The document discusses strategic planning and business model development. It begins by covering strategic analysis frameworks like SWOT, PESTLE, and Porter's Five Forces. It then discusses strategic planning, including defining mission/vision, setting goals and KPIs. The document outlines a business model canvas template for describing the key elements of a business model, including value propositions, customer segments, revenue streams, and costs. Developing a business model is presented as a key part of strategic planning and formulation.

1. Strategy, Business models & Service Design
Joel Sandén
Halmstad University

2. What we’ll cover in part 1
• What is strategy?
• How to analyse a market?
• How to create a business model?
• How to create goals for a business?
https://en.wikipedia.org/wiki/Porter_five_forces_analysis

3. What we’ll cover in part 2
• The new role of “Design”
• What is Service Design?

4. What is strategy?

5. https://en.wikipedia.org/wiki/Porter_five_forces_analysis

6. –Alfred Chandler
Strategy and Structure: Chapters in the history of industrial enterprise
Doubleday, New York, 1962.
"the determination of the basic long-term goals
of an enterprise, and the adoption of courses
of action and the allocation of resources
necessary for carrying out these goals."

7. –Alfred Chandler
Strategy and Structure: Chapters in the history of industrial enterprise
Doubleday, New York, 1962.
"the determination of the basic long-term goals
of an enterprise, and the adoption of courses
of action and the allocation of resources
necessary for carrying out these goals."

8. Think. Pair. Share.
Why does a business need a strategy?

9. Cause & Effect
Growth
Mitigation

10. The 5 strategy P:s

11. The 5 strategy P:s
• Strategy as plan

12. The 5 strategy P:s
• Strategy as plan
• Strategy as pattern

13. The 5 strategy P:s
• Strategy as plan
• Strategy as pattern
• Strategy as position

14. The 5 strategy P:s
• Strategy as plan
• Strategy as pattern
• Strategy as position
• Strategy as ploy

15. The 5 strategy P:s
• Strategy as plan
• Strategy as pattern
• Strategy as position
• Strategy as ploy
• Strategy as perspective

16. Strategic Management Framework

17. Strategic Management Framework
https://en.wikipedia.org/wiki/Strategic_planning
Analysis Strategy Formation Goal Setting Structure Control & Feedback
Formulation Implementation

18. Strategic Management Framework
https://en.wikipedia.org/wiki/Strategic_planning
Analysis Strategy Formation Goal Setting Structure Control & Feedback
Formulation Implementation

19. Strategic Management Framework
https://en.wikipedia.org/wiki/Strategic_planning
Analysis Strategy Formation Goal Setting Structure Control & Feedback
Formulation Implementation
• SWOT
• PEST(LE)
• 5 forces

20. Strategic Management Framework
https://en.wikipedia.org/wiki/Strategic_planning
Analysis Strategy Formation Goal Setting Structure Control & Feedback
Formulation Implementation
• SWOT
• PEST(LE)
• 5 forces
• Mission & Vision
statements
• Business model
generation
• Design strategies

21. Strategic Management Framework
https://en.wikipedia.org/wiki/Strategic_planning
Analysis Strategy Formation Goal Setting Structure Control & Feedback
Formulation Implementation
• SWOT
• PEST(LE)
• 5 forces
• Mission & Vision
statements
• Business model
generation
• Design strategies
• Goals
• KPIs
• Scorecards

22. Strategic Management Framework
https://en.wikipedia.org/wiki/Strategic_planning
Analysis Strategy Formation Goal Setting Structure Control & Feedback
Formulation Implementation
• SWOT
• PEST(LE)
• 5 forces
• Mission & Vision
statements
• Business model
generation
• Design strategies
• Goals
• KPIs
• Scorecards
• Organizations
• Ways of working
• Cost structures
• Transformation
• etc…

