view user can choose front page, exhibitions and collections, art orienteering and in the EMMA section (figure 13).
  • 24. 20 I Figure 13: Mobile app menu. In Art Orienteering section user can find Public Art Works on a map. And In EMMA section user can find more information of art works, artists and exhibitions by scanning QR-codes in the exhibition space (figure 14). Figure 14: Mobile Art orienteering and in EMMA sections.
  • 25. 21 4.4 Content production Content teams have responsibility to innovate, create and maintain the content. If person- al responsibilities are not clear, it can create conflicts and misunderstandings on how dif- ferent teams maintain and create the content. With the early commitment to the content creation we tried to motivate people and to avoid resistance. Educational team maintains information of art works in EMMA and also outside of EMMA. Marketing team maintains information of recent news and events. Collection and exhibi- tion teams maintain information of artworks inside exhibitions and collections. With the application it is easy to read more information about artworks by pointing to QR codes around exhibitions. There are also some surprise push messages of artworks. The content for those are cre- ated by the content teams. This feature was chosen because we wanted people to sur- prise and get information they could not expect. All the content was planned to be easy to update and that is why we tried to avoid many different systems in content management. All the effort to make content to mobile system was aligned with normal content production in content teams.
  • 26. 22 5 Technical Architecture 5.1 What kind of CMS to use for mobile app CMS (Content Management System) can be difficult to choose and most of the time you have to stick to what you know and have used before. There are many CMS available even for free. You can easily find places to compare them. In my case, doing mobile app for my organization, stressed the point that content produc- tion should be as effortless as possible. It was one of the design drivers which we had in our digital agenda. Digital content production is such a wide area with different channels in social media and other information distribution platforms, that it is hard to find time to feed information to all of them. That is why we chose our web content production system to the back-end. Our platform is based on Drupal. It is open source and free to use for all. A first experience of using it has been quite good, but there are some information fields that have been more difficult to use. Also we have had problems with the download time, which was slow at first, but then our vendor found a solution. They added a cache server to support mobile in Drupal. We had some difficulties with language versions, but they have been solve too. 5.2 How to choose between native and HTML Different ways to code mobile pages are a responsive page with HTML5, Mobile page, Application and a text message. There are endless discussions whether to choose a mo- bile app coded with native or HTML5. There are some guidelines that can help you to make the decision. It can help you to decide, if you think how your customer is served best, and how often your content needs to be changed. Based on that, you can decide the model you are going to use (figure 15). (Korf, Mario. and Oksman, E., 2015.)
  • 27. 23 Figure 15: Developers platform at Salesforce. (Korf, Mario. and Oksman, E., 2015.) If you want your customer visit often to your pages, and if you want to change your con- tent to appeal your visitor in every visit, it is better to choose HTML5. Because then your content production is easy and quick. And on a contrary if your content doesn’t change often and your visitor don’t need to visit your web regularly, you can choose a native app. In that case you don’t even need the content management system at all. Your content is loaded at once with your app. In many cases apps are something in between these two models and then it is called a hybrid model. In the picture below you can see different var- iations of the combination of native and HTML5 solutions (figure 15 above). Other point of views for the selection come from the usability side of your mobile device and your app. If you need to use camera, notifications, contacts, calendar or pinch and spread, you must choose native. Native is also faster and usability is usually better. Native app can be used offline. In HTML5 and in hybrid model you need connectivity most of the time (figure 16). (Korf, Mario. and Oksman, E., 2015.)
  • 28. 24 Native HTML5 Hybrid App Features Graphics Native APIs HTML, Canvas, SVG HTML, Canvas, SVG Performance Fast Slow Slow Native look and feel Native Emulated Emulated Distribution Appstore Web Appstore Device Access Camera Yes No Yes Notifications Yes No Yes Contacts, calendar Yes No Yes Offline storage Secure file storage Shared SQL Secure file system, shared SQL Geolocation Yes Yes Yes Gestures Swipe Yes Yes Yes Pinch, spread Yes No Yes Connectivity Online and offline Mostly online Online and offline Development skills ObjectiveC, Java HTML5, CSS, Javascript HTML5, CSS, Javascript Figure 16: Developers platform at Salesforce. (Korf, Mario. and Oksman, E., 2015.)
