Beyond Boarding Passes: Service Innovation for Copenhagen Airport

SERVICE DESIGN COURSE WWW.CIID.DK

BEYOND BOARDING
PAGE 1 INFO@CIID.DK

PASSES
Envisioning new services for Copenhagen Airport
01-26 AUGUST 2011
SERVICE DESIGN COURSE
from end user experience to systemic innovation

COPENHAGEN
INSTITUTE O F
INTERACTION
DESIGN

PAGE 2 INFO@CIID.DK

PAGE 3 INFO@CIID.DK

CIID would like to give a special
thanks to Copenhagen Airport for
their collaboration and support
throughout this project.

PAGE 4 INFO@CIID.DK

Copyright © by CIID/DSKD All
rights reserved.

The content (including im-
ages) of this document should
not be reproduced or redis-
tributed without explicit writ-
ten permission from CIID. If
you have any enquiries on this
matter, please write to info@
ciid.dk

PAGE 5 INFO@CIID.DK

EXPERIENCES FOR
COPENHAGEN
AIRPORT 2011

PAGE 7 INFO@CIID.DK

PREFACE
The aim of the Interaction The following projects were
Design Programme is developed during a four-week
for students, faculty and course in Service Design.
staff to work together Students focused on the
in a multicultural, designing new services for
multidisciplinary studio Copenhagen International
environment to co-create a Airport. Their goal was
new kind of education that to understand better the
is relevant for academia and needs and desires of system
industry. stakeholders and to design
an entirely new offering.
We believe in a hands-on and
user-centered approach to The Interaction Design
interaction design and this Programme 2011 is sponsored
one-year programme teaches by Novo Nordisk, Velux and
students to apply technology Maersk. The programme is
to everyday life – through the hosted by Kolding School of
design of software, products, Design.
and services.

Students are taught the
programming and electronics
skills needed to work with
technology as a design
medium and frequent work
in multidisciplinary teams
encourages peer-to-peer
learning. User-research
and experience prototyping
provides real-world
grounding to concepts and
ideas.

PAGE 9 INFO@CIID.DK

CONTENT
INTRODUCTION 12

AIRPORT EXPERIENCES 16

THE 4 WEEK PROCESS 24

PROJECTS 37

PAGE 11 INFO@CIID.DK

SERVICE DESIGN
“A set of functions offered to
a user by an organisation.
The results are generated
by activities at the interface
between the supplier and the
customer”. (Bill Hollins, 2001)


INTRODUCTION
Service design is a hot Netflix is a successful
topic in the design world, service innovation that
both in terms teaching it facilitates the distribution
and applying it to industry of entertainment media. It’s
projects. There also seems awareness of the experience
to be a growing tendency for of use (frustrations with
people to talk about what it browsing and late fees)
is. At CIID we want to develop led to innovations on the
new thinking and opinions system’s front-of-house (user
about service design, to be interface, selection queues)
a place where this thinking and backstage (distribution
becomes tangible. by mail from regional
centres).
It is important to remember
that service design is Opening a direct, more
not a discipline, nor is it intimate channel to
formulated. It is the process consumers was an example
of designing (a service) in the of disruptive innovation
same way product design is that signalled the decline of
the design of a product. The neighbourhood video shops.
more important question is It has also allowed Netflix
what are services-and how do to transition seamlessly
they bring value to people? to digital on-demand
distribution.
As consumers, our
experience of products and The development of service
environments is influenced design innovations can be
heavily by the quality of a complex undertaking.
the services that govern Services mediate our
our interactions with them. experience of complex
Apple’s iPod or iPhone, for systems and the starting
example, has limited utility points for end-users tend to
without the delivery of vary widely based on many
services through iTunes. factors (technical knowledge,
experience with the system,
awareness, attitudes toward
privacy, etc.).


Successful service design beyond the assumed
solutions require support for wisdom of a system’s
customisation, adaptation current structure and draw
over time – even systemic inspiration from a wider
responses to intentional set of potential solution
workarounds and rule components, including
breaking. product, environment,
communications and
In service design, the distribution innovations.
end-user often adopts the
role of designer for his or Service designers also
herself. Successful solutions benefit from understanding
provide a range of potential the experience of end-users
experience outcomes and seeing the system from
(the “platform”) with the their perspectives. Services
support and guidance that often mediate the user
allow end-users to craft experience of systems at
the best possible service multiple stages and through
experience. Failure to provide multiple delivery channels.
the experiential tools and
cues to navigate a system But not all consumer touch
successfully will engender points are created equally.
frustration and push end- When Marriott sought to
users to find alternative attract more young business
solutions. travellers to its flagship
hotel chain, it identified the
Service design is ideally particular service delivery
suited for the systems thinker moments that influence
and design integrator. The brand selection among
first step is to understand this customer group. By
an existing system (the “As considering the range of
Is” state) and to build a clear service touch points and
picture of the stakeholder elevating those that were
and system dependencies most meaningful to its target
that underlay the current customers, Marriott was able
delivery model. to establish new expectations
and attract new customers.


