6. service blueprints - designpsykologi

Service Design / UX Campus / 2020 © D.Psy

6. Service Blueprints

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KONFIDENSIELT live|work nordic AS www.livework.no

Anders Kjeseth Valdersnes [email protected]

A stay in a hotel

September 26, 2012 3

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A stay in a hotel






A stay in a hotel


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A stay in a hotel


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Service Design / UX Campus / 2020 © D.Psy !148


The first blueprint

Shostack pioneered the idea of a service blueprint and coined the term in the early 1980s.

the propose was to plan the cost and revenue associated with operating a service.

The two key elements: • Time line (customer experience flow) • Line of visibility (everything that the

customer sees or experience. Shoeshine service blueprint (Shostack, 1984)

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Portfolio of Methods

Front stage emphasisBack stage emphasis

Ethnography

Data Modeling

Sequence Diagrams

Document Analysis

Persona

Story / Scenario

Usability Testing

Model-based IntegrationUse Case

Stakeholder

Prototyping

Survey

Iteration

Blueprinting

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Line of visibility

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Service Blueprint

Adapt

Detail level

Overview

Repeat (QA)

Compare

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Line of visibility: Theatre service metaphor

Service is more performance than manufacture.

Customer experience is frontstage (on stage) everything else that goes on behind the scenes to make that happen is backstage.

The service designer can be seen as the conductor, or director of the service.

Things must work well backstage for the performance to be succesful.

Frontstage

Backstage

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Improvisational theatre - a better metaphor

To do improvisational teater, you need a good stage, well defined roles, clear goals, props, to create the frame for great experiences.

Real people can not be scripted, and the unexpected is bound to happen, there is no fixed start and finish, and there is no such thing, as full control over the environment.

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Line of Visibility

The McDonald’s Experience

Front Stage Back Stage

Line of Visibility

The Gourmet Restaurant Experience


The Benihana Experience


“Touch Points” andService Intensity / Quality

� Services differ intrinsically in the number of touch points they require to create value; this is often called the service intensity

� Traditional P2P service system design assumes that intensity is positively correlated with service quality

� This view lets us treat intensity as a design parameter to differentiate service offerings of the same type or industry domain

� The “generic” service offering is a design pattern that can be increased or reduced in intensity by changing the number of touch points

The McDonald’s Experience


Line of Visibility

The Gourmet Restaurant Experience


Different "Lines of Visibility" in Restaurants

Queuing Theory as a Generic Modelfor Service Systems

Queuing theory provides a generic framework for describing service systems where people wait to be served

The parameters of these models – arrival rates, waiting time, numberof service providers, etc. – explicitly represent the quality of the"customer service" experience

The formal rigor of queuing models has created a rich body ofknowledge about different queue structures and who-gets-served-whendisciplines that enable designers to maintain a desired quality of service in the service system.

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The division of the silos makes sense to the business units, but makes no sense to the customer, who sees the entire offering as one experience. The challenge for many service providers is that they are organized in ways that actually prevent them from delivering good service experiences.

A Different Perspective

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The Service Blueprint

“Connecting together all of the different touchpoints in a service experience, as well as aligning the needs and wishes of all of an organisation’s stakeholders, can become very complex very quickly, which is where service blueprinting comes in”. - Polaine

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A map of a User Journey: phase by phase - step by step

A map of Touchpoints - channel by channel - touchpoint by touchpoint

A map of Backstage Processes - stakeholder by stakeholder - action by action

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• Transitions between touchpoints must be quality assured

• Makes sure that customers don't experience silo structures and noise at internal responsibility transfer

• Both entry point and exit points needs designing

• Identify weak spots and create guidelines for handling service failures

• Identify measure points and opportunities for measuring/data collection

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Service Blueprint: Generic Design Drivers (Handles - Grip)

A lot happening backstage AND a long time passing without user is updated on the frontstage. • “Alive” message to user. • Expectancy management

What other needs may the user have that could be a way to deliver value? Consider how your service integrates into the user’s context (life). • E.g. a touchpoint can integrate with a digital

calendar, there may be other people than the customer who should be notified (family, friends).

Many transitions between backstage processes increase risk or errors and service latency.

• Reduce number of transions • Quality assure each transition to ensure

service quality is not degraded. • Ensure that customers don’t experience silos

(e.g., noise at internal responsibility transfers).

A multitude of channels increase risk of cross-channel failure where vital user information is lost.

• Decrease channel transitions. • Quality assure each channel transition to

ensure service quality is not degraded.

A user journey is a story that unfolds. Ensure that the user as early as possible gains a useful mental model of the journey. • “Scripts” are a technical term for known proc

ses

Move line of visibility and line of interaction to explore how the service would be affected. • Will the user benefit from seeing more of what

goes on behind the line of visibility - or maybe less?

Object that cross thew line of visibility should make sense in the users world. Consider all the PDFs documents that are generated (tickets, bill, invoices etc). In most cars the PDF file name does not make any sense - it s just a random number. • E.g. a plane ticket could be called:

• SAS_CPH-London-2018-6-9.pdf

Did you design the leave phase?

Did you support the clients aware phase? What do customers look for when orienting towards new services and wetting them?

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Ensure that weak spots have a service recovery strategy to handle service failures.

⚠

Identify measuring points to continuously allow for the service quality to be tracked.


Service Blueprint: Generic Design Drivers (Handles - Grip), V.0.1

A lot happening backstage AND a long time passing without user is updated on the frontstage. • “Alive” message to user. • Expectancy management

What other needs may the user have that could be a way to deliver value? Consider how your service integrates into the user’s context (life). • E.g. a touchpoint can integrate with a digital

calendar, there may be other people than the customer who should be notified (family, friends).

Many transitions between backstage processes increase risk or errors and service latency.

• Reduce number of transions • Quality assure each transition to ensure

service quality is not degraded.

A multitude of channels increase risk of cross-channel failure where vital user information is lost.

• Decrease channel transitions. • Quality assure each channel transition to

ensure service quality is not degraded.

A user journey is a story that unfolds. Ensure that the user as early as possible gains a useful mental model of the journey. • “Scripts” are a technical term for known proc

ses

Move line of visibility and line of interaction to explore how the service would be affected. • Will the user benefit from seeing more of what

goes on behind the line of visibility - or maybe less?