  • 29. 25 6 How did we implement it We started to build our concept by having a mobile workshop. Our team created many different ideas freely and then we chose the best ideas for our mobile app. Selection was done by comparing the maturity and the cost of the ideas. Some ideas were too early to be made, because the technology wasn’t mature enough and some ideas were too diffi- cult or arduous to produce content for them. Also in the workshop we learned that the most important features for designing a new mobile application are: · it is always with you · it is personal · it knows where you are · it has a camera · it has your friends with you · it has movement recognition · it has a voice and sound replay After having a brain storming session ideas were divided to two categories: · Wish list, that contains ideas that are not exactly suitable for this application · Application list that contains the most interesting ideas for this application. Things chosen to the application · Personalized themed routes. · Push-message: “Art nearby!” · How to get to EMMA · Keep your own openings and collect your own exhibition from the collection and see how people react to your exhibition. · Surprise me button · Links from the exhibition space to Web Shop or guided tours. · Your own EMMA: Own routes, own favorites, own collections. · Map/inside navigation · Visitors own images and videos linked to EMMA. Wish list · Exhibition/museum game
  • 30. 26 · Ribbon-skating -consept · Visitors own comments and images to a display in EMMA These lists were the base for the tendering process and to the discussions with the poten- tial vendors. The vendor was supposed to give their suggestions after hearing what we want in our application. At the end of the day we had our ideas ready to hand out to our vendor for rethinking. They made us firewire canvas of the solution which was accepted by us. In the final app we had section for info and how to come to EMMA, exhibitions and collections, public art orienteering and QR codes for art works. In final application the user interface was very smooth and innovative to use. At this point it was published on iOS only. A new version for Android was launched at the end of February 2015. Also the vendor was supposed to develop the update tool in our existing CMS system and make it as easy as possible. In the very beginning we decided that the native coded application was the best for the use of camera, voice and location. It is also faster than HTML5. 6.1 Tendering process Tendering process was done by limited procedure. In limited procedure there are two fac- es. 1. Acquisition unit publishes an announcement in HILMA web pages (www.hankintailmoitukset.fi). By the requirements in the announcement of invita- tion for tenders. Companies send their request to be chosen for the tendering pro- cess. 2. Acquisition unit chooses between companies that have left their applications and sends a new call for offers. It is not allowed to send a call for offers to anyone else than those who are eligible and chosen after phase one. In the limited procedure acquisition unit can limit the amount of candidates who are invited to tender. Still there has to be at least five of them. If there are fewer applicants then re-
  • 31. 27 quired in the announcement, acquisition unit can continue with them who fulfill minimum requirements. Accepted candidates have to be chosen according to the criteria in the announcement and it has to be objective and non-discriminating. Applicants who commit serious crime that are mentioned in the Act of Public Contracts are not allowed to tender. Acquisition Unit can also place requirements for economic, financial, technical capacity or profession- al qualifications. In limited procedure candidates are requested to leave application for later tendering. Acquisition Unit must inform applicants the limits and requirements in the announcement of tendering. The amount of candidates and qualifications for the selection must be an- nounced. Application must be done as requested by the acquisition unit. In the first round we got 15 applications and five of them had the eligibility to continue in the tendering process. On a second round five selected ones gave their final offer. Offers were graded by the quality measures: project plan, support, updates, additional features, augmented reality, indoor location and future features. By the law of the public tendering the price makes 70% and quality makes 30% of total points. In the offer the quality was measured with seven different dimensions (figure 17). The quality is all together 30% of total 100 points. On each dimension vendor could have max- imum score of 100, but with the multiplier each vendor can get maximum 30% of the total points. Quality dimension in the offer Points max points Multiplier Project plan 15 100 10,0 % Maintenance 18 100 2,5 % Content update tool 50 100 2,5 % Vendors view of additional features 56 100 5,0 % Auqmented reality 64 100 5,0 % Indoor location 65 100 2,5 % Future of features 66 100 2,5 % Figure 17: Quality points of offers The result of quality points are as follows. Taiste Ltd got the lowest points and Offer A the highest points. Offer A Offer B Taiste Ltd Offer C Offer D 26,9 21,8 16,3 24,6 23,6 The price makes rest 70% of the tendering points. The company that has the lowest price gets 100 points and become the reference value for the others. The rest of the vendors
