a minimum viable product (MVP) which outlines sufficient features to launch a product to market. MLP Minimal Lovable Product We like to define a minimum lovable product (MLP). A lovable product drives adoption, loyalty and advocacy. + =
is important about the service design challenge. One idea per post-it 2. Re-gather as a group and select a team leader to facilitate collaboration. 3. One by one, combine each post-it/idea into one overall map, grouping similar ideas to create clusters. Agree on clusters, and name them TERRITORY MAPPING
needs (not wants) - Stakeholders - Value proposition - Brand values, aligned with needs - Business model - Tone of voice - Key touchpoints - Interactions with other channels & services
a person, not a number” 2. “I want the process to be more transparent” 3. “I should be able to buy/book/access/change anything from any device/channel any time I want” 4. “I just want to communicate with one person or point of contact” 5. “The power relationship between the service and me should be equal and fair” 6. “The service experience should feel seamless/invisible/just work” 7. “Know me. Use past data/interactions and automagically integrate them into any future interactions” 8. “I want to be delighted” 9. “The service should help me do the [personal activity] that I want without getting in the way.” 10. “I want the service (or provider) to recognise when I need to feel special or for it to just work.” 45 10 GENERIC CHEATING INSIGHTS – (DON’t DO THIS AT HOME, KIDS!)
Specific idea in response OPPORTUNITY /IDEA Specific idea in response Specific idea in response Specific idea in response Principle or value GUIDING PRINCIPLE 50 FOUR COLUMN SYNTHESIS METHOD
“I was only a day late with my payment and they charged me $20 fee. I pay $120 a month already!” People want to be treated fairly Allow people-especially regular payers-a grace period. “We understand people’s lives are complicated and are there to help.” Cashflow a bit tight? Don’t worry - you can be up to five days late with your payment without penalty. My Nice Bank.com PAY NOW REMIND ME Brand experience and touchpoints are developed from real needs 51 Outside-in: Concepts & proposition align with insights & needs
understand, and visualize where their concepts are in terms of “cost to deliver” and “value to the served.” This is done using a four-cell matrix. THIS METHOD WAS DEVELOPED WITH THE LUMA INSTITUTE. HTTP://WWW.LUMA-INSTITUTE.COM/
expose the processes that are part of delivering a service. It also enables us to connect the various components of a service to one another from frontstage to backstage. Blueprints aim to represent the service system. JOURNEY MAPPING Illustrates the journey of a person or type participating in a service over time. Other dimensions are sometimes added such as high points, breakdowns, emotions and touchpoints. THE ACTION LINE OF A BLUEPRINT IS THE CUSTOMER JOURNEY 68
process • the points of customer contact • the evidence of service from the key user’s point of view • The backstage services The concept of Service Blueprinting was developed in 1982 by G. Lynn Shostack and has been further refined and put into practice since then by researchers including M. J. Bitner, A.L. Ostrom and F. N. Morgan. 69 SERVICE BLUEPRINTING AND JOURNEY MAPPING
person and the provider’s point of view • Resources—what you have to work with or transform • Timing—how the experience unfolds over time • Complexity—system relationships Ideally, the blueprint enables you to step back and create both a customer journey map and system ecology diagram Carrie Chan, Justin Rheinfrank and team 70 DOCUMENTING THE CURRENT STATE IS CRITICAL TO UNDERSTANDING WHAT TO DO NEXT
Actions - Back Stage Staff - Support Processes Also illustrated sometimes: - lines of interaction - visibility - internal interaction - Time - Emotional states In 2007 Carrie Chan added emotion— others add questions, thoughts, business units, etc. http://thinkcarrie.com/enhancing-the-service-blueprint/ 71 BLUEPRINTS TYPICALLY USE “SWIM LANES”
