transforming your organization through service innovations

SINGAPORE SERVICE

ACADEMY Creating World Class Cultures of Service Excellence

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www.SingaporeServiceAcademy.com

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STEP V !!!

TRANSFORMING YOUR ORGANIZATION THROUGH

SERVICE INNOVATIONS

- Renewing Your Organization’s Service Value

Proposition Copyright 2011 DifferWorld Pte Ltd All Rights Reserved

!www.SingaporeServiceAcademy.com

CONTEXTUALIZATION !

!



The Creator & Your Facilitator -

Mr. Manoj Sharma !Manoj Sharma is the Founder and Chief Facilitator of the Singapore Service Academy. Over the last 10 years, Mr. Sharma has paid special attention to how Top Notch Organizations Create World Class Cultures of Service Excellence.

He has synthesized the key learnings and best practices of these World Class Service organizations and developed a Culture of Service Excellence framework which is being adopted by some of the most forward looking companies around.

He has been invited by numerous Ministries, Statutory Boards, Organs of State and MNCs to assist them Create a World Class Culture of Service Excellence and is slowly and surely making an impact in the appreciation of Service both Singapore and globally.

To date, Mr. Sharma has extensively worked with tier one organizations and leaders from various industries, across Asia, Europe, Oceania, The Americas and The Middle East. As such he brings with him a truly global perspective with an intimate appreciation of local challenges.

To date Manoj has worked with more than 80,000 individuals globally, from senior leaders onwards, across diverse industries and has professionally coached more than 700 people.



What Do We Do?



How Do We Do It?



• Rate Your Experience Technology • Brand Audits • Mystery Shopping • Focus Groups • Customer Satisfaction Surveys • Employee Satisfaction Surveys • Industry & Organization Benchmarking • Compliance Checks • Reward & Recognitions Services

Measure Your Customers’ Experience

STEP V !TRANSFORMING YOUR

ORGANIZATION THROUGH SERVICE

INNOVATIONS !(RENEWING YOUR ORGANIZATION)

1) Gain Intelligence



2)Fully

Customized

InitiativesInvest Wisely



!!!CREATING YOUR WORLD CLASS CULTURE OF SERVICE EXCELLENCE !!(DESIGNING YOUR STRATEGIC SERVICE FRAMEWORK & ROADMAP)



STEP I !

AWAKENING THE HEART OF SERVICE EXCELLENCE ACROSS YOUR ORGANIZATION !

(A MIND SETS SHIFTING EXPERIENCE)

!!!AWAKENING THE HEART OF SERVICE EXCELLENCE ACROSS YOUR ORGANIZATION !!(A MIND SETS SHIFTING EXPERIENCE)



!!!DEVELOPING THE ART OF SERVICE EXCELLENCE ACROSS YOUR ORGANIZATION !!(A SKILL SETS ENHANCING EXPERIENCE)



!!!EVOLVING THE CRAFT OF SERVICE EXCELLENCE ACROSS YOUR ORGANIZATION !!(A BUSINESS SETS REFINING EXPERIENCE)



!!!SUSTAINING THE REWARDS OF SERVICE EXCELLENCE ACROSS YOUR ORGANIZATION !!(COACHING SERVICE CHAMPIONS WHO CATALYZE HIGHER SERVICE STANDARDS)



!!!TRANSFORMING YOUR ORGANIZATION THROUGH SERVICE INNOVATIONS !!(RENEWING YOUR ORGANIZATION’S SERVICE VALUE PROPOSITIONS)




Remeasure Your

Customers’ Experience

STEP V !TRANSFORMING YOUR

ORGANIZATION THROUGH SERVICE

INNOVATIONS !(RENEWING YOUR ORGANIZATION)

3) Show ROI




Measure Your Customers’ Experience

1

3

STEP III !EVOLVING THE CRAFT

OF SERVICE EXCELLENCE ACROSS YOUR ORGANIZATION !