Object that cross thew line of visibility should make sense in the users world. Consider all the PDFs documents that are generated (tickets, bill, invoices etc). In most cars the PDF file name does not make any sense - it s just a random number. • E.g. a plane ticket could be called:

• SAS_CPH-London-2018-6-9.pdf

Did you design the leave phase?

Did you support the clients aware phase? What do customers look for when orienting towards new services and wetting them?

Did you design a service evidence for critical touchpoints. Remember a service is abstract and everything we can do to make it tangible and concrete helps customer appreciate and experience the service.

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Notice the steps and the things in-between

The answer to why so many services are poorly designed lies in the lack of attention paid to the invisible elements of time and context, both of which are critical to the experience of a service.

Arrows and lines in organizational charts and process diagrams often represent time, context, and connections. The problem is that arrows and connecting lines are so ubiquitous in diagrams that they are ignored.

It is much easier to focus design effort on the boxes because they represent tangible touchpoints; the website, the ticket machine, and so on—but most people forget to think about designing the experience of the arrows, which are the transitions from one touchpoint to the next. Yet these connections contain some of the most important elements of positive experiences because they signify movement in time and space.

? ?

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Make potential users aware of the service by being available, easy to use and a cheaper and healthier alternative to other transportation options.

Aware

Service BlueprintDonkey Republic: The Donkey ForceMarie, Damir, Rasmus, Anna, Aja

JoinEasy to get started by offering a limited no. of choices in the order flow to make the process as fast and easy as possible.

UseThe app must be user-friendly in order to locate and unlock the bike.

DevelopThe experience of using the bike might inspire users to rent out their own bikes or give feedback for improvements on the service.

LeaveThe app provides informations about how to end service.

A user needs a bike in Copenhagen and makes requests (personal/on accomodation site/ on Google) for possibilities

Use

r

Step

Experience

Donkey Republic has a reputation of being easy, cheap and flexible to use

“My friends recommended Donkey because it’s easy to get started”

“I needed a bike in Copenhagen and my top hit on Google Search made me aware of Donkey Bikes”

“I simply made a profile on donkey.bike, using my facebook account”

User signs up via websiteUser verifies via email

“I downloaded the app in App Store”

User downloads app from App Store or Google Play and logs in

“I booked two bikes for me and my girlfriend”

Register for rental

“I was able to locate the bike through the app - and the bike made a beep sound, to make it easy to find”

Locate and unlock the the assigned bike

“Lock was 700kr, if i rent out my bike 11 times, i will have made my money back AND made a profit”

buys a donkey lock for user’s own bike

“We returned the bikes at the hub where we picked them up, in the end of the day”

Return the bike, lock it, give coordinates for bike

“We discussed our experience. I rated the app in App Store”

Review the serviceC

hann

els

Website

Email

GoogleDonkey.bike Google wesearchDonkey Webpage contains informations and signup-possibilities

goes to donkeyrepublic.com

User downloads the app from appstore

App is available on App Store and Google PlayPhone

User gets an email confirmation and verification

Phone has good connection to internet in order to download.There is space on SD card for download

-User gets an email confirming the booking of the bike- One hour later an additional email

Unlocks bike with app on smartphone upon arrival

Use the app to see the assigned bike and the GPS function of the app to locate the bike hub

Bike rental form is filled out on webpage

Goes to website to order or to see where to buy in stores

User can give feedback via webpage formula

Use the app to rate the service

Uses the app to lock the bike via bluetoothUse GPS to give coordinates

Bac

ksta

ge p

roce

sses Customer

service

Marketing: flyers/posters on hotels

Google adwords

Automated: Develop and maintainn FAQ on webpage

Phone support line for inquiries

Signup is automatically monitored and verification email sentUser goes in database

Automated processes og signup/confirmation

App is updated and functional

Make sure bikes are in order - chip is working ect.

Make sure there are bikes at the hubs

Employees constantly developing and troubleshooting

Support center: phone and email

GPS coordinates receiver

Automatic feedback in app and on webpage

Donkey Republic internal department

The app provides notifications and news to existing user.

User can call support center for inquiries



Aware

Donkey Republic Service Blueprint

Join Use Develop Leave

Use

r

Bike owner

Experience

Cha

nnel

s

Website

Mobile App

Phone

Social Media

E-mail

App Store/ Google Play/ Windows

Word ofMouth

Bike Shops

Bike Signs/ Stickers

Hub´s

Hub Map(Google)

Bac

ksta

ge p

roce

sses

Customer

BikeMaintanance

Bikeshops

service

SEO optimizationAD words

IT - department

Phy

. Eve

.

Maps out the journey from; user not knowing the service exists - till the user knows and understands the service. The aim is for the user to understand how the service works and for him to identify the overall values the service provides.

Group: Nono NoGroup members: Julie, Christina, Oddny & SilasDate: 01.03.2016

Maps out the journey from the user deciding to download the DR mobile app and creating an account. The aim is to have a seamless and user friendly sign-up process.

The journey of using the service; The journey of booking a bike, to picking up the bicykle and using it. The aim is to have a seamless and user friendly service.

Maps out how the user expands usage of the service. The aim is to make the customers repeatedly use the service, contribute by creating awareness.

The point when the user stops using the service; the need for renting a bike expires or the user decides to delete his/her account.

Discovers Donkey Republic

Computer / Smart phone






Smart phone Smart phone

Finds more information afbout company and services

Sign - Up Download App Verify Account Search for the closest Hub

Recieve order confermation

I need help Unlock bike with app

Ride around Copenhagen

Lock bikeAdjust bikeWait for confermation (1-6 hours)

Locating the right bike at Hub

Book BikeLog into App Unlock bike with app (bluetooth)