VISITING FACULTY
Are Hovland Nielsen
Brian Rink
Julia Frederking
Rory Hamilton

RESIDENT FACULTY
Eilidh Dickson
Nina Christoffersen
Simona Maschi

KEYWORDS
Service design,
Systems thinking
Systems design
Touch-points
User experience
Experience prototyping
Service blueprints
Stakeholders


AIRPORT
EXPERIENCES
The course proposed to Relatively speaking it can
explore service design be said that Copenhagen
innovation opportunities Airport already provides
for users of Copenhagen a very efficient service.
Airport. The project gave Therefore the course was a
the possibility to look at the rare opportunity to rethink
‘users’ not only as travellers the role of the airport and the
but as each individual or experience it facilities.
group of people that pass
through the doors of the The evolution of airports is
airport. This could be anyone influenced by various factors.
from employees to taxi From advances in technology,
drivers, people greeting to security restrictions and
families, emergency service airlines wanting to have
workers to plane spotters and competitive advantage.
even people who got on the
wrong train and ended up Taking the check-in process
there by mistake! as an example; Twenty
years ago it would have
The students were asked to been common procedure
think about the ecosystem to arrive at an airport and
that surrounds the airport check your bags in ‘curb side’
both in terms of the people, thus allowing you to travel
interlinked services and the through a busy terminal with
infrastructure needed to minimal baggage. However
support the complexity of now, due to increased
such a place. security, logistically this
service is far less efficient
and economical to provide for
every passenger.


The act of checking-in at This example illustrates
an airport is increasingly how services are made up
involving more active of a complex ecology of
participation from the touch-points that potentially
traveller, whether it being influence each other and the
checking in online, printing user experience they provide.
your own luggage tags or
scanning your passport. The check-in process at
airports is an example
The level of person to person that shows many service
interaction is decreasing and innovations being gradually
services are moving towards introduced. This gradual
a higher level of automation. approach allows time for
people to adjust their
What used to be a very perceptions and ease the
passive service where airline adoption process of these
staff would essentially ‘take interventions.
care of you’ is turning into
a self service platform that This course was an
requires passengers to adjust opportunity to challenge this
their mental model and approach; create new ideas
expectations of the check-in that are radical but will still
process. be accepted by the people
using them.
This is just one point of
interaction in the customer Essentially, how do you
journey that not only effects create new experiences that
that moment in time but also are thought provoking and
influences the bigger airport have potentially never been
and travelling experience seen before, but still enable
people have. people to feel empowered
to use them and see value in
the idea?


During the project students were asked to consider the
following guidelines throughout their process.

1. ‘Zoom-in zoom-out’ approach
Throughout the process students should understand the
service they are designing from a macro and micro level.
They should be able to zoom-out of the service to a systemic
view point and see how the service is a product of multiple
stakeholders and interactions over time. On the other hand
being able to zoom-in to specific design details allows you to
understand how people will interact with a certain touch-point
and how these can have a ripple effect on entire system.

2. Iterative experience prototyping
The students had time to explore many critical points before
going into depth with one - this allowed them to understand
the complexity in which their solution lived and also the
opportunity to explore a particular part of their suggested
solution in detail.

3. A platform for action
Services should incorporate the correct blend of active and
passive participation from the user. The students were asked
to try and create a feeling of empowerment towards using the
service they designed. People should feel comfortable with
their level of engagement with the service and know that they
are doing the right thing at the right time. Services require give
and take between the user and the system.


4. Provide a sense of ownership
Allow the user of the service to feel a sense of desirability and
value when using the service. Strive to create the same sense
of ownership people have when they buy or use a tangible
product.

5. Use strong visual communication techniques
Though most people can relate to airports, it is important to
not assume preconceived knowledge from all participants. The
teams were pushed to use their visual communication skills
as an advantage to clearly demonstrate each element of their
service.

6. Keep it simple
Although it is important to have a holistic overview of the end-
to-end service, it was okay for the teams to narrow their focus
to a few crucial points of interaction to develop in more detail
and prototype.


OUR 4 WEEK
PROCESS
CONTINUOUS LEARNING ON SERVICE DESIGN

W1
UNDERSTANDING
W2
GENERATING
THE CONTEXT & CONCEPTS
GATHERING
USER INSIGHT


W3
EXPLORING
W4
REFINING
THE USER THE CONCEPT
EXPERIENCE

CONTINUOUS LEARNING ON SERVICE DESIGN

Throughout the service design course, CIID faculty wanted the stu-
dents to build their own knowledge around service design, discover
it for themselves and develop new thinking around the topic. It was
aimed to not narrow their opinions by overloading them with past
definitions, examples and interpretations of service design.

At the begining of the course faculty provided ‘just enough’ of
an introduction to service design and systemic innovation so the
students were aware of important considerations when desiging a
service, such as a zoom-out zoom-in approach.

This initial knowledge immersion was done through a concise, pro-
vocative and visually strong presentation. After this, all new knowl-
edge provided was through ‘hands-on’ exercises. Open discussions
were often facilitated for the students to reflect on their learning
and how their thinking around service design was developing.

The initial introductory exercises for the students focused on being
aware of the complexity of intertwining services that infiltrate our
lives and looking at how to map these across variables such as the
level of innovation (incremental v’s radical) and the extent of user
participation involved in the service (passive v’s active).

Throughout these exercises the students were introduced to various
visualisation techniques commom to service design such as user
journeys, scenarios, blueprints and stakeholder maps. These were
all crucial tools they would go on to use throughout their projects
while developing and communicating their ideas.

