1.
Jamin Hegeman | @jamin |
Designing for Multi-Touchpoint
Service Experiences

2.
2
Schedule
8:30-9:00
9:00-10:00
10:00-10:30
10:30-10:45
10:45-11:30
11:30-12:00
Service Experience
Service Storming
Storyboarding
Break
Service Blueprinting
Wrap up and Q&A

3.
3

4.
What’s a multi-touchpoint
service experience?

5.
Service Experience

6.
healthcare sx
razor
wheelchair surgeon letter website
cracker knee brace therapist
6

7.
menuinstallerwebsite
tablet bill phone
7
media sx

8.
government sx
testcheck inline
number conversation licensephoto
chair
8

9.
uber
9
Mobile App Text Message Vehicle
Driver Bottled Water Mobile App

10.
Organizations don’t think this
way about experience.

11.
11
User Experience Service Experience
Experience between person
and single touchpoint, usually
a digital product
Orchestrated experience between
all parts of the service, from
people to objects to places to
interfaces

12.
12
Control
Feature
Product
Service
Organization
Community
Society
Levels of Zoom

13.
Service design
13
Applies design methods and craft to the definition and
orchestration of service experiences.
Examines the operations, culture, and structure of an
organization for impact on service experience.

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14
134 Harvard Business Review January-February 1984
Exhibit I
StarKlard
execution time
2 minutes
Total
acceptable
execution time
5 minutes
Blueprint for a comer shoeshine
Brush
shoes
Faciiitating services
and products
Une of
vialblllty
Not seen
by customer
but necessary
to
perfonnance
Select
and purchase
supplies
There are several reasons for the lack of
analytical service systems designs. Services are
unusual in that they have impact, but no form. Like
light, they
Good and lasting service management requires much
more. Better service design provides the key to market
success, and more important, to growth.

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15
Experience Map for Rail Europe | August 2011
STAGES
DOING
FEELING
Research & Planning Shopping Booking Post-Booking, Pre-Travel Travel Post Travel
People choose rail travel because it is
convenient, easy, and flexible.
Rail booking is only one part of people’s larger
travel process.
People build their travel plans over time. People value service that is respectful, effective
and personable.
EXPERIENCE
Rail Europe Experience Map
Kayak,
compare
airfare
Google
searches
Research
hotels
Talk with
friends
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Paper tickets
arrive in mail
• I’m excited to go to Europe!
• Will I be able to see everything I can?
• What if I can’t afford this?
• I don’t want to make the wrong choice.
• It’s hard to trust Trip Advisor. Everyone is
so negative.
• Keeping track of all the different products
is confusing.
• Am I sure this is the trip I want to take?
• Website experience is easy and friendly!
• Frustrated to not know sooner about which
tickets are eTickets and which are paper tickets.
Not sure my tickets will arrive in time.
• Stressed that I’m about to leave the country
and Rail Europe won’t answer the phone.
• Frustrated that Rail Europe won’t ship tickets
to Europe.
• Happy to receive my tickets in the mail!
• I am feeling vulnerable to be in an unknown place in
the middle of the night.
• Stressed that the train won’t arrive on time for my
connection.
• Meeting people who want to show us around is fun,
serendipitous, and special.
• Excited to share my vacation story with
my friends.
• A bit annoyed to be dealing with ticket refund
issues when I just got home.
View
maps
Arrange
travel
Blogs &
Travel sites
Plan with
interactive map
Review fares
Select pass(es)
Enter trips Confirm
itinerary
Delivery
options
Payment
options
Review &
confirm
Map itinerary
(finding pass)
Destination
pages
May call if
difficulties
occur
E-ticket Print
at Station
Web
raileurope.com
Wait for paper tickets to arriveResearch destinations, routes and products
Live chat for
questions
Activities, unexpected changes
Change
plans
Check ticket
status
Print e-tickets
at home
web/
apps
Look up
timetables
Plan/
confirm
activities
Web
Share
photos
Share
experience
(reviews)
Request
refunds
Follow-up on refunds for booking changes
Share experience
Buy additional
tickets
Look up
time tables
Stakeholder interviews
Cognitive walkthroughs
Customer Experience Survey
Existing Rail Europe Documentation
Opportunities
Guiding Principles
Customer Journey
Information
sources
RAIL EUROPE
THINKING
• What is the easiest way to get around Europe?
• Where do I want to go?
• How much time should I/we spend in each
place for site seeing and activities?
• I want to get the best price, but I’m willing to pay a
little more for first class.
• How much will my whole trip cost me? What are my
trade-offs?
• Are there other activities I can add to my plan?
• Do I have all the tickets, passes and reservations
I need in this booking so I don’t pay more
shipping?
• Rail Europe is not answering the phone. How
else can I get my question answered?
• Do I have everything I need?
• Rail Europe website was easy and friendly, but
when an issue came up, I couldn’t get help.
• What will I do if my tickets don’t arrive in time?
• I just figured we could grab a train but there are
not more trains. What can we do now?
• Am I on the right train? If not, what next?
• I want to make more travel plans. How do I
do that?
• Trying to return ticket I was not able to use. Not
sure if I’ll get a refund or not.
• People are going to love these photos!
• Next time, we will explore routes and availability
more carefully.
Ongoing,
non-linear
Linear
process
Non-linear, but
time based
Communicate a clear value
proposition.
STAGE: Initial visit
Connect planning, shopping and
booking on the web.
STAGES: Planning, Shopping, Booking
Arm customers with information
for making decisions.
STAGES: Shopping, Booking
Improve the paper ticket
experience.
STAGES: Post-Booking, Travel, Post-Travel
Make your customers into better,
more savvy travelers.
STAGES: Global
Proactively help people deal
with change.
STAGES: Post-Booking, Traveling
Support people in creating their
own solutions.
STAGES: Global
Visualize the trip for planning
and booking.
STAGES: Planning, Shopping
Enable people to plan over time.
STAGES: Planning, Shopping
Engage in social media with
explicit purposes.
STAGES: Global
Communicate status clearly at
all times.
STAGES: Post-Booking, Post Travel
Accommodate planning and
booking in Europe too.
STAGE: Traveling
Aggregate shipping with a
reasonable timeline.
STAGE: Booking
Help people get the help they
need.
STAGES: Global
GLOBAL PLANNING, SHOPPING, BOOKING POST-BOOK, TRAVEL, POST-TRAVEL
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Relevance of Rail Europe
Enjoyability
Helpfulness of Rail Europe
Mail tickets
for refund
Get stamp
for refund