Share experience Future travel research

Locate users Hub Lock bike Check if bike is inside of Hub area

End rental Send picture of bike

End rental Approved

Delete account

Google Search Donkey Republicwebsite

Donkey Republicwebsite

Log-in with new password

FacebookYoutube TwitterInstagram

Hears anout DR from a friend / family member

Sees a DR bike or DR sign

Search for the closes Hub

OnlineCommunicationMake sure the content is good and easily found

Account VarificationSend e-mail

Download Donkey RepublicMobile App

Order confirmation e-mail

Booking appears inside app

Donkey webpageFAQContact infoLive chat

Find bike GPS, data, BluetoothBike numberMapPing

Unlock with app via bluetooth

Unlock with app via bluetooth

Comunity like TripAdvisorWrite review

Link to HUB map Link to HUB map

Map sectionSee your location on map and look for HUBGPS

Lock bike with appGPS, Bluetooth

Use app to see if bike is inside HUBGPS

Request end of rental via appBluetooth, GPS

Take picture and send it via appBluetooth, GPS, Data

Confirmation screen inside appData

End rental confirmation mail

Write to customer service

Call support

Locate HUBLook at future HUBsInternational

Make an updateWrite about expierience

Tell about expierienceNetwork

Asking othersNetwork

Looking for orange bikesBike numberOrange color

Make bikeseat adjustable

Link picture to booking

Delete accountSend confirmation mail

Check credibility

Help sectionLink to webpageContact info

Call customer support

Write customer support

Ask bike shop personal

Customer serviceE-mail, phone, livechat

Customer service

Send order confirmation mail

Allocate bicycle to HUB

Fill in form

Computer /Smart phone

Smart phoneBikePing = beep sound from lock

Smart phoneBike

Smart phoneBike




Smart phone Smart phone Smart phone Smart phone Computer / Smart phone


Bike Bike BikeBeep sound = Bike is locked


Verify account link

Link to Hub Map

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Entering the website

Book and setup profile Reads email

Download app + log in Locate Bike

Adjust and check bike

Unlocking bike

Using the bike

Lock bike + end rental

Service Blueprintby FunkyDonkeys03/03-16 - Pernille, Anne, Olga, Anne-Sofie & Margit

PHYSICAL EVIDENCE

CUSTOMER ACTIONS

Line of interaction

Line of visibility

FRONT OF STAGEINTERACTION

BACK OF STAGEINTERACTION

Browsing the website

Make a profile + pay for booking

Friend veri-fys booking + make profile

Downloadingapp+ logging in + see booking

Locate bikes using the map in the app

Adjusting seat + check-ing the state of the bike

Pressing un-lock holding the phone close to bike

Locking + unlocking

Riding the bike

Locking bike + ending rental using the app

Bluetooth connection unlocks the bike

Bluetooth connection locks and end rental

User regis-tration, data handling

Sending confirmation email

Support: monday-friday between 09.00-17.00

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Step Search for "BikeRental [city]"

Ask afriends/family

Reads TouristGuides

Sees the Bikeon the Street Advertising/PR Book a bike

Orderconfirmation

mailAccount

activation mailApplicationDownload Application-Login Locate Bike Ping Bike Unlock bike Adjust saddle

height Ride bike Lock Bike Leave bike athub and lock it End Rental

Experience

"DR is not one ofthe first relevant

results onsearch enginesor social media"

"DR is notpresent on VisitCopenhagen/WOCO website"

"The bookingprocess was

easy, with fewsteps and easy

payment"

"I logged in onthe application

using the email Iused to rent the

bike"

"Using the mapfunction in the

applicationmade it easy tofind the bikeslocation/hub"

"Its exiciting tous the

smartphone tofind my bike"

"The applicationworked great,

who needs keys,this is thefuture!"

WebGoogle andother search

engines

Word of Mouth

Asking foradvice,

locals/hotel/restaurant/friends/fam

ily

Hub Hubs andmoving bikes

Donkey BikesThe orangecolor of the

bikes functionsas an identifier

Bike lock makesa sound

Bike makes asound that it is

ready to beunlocked. User

physically opensbike.

Using a quickrelease it ispossible toadjust the

saddle height

User rides bike User locks bikemanually

Leave the bikein the

designated huband lock it.

Donkey Website

Choose amountof bikes to rentin amount ofdays. Insert

personalinformation and

pay for rent.

Donkey Application Login Find bike viaapplication

Push "Ping"button to ping

bike

Push "Unlock"button to unlock

the bikePush "End

rental" button

Social Media Facebook,Youtube,

Asking for help/guidedence on

SNSFacebook/Instag

ram ads

Email User receivesemail

User receivesemail

Phone

App Store App Store /Google Play

CustomerService/Booking

Rental approval.Bike allocation/

distribution

Marketing SEO, AdWords, Social Media,Public Relations

Bike Operation(Bikes owned by

DR)

Bike needs towork as

expectedApp Operation Data Collection

App Development Software update

Donkey Republic Service BlueprintAware Join Use Leave

Make sure the Customer can easily find and recommend the DR service Reduce the number of choices and steps for the user to become acustomer Make it as easy/enjoyable as possible to find, ride and return in bike Make it easy for the user to return

to the service

User Time waiting forbike to appear inapp (1-6 hours)

Channels

Backstageprocesses

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PHYSICAL EVIDENCE

Rank in Google +

Google ads

Donkey.bike: About

Donkey.bike: Booking E-payment Email App App + Bike App + Lock Bike App + Bike

CUSTOMER ACTIONS

Search for rental bikes Copenhagen

Read and learn about DR

Make reservation: No. of days + bikes, hubs for pick up and delivery of bikes + date/time

Pay for bike rental

Wait for instructions

Download app + login Locate bike Unlock Explore the

city on bike Submit bike

ONSTAGE/VISIBLE CONTACT

Booking + payment confirmation + login info

Bike number appears in app

Feedback in app: Succesful unlock

Bike features: gear, lights, basket, general condition

Feedback in app: Lock/unlock

Confirmation of submission in app

BACKSTAGE/INVISIBLE CONTACT

Make sure bike is at location within 1-5 hours

Make sure bike number is highly visible

Make sure the locksystem is charged

Maintenance of bike

Check condition of bike

SUPPORT PROCESSES

SEO / SEM optimization

Free onepage template (?) + Hosting

Website maintenance

Booking system

Payment system

Email system + CMS + Payment system

App + CMS system + Booking system

GPS Hub

Bluetooth locksystem

Excel chart for battery-overview

Booking system + CMS + App

Email

Confirmation of submission + thank you

Email system

Line of visibility

BLUEPRINT FOR BIKE RENTAL AT DONKEY REPUBLIC

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Jira

Slack

Zendesk

Intercom

Email

Application

Type

Evidence

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Hvem gør nu hvad ?