(A BUSINESS SETS SHIFTING EXPERIENCE)

CREATING YOUR

WORLD CLASS

CULTURE OF

SERVICE EXCELLENCE

!(DESIGNING YOUR

STRATEGIC SERVICE

FRAMEWORK &

ROADMAP)

Service

Excellen

ce Keynotes

Service

Thought Provokers

Service

+ Social M

edia

2!DEVELOPING THE ART OF SERVICE EXCELLENCE (A SKILL SETS ENHANCING EXPERIENCE)

!EVOLVING THE CRAFT OF SERVICE EXCELLENCE !(A BUSINESS SETS REFINING EXPERIENCE)

SUSTAINING THE REWARDS OF SERVICE EXCELLENCE !(COACHING SERVICE CHAMPIONS)

!AWAKENING THE HEART OF SERVICE EXCELLENCE !(A MIND SETS SHIFTING EXPERIENCE)

!TRANSFORMING YOUR ORGANIZATION THROUGH SERVICE INNOVATIONS !(RENEWING YOUR ORGANIZATION)

I

II

III

IV

V



INTRODUCTION !

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"Your Customers are Demanding MORE from you. Service Innovations are the

Solutions to your Problems." -

Manoj Sharma



To benefit from service innovations, your organization needs to create NEW breakthrough service value propositions. Come explore the emerging world of often overlooked service innovations and solve your major service problems with greater efficiency than ever before.



Also, through this initiative, get ready to truthfully examine your organization’s real challenges, discuss the issues behind the issue and ultimately come up with real workable service innovations. !

The end benefit for you and your organization will be not just to discover the 5 key service innovations dimensions, but to come up a service innovations framework and to continuously benefit from it.



What You Will DiscoverPart 1 - The Real Challenges Organizations Are Facing Today

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Part 2 - The 5 Key Dimensions Of Service Innovations

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Part 3 - The Design Thinking Approach To Service Innovations

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Part 4 - Creating Your New Service Dimensions Framework



How It Is ConductedThis life changing and perspective shaping initiative is expertly run as a series of …

• Engaging Dialogues • Interactive games & exercises • Thought provoking debriefs • Open questions & answer sessions • Reflection time-outs • Relevant case studies • Enriching assignments



Part 1 !

The Real Challenges Organizations Are Facing

TodayCopyright 2011 DifferWorld Pte Ltd All Rights Reserved


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"Your Customers are Demanding MORE & MORE from you than ever before and

there seems to be no end in sight."

- Manoj Sharma



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DISCOVERING THE TRUE ISSUE BEHIND THE ISSUE

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Why?

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EXPLORING WHAT IS SERVICE INNOVATIONS

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!

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"Service Innovations are innovations in offerings that

improve your Customers’ Experience."

- Manoj Sharma



"Service Innovations are distinct from innovations in products or technologies.

However Service Innovations often (but not always) require technological innovations "

- Manoj Sharma



!

"Service Innovations start with first intelligently Measuring

Your Customers’ Experience." -

Manoj Sharma



!

"The idea behind Measuring Your Customers’ Experience is to get a

full appreciation of your customers’ qualitative and quantitative

experience." -

Manoj Sharma



!

!

"Through Measuring Your Customers’ Experience you will be able to identify, from

your customers’ point of view what your strengths & weaknesses are; how you can

better serve your customers’ needs and thus gain further competitive advantages."

- Manoj Sharma



!!

"Thereafter you can re-orientate your organization’s... !

People Products / Services / Ideas

Places (Physical & Virtual Environment) Processes, Procedures & Policies

Philosophy !

...towards enhancing your customers and potential customers experience further still."

- Manoj Sharma



!

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"The Ultimate Purpose of Service Innovations, is to better Serve your customers and potential customers, through Innovations, based on their articulated and unarticulated needs, wants and

desires.” -

Manoj Sharma



!

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"When we are engaging in Service Innovations, we are looking for the new or

the improved that enhances the customers’ experience.”!