W1
UNDERSTANDING
THE CONTEXT &
GATHERING
USER INSIGHT

The focus of Week 1 was on defining an area of concentration for
design – a specific part of the end-user experience or current
service delivery model – where innovation could be applied.

The group’s primary goal was to generate quickly a broad
understanding of the existing system. Who are the primary
stakeholders? What shifts in technology are having an impact on
the delivery of services? What new touch-points are emerging?

Early in the week, local experts and informants from Copenhagen
Airport briefed the class on the current state of service delivery,
key social, economic and technological trends, and current plans
for innovation. Students participated in initial mind-mapping
exercises as a way to find potential themes and areas of interest to
focus on for their in-context research.

For the remainder of the week, the project teams conducted field
research to gather inspiration and refine their understanding
of the chosen area of interest. Teams captured their research
according to their own requirements (video, still image, voice
recorder, etc.).

The focus was on distilling insights from the research as rapidly
as possible. Teams were encouraged to conduct research
“storytelling” sessions at the end of each day, capturing
observations and initial insights on post-its. Some teams organised
their research initially by user, capturing key narrative points,
quotes and user needs (met and unmet).

In Week 2, student teams moved from problem definition to
concept development. Initially, the teams brainstormed a wide
array of potential service solutions. As work progressed, however,
teams refined their design criteria in order to gain greater clarity
and specificity.

Once brainstorming was completed, each team defined a small
number of potential service concepts for review with faculty.

W3
EXPLORING THE
USER
EXPERIENCE

In week 3 the class then shifted from design thinking to
action as students built experience prototypes of their
team’s new service offering. The goal of experience
prototyping is to sharpen the designer’s understanding
of his or her design intent – How does the prototype
help to inform the team’s thinking about and iterative
development of the service solution?

Each team tested their proposed service solutions in the
real world with real people. The design teams sought to
understand if and how these ideas bring value to potential
users. Real people were asked to test service prototypes
as part of their everyday practice. The student designers
reviewed the results of the experience prototyping for
clues on how to enhance their service solutions in ways
that optimise the activities, needs and expectations of all
the people.

Week 4 was intended to bring the
experience of the Service Design
course together – a final look at
the proposed service solutions
and the process used to develop
it. Teams incorporated user
feedback into the final iterative
expression of their design
concepts, tracking the changes
to reflect user input. In a final
presentation to colleagues and
faculty, teams were evaluated on
both the design solution and the
process by which it was achieved.


PROJECTS
CPH CLOUD
Ali Seçkin Karayol, Marthinus Oosthuizen, Yufan (Wei) Wang

CPH WITH YOU
Daim Yoon, John Lynch, Mette Lyckegaard

WORK CPH
Chris Bierbower, Joshua Noble, Harikrishnan Gopalakrishnan

A FAMILY ON THE WINGS
Marco Triverio, Helle Rohde Andersen, Hao-Ting Chang

SWAP HUB
Alix Gillet-Kirt, Kristjana Guðjónsdóttir, Wan-Ting Liao

WELCOME CPH
Harsha Vardhan Ramesh Babu, Martin Jensen, Hyeona Yang


CPH CLOUD
Ali Seçkin Karayol
Marthinus Oosthuizen
Yufan (Wei) Wang


THE SERVICE
CPH Cloud is a networked service
platform that gives support and new
opportunities to passengers, staff
and retailers by connecting them
together, prompting them with useful
information at opportune moments
throughout the airport (space & time)
and providing a key platform for
expansion of the travelling experience
in the future.

FlashTicket is part of the CPH
Cloud platform service that allows
passengers to credit a boarding
pass with money and spend it at the
airport, both during their journey
and on future journeys. The service
provides incentives in the form of
rounding-up spare change and
special offers and discounts from
retailers.


WHO IS IT FOR? WHY IS IT VALUABLE?

For CPH Cloud, the main user For both passengers and
is the airport and all entities staff, the CPH Cloud is the
that operate within it. It exists key to providing a flow of
to facilitate the connection information that is delivered
between stakeholders; throughout the airport to
passenger, staff, airline and the right people, at the
retailers. right times. This core value
provides the foundation
In the case of our example for platform services such
platform service, FlashTicket, as FlashTicket, to create
the target user group a comfortable travel
are is casual to relatively experience for passengers
frequent leisure travellers. and an efficient work
FlashTicket can of course environment for staff.
be useful in many special
cases, from depositing For airlines and retailers
money on a boarding pass CPH Cloud opens up new
for unaccompanied minors to channels to provide useful
business travellers collecting and meaningful information
leftover change on their services to passengers and
online FlashTicket account. staff, and empowers them
to develop new passenger/
service interactions that
improve the brand of
Copenhagen as a flight
destination.

For the airport alone the
power of collecting this
information as passengers
use the system will improve
understanding of people’s
use of the airport, enabling
them to use this knowledge
to improve experience in the
future.


HOW DOES IT WORK? WHAT DID YOU LEARN?