23. Strategic Management Framework
https://en.wikipedia.org/wiki/Strategic_planning
Analysis Strategy Formation Goal Setting Structure Control & Feedback
Formulation Implementation
• SWOT
• PEST(LE)
• 5 forces
• Mission & Vision
statements
• Business model
generation
• Design strategies
• Goals
• KPIs
• Scorecards
• Organizations
• Ways of working
• Cost structures
• Transformation
• etc…
• User tests
• Statistics
• Reporting lines
• etc…

24. Analysis

25. SWOT

26. SWOT Analysis
https://en.wikipedia.org/wiki/SWOT_analysis

27. SWOT Analysis
https://en.wikipedia.org/wiki/SWOT_analysis
Strengths

28. SWOT Analysis
https://en.wikipedia.org/wiki/SWOT_analysis
Strengths Weaknesses

29. SWOT Analysis
https://en.wikipedia.org/wiki/SWOT_analysis
Strengths Weaknesses
Opportunities

30. SWOT Analysis
https://en.wikipedia.org/wiki/SWOT_analysis
Strengths Weaknesses
Opportunities Threats

31. Think. Pair. Share.
Can you make a quick SWOT analysis for
Spotify?

32. SWOT Analysis
https://en.wikipedia.org/wiki/SWOT_analysis
Strengths Weaknesses
Opportunities Threats

33. PEST(LE)

34. PEST(LE) Analysis
https://en.wikipedia.org/wiki/PEST_analysis

35. PEST(LE) Analysis
• Political factors
https://en.wikipedia.org/wiki/PEST_analysis

36. PEST(LE) Analysis
• Political factors
• Economic factors
https://en.wikipedia.org/wiki/PEST_analysis

37. PEST(LE) Analysis
• Political factors
• Economic factors
• Social factors
https://en.wikipedia.org/wiki/PEST_analysis

38. PEST(LE) Analysis
• Political factors
• Economic factors
• Social factors
• Technological factors
https://en.wikipedia.org/wiki/PEST_analysis

39. PEST(LE) Analysis
• Political factors
• Economic factors
• Social factors
• Technological factors
• Legal factors
• Environmental factors
https://en.wikipedia.org/wiki/PEST_analysis

40. Think. Pair. Share.
Can you name some PEST(LE) factors for a
company like Spotify?

41. PEST(LE) Analysis
• Political factors
• Economic factors
• Social factors
• Technological factors
• Legal factors
• Environmental factors

42. Five forces

43. Porters 5 forces
https://en.wikipedia.org/wiki/Porter_five_forces_analysis
Industry
Rivalry
Bargaining Power of Suppliers
Threat of
Substitutes
Threat of
New Entrants
Bargaining Power of Buyers

44. Porters 5 forces
https://en.wikipedia.org/wiki/Porter_five_forces_analysis
Industry
Rivalry
Bargaining Power of Suppliers
Threat of
Substitutes
Threat of
New Entrants
Bargaining Power of Buyers

45. Porters 5 forces
https://en.wikipedia.org/wiki/Porter_five_forces_analysis
Industry
Rivalry
Bargaining Power of Suppliers
Threat of
Substitutes
Threat of
New Entrants
Bargaining Power of Buyers

46. Porters 5 forces
https://en.wikipedia.org/wiki/Porter_five_forces_analysis
Industry
Rivalry
Bargaining Power of Suppliers
Threat of
Substitutes
Threat of
New Entrants
Bargaining Power of Buyers

47. Porters 5 forces
https://en.wikipedia.org/wiki/Porter_five_forces_analysis
Industry
Rivalry
Bargaining Power of Suppliers
Threat of
Substitutes
Threat of
New Entrants
Bargaining Power of Buyers

48. Porters 5 forces
https://en.wikipedia.org/wiki/Porter_five_forces_analysis
Industry
Rivalry
Bargaining Power of Suppliers
Threat of
Substitutes
Threat of
New Entrants
Bargaining Power of Buyers

49. Think. Pair. Share.
Let’s make a 5 forces analysis for Spotify.

50. Porters 5 forces
Industry
Rivalry
Bargaining Power of Suppliers
Threat of
Substitutes
Threat of
New
Entrants
Bargaining Power of Buyers