- !Manoj Sharma



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WHY SERVICE INNOVATIONS MATTER

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The tertiary sector of the economy (also known as the service sector or the service industry) is one of the three economic sectors, the others being the secondary sector (approximately the same as manufacturing) and the primary sector (agriculture, fishing, and extraction such as mining). !

The service sector consists of the "soft" parts of the economy, i.e. activities where people offer their knowledge and time to improve productivity, performance, potential, and sustainability. The basic characteristic of this sector is the production of services instead of end products. Services (also known as "intangible goods") include attention, advice, experience, and discussion. The production of information is generally also regarded as a service, but some economists now attribute it to a fourth sector, the quaternary sector.

Source: Wikipedia Copyright 2011 DifferWorld Pte Ltd All Rights Reserved


The tertiary sector of industry involves the provision of services to other businesses as well as final consumers. Services may involve the transport, distribution and sale of goods from producer to a consumer, as may happen in wholesaling and retailing, or may involve the provision of a service, such as in pest control or entertainment. The goods may be transformed in the process of providing the service, as happens in the restaurant industry. !However, the focus is on people interacting with people and serving the customer rather than transforming physical goods. !

For the last 30 years, there has been a substantial shift from the primary and secondary sectors to the tertiary sector in industrialised countries. This shift is called tertiarisation. The tertiary sector is now the largest sector of the economy in the Western world, and is also the fastest-growing sector.



The Service Sector!

Government Healthcare Hospitals Public Health Waste Disposal Education Banking Insurance Financial Services Legal Services Consulting News Media Hospitality - Restaurants, Hotels, Casinos, Tourism, Retail Real Estate Sales and more



Are Products Becoming Services?

!The term service economy refers to a model wherein as much economic activity as possible is treated as a service. For example, IBM treats its business as a service business. Although it still manufactures high-end computers, it treats the physical goods as a small part of the "business solutions" industry, and has found that the price elasticity of demand for "business solutions" is much less than that for hardware. !There has been a corresponding shift to a subscription pricing model. Rather than receiving a single payment for a piece of manufactured equipment, many manufacturers are now receiving a steady stream of revenue for ongoing contracts.

!



Are Products Becoming Services?!Another example is the banking industry, which has gone through enormous changes in recent years. Using information and communication technology, banks have vastly reduced the number of staff they need. Many banks and building societies have merged to form much “leaner” businesses capable of extracting more profit from a wider customer base.



From 3rd to 1st World!Economies tend to follow a developmental progression that takes them from a heavy reliance on agriculture and mining, toward the development of manufacturing (e.g. automobiles, textiles, shipbuilding, steel) and finally toward a more service-based structure. !The first economy to follow this path in the modern world was the United Kingdom. The speed at which other economies have made the transition to service-based (or "post-industrial") economies has increased over time.



The Intangibility Issue!Service providers face obstacles selling services that goods-sellers rarely face. Services are not tangible, making it difficult for potential customers to understand what they will receive and what value it will hold for them. Indeed some... ...offer no guarantees of the value for price paid.

!Since the quality of most services depends largely on the quality of the individuals providing the services, it is true that "people costs" are a high component of service costs.

!Whereas a manufacturer may use technology, simplification, and other techniques to lower the cost of goods sold, the service provider often faces an unrelenting pattern of increasing costs. !Differentiation is often difficult. For example, how does one choose one investment adviser over another, since they often seem to provide identical services? Charging a premium for services is usually an option only for the most established firms, who charge extra based upon brand recognition.



Rapid Rate Of Change”Today's business leader has seen more change in the last 10 years than in the previous 90. More than ever, global businesses need innovative solutions that will help them navigate tomorrow's challenges.”

Source: Singapore Economic Development Board 2011 Copyright 2011 DifferWorld Pte Ltd All Rights Reserved


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STEP V !


SERVICE INNOVATIONS




Part 2 !