CPH Cloud is essentially Our main insights derived
a network infrastructure from research phase were
that connecting people & based around passenger
places within the context of mindset. Many people find
CPH airport. A passenger the moments in which they
travelling to Milan, for have to wait a stressful
example, can opt in to the aspect of their journey
FlashTicket service when through the airport and part
they book their ticket online of our research insight was
at their preferred carrier. that passengers accept that
They can plan their time this is part of the airport
through the airport, adding experience.
any offers or facilities that
CPH may be offering at We learnt that this was
that moment in time and mainly due to a major
preparing themselves for the lack of information at key
airport experience. moments which if provided
in a sensible, subtle way
At the airport, the passenger, would benefit a passengers
checking in, can view and “internal schedule”; the way
change their journey before in which they see themselves
receiving their FlashTicket. spending their time at the
The ticket itself is used to airport.
redeem offers, pay for typical
items and identify themselves
and their progress to CPH
using ticket readers at
locations such as coffee
shops and convenience
stores eventually using it as
a regular boarding pass to
travel to their destination.

CONTEXT & USER INSIGHT
An inspirational shadowing exercise conducted with a budget traveller

W1
early in our process showed that for almost 50% of the time you
are doing nothing in an airport; you are waiting. We expanded this to
investigate passenger mindset and communication of information in
order to better understand the reasons for this and opportunities in
waiting.

FIRST CONCEPTS
First run concepts explored providing a learning experience in the form

W2
of an airport library,a universal ticketing system incorporating wider
infrastructure of Copenhagen to give passengers an opportunity to plan
their journey and a local network infrastructure based on communicating
the right information at the right time to both passengers and staff.

EXPERIENCE PROTOTYPING
After we chose the concept that we wanted to move forward with, we

W3
started to develop the touch points within the service concept to better
understand its main value proposition. From there we developed and
executed, with help from real passengers and airport staff, a series of
iterative experience prototypes connected to 2-3

inter-linked touch points that we identified as questionable and wanted
to gain more user insight from. This helped us greatly in developing the
concepts quickly and identifying the key value for the passengers. A big
insight that came out of the prototyping was that our service concept
was also relevant to the staff of the airport; an example of something
we would have never thought of outside of the experience prototyping
process.

PROTOTYPE TO SOLUTION
Diving straight into experience prototyping during our concept

W4
development phase allowed us to quickly make decisions at both a
‘zoomed-in’ and ‘zoomed-out’ level about how our service operates
and what touch points to develop at its core. It became increasingly
apparent that varying locations in the airport worked better with

different concept prototypes and that their value was in informing the
development of connected touch points that were on a conceptual level.
We found more and more that people were opinionated about these
conceptual designs because we weren’t letting them experience them at
that point in time.


CPH WITH YOU
Daim Yoon
John Lynch
Mette Lyckegaard


THE SERVICE
CPH With You is a new approach to
communication and passenger guid-
ance within Copenhagen Airport.

The service provides personalised,
location specific information to each
passenger as they move through the
airport.

CPH With You filters out unnecessary
data and provides contextual guid-
ance. The service hosts and takes
care of passengers as individuals,
leaving them free to relax, shop and
enjoy the airport.



CPH With You is for all By communicating directly
passengers departing through with passengers, it is possible
CPH airport. At airports to take greater care of
around the world, the task of individuals, putting people at
making sure everyone gets to ease as they pass through the
their specific gate on time is shopping areas and towards
managed using large displays, their gates.
communicating en masse
to passengers as they pass Because each information
through the airport. point in the system is location
sensitive, gate information
This new service will work and walking times can be
in parallel with, but may one related in a simpler, context-
day replace the displays as aware mode.
passengers become aware
of the benefits of personal The relationship between
guidance. Using CPH With airport and passenger is
You, passengers no longer enhanced by this direct
have to filter an airport full channel of communication
of information to find what is and opportunities are
valuable to them, instead they opened for direct marketing,
receive just the information language specific options or
they need, when they need it. simple personalised niceties
designed to enhance the
overall experience of each
passenger at Copenhagen.

The service presents a
win-win arrangement for
the airport and travelers
by putting passengers at
ease while allowing them
to browse, eat and shop in
complete assurance that they
will make their gate on time.



Every passenger who boards The service concept emerged
a plane at CPH does so by from a statement of intent,
means of a boarding pass. to personalise the experience
That pass may be a card, of each passenger hosted
paper printed at home or by CPH airport. In-context
even mobile phone based but research and interviews
all forms share the same 2D showed that even expert
barcode technology. users of the airport check,
and double check the
Currently, the information information they need as they
stored in that barcode is used pass through the airport. This
for access to the aircraft and often involves return visits
as proof of destination when to airport screens on many
making tax-free purchases. occasions during the journey.
CPH With You‚ makes use of
the personal information on We learned that there are
the boarding pass to identify critical moments in the
the passenger at multiple journey where a passenger
touchpoints around the asks ‘am I doing this right?’ as
airport. they try to keep track of flight
departure time, boarding
By cross-referencing with calls, distance to gate and
databases containing make shopping decisions. It
current gate assignments is an essential quality of this
and flight times as well service that the touchpoints
as location specific data can be tuned by management;
about the airport buildings, moved around the airport
useful, naturally relevant space, customised and
information can be delivered optimised for each specific
directly to the passenger. location.

From the beginning we chose to focus on passenger mobility through

W1
the airport, the journey from entrance to gate and for arrivals, from
gate to exit. We felt this to be an area where passenger experience is
changing due to modern automation and also a context within which
even a small intervention might scale to affect great improvement.
.