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16
Storyboards

17.
17
PATIENT
ACTIONS
PHYSICAL
EVIDENCE
ONSTAGE
CONTACT
PERSON
BACKSTAGE
CONTACT
PERSON
Debbie’s
Chart Cart
Records/
Database
System
Bin
System
Check
Vitals &
Ask Quest
Place in
Kassam
Bin
Meet Dr.
Kassam
Kassam
Gets Quick
Review
Take
Away
Chart
Process &
Check-out
Records/
Database
System
Dictation
Chart
Storage
System
Door Tag
System
See Other
Patients
SUPPORT
PROCESSES
Sign In
Front
Desk
Waiting
Room
Front
Desk
Front
Desk
Hallway Exam
Room
MRI &
Chart
Exam
Room
MRI &
Chart
Door Tag Waiting
Room
Check-out
Room
Waiting
Room
Line of Interaction
Line of Visibility
Wait Wait Responds Follow to
Exam Rm
Wait in
Exam Rm
Answer
Questions Wait
Ask
Questions
Return
Door Tag Wait
Check-out,
Pay, &
Leave
Check-in
Welcome
Get
Patient
Chart
See Other
Patients
Process
See Other
Patients
Brings
Door Tag
Back
Call
Patient
Grab
Door Tag
Escort to
Exam Rm
Chart in
To Be
Seen Bin
Write Rm
# on
Schedule
See Other
Patients
Grab
Chart
from Bin
Chart
Taken by
Staff
Check
Patient
Location
Check
Patient
Location
Schedule
System
Service Blueprint of Presby Neuro Clinic
Line of Internal Interaction

