To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Richard Ekelman, Founder of the Service Experience Academy will lead this 1-hour talk. He will explore what service design is a discipline and toolkit when building understanding, co-creating innovation, and evolving organizational culture. Service design is uniquely equipped to handle the complexities and pitfalls of innovation, and this talk will cover not only the core thinking and principles but how those principles have practical application in any organization. Additionally, Rich discusses the overlaps and distinctions between service design and other disciplines such as six sigma, user experience, customer experience, and product design. The goal of this webinare was to provide participants with a foundational understanding of service design that will enable them to build confidence in their ability to discuss and experiment with service design in their own work.
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
2. Richard Ekelman
Founder, The Service Experience Academy
Service Experience Chicago
Co-Founder & Director 2013 - 2016
External & Internal Service Designer
Accenture, Slalom, Walgreens, Aetna
MFA Service Design
Savannah College of Art & Design
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5. Everyone knows their
part of the elephant.
It is impossible to design a system you
can completely see and measure.
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6. “Channels” reflect
companies. Not people.
These are contrived boundaries created
by how organizations divide their labor
and not how people conceive a brand.
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7. Co-created services
save money, reduce
risk, & build value.
Understanding the people that deliver
and consume a service allows an
organization to tailor their offerings.
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10. Competing on service requires
a service-aligned organization.
Competing on price or features creates organizations
that are disconnected from customers and siloed
from each other.
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12. S-D Logic
Service-Dominant (S-D) Logic is a mindset that organizations,
markets, and society are fundamentally concerned with
exchange of service—the applications of competences
(knowledge and skills) for the benefit of all parties involved.
According to S-D Logic, all of marketing needs to break free
from the goods and manufacturing-based model—that is,
goods-dominant (G-D) logic. S-D logic embraces concepts
of the value-in-use and co-creation of value rather than the
value-in-exchange and embedded-value concepts of G-D logic.
Vargo & Lusch, 2004
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13. S-D Logic Axioms
1. Service is the fundamental basis of exchange.
2. Value is co-created by multiple actors, always including the beneficiary.
3. All social and economic actors are resource integrators.
4. Value is always uniquely and phenomenologically determined.
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14. Parts of a Service
CORE SERVICE
The core way an organization creates value.
ENABLING SERVICES
Processes, training, and resources enabling the core.
ENHANCING SERVICES
Processes and partnerships that extend delight.
SERVICE RECOVERY
Processes that seek to salvage and repair.
Core
Enabling
Enhancing
Recovery
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15. 5Ps of Service Design
PEOPLE
Employees and customers that deliver and
exchange value across the moments of a service.
PLACE
The physical space or the virtual environment
through which the service is delivered.
PROCESS
Processes connect the front and back stages of
how a service is performed.
PROPS
The objects and the collateral used to produce the
service encounter (forms, products, signs, etc.).
PARTNERSHIP
Other businesses or entities that help to produce
or enhance the service encounter.
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23. Trunk Club
CORE SERVICE
1 on 1 fashion advice and clothing services.
ENABLING SERVICES
Supply partnerships, stylists, space, inventory system,
& stylist training program.
ENHANCING SERVICES
Premium drinks in-store, custom tailoring services,
look board (App.), handwritten notes from stylist.
SERVICE RECOVERY
Call from the VP of Member Experience, follow-up
emails from the stylist from each service encounter.
Core
Enabling
Enhancing
Recovery
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25. Service System: Trunk Club
Front stage Enabling Processes Delivery/EvidenceService Encounter
26. Some of this will look similar
Capabilities & Distinctions
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27. Core Capabilities of a Service Designer
The
Researcher
The
Strategist
The
Designer
Robert Bau, 2012
Identifying &
Overcoming
Innovation
Roadblocks
Generating,
Screening &
Visualizing Ideas
Developing
Viable Strategies
& Plans
Identifying
Opportunities
& Re-framing
Problems
Developing,
Prototyping
& Validating
Concepts
Understanding
Complex
Systems &
Problems
Understanding
People
Understanding
& Envisioning
the Future
Facilitating the
Collaborative
Process
28. Service Design borrows from everything
and everyone to solve problems.
We seek to find the right mix of
technology and processes needed to
create the most value in the simplest
manor possible.
Inherent Flexibility
UX
Product
Anthropology
CX
Architecture
Business Strategy
Marketing
Data Science
SD
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29. Product Design
extending their makers
mentality beyond objects.
offering them the ability to
transition between digital
and physical contexts.
Business Strategy
creating a competitive
advantage by aligning to
what people value.
reducing the risk that can
paralyze innovation.
Content Strategy
adding the need to design
for service personality.
Six Sigma
highlighting optimizations
from both the customer and
org perspective to grow an
efficient and desirable system.
Organization Change
adding a tangible set of
business outcomes and
customer value to create a
catalyst for change.
Process Design
adding regular measurements,
evidence, and alignment to the
value of improved processes.
User Experience
getting beyond screens.
de-coupling their work with
technology platforms.
getting away from features.
Customer Experience
freeing them from sales and
marketing tactics.
delivering valuable relationship.
Employee Experience
adding systematic way to
identify and remove barriers.
co-creating with workers to
drive the innovation process.
Service Design extends __________ by __________________.
30. Service design is...
flexible and can be applied to any industry to solve systematic problems.
foundational and has always evolved out of a need to find a competitive advantage.
uniquely equipped to handle complexities.
co-creative and reduces the risk in innovation.
as digital and physical as needed to solve the problem.
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31. The Mindset
Shelley Evenson
Director of Cultural Evolution, Fjord
• People are first and foremost
• Co-creation is critical
• Continuously storytelling
• Make early and often
• Develop a competitive advantage
• Evidence based
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32. The mark of a professional is knowing
the right tool at the right time.
Methods & Myths
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33. Service mapping
Standard execution time
3 minutes
15 seconds
Total acceptable execution time
6 minutes
15 seconds
Lynn Shostack, 1986
Repeat for
second coat
Apply
polish
Brush
shoes
Clean
shoes
Fail
point
Receipt
Sample of
shoe polish
Wrong
color wax
Buff Collect
payment
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34.
35. Map for Alignment
• Document the current state and find failures
• Align on KPIs
• Create a shared reality
• 1 map one experience based on research
• Treat maps as living documents
• Helps stakeholders unclench from a single feature
PHYSICAL
EVIDENCE
CUSTOMER
ASSOCIATE
DATA
COST
INTERNAL
SYSTEM
EXTERNAL
SYSTEM
TIME
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36. Jobs to Be Done
Provides a clear sense of the jobs a
service must perform to be valuable.
Understanding the jobs a service
is hired for breeds constant
measurement and a connection to
real stories.
Lynn Shostack, 1986
When
I want
So I can the goal
service trigger
service context
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37. Jobs Over Personas
Personas are assumptions wrapped in assumptions
The weight of personas make them too heavy
Jobs are more measurable
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39. Dollar Shave Club
Created a competitive advantage by
creating a more efficient and effective
service around a good product that fit
into the way people live and reducing
the friction and underlying cost of
production.
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41. Partnerships Backstage
Processes
Core Service Front stage People
TouchpointsKey Resources
Cost Structure Revenue Streams
One wipe CharliesStore
displays
Acquisition
costs
Women
Re-occurring
order intervalsManaging
regional store
locations
Improved
experiences by
removing friction
points and
making repeat
orders easy
to manage
Emails to drive
re-engagement
and offer control
Emails to drive
re-engagement
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