Ejerskab

Opbygning af backlog i Sharepoint

Lead på ideoplæg kvalificerer teknisk med ingeniører

(1 uge)


(1 uge)

Sharepoint

Outlook

Fildrev

Møder

Email

Web

Evidence

A-Møder The long waitOrg. ændringer - nye / umødte

behov “Opsamlere” / “Loose canons”

Behov for processændring

“ Ny opgave”

Udfylder skabelon

Digitalise-ringschefer

Skablon i sharepoint

KAKI Læser Ideoplæg (ugentlig)

Ideoplæg kvalificeres

behovsmæssigt

Telefon Set oplæg - haster?


(1 uge)Ideportefølje

Kvalificering og prioritering af behov (Sharepoint løbenummer)

INDKALD til Idemøde / Rullemøde

INDKALD til Idemøde / Rullemøde

Idemøde / Rullemøde

1 - pagers (semiudfyldte

Færdigt udfyldte 1 - pagers

Projektkontor Økonomi Sub-portefølje (IT) Sektionschefer BRM Teamlead

Sharepoint site med sharepoint

nummer

Modnes løbende med indholdSharepoint site med sharepoint

nummer

Teknisk mulighed for at arbejde brugercentreret

Proto typing Design Thinking

1 - pagers

1. As is - to be. 2. Strategisk fit 3. Bred anvendelig (business case) 4. Økonomi - kvalitet, compliance 5. Teknologisk modenhed 6. IT-arkitekter: teknologisk fit. 7. Ressoucer fra IT-huset (evt. tilkøbe eksternt). 8. Afhængighed til andre opgaver og andre styrelser

(enkelt styrelse eller bredt funderet).

….fælles forventningsafstemning (hvid og grøn).

…hvordan kvalificerer dette en beslutningsprocess ift. en “bogholderimodel”.

1 - pagers (udvidet fokus)

- Bistå udtræk fra 1-pagers til Excel bogholderimodel.

- …problem her er at designkompleksiitet nu favnes alene med excel og skrivebordsanalyse hvor det i virkeligheden burde undersøges indenfor rammerne af klassisk design thinking.

Afslutningsrapporten…..

prøvede demoer af……

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Sharepoint

Outlook

Fildrev

Møder

Email

Web

Evidence

A-MøderOrg. ændringer - nye / umødte

behov “Opsamlere” / “Loose canons”

Digitalise-ringschefer

KAKI

Telefon

Projektkontor Økonomi Sub-portefølje (IT) Sektionschefer BRM Teamlead


nummer

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Modnes løbende med indhold

Bearbejde idegrundlag (baseret på design thinking) Half double / prototyping.

Rapid prototyping / mockups Design prober.

Hvem gør nu hvad ?

EjerskabINDKALD til Idemøde / Rullemøde

Idemøde / Rullemøde

1 - pagers (semiudfyldte

Færdigt udfyldte 1 - pagers


nummer

Idegrundlag (Excell)

Tekstdokument skabelon.

Workhops hos kunden.

Forstå lokale kontekst og aktører Teamsætte workshop med kompetencer

fra infrastruktur Brugerrepræsentanter

Systemejere

Modne Konceptuelle prototyper af

workflows, click dummies,

powerpoints

Brugerfeedback på koncepter

(andre typer feedback)

Feedback / validering.

Giver det mening at interface med denne nye type produkt

Seed-kunde Andre styrelser

Skabelon

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abc abc

abc

abc

abc

Jour

ney

Fron

tstag

eBa

cksta

geC

hann

el

Line of visibility

Line of interaction

abc

abc

abc

Evidence


Applying Blueprinting in Practice - Bitner 1. Decide on the company’s service or service process to be blueprinted and the objective

2. Determine who should be involved in the blueprinting process

3. Modify the blueprinting technique as appropriate

4. Map the service as it happens most of the time

5. Note disagreements to capture learning

6. Be sure customers remains the focus

7. Track insights that emerge for future action

8. Develop recommendations and future actions based on blueprinting goals

9. If desired, create final blueprints for use with the organisation

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Be Attentive to: 1. What crosses the line of visibility

2. Backstage waiting time

3. Correlations

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Blueprint of Your Service

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7. Touchpoints

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Service Design: Touchpoint Analysis & Optimization

Every touch point users encouter with a service can be scrutinized in detail from a behavioral point of view.

Several expert tools are used to drive this analysis & optimization.

This process is deeply rooted in existing well-establish disciplines such as usability and behavioral psychology.

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Service Design: Touchpoints

✪Working across Time and Multiple Touchpoints For designers who come from a discipline that already uses human-centered design methods, much of this material will be familiar. Understanding people and their daily lives and needs provides the central insights on which many design projects are built (in an ideal world).

The difference between service design and product or UX design, for example, is that the number of stakeholders we are designing for is usually larger, the number and range of touchpoints broader, and all of these interact over time.

Experience in individual and across touchpoints

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Service Design: User Segmentation

In product design or marketing research, we would typically segment the market and interview people in different age, socioeconomic, or behavioral groups. In services, a more useful way to engage with people is by looking at different stages of their relationship with the service. This strategy allows us to research the different journeys people might take through a service and how they transition through the various touchpoints.

Stage 1 Stage 2 Stage 3User A

User BTime

✪

✪✪

✪ ✪

✪

✪

✪

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Touchpoints: Examination

Bruger A

Bruger BTime

✪

✪✪

✪ ✪

✪

✪

✪

The distribution of touchpoint in time and space can make it challenging to investigate in laboratory settings.

Stage 1 Stage 2 Stage 3

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Touchpoint: Optimization — Remove / Add

In addition to looking for latent and explicit needs and desires, as is commonly done in most design projects, also look closely for service-specific insights. Look for touchpoints that may be missing but are needed to create a good experience, or touchpoints that are superfluous. Look for situations in which the service could play a more valuable role, or instances when it is smart to keep people from noticing that it is there.

Bruger A

Bruger BTime

✪

✪✪

✪ ✪

✪

✪

✪

?

Instead of competing over links in the chain, service companies should compete for the chain itself

Karmakar

Stage 1 Stage 2 Stage 3

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Mapping and Optimization of Touchpoints

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Mapping and Optimization of Touchpoints

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Firma PDF navn Bring Bring — 344554444 DriveNow i9341174572 Genbyg Faktura76343736 Lauritz ShowPDF.aspx Proshop Faktura 44355466 SAS i785914 Tre / 3 Invoice

Service Design: Touchpoint

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Moments of Truth: Touchpoint Potentials

Not a special case.