FIRST CONCEPTS
The airport experience is one where the passenger is becoming

W2
responsible for more and more logistics. We hope to provide
personalised information at multiple points where passengers might
ask ‘Am I doing this right?’ This information should make wayfinding,
timekeeping and even shopping and dining easier and more enjoyable.

We worked on individual touchpoints, using printed tickets to deliver

W3
information to passengers. Passengers felt it was assistance overkill.
As people we may have changed the dynamic by over-assisting‚ to
the point of creating a stigma. A scanner with an embedded screen
but no functionality drew people in and enabled conversations around
expectations and positioning.

Other prototypes included gate side shopping and receiving information
on shopping receipts. A full service blueprint helped move the idea
forward. The next step was to prototype using multiple touchpoints
which gave the impression that they really worked. One willing
passenger experienced 5 touchpoints on her journey. Feedback was
positive and helpful, freeing us to spend our final week thinking about
design expression and more charming, incidental possibilities.

It was apparent that there is a fine line between assisting passengers
and over-assisting, which can be extremely frustrating. While providing
W4 take away tickets seemed like a sound concept in the studio, during
experience prototyping passengers expressed dismay at having more
pieces of paper to carry and keep organised. Advanced concepts around
the boarding pass were also explored, including a gate shopping
facility which allowed for purchases to be delivered before boarding.

Within the controlled airport environment this was deemed likely to
have been either too disruptive to existing business models or simply
not profitable enough to justify implementation. During our final
experience prototype, with multiple touchpoints we felt we found
a sweet spot‚ chaining together interactions with the service and
providing information in natural language, addressing the passenger by
name.


WORK CPH
Chris Bierbower
Harikrishnan Gopalakrishnan
Joshua Noble


THE SERVICE
The WorkCPH service communicates
via mobile app or SMS to guide
business travelers through their trip.

It anticipates their needs and provides
useful offers and information, while
the WorkCPH offices provide a
private and comfortable personalised
working space in the city and in the
airport.

The WorkCPH service provides a
secretary you can access with your
phone and an office you can use
in the city or the airport to make
working while travelling less stressful
and more productive.



WorkCPH aids budget WorkCPH provides travelers
business travelers who with real-time information
travel frequently for work whether they’re booking
through CPH but do not office spaces or not, as an
have access a flagship airline incentive to use the WorkCPH
rewards private lounge. office spaces, and as a reward
These travellers fly up to 20 to the traveler for using CPH
days a month but are rarely Airport.
rewarded by their airlines for
their patronage. If a traveler decides to book
the WorkCPH space they
WorkCPH is a way for the have a quiet location to get
airport to intervene and online, make calls, and work,
provide a service and rich while receiving notifications
data to these travelers, and data that they may need
making CPH a better place to through the mobile service.
work.



After signing-up with the The statement of intent we
WorkCPH service, customers formulated was aimed at
are asked to submit their helping budget business
preferences: how they travel, travelers plan their day
their privacy settings, what around an upcoming journey
sort of beverages they would to allow them to be more
like with an office space when productive. From several of
they book one, and their the interview sessions and in-
contact info. context research, we learned
that our target user group
Forwarding an airline would benefit from enhanced
confirmation to the service communication with the
registers a flight with the airport and airlines, and also
WorkCPH service and the workspaces in and around
application allows you to the airport.
book transport to CPH and an
office space as soon as the This service concept aims
flight is confirmed. On the at communicating certain
day of the flight WorkCPH important events directly
provides a wake-up call, with the budget business
arranges transportation and travelers such as change
if you’ve booked an office in flight timings; while also
space, provides a quiet place providing easy access to
to work with a beverage of various services such as local
your choice. transportation and enhanced
service touch points such as
In the case of delays, physical workspaces within
your stay at the WorkCPH the airport.
office can be extended
automatically and
information from the airline
and airport can be routed
through the application.

Our team explored the experience of business airline passengers and

W1
how we might improve the time they spend in the airport.
Travel is often a significant part of their lives. We designed for their
unique travel philosophy in the hopes of improving their journeys.

FIRST CONCEPTS
After the brainstorming session, ideas were clustered around different

W2
themes and contexts that included emtotional and physical well being of
business travllers and services for ‘non-priveledged’ business travelers.

After further planning, WorkCPH was ready for introduction to our

W3
target audience. We created simple flyers that we handed out in the
F Pier of Copenhagen Airport to prompt discussion with business
travelers around the possibility of a service designed to make business
travel in the airport better.

We then took the information from the interviewees and
refined the service for a run through. He walked through the interaction
of the service as she travelled to the airport and documented the
journey and her responses.

We realised quite quickly that we would need to have office spaces

W4
located in several locations throughout the airport and would need
to provide location based directions to the office space that the user
would utilise. Our service prototyping focused on the messaging and
structuring of the communication between the customer and the
service.