18.
area of visibility
account executives product executives (BTO) operat
P P P PP P P P PP
script
hazard line
provider’sstepscustomerstepsbackstage
application
support
processes
service
representative
onstagebackstage
implementation
Dialing IBM-HELP to get assistance with Lotus Notes
Carrie Chan | IBM T.J Watson Research Center, Hawthorne NY | 6.15.07
Blueprinting ideas v.4
problem with Lotus
Notes Mail and
Calendar syncing
customer’sjourney
i’m pressing ‘3’ and
nothing is happening...
serviceevidence
he’s apologizing for soft-
ware malfunction - is this
the same problem i was
just having? or should i be
worrying about something
else?
how long am i being
put on hold for?
he’s talking really fast
he’s assuming i know all the
IBM language even though I’ve
repeatedly told him I was new
is he even listening to
me? he seems to be
typing a lot. and not
paying attention.
6D1511 is before
6A1511 in the menu
choices... did I hear
6D1511 correctly?
finally, the agent is back
Dislike calling call centers
DIAL TALK TO AGENTNAVIGATE PRE-RECORDED MENU WAIT FOLLOW AGENT’S S
Ask customer what
problem they’re having.
Ask for employee serial
number.
Present customer with menu options to
redirect call.
Redirect call after customer inputs a
choice.
Introduce yourself.
Apologize for software
malfunction.
Ask if they are on or
off site.
Look up information regarding
Lotus Notes Mail and Calendar
syncing on database.
Ask what error message
the customer is getting.
Proceed to follow steps outlined in documentation.Give introductory speech.
e of visibility
WAIT FOR CALL INTRODUCTIONDIRECT CALL TO PROPER DEPT. FIND SOLUTION TO PROBLEM WALK CUSTOMGET PROBLEM
Carrie Chan | thinkcarrie.com
Living with Complexity, Donald Norman

19.
servicedesigntools.org
19

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20

21.
“Service design is designing
the bus lines. We don’t think
about why someone goes from
A to B.”
– Director of RATP, Paris

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22
— Complete unscientific guessing of who’s doing how much
How’s this work
getting done?
System Engineers
Operations
Management
Branding &
Marketing
Customer Service
“e Organization”
Straight-up Service
Designers
*Brandon Schauer

23.
Don’t let the experience happen.

24.
Don’t let the experience happen.
Design it.

25.
“If you want to do something
big, start with something
small...that has long-term
strategic impact.”
– Nabeel Hamdi, author of Small Change

26.
25
Business Strategy
Planning
Projects
Design
CURRENT

27.
26
Business Strategy
+ Service Design
Planning
Projects
Design
FUTURE
UX
SX

28.
27
experiences
interactions
touchpoints
procedures
systems
Inside Out

29.
28
experiences
interactions
touchpoints
procedures
systems
Outside In

30.
29
outsidein.forrester.com

31.
30
Inside Outside In

32.
Creating new and redefining
existing staff roles
Designing staff interactions
and training
Changing internal metrics to
drive behavior directed at
achieving the experience
Developing new business
functions to support the
sustainability of the desired
experience, e.g., a program
Evaluating existing projects
against the desired experience
Initiating new projects
Designing single touchpoints
or a system of coordinated
touchpoints
Developing new backend
systems to support the
desired experience
31
Outcomes

33.
To design service experiences,
many disciplines, silos,
products, and experiences
need to be orchestrated.

34.
How do we do this?

35.
Service Storming

36.
Service Storming
35
A collaborative activity, focused on
the generation of new service
experience concepts through acting.

37.
Benefits
Promotes team bonding
Helps you think outside of the box, screen, silo
Levels the playing field
Surfaces assumptions
Requires no tools (quick, easy to change)
Let’s you have fun at work!
36

38.
37

39.
38
Science
Engaging in physical expression
activates different parts of your
brain, helping you to think in
new ways.
Art
Service delivery is a performance.
If your performance connects
with the audience, you are
probably being human.

40.
Where in the process?
39
Journey
Ideation
Blueprint
Touchpoints
Storyboard
research

41.
40
Warm up!
One person runs into the space, forms her body into a
statue and announces what she is, as in "I'm a tree."
Instantly the next person runs on and forms
something else in the same picture. "I'm a bench
under the tree."
e next person further adds to the picture. "I'm a
bum on the bench."
"I'm a dog peeing on the tree."
"I'm the newspaper the bum is sleeping under."
Don’t think! Just do!
(Martha game –author unknown)

42.
41
Must be more than mobile, tablet, or computer.
Must include a face-to-face interaction with the
customer or interaction with customer service.
Family-oriented
Fun and entertaining
Social and earth conscious
We’re creating a home
energy service for 2018.