Systemising the ability to consistently deliver moments of truth.

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Front Stage Staff: Back End System Support

Front stage

Back stage

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8. Comfort Zones

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Time

Phenomena- for motives & actions

Design ways to 1) expand the comfort zone or 2) decrease/increase phenomena

Comfort zone

Phenomena

Threshold Mapping: Design Aim

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Threshold Mapping

Comfort zone - influences - culture - events

Peaks

Low

Skala: ∞ <—0—> ∞ eller 0—> ∞ Excitement — Boredom Hungry — full Uncertainty Control Wait time Money Food Sleep …

Personas

Comfort zone as “normative” - reflects worldview, culture and social standards

- for motives & actions

Time

Phenomena

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“Phenomena”

Time

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How To Use Threshold Maps

Here is one way to us a threshold map. There could be many others.

A threshold map is build upon the idea that humans can be too much or too little of something in different situations. You probably know waiting time. How long do you want to wait for something? There is no absolute answer because the waiting time depends on factors such as the thing you are waiting for (the girlfriend or your number in line to get coffee) and circumstances such as how much time you have (the train leaves in a minute or you have all day).

The idea of threshold maps are that you as the service designer need to organise these factors through visualisation - exactly as a service blueprint

In an early pitch phase it’s okay to google what relevant values could be or to use you empathy to estimate rough values. These then need to be investigated closer, e.g. through user studies in a concrete development process.

If you from the visualisation can see that here we have too much or too little of something compared to what the users are comfortable with, then the next step is to find ways to reduce or enhance this, e.g. reduce waiting time til an acceptable amount.

Another option is to enhance the users tolerance or comfort zone. Regarding the waiting time it doesn't make much sense to talk about a lower limit of tolerance, but if you’d rather take a number and go somewhere you can sit than wait in line, then you might be willing to wait in line for a longer time.

Thus, there are two ways to design from a threshold map: change the character of the phenomena (enhance, reducer, remove etc.) or modulate the tolerance of the users (eg. through design).

Types of things there could be too much or to little of:

- Waiting time - Noise - Satiety—hunger - Safety - Stimulation (boredom - overstimulation) - Challenges (e.g. board games: too easy - to hard) - Complexity - Feedback (nothing, too little, too much) - Length of formulars (eg. Too long endurance formular) - You make up more

As you can see there is some things that have both an upper and lower value whilst others just have an upper or a lower value.

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9. Service Recovery

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Service Design / UX Campus / 2020 © D.Psy !210Service Design / UX Campus / 2020 © D.Psy


Service Design: Service Failure

“A service failure, simply defined, is service performance that fails to meet a customer’s expectations.” (Maxham III, 2001)

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A service failure is any service related error or problem that arise in the user interaction with the service - Actual or perceived

Actual: objective service breakdown

Perceived: 1) unrealistic expectations, 2) user error (be very careful!)

Users tend to have some measure of forgiveness - especially if the situation is dealt with gracefully

An unaddressed service failure is likely to result in dissatisfaction

Service Failure: Business as Usual

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Service Failure: Business as Usual

The term force majeure applies when things are out of the extraordinary — like natural catastrophes.

Service failure should be thought of a more benign everyday fluctuations to a service.

Optimal conditions

Sub-optimal conditions

eg. errors, disease, power failure, accidents, delays…

Force majeure (strikes, earthquakes)

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Service Failure: Complaint Thresholds

All customers

Unsatisfied customers

5—10%

5—10% of unsatisfied customers that complain

Threshold

To complain will bring some out of their comfort zone

Concerns for customers:

1) The service provider will not listen to

2) Consumer is unsure about rights (mediated by SES)

3) Cost associated with complaining to high in relation to potential outcome/benefit.

4) Complaining may lead to reduced future service quality (fear of punishment particular associated in markets with monopoly).

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Service Failure: Cost & ConsequencesUnaddressed service failures are most common reason for customers leaving a service provider

Three broad behavioral patterns associated with unaddressed service failures:

1) Customer seeks options for complaining 2) Customer complains to external sources (friends &

family — or online fora). 3) Customer makes a personal boycott of service

Particular behavior pattern is linked to factors like: pricing, degree of service failure, SES, market dynamics.

Higher service cost generates more willingness to complain. Higher SES generates more willingness to complain Markets with high degree of competitiveness and customer mobility generates lower tolerance for service failure.

Only 5—10% of customers that experience a service failure complains.

—> Consequences in a service economy?

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Service Failure: Cost & Consequences

The cost of gaining new customers in service industries is 20-30% higher on online than offline services (reduce churn).

It is very valuable to make sure customers do not leave a service and remains loyal — due to new customer overhead.

Loyal customers typically generate larger sales.

Recommendations from friends & family and the social network is more effective than company marketing.

Word of mouth has dramatically increased it’s range with online communities.

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Service Failure: Prevention & Recovery

! 7!

Serviceudbyderne kan forsøge at optimere kundetilfredsheden ud fra to overordnede perspektiver; forebyggelse og

recovery. Forbyggelse og recovery er ikke de eneste to metoder, men blot dem jeg vælger at fremhæve. Med

forebyggelse refererer jeg til investeringer, der har til formål at forhindre, at service failure overhovedet opstår, for

dermed via et højt serviceleveringsniveau at skabe grundlaget for tilfredse kunder. At service failure aldrig opstår

ville være ideelt, men vil kun kunne tilstræbes. Et 100% leveringsniveau er ikke realiserbart i serviceindustrien

(Evanschitzky & Wangenheim et al., 2012). Jeg vil dermed argumentere for, at det er centralt for

servicevirksomheder at identificere det niveau, hvor omkostningerne ved at forbedre serviceleveringen (forbygge at

service failure finder sted) når et niveau, hvor investeringer ikke længere resulterer i betydelige forbedringer i

serviceleveringerne.