The 5 Key Dimensions Of Service Innovations



The 5 Key Dimensions of Service Innovations

• The Philosophy Dimension

• The Places (Physical & Virtual Environment) Dimension

• The Processes, Procedures & Policies Dimension

• The Product / Services / Ideas Dimension

• The People Dimension



The Philosophy DimensionWhen rating the PHILOSOPHY dimension, ask yourself…

!1) Was There Congruency Between Their People, Products, Services & Ideas, Processes, Procedures & Policies, Places (Physical & Virtual Environment)?

!2) Was there Congruency between the Organization’s Branding, Advertising, Marketing, Public Relations and your Overall Experience?

!3) Was your Overall Experience aligned with the Organization’s Values?

!4) Are You Likely To Go Back And Experience This Organization Again?

!5) Would You Recommend Others To Engage This Organization?



The Places (Physical & Virtual Environment) DimensionWhen rating the PLACES (PHYSICAL & VIRTUAL ENVIRONMENT) dimension, ask yourself…

!1) Was The Physical Environment Inviting & Aesthetically Appealing?

!2) Was The Physical Environment Designed For Your Convenience And Comfortable To Be In?

!3) Was The Virtual Environment Easy To Access, Well Laid Out And Simple To Get Around?

!4) Was The Content In The Virtual Environment Up-To-Date, Accurate & Relevant?



The Processes, Procedures & Policies DimensionWhen rating the PROCESSES, PROCEDURES & POLICIES dimension, ask yourself…

!1) Were Their Processes Clear and Relevant?

!2) Were Their Procedures Efficient and Effective?

!3) Were Their Policies Customized and Flexible?



The Product / Services / Ideas Dimension When rating the PRODUCTS / SERVICES / IDEAS dimension, ask yourself…

!1) Did You Get Ample Choice Of Products And/Or Services And/Or Ideas?

!2) Did You Have The Option Of Customizing The Products And/Or Services And/Or Ideas To Meet Your Specific Needs?

!3) Did The Products And/Or Services And/Or Ideas Work As Promised?

!4) Did The Products And/Or Services And/Or Ideas Ultimately Meet Your Needs?



The People DimensionWhen rating the PEOPLE dimension, ask yourself…

!1) Were The People You Interacted With Professional – Did They Make You Feel Valuable, Were They Knowledgeable & Competent At Their Job?

!2) Were The People You Interacted With Personable – Were They Welcoming, Warm, Friendly & Likable?

!3) The People You Interacted With Problem Solving – Were They Willing To Assist You, Address Your Challenge & Find A Solution?



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“Experiencing The 5 Dimensions From A Customers’

Experience Perspective” Exercise

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STEP V !


SERVICE INNOVATIONS




Part 3 !

The Design Thinking Approach To Service Innovations



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“Experiencing The 5 Dimensions From A Customers’

Experience Perspective” Exercise

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• The People Dimension - The Ritz Carlton ! • The Product / Services / Ideas Dimension - Apple • The Processes, Procedures & Policies Dimension - SIA ! • The Places Dimension - Burberry ! • The Philosophy Dimension - Disneyland



Examples of Innovations in The People Dimension

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Examples of Innovations in The Product / Services / Ideas Dimension

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Examples of Innovations in The Processes, Procedures & Policies Dimension

• http://4food.com



Examples of Innovations in the Places Dimension

• http://www.youtube.com/watch?v=2ZjWwlzRYBM !!



Examples of Innovations in the Philosophy Dimension

•




• The People Dimension - The Ritz Carlton ! • The Product / Services / Ideas Dimension - Apple • The Processes, Procedures & Policies Dimension - SIA ! • The Places Dimension - Burberry ! • The Philosophy Dimension - Disneyland



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WHAT IS DESIGN THINKING

? !

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Design Thinking refers to the methods and processes for investigating ill-defined problems, acquiring information, analyzing knowledge, and proposing solutions in the design and planning fields. !