43.
42
What if...home energy 2018 +
10 minutes
costcarhome family schedule email web mobileappliance heating textusage
Beginning Middle End
Service Storm
20 minutes
At least three touchpoints, at least one per scene.
Perform it
2 minutes

44.
43
No sitting
Standing bodies tend to act
more than sitting bodies.
It’s physics. Look it up.
No pitching
Communicate what the
service would feel like. Don’t
try to sell the experience.

45.
What did you think?
44

46.
Break

47.
Storytelling

48.
47
Makes a vision of experience tangible.
Allows you to easily communicate to others.
Focuses on the experience, rather than the details.
Why tell stories?

49.
48
Storyboards

50.
49

51.
50
Give your character a name.
Use a Sharpie and write one simple sentence of the action.
Create new storyboards, or modify the template, as needed
Guidance

52.
Service Blueprinting

53.
52
A blueprint is an operational tool
that describes the nature and the
characteristics of the service
interaction in enough detail to
verify, implement, and maintain it.
Service Blueprint

54.
Where in the process?
53
Journey
Ideation
Blueprint
Touchpoints
Storyboard
research

55.
54
Building Blocks
Customer Actions
Touchpoints
Staff Actions
Back Stage Staff
Support Processes
Time
Line of Visibility

56.
55
Physical locations
Specific parts of locations
Signage
Objects
Websites
Mailings
Spoken communication
Printed communication
Applications
Machinery
Customer service
Partners
From Designing for Interaction by Dan Saffer
Touchpoints

57.
A touchpoint is something
you can design.

58.
57
Customer orders
a hamburger
Dinner menu
Server records
order on
Notepad
Order system
Customer waits
Server enters
order into
system
Server checks on
customer
Chef receives
order and makes
burger
Customer asks
for water
Conversation
Hamburger
ingredients
Server delivers
hamburger
Chef delivers
hamburger to
server
Customer
receivers order
Hamburger
Example

59.
58
Customer orders
a hamburger
Dinner menu
Server records
order on iPad
Order system
iPad app
Hamburger
ingredients
Customer waits
Server checks on
customer
Chef receives
order and makes
burger
Customer asks
for water
Conversation
Server delivers
hamburger
Chef delivers
hamburger to
server
Customer
receivers order
Hamburger
Iteration

60.
59

61.
60
http://tinyurl.com/cdw6ya

62.
61
PATIENT
ACTIONS
PHYSICAL
EVIDENCE
ONSTAGE
CONTACT
PERSON
BACKSTAGE
CONTACT
PERSON
Debbie’s
Chart Cart
Records/
Database
System
Bin
System
Check
Vitals &
Ask Quest
Place in
Kassam
Bin
Meet Dr.
Kassam
Kassam
Gets Quick
Review
Take
Away
Chart
Process &
Check-out
Records/
Database
System
Dictation
Chart
Storage
System
Door Tag
System
See Other
Patients
SUPPORT
PROCESSES
Sign In
Front
Desk
Waiting
Room
Front
Desk
Front
Desk
Hallway Exam
Room
MRI &
Chart
Exam
Room
MRI &
Chart
Door Tag Waiting
Room
Check-out
Room
Waiting
Room
Line of Interaction
Line of Visibility
Responds Follow to
Exam Rm
Answer
Questions
Ask
Questions
Return
Door Tag
Check-out,
Pay, &
Leave
Check-in
Welcome
Get
Patient
Chart
See Other
Patients
Process
See Other
Patients
Brings
Door Tag
Back
Call
Patient
Grab
Door Tag
Escort to
Exam Rm
Chart in
To Be
Seen Bin
Write Rm
# on
Schedule
See Other
Patients
Grab
Chart
from Bin
Chart
Taken by
Staff
Check
Patient
Location
Check
Patient
Location
Schedule
System
Service Blueprint of Presby Neuro Clinic
? ? ? ? ?
Line of Internal Interaction
? ? ?
Wait Wait
Wait in
Exam Rm Wait Wait