Figure 1 - Leveringsniveau i forhold til omkostninger

For at visualisere dette introducerer jeg Figur 1, som viser en vækstfunktion. Vækstfunktionen konceptualiserer

forholdet mellem omkostninger i forbindelse med forebyggelse af service failure og serviceleveringsniveauet. Når

Vækstraten(R) begynder at stige drastisk, vil omkostningerne ved små forbedringer i leveringsniveauet være så

relativt store, at jeg vil argumentere for, at det er hensigtsmæssigt og mere rentabelt at begynde at fokusere

ressourcer på recovery frem for forebyggelse, for på den måde at forbedre leveringsniveauet ved at skabe failure

tolerant design, i stedet for at jagte et leveringsniveau på 100%. Med failure tolerant design refererer jeg til design

der har inkorporeret systemer til at håndtere uforudsete situationer, failures ogsuboptimale omstændigheder.

Hvor tæt det er muligt at komme på den fiktive 100% leveringsgrænse og hvornår investeringer i forbyggelse ikke

længere vil resultere i betydelige forbedringer, er varierende fra virksomhed til virksomhed.

Amazon & Plumber service

—> What would be needed in order to increase service quality

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Service Failure: Consequences

! 61!

Dataeksempel: The waiter at this expensive restaurant treted us like dirt because we were only high school kids on a prom date.” (Bitner & Booms et al., (1990) Gestalt Dataeksempel: ”The flight was a nightmare. A nightmare. A one-hour layover went to 3,5 houres. The air conditioning didn’t work. The pilots and stewardesses were fighting because of an impending flight attendant strike. The landing was extremely rough. To top it all off, when the plane stopped, the pilots and stewardesses were the firs tones off.” (Bitner & Booms et al., (1990) Ugunstige betingelser Dataeksempel: - ingen data

11.2!Konsekvenskategorier!!

Tidsspecifikke konsekvenser dækker over service faliures, der forårsager, at forbrugeren enten bliver sat i en situation, hvor

de kommer til, eller er direkte nødsaget til at benytte mere tid end forventet på den service, de har betalt for, men ligeledes de

situationer hvor servicen bliver afbrudt før tid.

Eksempel Post Danmark

”Når man betaler ekstra for udbringning, bør man da få pakken, når man er hjemme, men næhh nej jeg ventede og ventede, og

fik så en mail som fortalte at pakken var forsøgt afleveret!!! Og kunne hentes næste dag på ”posthuset” fra kl. 10.00 en ommer”

(Trustpilot, 2014)

I dette tilfælde oplever Trustpilotbrugeren at have betalt for levering til døren, men grundet en x failure må forbrugeren vente til

dagen efter med at få pakken, når den kan hentes på posthuset. Udover at modtage pakken en dag senere end forventet, skal

forbrugerne nu også bruge tid på at tage på posthuset selv.!

Økonomiske konsekvenser dækker over service faliures, der forårsager at forbrugeren enten bliver sat i en situation, hvor de

kommer til eller er direkte nødsaget til at benytte flere økonomiske midler end forventet for at opnå det ønskede udfald.

Eksempel Easy Jet

“…Men nu sidder jeg så her. Strandet i Kastrup Lufthavn. Mit fly skulle være lettet for en halv time siden, men lige pt. hedder

afgangen 17.40 (2 timers forsinkelse), og denne er blevet udskudt op til flere gange i løbet af i dag. Officielt hedder

undskyldningen, som er at finde via app'en (ingen andre steder - i hverken CPH, på nettet eller i infoskrankerne), at der blev

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Service Failure: Consequences

! 61!

Dataeksempel: The waiter at this expensive restaurant treted us like dirt because we were only high school kids on a prom date.” (Bitner & Booms et al., (1990) Gestalt Dataeksempel: ”The flight was a nightmare. A nightmare. A one-hour layover went to 3,5 houres. The air conditioning didn’t work. The pilots and stewardesses were fighting because of an impending flight attendant strike. The landing was extremely rough. To top it all off, when the plane stopped, the pilots and stewardesses were the firs tones off.” (Bitner & Booms et al., (1990) Ugunstige betingelser Dataeksempel: - ingen data

11.2!Konsekvenskategorier!!

Tidsspecifikke konsekvenser dækker over service faliures, der forårsager, at forbrugeren enten bliver sat i en situation, hvor

de kommer til, eller er direkte nødsaget til at benytte mere tid end forventet på den service, de har betalt for, men ligeledes de

situationer hvor servicen bliver afbrudt før tid.

Eksempel Post Danmark

”Når man betaler ekstra for udbringning, bør man da få pakken, når man er hjemme, men næhh nej jeg ventede og ventede, og

fik så en mail som fortalte at pakken var forsøgt afleveret!!! Og kunne hentes næste dag på ”posthuset” fra kl. 10.00 en ommer”

(Trustpilot, 2014)

I dette tilfælde oplever Trustpilotbrugeren at have betalt for levering til døren, men grundet en x failure må forbrugeren vente til

dagen efter med at få pakken, når den kan hentes på posthuset. Udover at modtage pakken en dag senere end forventet, skal

forbrugerne nu også bruge tid på at tage på posthuset selv.!

Økonomiske konsekvenser dækker over service faliures, der forårsager at forbrugeren enten bliver sat i en situation, hvor de

kommer til eller er direkte nødsaget til at benytte flere økonomiske midler end forventet for at opnå det ønskede udfald.

Eksempel Easy Jet

“…Men nu sidder jeg så her. Strandet i Kastrup Lufthavn. Mit fly skulle være lettet for en halv time siden, men lige pt. hedder

afgangen 17.40 (2 timers forsinkelse), og denne er blevet udskudt op til flere gange i løbet af i dag. Officielt hedder

undskyldningen, som er at finde via app'en (ingen andre steder - i hverken CPH, på nettet eller i infoskrankerne), at der blev

! 42!

!Figure 14 Tidsudviklingens inflydelse på service failure konsekvenser

Før jeg introducerer mine tanker omkring PSR vil jeg foretage en opsummering af foregående kapitler ved hjælp af

en service failure case, med det formål at eksemplificere kategorier af service failures defineret i service failure

taksonomiet, forskellige konsekvenskategorier og coping mekanismer.

!

7.0!Service!failure!case!