As a style of thinking, it is generally considered the ability to combine empathy for the context of a problem, creativity in the generation of insights and solutions, and rationality to analyze and fit solutions to the context.

!While design thinking has become part of the popular lexicon in contemporary design and engineering practice, as well as business and management, its broader use in describing a particular style of creative thinking-in-action is having an increasing influence on twenty-first century education across disciplines.



Currently, there is a momentum to create awareness about design thinking among designers and other professions by teaching design thinking in higher education. !The premise is that by knowing about the process and the methods that designers use to ideate, and by understanding how designers approach problems to try and solve them, individuals and businesses will be better able to connect with and invigorate their ideation processes in order to take innovation to a higher level. !The hope is to create a competitive advantage in today’s global economy.



While in retrospect much design activity of the 20th century (and earlier) can be considered "design thinking," the term first emerged prominently in the 1980s with the rise of human centered design. !The notion of design as a "way of thinking" can be traced in the sciences to Herbert Simon’s 1969 book The Sciences of the Artificial, and more specifically in design engineering to Robert McKim's 1973 book Experiences in Visual Thinking. !Rolf Faste expanded McKim's work in the 80s and 90s in his teaching at Stanford defining and popularizing the idea of "design thinking" as a way of creative action that was adapted for business purposes by IDEO through his colleague David M.Kelley. Peter Rowe's 1987 book Design Thinking was the first noteworthy usage of the term in the literature on design, providing a systematic account of problem solving procedures used by architects and urban planners.



The 1992 article by Richard Buchanan titled "Wicked Problems in Design Thinking" expressed a broader view of design thinking that has been highly influential with regard to addressing intractable human concerns through design. !Today there is considerable academic and business interest in understanding design thinking and design cognition, including an ongoing series of symposia on research in design thinking.



Design thinking is a methodology for practical, creative resolution of problems or issues that looks for an improved future result. In this regard it is a form of solution-based, or solution-focused thinking that starts with the goal or what is meant to be achieved instead of starting with a certain problem. !

Then, by focusing on the present and the future, the parameters of the problem and the resolutions are explored, simultaneously.

!The design way of problem solving starts with a solution in order to start to define enough of the parameters to optimize the path to the goal. The solution, then, is actually the starting point.



For example, a client might come to an architect’s firm after having seen one of the houses they built. Having bought the perfect piece of land, the client may ask for the same “perfect” house. !

The architect then has a solution as a starting point to flesh out the many parameters (of site slope, facing, views, familial needs, future needs, etc.) in order to create new resolutions within the original scope for the considerations of this new client, new site, needs, wants, codes, etc.



Unlike analytical thinking, design thinking is a creative process based around the "building up" of ideas. !

There are no judgments early on in design thinking. This eliminates the fear of failure and encourages maximum input and participation in the ideation and prototype phases. Outside of the box thinking is encouraged in these earlier processes since this can often lead to creative solutions.

!An example of a design thinking process could have seven stages: define, research, ideate, prototype, choose, implement, and learn. !Within these seven steps, problems can be framed, the right questions can be asked, more ideas can be created, and the best answers can be chosen. The steps aren't linear; they can occur simultaneously and can be repeated.



Define !

Decide what issue you are trying to resolve. !Agree on who the audience is. !Prioritize this project in terms of urgency. !Determine what will make this project successful. !Establish a glossary of terms.



Research !

Review the history of the issue; remember any existing obstacles. !Collect examples of other attempts to solve the same issue. !Note the project supporters, investors, and critics. !Talk to your end-users, that brings you the most fruitful ideas for later design. !Take into account thought leaders' opinions.



Ideation !■ Identify the needs and motivations of your end-users. !

■ Generate as many ideas as possible to serve these identified needs. !

■ Log your brainstorming session. !

■ Do not judge or debate ideas. !

■ During brainstorming, have one conversation at a time.



Prototype !