63.
62
Prototype of the future experience
Strategic tool for project planning
Combination of customer
experience with an operational tool
Benefits of Blueprinting

64.
63
Customer orders
a hamburger
Dinner menu
Server records
order on
Notepad
Order system
Customer waits
Server enters
order into
system
Server checks on
customer
Chef receives
order and makes
burger
Customer asks
for water
Conversation
Hamburger
ingredients
Server delivers
hamburger
Chef delivers
hamburger to
server
Customer
receivers order
Hamburger
Customer Actions
Touchpoints
Staff Actions
Back Stage Staff Actions
Support Processes

65.
Tips

66.
65
Determine your scale
Service journey
blueprint
blueprint
blueprint
blueprint

67.
Decide your fidelity
66
Post its
excel
illustrator

68.
Start, stop, continue
67
current state blueprint future state blueprint
gap

69.
Prioritize, Zoom In, Detail
68
Zoom in,
then provide
more detail

70.
69
Orchestrate implementation
single touchpoint
Coordinated touchpoints

71.
Work with others
70
process engineering
business
Technology
change management
marketing

72.
e Future of Blueprints

73.
72

74.
73
area of visibility
account executives product executives (BTO) operational executives (SO)
P P P PP P P P P P P P PP
script
hazard line
provider’sstepscustomerstepsbackstage
application
support
processes
service
representative
onstagebackstage
implementation
Dialing IBM-HELP to get assistance with Lotus Notes
Carrie Chan | IBM T.J Watson Research Center, Hawthorne NY | 6.15.07
Blueprinting ideas v.4
problem with Lotus
Notes Mail and
Calendar syncing
Lotus Notes
Mail and
Calendar syncing
works
Ticket number
customer’sjourney
i’m pressing ‘3’ and
nothing is happening...
serviceevidence
he’s apologizing for soft-
ware malfunction - is this
the same problem i was
just having? or should i be
worrying about something
else?
how long am i being
put on hold for?
he’s talking really fast
he’s assuming i know all the
IBM language even though I’ve
repeatedly told him I was new
is he even listening to
me? he seems to be
typing a lot. and not
paying attention.
what is a ticket number?
6D1511 is before
6A1511 in the menu
choices... did I hear
6D1511 correctly?
finally, the agent is back
he solved the
problem!
Dislike calling call centers
DIAL TALK TO AGENTNAVIGATE PRE-RECORDED MENU WAIT FOLLOW AGENT’S STEPS TO SOLVE PROBLEM PROBLEM
SOLVED
HANG UP?
Ask customer what
problem they’re having.
Ask for employee serial
number.
Present customer with menu options to
redirect call.
Redirect call after customer inputs a
choice.
Introduce yourself.
Apologize for software
malfunction.
Ask if they are on or
off site.
Look up information regarding
Lotus Notes Mail and Calendar
syncing on database.
Ask what error message
the customer is getting.
Proceed to follow steps outlined in documentation. Ask customer to write down the ticket number.
Email this ticket number to the customer.
Thank customer for calling IBM HELP.
Give introductory speech. Confirm that the
customer’s problem
is solved.
Ask if the customer
has any other
problems.
line of visibility
WAIT FOR CALL INTRODUCTIONDIRECT CALL TO PROPER DEPT. FIND SOLUTION TO PROBLEM WALK CUSTOMER THROUGH PROBLEM SOLUTION GIVE TICKET NUMBERGET PROBLEM CONCLUDE
thinkcarrie.com
Living with Complexity, Donald Norman

75.
74
http://bit.ly/SK4HHU
Damaris Sepulveda | @shizada

76.
Experiment!

77.
76
Develop a service mindset
Work better across disciplines
Move from ideation to execution
of multi-touchpoint service
experiences
ese methods will help you...

78.
How can you bring this into
your organization?

79.
ank you!
78
CONTACT
JAMIN HEGEMAN
jamin@adaptivepath.com | @jamin
RESOURCES
SERVICE DESIGN NETWORK
service-design-network.org
SERVICE DESIGN TOOLS
servicedesigntools.org
DESIGN FOR SERVICE
designforservice.wordpress.com
SERVICE DESIGN DRINKS AND EVENTS
servicedesigning.org
SF SERVICE DESIGN DRINKS
@servicedesignsf