Improving Experiences with Service Design - MOSO2015
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The following is a presentation I gave at MOSO2015 on how to improve the customer or user experience through the practice of service design. I provided examples of tactics and strategy as my role as a digital strategist as well as the approach we use at our service design consulting firm Tesani Design.
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Improving Experiences with Service Design - MOSO2015
- 11. A shift to a services economy http://faculty.washington.edu/karyiu/confer/seoul06/papers/kim_hj.pdf
- 19. Multiple touchpoints Physical Evidence Physical Evidence Front stage employee actions Back stage employee actions Support processes and IT LogisticsBack stage employee actions Image by Jesse Grimes – The challenges and opportunities of service design, 2013
- 24. Preparation • Define the problem or opportunity • Be as specific as possible • Determine information gaps and research needs • Develop a plan for compiling knowledge • Establish the team • Engage stakeholders for participation • Be prepared to change your approach as you go
- 28. • Scribe and slap the following: – Players – Influencers – Resources – Channels – Locations – Systems – Artifacts • Analyze for logical organization and how entities relate to one another Ecosystem Mapping Discovery
- 32. An ecosystem map can allow analysis to make considerations such as: – Areas that are off limits within the initiative – Other players that should be involved on the team – Dependencies for change – Factors that will require deep or focused research – Initial direction on what to consider when developing the overarching plan Ecosystem Mapping Discovery
- 38. Design Research Design research informs us by… • Building empathy • Challenging biases • Understanding context • Discovering experiential and functional needs • Uncovering unmet needs / new opportunities Discovery
- 41. Design research should look and listen for... • What triggered the use of the service? • What were her expectations? • What actions did she take? • How did she feel at different points in time? • What what was she thinking at specific moments? • What touchpoints did she interact with? • What people were involved? • What were the physical locations did actions take place? • What was her lasting impression? Discovery
- 44. Discovery
- 47. Journey • Understand your customer’s world and immerse yourself in it • Become empathetic to their experiences • Learn their behaviours and motivations • Create a tangible story Discovery
- 51. Journey Map Creation • Capture data that’s representative of the customer • Combination of workshops, interviews and some observation • Can include customers and customer facing staff Discovery
- 53. Journey Maps ‐ FCC • Workshops with customer facing staff across Canada. • Mapped one journey for a common and key experience • Captured the following data points: – Objectives – Doing – Thinking – Feeling – Other players – Pain points – Quality of the experience – Opportunities Discovery
- 54. Journey Maps ‐ FCC New customer, new loan to purchase land • Farms with his brother, transitioned ownership from their father. • New land is coming for sale next to his. It will be sold via auction • Daryl is willing to spend up to $400K • Has never purchased land • They are in good financial standing with lots of equity and have the ability to make the down payment on the land purchase • Daryl isn’t highly knowledgeable about lending and financing options • He wants his son to be part of the process in his education toward transition • In the end, they will finance with FCC Discovery
- 55. Discovery
- 56. Journey Map Workshop Tips • Have a detailed and specific scenario • Start outside of your scenario and work you way in • Use your personas • Review both with participants before you start • Walk through the journey in a sequential order • Let the participants write and stick • Have lots of sticky notes Discovery
- 60. Journey Map Outcomes • Deep understanding of your service experience • Knowledge of channel / touchpoint preference and effectiveness • Insight into moments of truth, pain points and opportunities • An effective communications tool to gain alignment, empathy and clarity Discovery
- 62. Service Blueprints • Documents what is required to make an experience a reality • Looks at the direct touchpoints / channels only • Considers the perspective of the user and the provider • Identifies pain points / opportunities for both the service user and the service provider Discovery
- 65. Service Blueprint Workshop Tips • Make your scenario as specific as possible. • Bring together people from diverse areas. • Don’t solution yet – but ideation is key. • Don’t dialogue to death on a given point. • Assign takeaways for further analysis. • Let participants write and stick. Discovery
- 66. Discovery
- 67. Service Blueprint vs. Journey Maps Blueprints: • to identify process breakdowns and opportunities for process improvements • Identify both internal and customer pain points and service gaps • to inform an implementation plan for a new service • to define a vision for how a service or touch point(s) could be improved Discovery Journey Maps: • to identify customer pain points and service gaps • to design a new service with customer experience at the core • to examine the customer experience across touch points of a service • to identify other factors that come in to play for your customer outside of your touchpoints and channels http://www.cooper.com/journal/2015/5/journey‐map‐or‐service‐blueprint#more
- 70. • Analyze key insights • Review pain points • Highlight actionable key findings • Establish service experience principles • Creative thinking / High level concepts Ideation / Conceptualize Design
- 71. Experience Principles Design Needs and Insights Experience Principles Strategy and Design Criteria
- 72. Experience Principles Design 1. Focus on working smarter and anticipating needs 2. Instill pro‐activity to let personality shine 3. Enable guests to feel comfortable in public spaces using subtle gestures 4. Provide options and a sense of control 5. Aim to help guests feel refreshed, refueled, and recharged http://www.ideo.com/work/redesigned‐courtyard‐lobby‐experience
- 76. Co‐Design Design
- 77. Design
- 83. Prototype • A prototype brings your concept to life • Allows you to test the concept with users • Can save your organization $$$ • People need to experience a service or touchpoint before they can tell you what really makes a difference. Design
- 87. • We spend a significant time with ‘storytelling’ to our customers. (marketing) • We need to take that approach and apply storytelling to gaining business support and alignment. • Your organization should FEEL what it's like to experience every touchpoint. Define Clearly define the future vision