aid in concepting. This template is also a quick and easy way to get a sense of the scope of service design projects. Fjord Service Design Academy Service Design Methods Workshop Service Scenario+Blueprint SCENARIO On Post-it notes draw a scenario of a person engaged in the service experience. Draw each scene of the story on a separate Post-it. Remember to think about all the different stages of the service experience but pay particular attention to Designing for Love. SERVICE STAGE ATTRACT I become aware of the service REWARD I get extra benefits ADVOCATE OF COURSE. I find my ways of adapting and using and begin to suggest ‘you must try this service!’ LEARN WOW! I explore how it might work for me POST | AFTERGLOW I’m done or I’ve grown out of the service PRE-SERVICE COMMIT AHA! I get the service and try it EVALUATE Should I engage? TOUCHPOINTS (POINTS OF INTERACTION) Create little sketches of the touchpoints for each stage of the service journey The touchpoints can be anything people interact with during their experience. These can range from a website to a company delivery man and mobile to desktop to sensor. BACKSTAGE (OPERATIONAL PROVIDERS) Think of all the people that are needed to support the service experience. On this level write on post-its all the people that are not visible to the customer. E.g. a chef is very rarely seen by the customer, yet they are necessary to provide the experience expected in a restaurant. STAKEHOLDERS On this level write down all the organizations (e.g. partner companies) or people that could potentially be interested in implementing or impacting the service delivery. The more specific you can be the better! adapted from the CIID Concept blueprint tool 77 QUICK & DIRTY BLUEPRINT SCENARIO TEMPLATE FROM CIID
reference template EVIDENCE CUSTOMER THOUGHTS AND EMOTIONS SUPPORT PROCESSES AND SYSTEMS CUSTOMER ACTIONS TOUCHPOINT ONSTAGE PERSON PROVIDER PERSON SERVICE STAGE ATTRACT REWARD ADVOCATE LEARN COMMIT POST | AFTERGLOW PRE-SERVICE EVALUATE BACKSTAGE PERSON interaction visibility internal interactions 78 CIID BLUEPRINT TEMPLATE
Market value of Virgin Australia airline $1.46 billion Total assets of Ford Motor Company, Australia $1.5 billion Source: https://sites.google.com/site/cheaperthanmyki/home ORIGINAL BUDGET, AU$350 MILLION. AU$1.5 BILLION LATER…
SUPPORTS THE DELIVERY OF EXPERIENCE CHANGE PERSPECTIVE TO DELIVERY ACROSS TIME AND CHANNELS Diagram from Service Design: From Insight to Implementation by Andrew Polaine, Lavrans Løvlie, and Ben Reason 115
service, pulling in user insights and other research. Or as a template for which touchpoints to measure and how. BRAINSTORMING & IDEATION Take a starting point or overall concept and expand the discussion to think about the complexity and dependencies. Ideal in multi-disciplinary project teams. ECOSYSTEM MAP Using the blueprint as the overview doc in order to track and output customer journeys, storyboards, channel and touchpoint specs. Important: everything is done in the context of the overall service ecosystem. 118 Three MODES OF USING SERVICE BLUEPRINTS
model? Which Key Resources are most expensive? Which Key Activities are most expensive? ATeT]dTBcaTP\b Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? 2WP]]T[b 2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb. ! 4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^]. " ?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRX R_a^SdRcbP]SbTaeXRTb. # 3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab. $ 0UcTabP[Tb 7^fS^fT_a^eXST_^bc _daRWPbTRdbc^\Tabd__^ac. <Pbb<PaZTc =XRWT<PaZTc BTV\T]cTS 3XeTabX TS <d[cX bXSTS?[PcU^a\ TgP\_[Tb ?Tab^]P[PbbXbcP]RT 3TSXRPcTS?Tab^]P[0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTSBTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^] For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab :ThATb^daRTb 2^bcBcadRcdaT What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]VcWT9^Q3^]T| 3TbXV] 1aP]S BcPcdb ?aXRT 2^bcATSdRcX^] AXbZATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RT DbPQX[Xch RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\B^[eX]V ?