Sunday 15/08
WorkCPH
See Noti cations

Work
Check My Points
Add a Trip

He simply forwards his Add Services
Check a Visit
travel itinerary to set up Check CPH Now
the event in Checking his WorkCPH account
Air Berlin
the WorkCPH system he can access the information for ABAB317317
his ight and set up services 1 2 3 4
7 8 9 10 11 12 13
around his ight. 15 16 17 18 19 21 22
23 24 25 26 27 28 29
30
Lars is at home, preparing for 0 9 : 4 0 Departs
WorkCPH O ce
a business trip to Milan on the 1 0 : 5 0 Arrives
0 7 : 0 0 From
Tuesday. Meeting
0 7 : 0 0 From 0 9 : 0 0 Until WorkCPH sets up
0 9 : 0 0 Until Add Services his departure and
Cab Service Lars Jensen
Con rm arrival and preferred
0 6 : 4 0 At James Smith He requests an o ce services.
Con rm Add Attendees for 2 hours to work with a
WorkCPH suggests
Con rm
colleague before his ight. Tuesday 17/08
a cab pickup for each Lars sets up a meeting with James
of them and Lars before their ight so they can talk
accepts it. to their colleagues in Tokyo. Cab Serivce
0 6 : 3 0 At
Con rm
Monday 16/08
Hotel Special
The day of the ight, the routes
Marriott to the airport are particularly busy.
Learn More WorkCPH suggests taking an extra
Cab Service 10 minutes
Using one of the WorkCPH 0 6 : 5 5 At
promotional partners he reserves a Con rm
hotel for the night.
James then uses
WorkCPH to arrange
a wake-up and a cab
James arrives in CPH and heads into at 6:55.
the city for a meeting. He then works for
several hours at the Copenhagen WorkCPH
in the central city.
In the taxi on the way
to the airport the cab
noti es Lars that James
will be a few moments
late and also tells him
what the weather will be
At the meeting room they convene When James arrives, they swipe into their like in Milan.
in privacy behind frosted glass, working reserved WorkCPH workspace
for several hours uninterrupted. where their co ees are waiting for them.

Air Berlin AB317
Air Berlin 317
Hotel Special
10 Minutes Delay
Hotel Berna
Internet Available They catch their ight
Learn More
Purchase and work productively
James and Lars receive noti cations Before boarding their ight Lars checks while they y.
that their ight is 10 minutes late the o ers for Milan and sees that a hotel
but that it will have internet access. is o ering a discount to WorkCPH users.

As we refined our messaging we eliminated certain elements of the
communication and focused on how an attendant could welcome the
customer to the office space and provide a human touchpoint at the
point where the service becomes physical.


A FAMILY ON
THE WINGS
Marco Triverio
Helle Rohde Andersen
Hao-Ting Chang


THE SERVICE
‘Family On The Wings’ is a community
service connecting a child travelling
alone with a different family on the
same route in order to create a
personal, playful and safe travelling
experience.

The service facilitates a network of
trust by connecting families and their
children with other families from
their local environment.



The user group is children The value lies in the personal
travelling alone. By and trustful relationship
connecting these children that the families build using
with a ‘host’ family, they the full service system from
will travel with the same initiating the first contact with
people, who speak their own another family in the online
language, throughout the community to sending a child
entire journey. travelling with this family,
to sharing this travelling
The service also targets experience for other users to
the parents of the children read and benefit from in the
travelling alone and the community.
families who will accompany
the child on the journey. The The value is created by the
service facilitates meetings users, who connect and share
between families via an online their experiences through the
community, where the users community site.
can create family profiles and
get in touch with each other Moreover, tangible and
by shared reference points. intangible benefits are
provided for the guest
The service improves the child and the host family
travelling experience for both throughout the journey in
children and the host family the form of access to the
by creating a playful, personal fast track security check, a
and smooth journey from map of all playgrounds in the
check-in at the airport to the airport, a camera and toys
arrival at the destination. for the children, coffee for
the parents and a ride in an
airport car to their gate. All
touch-points offered ease the
experience of travelling with
children. Furthermore the
host family has the chance
to earn bonus miles when
accompanying a child.


HOW DOES IT WORK? up the child, if plans should WHAT DID YOU LEARN?
change change. The host
‘Family On The Wings’ is a family and the children also An overall learning working
service platform facilitating receive a ‘Family On The with children travelling
a trustful network of Wings’ welcome bag at this alone has been that the
travelling families. Users point to ease their journey service as it currently exists
create family profiles in through the airport. is very impersonal. Roughly
the online community and speaking, the children are
start building up a complete Before the host family and handled as human luggage
and trustworthy profile the guest child arrive, the being passed from one
by providing pictures, relative picking up the child employee to another.
information and sharing at the arrival destination
stories of their previous checks in to the airline The service is convenient
travelling experiences with company in order to confirm for the parents, but not
‘Family On The Wings’. her or his identity. The necessarily from the
relative receives two ‘Family viewpoint of a child. Parents
Furthermore, users can find On The Wings’-badges to trust the current service and
shared points of reference by pass to the child and the host perceive it as safe because
providing information about family when they meet. they consider the airlines as
their local networks and by professional entities, even
connecting their profile to The badge works as a though they are not always
Facebook and LinkedIn. symbol of the completion fully aware of the journey
‘Family On The Wings’ of their journey together their child goes through.
collaborates with the major and will over time become The main learning has been
airline companies and a collectors item for the that there is a discrepancy
provides several touch points children to feel proud of their between the parents’
throughout the airport. accomplishment. As soon as perception of the service
both families have shared and the children’s actual
The two families travelling their stories of their journeys experience. The children we
together can either choose back to the community, the met immediately formed
to check in together on badge will also appear on the attachments, especially when
the website or meet in the family profile as a symbol of meeting people speaking
airport to do it. At check-in the experience. the same language. That
the host family is provided showed us that the value of
with a contact list. This list familiarity and consistency
contains information about is important for children
who is picking up the guest when travelling. This is not
child on arrival and additional currently considered by
information of other people either parents or the service
who are also allowed to pick as it is.