Jeg benytter en service failure case, som jeg personligt oplevede, mens jeg var i min specialeproces. Jeg har valgt

denne case, da jeg har indgående kendskab til situationen, da jeg dokumenterede forløbet undervejs og dermed har

udførlige beskrivelser af egen samt medpassageres oplevelser. Jeg vælger at tage udgangspunkt i min personlige

oplevelse, da jeg dermed kan give en rigere analyse af situationen, ved kontinuerligt at kontekstualisere og fortolke

situationen på baggrund af min viden om service failure, coping strategier og konsekvenskategorier. Jeg gennemgår

service failure scenariet ud fra brugerrejsen visualiseret i figur 15. Hvert step i brugerrejsen er indikeret med et

nummer, som jeg løbende vil referere til. I løbet af gennemgangen vil jeg komme med perspektiverede

metakommentarer for dermed at referere til indsigter fra tidligere afsnit.

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Service Recovery

Pre-failure Post-failure

Proactive -service recovery

Customer support Complaint management

Reactive - service recovery

Frontstage

Backstage

Managing & setting

expectations

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Reactive Service Recovery





Frontstage

Backstage

Managing & setting

expectations

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Reactive Service Recovery

Complaints RSR

User Expectations

Time

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Recap: Complaint Management / Customer Support

A Customer Complaint Is a Gift!

• You don't know how to improve your product or service if you don't know what's wrong.

• Customer complaints can give you ideas for new products and services.

• Complaints give you valuable information about what's important to people, what they're willing to spend money on.

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Recap: Complaint Management/Customer Support

Make it Easy!

• Comfort zone - lower threshold to make more users complain • Thank the person for his complaint. • Apologise for the fact that they are unhappy. Don't assume guilt or say that it is your fault.” • Promise to do whatever you can to help solve the problem. • Ask for more information or clarification or specifics so you can fully understand the source of his

unhappiness. • Take whatever steps you can to correct the problem -- focusing on things that are within your control. • Ask if they feel his complaint is being addressed. If not, go back to the beginning of the process. • Make sure to learn from the situation.

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Proactive Service Recovery




Reactive - service recoveryFrontstage

Backstage

Managing & setting expectations Triggers

Line of visibility

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Recap: (Post-Failure) Proactive Service Recovery

User Expectations

Time

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Recap: (Pre-Failure) Proactive Service Recovery

User Expectations

Time

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Proactive Service Recovery How?





?

Frontstage

Backstage

Managing & setting

expectations

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Strategy for Failure Tolerant Design

Well defined value propositions, sensors & triggers

• Value propositions: Identify what value you want to deliver

• Sensors: Create data strategy that make it possible for you to measure your service delivery

• Triggers: Create a agile organisation culture, ready to react

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Sensors & Triggers What do we need to know? What will we collect, how and why?

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Strategic Service Recovery

pre—failure post—failure

“incident” Service failureService impact Complaint

managementCustomer SupportManaging

& setting expectations

— Well defined value propositions, sensors & triggers

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Sensors: Data Strategy

1. Establish scalable data storing system 2. Measure over time - experiences develop 3. Measure at multiple touch-points using multiple methods 4. Share data in organisation, e.g. feedback in Key

Performance Indicators

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10. Nature of Services

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Service Design “Thinking Analysis Tool” … Good Ideas Systemised

The visual thinking analysis tools help us explore

what could be using

diagrammatic visual representation reasoning.

Diagrams typically have a causal structure. For instance, if we draw a horizontal line, there is instantly an “above” and a “below” the line. A coordinate system provides us with four quadrants, and furthermore, it can be scaled from low to high on each axis. Labelling axis meaningfully and then plotting the world as we currently understand is the first step is a visual diagrammatic reasoning process. The next step is then to explore “what if ” questions by thinking about what it would take and what the consequences would be by mining an element from one place to another.

Abstractness vs GranularityAbstractness vs. GranularityHigh

S t D iQ i M d l System DynamicsQueuing Model

Value Chain Analysis

AC

TNES

S Value Chain Analysis

Process ModelFunctional Model

AB

STR

A Process Model

Service Blueprinting

Physical Description Service JourneyLow

p g

GRANULARITY CoarseGranular

Low

Decision Tree for Model SSelection

Granular Physical ModelGranular Physical ModelFunctional Model

Concrete

Coarse Service JourneyService Blueprinting

Concrete

Granular

Service Blueprinting

Queuing ModelAbstract SOAAbstract SOA

Coarse System DynamicsValue Chain Analysis

Glushko.

http://people.ischool.berkeley.edu/~glushko/glushko_files/Frontiers2010-Glushko.pdf

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Service: Analysis

Figure 1. The Seven Design Contexts: Derivational and Compositional Rela-tionships

R.J. Glushko 236

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Service: Analysis

Figure 1. The Seven Design Contexts: Derivational and Compositional Rela-tionships

R.J. Glushko 236

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Service Taxonomy: Channel Characteristics

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6/20/2011

12

Seven Contexts Framework

Seven Contexts in Banking

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Christopher H. Lovelock

The diversity of the service sector makes it diffi-cult to come up with managerially useful gener-alizations concerning marketing practice in serviceorganizations. This article argues for a focus onspecific categories of services and proposes fiveschemes for classifying services in ways that tran-scend narrow industry boundaries. In each in-stance insights are offered into how the nature ofthe service might affect the marketing task.

ClassifyingServices toGain StrategicMarketingInsights

Introduction

DEVELOPING professional skills in marketingmanagement requires the ability to look across a

broad cross-section of marketing situations, to under-stand their differences and commonalities, and toidentify appropriate marketing strategies in each in-stance. In the manufacturing sector many experiencedmarketers have worked for a variety of companies inseveral different industries, often including both con-sumer goods and industrial firms. As a result, theyhave a perspective that transcends narrow industryboundaries.

But exposure to marketing problems and strategiesin different industries is still quite rare among man-agers in the service sector. Not only is the concept ofa formalized marketing function still relatively new tomost service firms, but service industries have his-torically been somewhat inbred. The majority of rail-road managers, for instance, have spent their entireworking lives within the railroad industry—even withina single company. Most hoteliers have grown up inthe hotel industry. And most hospital or college ad-

Christopher H. Lovelock is an Associate Professor at Harvard BusinessSchool.

ministrators have remained within the confmes of healthcare or higher education, respectively. The net resultof such narrow exposure is that it restricts a manager'sability to identify and learn from the experience oforganizations facing parallel situations in other ser-vice industries—and, of course, from marketing ex-perience in the manufacturing sector. Conversely,marketers from the manufacturing sector who take po-sitions in service businesses often find that their pastexperience has not prepared them well for working onsome of the problems that regularly challenge servicemarketers (Knisely 1979, Lovelock 1981, Shostack1977).