Combine, expand, and refine ideas. !Create multiple drafts. !Seek feedback from a diverse group of people, include your end users. !Present a selection of ideas to the client. !Reserve judgment and maintain neutrality. !Create and present actual working prototype(s)

M



Objectives !

Review the objective. !Set aside emotion and ownership of ideas. !Avoid consensus thinking. !Remember: the most practical solution isn't always the best. !Select the powerful ideas.



Implement !■ Review the objective. !

■ Set aside emotion and ownership of ideas. !

■ Avoid consensus thinking. !

■ Remember: the most practical solution isn't always the best. !

■ Make task descriptions & Plan tasks. !

■ Determine resources & Assign tasks. !

■ Execute & Deliver to client.



Learn !■ Gather feedback from the consumer. !

■ Determine if the solution met its goals. !

■ Discuss what could be improved. !

■ Measure success; collect data. !

■ Document.



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DESIGN THINKING CASE STUDY

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Mayo Clinic Centre For Innovation

Transforming the Experience and Delivery of Health Care !

The Mayo Clinic Center for Innovation (CFI) is using a patient-centered focus to transform the experience and delivery of health care for patients everywhere. The CFI team develops ground-breaking solutions and facilitates the application of these discoveries in the practice of medicine.



The mission of the Mayo Clinic Center for Innovation (CFI) is to transform the experience and delivery of health care. !

GOALS !

Understand Human Needs ◦ Focus on the human experience to identify needs and design services, products and

business models to meet those needs Innovate Care Delivery ◦ Accessible, Affordable, Value-driven

Foster Open Collaboration ◦ Enable an environment of open innovation by collaborating internally and

externally Generate Economic Value ◦ Demonstrate financial return from sustainable delivery models, services and

products



APPROACH !

The CFI approaches its work with a ‘think big, start small and move fast’ philosophy. !

Connect – Bringing people together inside and outside of Mayo Clinic in new ways Design – Identifying opportunities and realize solutions that will transform care delivery and experience Enable – Facilitating and accelerating the pace of innovation across Mayo Clinic



What We Do !

To design clinical experiences that meet patients' needs, Mayo Clinic must understand those needs. The Center for Innovation (CFI) uses a defined methodology to bring discipline and focus to the work of innovation. !Housed on the 16th floor of the Gonda and Mayo buildings, the center is like a giant incubator — a space for nurturing new ideas, enabling them to grow, mature and evolve until they are ready for the patient. !The center has developed an in-house lab, the Design Research Studio. Not only do we observe patients, interview families, and conduct traditional consumer research, but we also visualize, model, prototype and test possible health care delivery solutions, creating innovations that will transform health care delivery.



"Design thinking," originally coined for consumer product design specialists, has been recognized as an essential mental process in accelerating and promoting innovation. Design thinking essentially brings together observation and imagination. !

Design thinking is a creative, problem-solving approach that CFI uses to improve consumer health care experience and delivery. The term characterizes a problem-solving approach that goes beyond process analysis or quality improvement. In a recent Harvard Business Review article, Tim Brown, CEO of the design consultancy IDEO, said: !"Design thinking can be described as a discipline that uses the designer's sensibility and methods to match people's needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity."



These sensibilities could include empathy, creativity, ambidextrous thinking, systems thinking, a human-centered focus, and deep curiosity about the world. !

Design methods include ethnographic and observational techniques, visualization, prototyping, sketching, storytelling, brainstorming, and so on. !Design thinking is a perfect fit with Mayo's values — a human-centered focus (our patient), curiosity (our research enterprise is one of the largest in medicine), and a culture of teamwork.



A NEW WAY TO SEE PATIENTS – JACK AND JILL ROOMS !

Exam rooms at Mayo Clinic have remained virtually unchanged in 100 years despite significant changes in physician-patient interaction, tools, technology and processes. !Other the last few years the Center for Innovation has partnered with the Division of General Internal Medicine and the Department of Facilities to codevelop the first new major room innovation at Mayo Clinic in almost a century. The secret was an active experimentation process in which new ideas were iterated and tested in the outpatient laboratory, a unique clinical space where real patients see real physicians.