  • 32. 28 get points from that according to how they differ from the best price. The formula is the best price divided with next vendor price and multiplied with 100. That gives points to the others. Scoring by the price gives the best score to Taiste Ltd and all other vendors get reference value from that. So Taiste Ltd gets 70 points and next one 28,9 points. In total points Taiste Ltd is the best and selected as the vendor in this project. Offer A Offer B Taiste Ltd Offer C Offer D Quality 28,9 48,5 70,0 14,1 34,0 Total points 55,8 70,2 86,3 38,7 57,7
  • 33. 29 7 EMMA application After we had accepted Taiste Ltd as the vendor of our application, we had a meeting were everything was summed up. After that Taiste Ltd was ready to make their coding plan. We agreed to continue with agile method and develop the essential minimum viable product for the market and test it as soon as possible. First we had to do the final accepted wireframe canvas (figure 18). After the wire frame canvas was accepted, they started cod- ing it and after two months we had a prototype. EMMA application turned out to be very visual, so it had this ‘wow’ factor too. Visual content driven approach makes it demanding for content creators to keep up to date and visually interesting. Figure 18: Final Wireframe canvas by Taiste Ltd 24.4.2014
  • 34. 30 When the application opens the first page has Events now to tell what is happening now. On the first page it is easy to find the address of EMMA and when you click to it you get a map on how to get to EMMA. The main menu consists of Events now, Exhibitions and Collections, Art orienteering, In EMMA
  • 35. 31 Exhibitions and Collections section opens the info page of all currently active exhibitions. When you click an exhibition you get more information on it. The information of exhibition can consist of text, images, videos. Then in art orienteering section there are two pos- sible ways to start finding public art. First by imag- es that tell how far they are from the user and on second starting page public art works are shown on a map. When you find a piece of art work by going next to it, application gives a reward by changing the colour of the page from grey to col- ourful. On a page ‘in EMMA’ is the map of the inside of the house and QR-code reader which opens more infor- mation of art by pointing to the mark with the reader.
  • 36. 32 7.1 Differences between iOS and Android There are some small differences between iOS and Android. In Android version you can swipe between each section. In iOS you can only change between sections from the main menu. Visually it is very much the same, only differences in icons on a map view. 7.2 Play Store and Apple Store EMMA app is available for download in Apple Store. It is easy to find EMMA app from the link: https://itunes.apple.com/fi/app/emma/id909688062?mt=8 and searching with ‘EMMA museum’. To Android it is available at address: https://play.google.com/store/apps/details?id=museum.emma.www.emma and by search- ing with keywords ‘EMMA museum’. 7.3 Content production and Service Transition Content production responsibility was divided between content teams that are collection, exhibition, pedagogical and marketing. They share responsibility and update each ones information to mobile and web pages. All the content was aligned according to people’s own wishes. It started well maybe because this group was together already at the plan- ning stage. All the content was ready when the application was ready to be launched. Pedagogical team planned to show the prototype at Espoo Day for visitors in the Center of Espoo City on that day. Feedback was good and it also gave some training for the per- sonnel to use the application. At the beginning the application was slow and updating was complicated. Maybe that was the reason to that content was updated quite slowly. During the first 6 months content update work didn’t work so well and there were some difficulties to get content updated regularly. Later it started to work better when problems where over and people were more used to use content production tool and most of the information is updated properly. We have had technical problems in typing data right in form fields to get content to look correct in user phone. Soon after we had our first version out, we discovered that it was very slow and loading time was too long. The vendor found a solution to it and resolved it by adding cache server in between our content management server and the user. Also we
  • 37. 33 had some problems with the Apple Store in the beginning, because they didn’t accept a version that used location all the time. It made the searching of public art works more diffi- cult because locations service and push-messages did not work without it. The vendor found a solution to that and after doing some extra work it started working. Android version was easier to develop and to launch because the app store was not so strict as Apple’s. Some icons did not work well at the beginning, but after the problem was solved, the use was easy. Android version uses the same content management system than the iOS-version. The most interesting feature the Push-messages was not so easy to get functioning. But now it seems that all problems have been solved.