51. Porters 5 forces
Industry
Rivalry
Bargaining Power of Suppliers
Threat of
Substitutes
Threat of
New
Entrants
Bargaining Power of Buyers

52. Think. Pair. Share.
Why did I tell you about SWOT,
PEST(LE) & 5 forces?

53. Strategy formation

54. Strategy Maps
Design strategies
Value Chains
Mission & Vision
Business models

55. Design strategiesMission & VisionBusiness models
2nd lecture

56. Business models

57. Business models are used to…
…describe the rationale behind
how a company creates,
delivers and captures value.
…describe current or near future
states of the business.

58. https://en.wikipedia.org/wiki/Porter_five_forces_analysis

59. Create Deliver
De..liv.scherchr!!
INTERNAL / ORGANIZATION
EXTERNAL / CUSTOMERS
Capture

60. Business model canvas

61. COST STRUCTURE REVENUE STREAMS
KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITION
RELATIONSHIPS CUSTOMER
SEGMENT
KEY RESOURCES CHANNELS
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model

62. COST STRUCTURE REVENUE STREAMS
KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITION
RELATIONSHIPS CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES CHANNELS
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model

63. COST STRUCTURE REVENUE STREAMS
KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES CHANNELS
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model

64. COST STRUCTURE REVENUE STREAMS
KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model

65. COST STRUCTURE REVENUE STREAMS
KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model

66. COST STRUCTURE REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model

67. COST STRUCTURE REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model

68. COST STRUCTURE REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS KEY ACTIVITIES
What Key Activities
do our VPs require?
Our Distribution
Channels?Our
Customer
Relationships?
VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model

69. COST STRUCTURE REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS
Who are our Key
Partners?
Who are our key
suppliers?
Which Key
Resources are we
acquiring from our
partners?
When key activities
do partners
perform?
KEY ACTIVITIES
What Key Activities
do our VPs require?
Our Distribution
Channels?Our
Customer
Relationships?
VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model

70. COST STRUCTURE
What are the most important costs inherent in our
business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS
Who are our Key
Partners?
Who are our key
suppliers?
Which Key
Resources are we
acquiring from our
partners?
When key activities
do partners
perform?
KEY ACTIVITIES
What Key Activities
do our VPs require?
Our Distribution
Channels?Our
Customer
Relationships?
VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model

71. COST STRUCTURE
What are the most important costs inherent in our
business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS
Who are our Key
Partners?
Who are our key
suppliers?
Which Key
Resources are we
acquiring from our
partners?
When key activities
do partners
perform?
KEY ACTIVITIES
What Key Activities
do our VPs require?
Our Distribution
Channels?Our
Customer
Relationships?
VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model
• Local beverage
companies
• Sabco (the
creator of the
bottles)
• Distribution
companies
• Food chains
• Restaurant
chains
• Bottling
• Distribution
• Marketing
• Producing and
supplying
syrup
• Secret recipe
• Syrup factory
• Bottles & Crates
• Bottling plants
• Distribution
centers
• Quench thirst
• Social status
• Get sugar!
• Familiar taste
• Always there for
you
• Displays
• Fridges
• Adverts to end
customers
• Sponsorships
• Large scale
distribution
• Manual
distribution
centers
• Bulk sales
• Retail sales
• Merchandise
• Larger retail
outlets
• Small shops/
restaurants
• Franchises
• Marketing
• Syrup production
• Legal cost
• Distribution
• Sponsorships

72. Think. Pair. Share.
Create a business model canvas for Spotify

73. COST STRUCTURE
What are the most important costs inherent in our
business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS
Who are our Key
Partners?
Who are our key
suppliers?
Which Key
Resources are we
acquiring from our
partners?
When key activities
do partners
perform?
KEY ACTIVITIES
What Key Activities
do our VPs require?
Our Distribution
Channels?Our
Customer
Relationships?
VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model

74. Value Proposition Canvas

75. COST STRUCTURE
What are the most important costs inherent in our
business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS
Who are our Key
Partners?
Who are our key
suppliers?
Which Key
Resources are we
acquiring from our
partners?
When key activities
do partners
perform?
KEY ACTIVITIES
What Key Activities
do our VPs require?
Our Distribution
Channels?Our
Customer
Relationships?
VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?

76. VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?

77. VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?

78. VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
Market fit

79. Gains
Pains
Customer
Jobs
Gain creators
Pain Relievers
Products
& Services
VALUE PROPOSITION CUSTOMER SEGMENT

80. Think. Pair. Share.
Create a value proposition canvas for Spotify’s
curated playlists

81. Revenue streams

82. Revenue streams
• Recurring
• Transaction based
• Project revenue
• Service revenue
https://en.wikipedia.org/wiki/Revenue_stream

83. Common revenue streams
• Freemium
• Premium
• Monthly subscription
• Price per unit
• Flash sales/Daily deals
• Rental
• Licensing
• Certification
• Auctions
• Promoted content
• Brokerage
• Affiliate Programs
• Advertising

89. Mission & Vision statements

90. Mission & Vision statements are used to…
• …define a common purpose
• …give a sense of direction for the company & it’s
employees
• …be achievable

91. Sadly, most of them suck…

92. […] is a multinational corporation engaged in
socially responsible operations, worldwide. It is
dedicated to provide products and services of
such quality that our customers will receive
superior value while our employees and
business partners will share in our success and
our stock-holders will receive a sustained
superior return on their investment.

93. […] is a multinational corporation engaged in
socially responsible operations, worldwide. It is
dedicated to provide products and services of
such quality that our customers will receive
superior value while our employees and
business partners will share in our success and
our stock-holders will receive a sustained
superior return on their investment.
General Motors

94. …but not all of them.

95. To bring inspiration and innovation to every
athlete* in the world.

96. Nike
* If you have a body, you’re an athlete
To bring inspiration and innovation to every
athlete* in the world.

98. Our vision is to be earth's most customer
centric company; to build a place where people
can come to find and discover anything they
might want to buy online.

99. Amazon.com
Our vision is to be earth's most customer
centric company; to build a place where people
can come to find and discover anything they
might want to buy online.

101. Build the best product, cause no unnecessary
harm, use business to inspire and implement
solutions to the environmental crisis.

102. Patagonia
Build the best product, cause no unnecessary
harm, use business to inspire and implement
solutions to the environmental crisis.

104. …our vision is to create a better everyday life
for the many people. Our business idea
supports this vision by offering a wide range of
well-designed […] at prices so low that as
many people as possible will be able to afford
them.

105. IKEA
…our vision is to create a better everyday life
for the many people. Our business idea
supports this vision by offering a wide range of
well-designed […] at prices so low that as
many people as possible will be able to afford
them.

107. …to accelerate the advent of sustainable
transport by bringing compelling mass market
electric cars to market as soon as possible

108. Tesla Motors
…to accelerate the advent of sustainable
transport by bringing compelling mass market
electric cars to market as soon as possible

110. Think. Pair. Share.
Create a vision statement for Spotify

111. A definition to help you:
The tangible result of your
mission. A compelling and
detailed visualization of your
successful outcome that could
be as simple as one descriptive
paragraph.
http://zurb.com/article/263/the-dreadful-mission-statement

112. Music moments everywhere.

113. – Collins and Porras
Built to Last: Successful Habits of Visionary Companies
"A true BHAG is clear and compelling, serves
as unifying focal point of effort, and acts as a
clear catalyst for team spirit. It has a clear finish
line, so the organization can know when it has
achieved the goal; people like to shoot for
finish lines."