We were interested in the myriad of meetings between people that CPH

W1
facilitates everyday. “Unaccompanied Minors” is an example of a service
that is currently being offered by the airlines, but is handled in a very
impersonal way. Our research focused on the journey that these children
go through and how we might enrich that experience.

FIRST CONCEPTS
To accommodate our design challenge, we developed four concepts.

W2
Two of these we chose to develop further were: “V.I.Parent” a service
that enables parents to escort their children all the way to and from the
airplane. “A Family on The Wings”, a community service that connects
children traveling alone with other families traveling the same route.

Prototyping Trust: To prototype experiences around trust-building, we

W3
mocked up a post-it mobile interface and created a simple community
website. We took these experiences to people in the airport and home
to two parents and asked them to sign up and search for a family. We
assumed they would call each other via Skype, but instead they used
the chat and decided to meet in one of their homes.

We learned that it’s easier for parents to trust other parents because of their
obvious experience with children and that it’s important for people to meet in
person before deciding to travel together. The second experience we wanted
to prototype was around the incentives for host families to accompany a child.
We created an upgraded experience through the airport consisting of the
family being escorted by us through the fast track security, a camera and toys
for the kids, coffee for the parents and a ride in an airport car to their gate.

The focus in the experience prototypes was to learn about how people

W4
who do not know each other initiate contact and build trust. The main
learning has been that trust building is a process that takes place
over time. Initially we assumed that the service should also provide a
formalised way for people to set meetings and places to meet.

Through the experience prototyping it became clearer that the
service should rather be a facilitator of trustful networks, providing
a well-designed platform for people to get in contact. All the families
we prototyped with preferred to arrange their own meetings. A young
mother said: “If my child is travelling with another family I would like to
meet them in a personal and informal setting like their home or mine.”


SWAP HUB
Alix Gillet-Kirt
Kristjana Guðjónsdóttir
Wan-Ting Liao


THE SERVICE
SwapHub is a service provided by
Copenhagen Airport for passengers
who wish to experience air travel in a
different way.

It relies on values of trust, civism
and reciprocity – highly prized in
Scandinavia– to offer passengers the
opportunity to exchange personal
items on their way to, or from, a
flight.

SwapHub is also an online
community allowing travellers from
around the world to share tips about
their trip.



Rather than applying a By building on the
problem-solving approach to scandinavian tradition of
the Service Design course, we mutual trust, such as the
identified an opportunity in danish “gårdbutik”, and
Copenhagen Airport: there is bleeding-edge consumer
a category of individuals we activity, Swap Hub brings
believe is under-serviced. more of the spirit of
Copenhagen and Denmark
This group of travellers into the airport –which
passing through CPH do not may spark an interest in
wish to shop and are willing transferring passengers to
to open to new experiences come back.
and innovative behaviours.
They have to spend time It is a service that is unique
inside the airport terminals to CPH airport, setting it
while waiting for their flight’s apart from other airports
take-off and are often subject in northern Europe and
to boredom. improving the journey of a
group of passengers that have
It is a heterogeneous group so far been under-serviced.
consisting of families with
children, young couples, The hub also provides
elderly, singles... of all networking possibilities to
nationalities, who all feel they passengers as up-and-coming
are not taken into account in creatives leave their work
the airport’s design. at the hub with the aim of
getting their name out there.
SwapHub offers them
a friendly, collaborative Swap Hub’s value therefore
platform to get in touch lies in increasing the
with fellow-travellers and reputation and traffic for CPH
optimise their cabin luggage airport, potentially bringing
by exchanging items they no in a new customer group and
longer have a use for, as well making it a preferred transfer
as sharing insider’s tips on airport.
their respective destinations.



The SwapHub community We apprehended many
is both present online and different aspects of service
physically in one of the design, and how every
airport terminals. touchpoint can influence a
user’s journey dramatically.
It consists of a table where all
donated items are displayed, In an environment we
after having been labelled by thought lacked well-designed
their last owners. experiences‚ we observed
that minor tweaks greatly
Using the hub is as easy impact the user’s perception
as browsing the deposited of a service.
items, evaluating which of
your possessions you’re An intricate collection of
willing to exchange, print delicate interactions makes
out a stick-on label, write a for a seamless, fulfilling
short description and tear experience, and demands
off the stub – which contains numerous competences. Thus
a reference number to the the crucial importance of our
object. team‚ fortunately composed
of a graphic designer, a
Once away from the computer scientist and an
SwapHub, you can consult economist/product designer‚
the website, browse the that catered for all the facets
objects you previously of a service while keeping
swapped and get in touch the right balance between
with the other “Swappers” – objective analysis and
and feel part of a community empathy.
of travellers.

Our initial observation phase had us watching how passengers and staff

W1
interact. As we identified different behaviours during waiting times,
we began thinking about how to improve and enrich the experience of
being in transfer.

FIRST CONCEPTS
During the second phase of our investigation, we focused on the needs

W2
of transfer passengers. Beyond the practical aspects, we envisioned
ideas including the Smart Chair and the Transfer Hall Maître D’, we also
came up with the idea of a Swap Hub that targets an open-minded,
under-serviced group of passengers.