  • 38. 34 8 Results after launching the EMMA application 8.1 The Customer point of view The interview was held in EMMA where they tested the application in the museum. There were ten answers between 20 to 63 years and one man and nine women. All of them live in Espoo or Helsinki. They tested application with iPad and iPhone. The first question was: “How often you use mobile?”. The answer was every day in 90% of answers. Then they evaluated features in EMMA application. How interesting they found these features from a scale 0 to 4 in figure 19. The best rates were given to sections of: Currently happening, Exhibitions and Collections and Was it easy to use. None of the questions got very bad estimates. Figure 19: Evaluation of different features. How many liked it. In the open questions the response was mostly very good. Someone said that when using the application she had a feeling like already being in the museum. Someone said that it is very good but not ready yet. Also someone wished that it should have some other Euro- pean languages too.
  • 39. 35 In negative response was said that the menu was difficult to find and the content wasn’t giving enough information. It should have something that keeps you going to the museum more regularly. When estimating Critical Success Factors in this application, I come to the following con- clusions. First I must point out what are Critical Success Factors. They are clearly defined target group, compelling value proposition, acceptable quality of service delivery and un- obtrusive customer retention. From the data I can find the target group. The main target group is women aged 46-60 and they use Windows Phone and iPad. We did the mobile service for iPhone, iPad and Android, but not Windows. Compelling value proposition can be found from ratings of different features in the con- cept. The most liked feature with the highest average value where: the information of ex- hibitions and events. That also was the most likely shared item in social media too. Ac- ceptable quality of service and customer retention cannot be answered by this question- naire. We can only get some hints of them by analysing answers in the open questions. The amount of mobile visitors has grown since August 2014 until April 2015 (figure 20, 21 and 22). Diagrams show statistics of operating systems, Android and iOS. Figure 20: Operating systems until March 2015.
  • 40. 36 Figure 21: iOS visitors during January 2014 to March 2015. Figure 22: Android visitors during January 2014 to March 2015. 8.2 The Content Developers point of view Content developers have resistance on using update tool Drupal CMS. Some problems in content production have been also with the updating parse tool for sending push- messages to the users. Some of the ideas we created in the mobile workshop were not implemented in this first version because of the lack of resources. One interesting feature would have been the
  • 41. 37 virtual personalized themed guided tour. Also another feature is the customers self- curated openings in the museum. Links to the web shop is only a small effort on a content side to make an advertisement to events in current application. Content production people have some difficulties with the content management system, but it is better now when they have used to use it. They should have more training and understanding on digitalization that is surrounding us even in the museum. It takes time for people to get educated on that. Those who have been in seminars of digitalization have realized that the work with mobile development is on the right track. They have real- ized that it is necessary to try to keep on going towards digitalization.
  • 42. 38 9 Discussion 9.1 Validity and reliability in this case What we’re missing in the first survey, were young people and children between 0-18. We cannot reach them by this email list, but they should be interviewed in other ways. What was not questioned here was how people respond to the question, how willing they are to pay for this service. In the open ended questions some answers were suggesting that it should be possible to pay as you will and give money for good purposes. Validity of data is good because people are EMMAs customers and they have answered to this by formulated form and data is reliably analysed by using webropol analysis tools and data hasn’t been modified in any way. There are 281 answers and it was send to 2300 recipients. Confidence interval in my survey is 5.85%. Visitors in EMMA is 100 000 per year. When 182 people think that they want information of exhibitions and it is 64% of answers. It means that 58% - 69% of EMMAs visitors think the same way. 9.2 Critical success factors and answers to the research questions Content must be interesting and to give better experience to the visit in EMMA. It brings new dimensions through social media and interesting features and easiness. It makes easier to experience art and exhibitions inside and outside the museum, before and after visit and inside the museum. Application has to be so interesting and easy to use that people want to download it and use it. It should have features that people ask for, like possibility to book a lecture