[PcU^a\ =Tcf^aZ ch_Tb^UaTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[QaP]S_PcT]cbR^_haXVWcbSPcP 7d\P] 5X]P]RXP[ \^cXePcX^]bU^a_Pac]TabWX_b) >_cX\XiPcX^]P]STR^]^\h ATSdRcX^]^UaXbZP]Sd]RTacPX]ch 0R`dXbXcX^]^U_PacXRd[PaaTb^daRTbP]SPRcXeXcXTb Xbh^daQdbX]Tbb\^aT) 2^bc3aXeT][TP]TbcR^bcbcadRcdaT[^f_aXRTeP[dT_a^_^bXcX^]\PgX\d\Pdc^\PcX^]TgcT]bXeT^dcb^daRX]V EP[dT3aXeT]U^RdbTS^]eP[dTRaTPcX^]_aT\Xd\eP[dT_a^_^bXcX^] bP\_[TRWPaPRcTaXbcXRb) 5XgTS2^bcbbP[PaXTbaT]cbdcX[XcXTb EPaXPQ[TR^bcb 4R^]^\XTb^UbRP[T 4R^]^\XTb^UbR^_T fff QdbX]Tbb\^ST[VT]TaPcX^] R^\ CWT1dbX]Tbb<^ST[2P]ePb >]) 8cTaPcX^]) 3TbXV]TSQh) 3TbXV]TSU^a) Day Month Year No. ch_Tb) 0bbTcbP[T DbPVTUTT BdQbRaX_cX^]5TTb ;T]SX]V AT]cX]V ;TPbX]V ;XRT]bX]V 1a^ZTaPVTUTTb 0SeTacXbX]V gTS_aXRX]V ;Xbc?aXRT ?a^SdRcUTPcdaTST_T]ST]c 2dbc^\TabTV\T]cST_T]ST]c E^[d\TST_T]ST]c Sh]P\XR_aXRX]V =TV^cXPcX^]QPaVPX]X]V HXT[S<P]PVT\T]c ATP[ cX\T <PaZTc This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. 150 BUSINESS MODEL CANVAS
model? Which Key Resources are most expensive? Which Key Activities are most expensive? ATeT]dTBcaTP\b Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? 2WP]]T[b 2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb. ! 4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^]. " ?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRX R_a^SdRcbP]SbTaeXRTb. # 3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab. $ 0UcTabP[Tb 7^fS^fT_a^eXST_^bc _daRWPbTRdbc^\Tabd__^ac. <Pbb<PaZTc =XRWT<PaZTc BTV\T]cTS 3XeTabX TS <d[cX bXSTS?[PcU^a\ TgP\_[Tb ?Tab^]P[PbbXbcP]RT 3TSXRPcTS?Tab^]P[0bbXbcP]RT BT[U BTaeXRT 0dc^\PcTSBTaeXRTb 2^\\d]XcXTb 2^ RaTPcX^] For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab :ThATb^daRTb 2^bcBcadRcdaT What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]VcWT9^Q3^]T| 3TbXV] 1aP]S BcPcdb ?aXRT 2^bcATSdRcX^] AXbZATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RT DbPQX[Xch RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\B^[eX]V ?[PcU^a\ =Tcf^aZ ch_Tb^UaTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[QaP]S_PcT]cbR^_haXVWcbSPcP 7d\P] 5X]P]RXP[ \^cXePcX^]bU^a_Pac]TabWX_b) >_cX\XiPcX^]P]STR^]^\h ATSdRcX^]^UaXbZP]Sd]RTacPX]ch 0R`dXbXcX^]^U_PacXRd[PaaTb^daRTbP]SPRcXeXcXTb Xbh^daQdbX]Tbb\^aT) 2^bc3aXeT][TP]TbcR^bcbcadRcdaT[^f_aXRTeP[dT_a^_^bXcX^]\PgX\d\Pdc^\PcX^]TgcT]bXeT^dcb^daRX]V EP[dT3aXeT]U^RdbTS^]eP[dTRaTPcX^]_aT\Xd\eP[dT_a^_^bXcX^] bP\_[TRWPaPRcTaXbcXRb) 5XgTS2^bcbbP[PaXTbaT]cbdcX[XcXTb EPaXPQ[TR^bcb 4R^]^\XTb^UbRP[T 4R^]^\XTb^UbR^_T fff QdbX]Tbb\^ST[VT]TaPcX^] R^\ CWT1dbX]Tbb<^ST[2P]ePb >]) 8cTaPcX^]) 3TbXV]TSQh) 3TbXV]TSU^a) Day Month Year No. ch_Tb) 0bbTcbP[T DbPVTUTT BdQbRaX_cX^]5TTb ;T]SX]V AT]cX]V ;TPbX]V ;XRT]bX]V 1a^ZTaPVTUTTb 0SeTacXbX]V gTS_aXRX]V ;Xbc?aXRT ?a^SdRcUTPcdaTST_T]ST]c 2dbc^\TabTV\T]cST_T]ST]c E^[d\TST_T]ST]c Sh]P\XR_aXRX]V =TV^cXPcX^]QPaVPX]X]V HXT[S<P]PVT\T]c ATP[ cX\T <PaZTc This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. BACK STAGE 151 BUSINESS MODEL CANVAS FRONT STAGE $$$
service quickly. They provide an overview and just enough detail to make decisions about the value of moving forward with a concept. 152 CONCEPT POSTER
poster can be a great way to create an overview of the concept to share with others for discussion and evaluation. Posters can consist of categories like concept name, key stakeholders, features and benefits, value statements, unmet user needs, pricing, time to develop, cost to develop, and a sketched illustration. As a poster, they provide an overview and just enough detail to make decisions about the value of moving forward with a concept. 153 OVERVIEW
template (name, value/benefit, stakeholders, etc.)and sketch out all the components on smaller paper before committing to the larger poster. 3. Discuss, review, and refine 4. Transfer all the components to the poster 5. Quickly and succinctly present to to the overall team 6. Vote on aspects of the concepts that have the most potential once they’ve been presented 154 PROCESS
all the research) - Multiple journeys - Business case and analysis - Iterations to final designs & delivery - Validation - Complexity - Legacy service infrastructure - Measurement
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![HELLO! 2 Find me here: @apolaine [email protected] [email protected] Handouts: http://pln.me/eux16](https://files.speakerdeck.com/presentations/ceac06173ba8411ebba68ef376dc35bb/slide_1.jpg){kind=link}
![1. “I want the [service] to treat me fairly like](https://files.speakerdeck.com/presentations/ceac06173ba8411ebba68ef376dc35bb/slide_44.jpg){kind=link}