This article argues that development of greater so-phistication in services marketing will be aided if wecan find new ways to group services other than bycurrent industry classifications. A more useful ap-proach may be to segment services into clusters thatshare certain relevant marketing characteristics—suchas the nature of the relationship between the serviceorganization and its customers or patterns of demandrelative to supply—and then to examine the impli-cations for marketing action.

After briefly reviewing the value of classificationschemes in marketing, the article summarizes pastproposals for classifying services. This is followed bypresentation and discussion of five classification

Journal of MarketingVol. 47 (Summer 1983), 9-20. Classifying Services to Gain Strategic Marketing Insights / 9

Service Topologies

Classifying services to gain strategic market insights.

C.H. Lovelock

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Topologies allows for qualitative inquiries and investigations of services. Hereby it becomes possible to drive service innovation by seeing similarities and differences in formal topological service spaces.

Service Characteristics

Typologies Service Design

Inseparability -Relationship with customers -Method of delivery

• Users as sources and not as problems • Co-design approaches • Collaborative services • Rethink the organisation. • Holistic approach

Perishability Supply/Demand • Replication strategies • Distributed and interconnected service

solutions • Enabling platforms

Intangibility The nature of the service act

• ‘Evidencing’ the service offering and service experience

• Making the intangible tangible - Dive into the customers world Æ design

methods - The choreography of experience

Heterogeneity Customization Customisation and modular service architecture

Why Topologies? Inseparability Relationship with customers

Perishability Supply/demand

Intangibility Nature of service act

Heterogeneity Customisation

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Inseparability

Tangibility

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Who Is the Service Focused on - Humans or Things?

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Understanding the Nature of the Service Act

Who or What is the Direct Recipient of the Service?

People Things What is the Nature of the Service Act?

Tangible Actions

Intangible Actions

Service directed at people’s bodies

Service directed at people’s minds

Service directed at goods and other physical possessions

Service directed at intangible assets

3

Evidencing the service offering and service experience

Making the intangible tangible

Dematerialization as an innovation driver

Services cannot be seen, felt, tasted or touched in the same manner in which goods can

Energy

Disney

Intangibility

• The intangibility of services is what primarily differentiates a service from a product.

• Intangibility poses a challenge to those marketing a service, as they often need to give tangible proof for the quality of service.

• Buying services are risky for the customer; hence, providing adequate tangible proof of good service ensures repeat customers.

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What is the product/service relationship? How could you ‘dematerialised’ your service?Æ new opportunities? How is “materialized” your service in each user interaction? Before-during-after > Use the blueprint

Pure material goods - offer is made only by tangible goods (product) that isn’t accompanied by any service - e.g. soap, toothpaste, salt. Predominant material goods with accompanying services - offer consists primarily of a product that is accompanied by a minor service (or retail services) - e.g. car accompanies services. Hybrid - offer is made equally by products and services - e.g. high-end restaurant offers not only excellent food but also perfect service, music, bar and other facilities. Predominant service with accompanying goods - the essence of offer is a service, accompanied by minor goods - e.g. basis of air transport is a service (transportation) accompanied by food, beverage, newspaper and magazines, film screenings, etc. Pure service - offer is made only by services - e.g. psychotherapy, massages, babysitting. Philip Kotler and Kevin Lane Keller

Intangibility

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Who Is the Relation - Formal or Informal?

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1

Relationship of user participation with value to the service

Important for the service to work

It doesn’t matter

low high

unaware

co-production consumption

aware

Added value

Users as sources and not as problems

Co-design approaches

Collaborative services

Most services require the presence of customers for the production of services

Self service

Amazon

Inseparability / Simultaneity

• The inseparability of services makes it difficult to separate a service from the service provider.

• The production and consumption of a service can occur simultaneously, making it impossible to produce and store a service prior to consumption.

• People are a defining factor in a service delivery process, since a service is inseparable from the person providing it.

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Method of Service Delivery

Availability of Service Outlets

Single site Multiple sets Nature of Interaction

Customers goes to service organisation

Service Organisation comes to customers

Customer and Service Organisation Transact at Arm’s Length

Who is the supplier and the customer? -Business to Business -Business to Customers -Government to Citizens -Poeple to Poeple

Relationship with customers

Type of relationships between the service organisation and its customers

”Membership” No formal realationship Nature of the Service Delivery

Continuous delivery of the service

Direct transactions

Service Delivery and Customer Relation

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Are Services Adapted - Generic or Individualised?

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Customization in Service Delivery

Extent to which Service Characteristics are Customized

High Low Personnel ”power” to meet customers needs

High

Low

4

Services as situated actions

Design the conditions for possible behaviors and interactions to emerge

Customization and modular service architecture

The quality of the performance may vary from time to time, depending on the situation and service participants

Doctor

McDonalds

Heterogeneity

• While products can be homogeneous and mass produced, the same is not true of services.

• Many services regarded as heterogeneous are typically modified for each consumer or situation.

• Despite the heterogeneity of service quality, It is the quality of the service that will essentially set two competing firms with similar products and services apart.

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Service Demand - Fluctuated or Focused?

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Frequency of use and the market

Low High Frequency (for one user)

Amount of users (expected to use the service) 2

Replication strategies

Distributed and interconnected service solutions

Enabling platforms

Cultural diversity

Most services can’t be stored and therefore depend upon the ability to balance and synchronize demand with supply capacity AirBNB

Hotel

Perishability

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Service Offering - Physically Bound or Omnipresent?

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How is the frequency of use of your service for a single user? How could you balance the demand with supply? Take into account: time, labour, equipment and infrastructure.

What is the Nature of Demand for the Service Relative to Supply?

Extent of Demand Fluctuations over Time

Wide Narrow

Extent to Which Supply is Contrained

Peak demand can be met without delay

Peak demand can exceed capacity

Perishability: The service is realised in the moment of use

• Services cannot be stored, saved, returned or resold once they have been used.

• When the service has been completely rendered, this particular service irreversibly vanishes as it has been consumed by the consumer.

• The relevant resources, processes, and systems of a service are assigned for delivery during a definite period in time.

• Perishability can affect company performance as balancing supply and demand is very difficult.

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6. service blueprints - designpsykologi

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