or workshop, use QR-code in the exhibitions space for additional information, information on opening hours and tickets, simple and easy to use, audio guide, pay as you will, etc. Because of the application people come to visit EMMA more often. They are more aware of the program and exhibitions and get deeper experience of they visit. I come back to EMMA’s mobile service design drivers in digital agenda and by the number of visitor I can say that the design driver number one: to add the amount of visitors online has exceeded, but the number of visitors onsite is still a question. Maybe it takes longer period of time to be confirmed. The second design driver, to enrich the experience of vis- iting exhibitions and the third design driver to deepen old customers’ relations and get new audiences cannot be solved yet. We should make an interview to know did it happen. The
  • 43. 39 fourth design driver was to develop EMMA brand has been a success by all positive comment we have had. The first research question was: What kind of mobile application will support EMMA’s strategy? The answer is the mobile application itself. Now it’s ready and time shows how it will be received by the visitor of EMMA. The concept was built with co-operation between different teams. The final product was designed using Lean together with service design. The content production process has changed step by step during the whole project. 9.3 Proposals for further development If we continue with Lean approach we should change focus on optimization, automatiza- tion and quality. The attention should be paid to the good quality content, because new customers are much less willing to accept incompleteness or poor quality of service. Mobile application makes it easier to deliver content to customer own devices, but the content is what they really want. The customers are more educated than ever and they have seen a lot of great content in many museums, so the content is the key to the success in the mobile world too. We should try to optimize and automate content production that could help to create con- tent faster and better. Then the application could be used in the exhibition space as an interface to the exhibition specific information to enrich the experience in the museum. There should be a good quality content package of every exhibition and it should not be dependent of Wi-Fi. We have platforms for Android and iOS, they include pads and phones, but it seems that we don’t do Windows anymore. The future of mobile will expand together with Web. The use of cameras in taking photos, videos and video calls is expanding. An indoor location is coming and embedded devices in human body. NFC- ja QR- technology is getting better too. We should consider carefully which of these trends would bring value to our custom- ers.
  • 44. 40 The next steps in the iterative development 1. Easier and better content management system with automation would make con- tent more up to date and interesting to the customer. We should find a new CMS and replace Web publishing system Drupal with it. 2. Better unified exhibition presentation feature that supports audio guide 3. Wi-Fi free solution that loads the exhibition content and works independently with- out active access to the internet 4. Continual service development should follow The Customer Journey 5. A new feature that shows customers feeling inside the exhibition space around art works 6. More informative metrics and better feedback 9.4 My own learning points I leant that it is not easy to get people involved in maintaining mobile service. They are ready to innovate and give their input but not to start maintaining a new service. The moti- vation together with the knowledge is vital. How digitalization affects us in everyday life should be discussed too. I’m satisfied with the mobile application. For me it is simple, easy to use but still it has something luxury in using it. The challenge is the lack of interesting, fun content. How we could produce content and get people following it. I also learnt to combine Lean thinking and service design on the development process. I had a great experience to run workshop by using service design methods like Customer Journey Mapping. I did mistakes with the customer survey that was done online. I didn’t have time to proper- ly think how to deepen questions to get something really new out of it. Afterwards I have trained more on service design and found some other methods that could have worked better in the workshop and in online survey. But still considering circumstances and given time, it was done as good as it could have been done at the time. I want to thank Jouni Soitinaho, the Head of Master's Degree Programme, for very valua- ble guidance in the process of writing my Master’s Thesis. Many thanks to my colleague Ilmari Aho, the Audio-visual Technician of EMMA, Oscar Salonaho, the Managing Director at Taiste Ltd and my friend Kim Stenvall, Senior Product Manager at Eniram, for reading
  • 45. 41 and giving good comments. I also want to thank Pilvi Kalhama, the Museum Director of EMMA, for giving me motivation to update my knowledge of Information System Man- agement alongside with my daily work in EMMA.