The third week of the project led us to conduct extensive testing and

W3
prototyping of the SwapHub concept. Every day of that week, we went
on location and set up different versions of the Hub: first in the Transfer
Centre in the form of an SAS counter, and then displayed on a simple
table and later in the CPH Go, the low-cost Terminal.

We also diversified our approach to staff and tried to evaluate people’s
reaction to a hostess wearing a uniform vs. an unmanned environment.
Additionaly, we created a blog, swaphub.wordpress.com, to keep track of
the project’s progress and gather people’s feedback.

Through the four weeks of the Service Design course, we tried to root

W4
every one of our assumptions in real-life testing. We brought mock-ups
to the airport and presented passengers with a believable experience
very early on, constantly developing low fidelity versions of the final
service – by putting together cheap props, modifying branding and
communication strategy, changing location, or presenting the concept

in a different way – grounding the final solution in the users’ feedback,
every step of the creative process. Future development was also
given careful thought, as one of our goals was to create an easily
implementable solution for today’s Copenhagen airport but suitable for
incremental growth in other transportation hubs and cities.


WELCOME CPH
Harsha Vardhan Ramesh Babu
Martin Jensen
Hyeona Yang


THE SERVICE
CPH Welcome is a service offering
arrivial passengers at Copenhagen
Airport to plan for a warmer personal
welcome experience.

Through a simple website interface
arrival passengers can choose to
have a personal guide/escort to
welcome them upon arrival and also
get the chance to customise a deck
of information cards to support, guide
and inspire their onward journey in
the city of Copenhagen.



CPH Welcome is targeted at CPH Welcome is bridging
passengers booking online the gap between the level of
interested in spending a little service passengers expect
time pre-planning their arrival onboard and what they
in Copenhagen for a less experience on the ground
troublesome more inspiring while finding and reclaiming
welcome experience at the luggage as well as figuring
airport and onward journey in out how to take the right
the city of Copenhagen. transportation with the right
ticket at the right time.



A website allows travelers Service Design is about
to plan for a nicer welcome zooming in and out, all
experience at Copenhagen the time. It’s about one
Airport. system blending into the
next. In a team, it’s about
Besides a free metro framing things the same
ticket and refreshment way yet experiencing them
while waiting for their differently.
luggage, arriving travelers
can also choose to have a Thinking in systems of reality
personal guide welcome and layers of interpretation
them and customize a deck can be good in analysis, but
of information cards to prototyping experiences
support and inspire their means that thinking with
onward journey in the city of your head is often not
Copenhagen. enough.

Sometimes you need to let
your body do the thinking
for you. Ask yourself, are you
treating the system or the
symptoms of the system?
Are you over-interpreting or
missing out on something?

Are you even heading the
right direction? You never
know unless you experience
it yourself and share that
experience effectively and
inspiringly. Experience
prototyping helped us test
our hypotheses and quickly
experiment with behaviors.
Mapping observations and
giving them new expression
helped us define our ideas
and get inspired.

We decided to focus on the ‘Rituals and Rites of passage’ people undergo

W1
at airports. We tried to identify and list all the emotional and practical
nodes that people passing in an airport experience. One of our key
insights was that of the ‘Service crash’ observed when people disembark
and arrive at CPH, where the level of services offered to them decrease
dramatically in quality, compared to the early travel experience.

FIRST CONCEPTS
Four concepts were developed during week 2, one of which was

W2
developed further. ‘I’m your friend’ : A welcome service where you have
a person waiting to greet you after you disembark and come through
the arrivals gate. Other ideas generated included ‘CPH Broadcast’, ‘Info-
Security’ and ‘Your Interactive Avatar’

The overall aim was to explore how to facilitate a positive welcome

W3
experience for arriving passengers beginning when they enter the
luggage area. We experimented with information delivered through
direct human contact versus printed information and analysed how that
made people feel welcomed to CPH. The experience prototype activities
included a personal welcome and guided walk-through from the luggage

reclaim area all the way to the metro or train platform. As a part of this
service experiment, the group also tested printed physical information
cards for the passengers to keep as a part of the welcoming experience.

Our final solution builds on small symbolic gestures that help provide

W4
a warm welcome to arriving passengers. The potential energy in
these seemingly small exchanges comes to life through experience
prototyping rather than staring at one’s Post-Its. During the prototyping
experience we came across people of many different backgrounds, but

through testing we learned that their information needs are actually
quite similar. Meeting these needs can be a challenge for individuals,
who often have to rediscover solutions at each new airport. First
impressions are important, and people appreciate small gestures. Our
service is here to provide solutions from the airport to the city.


With thanks to our Found-
ing Partners: Novo Nordisk,
Velux & Maersk who have
made the Interaction Design
Programme 2011 possible.

Beyond Boarding Passes: Service Innovation for Copenhagen Airport

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (7)

Andere mochten auch

Andere mochten auch (20)

Ähnlich wie Beyond Boarding Passes: Service Innovation for Copenhagen Airport

Ähnlich wie Beyond Boarding Passes: Service Innovation for Copenhagen Airport (20)

Mehr von eilidh dickson

Mehr von eilidh dickson (16)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Beyond Boarding Passes: Service Innovation for Copenhagen Airport