The rooms, called Jack and Jill rooms, were born from the observation that only a small part of a clinical visit involves a physical exam; yet the rooms are dominated by the tools needed for that activity. As a consequence, it is difficult to create the kind of collaborative communication spaces that would benefit today’s clinical encounters.



The Jack and Jill rooms solve this problem by separating the exam space from the conversation space. Two conversation rooms are located on either side of an exam space with internal doors. Benefits of the new room design have been seen across the practice. Patients see their needs shaping care delivery. !

Physicians like having a place to talk to patients where they can see the monitor and include family members. Physicians also found that having an exam room without the couch desk allowed the bed and tools to be rearranged, making the physical exam easier for them. And the increase in conversation rooms allows for more patient visits.



More ExamplesAirport runway space – landing planes is a classic service that is intangible and jointly produced by air traffic control and the service users (airline carriers). Despite runways having been ‘full’ for many years, year after year major airports continue to increase capacity. This has been achieved by ongoing innovations including improved efficiency in ground operations, greater co-ordination between relevant actors and developments in technology that have facilitated safer spacing of landing times. Much of this has been achieved without additional runways being built.



More ExamplesFinancial Services - many banks now offer a whole range of services online, facilitated by ICT, and recently there have been developments such as Open Plan – which is a process/business model innovation introduced by the Woolwich that enables customers to access and link all their financial holdings (savings and current accounts, mortgage, etc.) through one portal. Open Plan customers can use both traditional methods of communication such as branches and automated teller machines, and more recent channels such as telephone call centres, internet and digital television.



More ExamplesAir Flights - while the core offer of airlines remains transport between destinations there has been considerable innovation in this area, for example: !Low-fare carriers (e.g. Ryanair, EasyJet) have transformed the airline industry and the travel industry in general. This business model innovation emerged in Europe from the deregulation of European airspace in the 1990s15; similar models such as that operated by South West were already operating in the US. !Virgin Atlantic recognised the complete customer journey involved in business class flights to the US and innovated at every step, from pre-flight pick up to post-flight refreshment (e.g. beauty salons at the lounge) – focusing on the experience of the active user. !



More ExamplesRetail – there have been many innovations in retail services, but perhaps one of the most pervasive has been through use of bar codes. The introduction of bar code scanners linked to information and communication technology has transformed retail. It required retailers to undertake several non- technological changes (e.g. changes to distribution networks, delivery procedures, etc) to take full advantage of the new technology (e.g. more efficient inventory management, measuring the effect of promotions, etc). !!



!

THE IMAGINEERING

WORKSHOP !

!



Use Design Thinking to Transform... !

1) The Hotel Experience !2) The F&B Experience !3) The Retail Experience

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STEP V !


SERVICE INNOVATIONS




Part 4 !

Creating Your New Services Dimensions Framework



!

HAVE YOU BEEN LOOKING AT YOUR ORGANIZATION

AS A DESIGN ?



NOW, What Are Your Insights About Your

Organization From An Imagineering Perspective?



Creating Your New Services Dimensions Framework

• Measuring Your Customers’ Experience !• Identifying Your Service Innovations Problems !• Identifying Your Service Innovations Solutions !• Creating Your Service Innovations Dimensions !• Embarking On Your Service Innovations Journey !• Profiting from Service Innovations !• Measuring Your Customers’ Experience



!

STEP V !


SERVICE INNOVATIONS




THANK YOU



Contact Us



• Manoj Sharma

• [email protected]

• +65 9788 8866

• Andy Tay


• +65 9366 4980

• Kelvin Chan


• +65 6338 5669

transforming your organization through service innovations

Documents

differworld pte

service innovations

appreciation of service

singapore service academy

manoj sharma

notch organizations

date manoj

chief facilitator