  • 46. 42 References Bell C. S., Orzen A. M., 2011. LeanIT. Enabling and Sustaining Your Lean Transfor- mation. CRC Press. New York Heiramo, P., 2013. Lean Startup is a business development framework. Available at URL: http://blog.futurice.com/lean-startup-is-a-business-development-framework. [Accessed: 21st September 2015]. Kaplan, A. M. (2012). If you love something, let it go mobile: Mobile marketing and mobile social media 4x4. Business Horizons, 55(2), 129-139. Korf, Mario. and Oksman, E., 2015. Native, HTML5, or Hybrid: Understanding Your Mobile Application Development Options. Available at URL: https://developer.salesforce.com/page/Native,_HTML5,_or_Hybrid:_Understanding_ Your_Mobile_Application_Development_Options. [Accessed: 21st September 2015]. Kotter, John P.. and Schlesinger Leonard A.. 2008, Choosing Strategies for Change. Best of HBR, Harvard Business Review. Available online URL: http://www.hbr.org. [Accessed: 21st September 2015]. Lewin K., 1943. Defining the "Field at a Given Time." Psychological Review. 50: 292-310. Republished in Resolving Social Conflicts & Field Theory in Social Science, Washington, D.C.: American Psychological Association, 1997. Lewin, K., 2015. Force Field Analysis. Available at URL: http://www.change-management- coach.com/images/force-field-analysis.jpg. [Accessed: 21st September 2015]. Nonaka, I., Takeuchi, H.,1995, The knowledge-creating company. How Japanese com- panies create the dynamics of innovation, Oxford University Press, Oxford. Moritz, S. 2005. Service Design: Practical Access to an Evolving Field. Köln International School of Design. Available At URL: http://stefan-moritz.com/Book.html [Accessed: 26th October 2015] Oosterom, Arne van, 2010. DesignThinkersAcademy, 2015, Customer Journey Mapping, Available at
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  • 48. 44 Appendices Appendix 1. Customer survey questions · What kind of museum content you would like to use in mobile device? · Information of exhibition (value 1-5) · Information of events and guided tours (value 1-5) · Information of public art (value 1-5) · Information of the products of EMMA Shop (value 1-5) · Games or other entertaining (value 1-5) · Admission fee (value 1-5) · Announcement of EMMAs partners (value 1-5) · What of those above items you would like to recommend to your friend in social media? · Information of exhibition (value 1-5) · Information of events and guided tours (value 1-5) · Information of public art (value 1-5) · Information of the products of EMMA Shop (value 1-5) · Games or other entertaining (value 1-5) · Admission fee (value 1-5) · Announcement of EMMAs partners (value 1-5) · What kind of mobile device you have in use? · iPhone · Windows Phone · Android · iPad · Something else · What apps you have in your phone that you use? Navigation, Bank app, social media... · Do you have other suggestions of expectations from EMMAs mobile application? · Background information o Gender o age group (0-18, 19-30, 31-45, 46-60, 61-)
  • 49. 45 Appendix 2: Customer Survey Results 1. What kind of museum content you would like to use in mobile device? (scale 1 to 5) Scale from 1 to 5. 5 is the best 1 2 3 4 5 Average Information of art and artist 26 20 4 7 111 3,8 Information of exhibitions 19 4 1 5 182 4,35 Information of events 19 5 3 7 3 146 4,16 Information of public art 28 36 8 6 7 1 51 3,3 Information of products in EMMA Shop 52 64 7 0 6 0 31 2,83 Games and edutainment 147 72 3 6 1 4 5 1,75 Admission fee 63 43 7 8 5 0 40 2,86 Announcements from EMMAs partners 114 66 6 0 2 4 8 2,07 Total amount 468 310 432 419 574 3,14 What would you like to use? Three the most interesting information areas were exhibitions, events and art and artists. 2. What of these items you would like to recommend to your friend in social media (scale 1 to 5 Scale from 1 to 5. 5 is the best 1 2 3 4 5 Average Information of art and artists 52 26 63 69 64 3,24 Information of exhibitions 44 15 28 65 127 3,77 Information of events 46 13 42 70 107 3,64 Information of public art 62 46 77 53 36 2,84 Information of the products in EM- MA Shop 108 58 65 19 20 2,2 Games and edutainment 169 53 31 9 7 1,63 Pictures of EMMA and art works 56 24 50 73 67 3,26 Announcement of EMMAs partners 151 49 41 17 10 1,83 Total amount 688 284 397 375 438 2,8 What you recommend
  • 50. 46 Appendix 3: Draft Wireframe canvas by Taiste Ltd