114. • SpaceX: Enable human exploration and settlement of
Mars.
• Facebook: To make the world more open and
connected.
• Ford: Democratize the automobile.
• Google: Organize the world's information and make it
universally accessible and useful.
• Blackpool FC: Reach English Premier League.
https://en.wikipedia.org/wiki/Big_Hairy_Audacious_Goal

115. Goal Setting

116. Goals
• The result of a strategy
• Should be as clear as possible, actionable
• The day to day compass for each employee
• Should work on unit/department level and trickle down
• Very easy to get the wrong effect
https://hbr.org/2014/11/a-list-of-goals-is-not-a-strategy

117. S.M.A.R.T goals
https://en.wikipedia.org/wiki/SMART_criteria

118. S.M.A.R.T goals
• Specific
https://en.wikipedia.org/wiki/SMART_criteria

119. S.M.A.R.T goals
• Specific
• Measurable
https://en.wikipedia.org/wiki/SMART_criteria

120. S.M.A.R.T goals
• Specific
• Measurable
• Achievable
https://en.wikipedia.org/wiki/SMART_criteria

121. S.M.A.R.T goals
• Specific
• Measurable
• Achievable
• Relevant
https://en.wikipedia.org/wiki/SMART_criteria

122. S.M.A.R.T goals
• Specific
• Measurable
• Achievable
• Relevant
• Time-bounded
https://en.wikipedia.org/wiki/SMART_criteria

123. Think. Pair. Share.
Find 3 great goals for the next 12 months for
Spotify’s curated playlists

125. https://antonsten.com/book/

126. What is service design?

127. https://hbr.org/2015/09/design-thinking-comes-of-age?cm_sp=Article-_-Links-_-Top%20of%20Page%20Recirculation

128. http://www.fastcodesign.com/3028271/ibm-invests-100-million-to-expand-design-business

129. http://www.nytimes.com/2015/11/15/business/ibms-design-centered-strategy-to-set-free-the-squares.html?_r=1

130. CEO
VP Sales VP Marketing
VP Product
Development
VP IT CFO

131. CEO
VP Sales VP Marketing
VP Product
Development
VP IT CFO

132. CEO
VP Sales VP Marketing
VP Product
Development
VP IT CFO

134. Service design is the result of a shift in customer
behaviour that is yet to be reflected in how most
companies operate.

135. The new customer

137. unctadstat.unctad.org/wds/TableViewer/chartView.aspx

138. https://en.wikipedia.org/wiki/Porter_five_forces_analysis

140. www.industrytap.com/knowledge-doubling-every-12-months-soon-to-be-every-12-hours/3950

142. Always globalised
Always on
Always informed
Always ahead
Socially empowered

143. This creates a new model

144. http://image.slidesharecdn.com/mcolondon-150403080406-conversion-gate01/95/mobile-trends-creativity-nimbletank-mobile-convention-
london-2015-6-638.jpg?cb=1428400901

145. 30 years of services
1986
• Cash
• Bank transfer
• Bank- / Postgiro
• Invoice
• Bank card
2016
• Swish
• iZettle
• Klarna
• Bank Card
• Credit Card
• Credit
• Bitcoin
• Pay what you want
• Google Wallet
• Apple Pay
• Pay by phone
• Pay via internetbank
• Postal advance
• SMS
• Pay via phone subscription
• and more…

146. Technology vs. Organisational change

147. Technology vs. Organisational change

148. Technology vs. Organisational change
http://www.aei.org/publication/fortune-500-firms-in-1955-vs-2014-89-are-gone-and-were-all-better-off-because-of-that-dynamic-creative-destruction/

150. http://www.mckinsey.com/insights/marketing_sales/the_consumer_decision_journey

151. http://www.cooper.com/journal/2014/07/service-design-101

152. Think. Pair. Share.
So, really. What is design?

154. Service Design

157. –Brandon Schauer
Adaptive Path
”the process of carefully framing a project of
what to design before you figure out how it
should be designed”

158. Wikipedia
“Design strategy is a discipline which helps
firms determine what to make and do, why do
it and how to innovate contextually, both
immediately and over the long term. This
process involves the interplay between design
and business strategy.”
https://en.wikipedia.org/wiki/Design_strategy

159. Design Strategy
=
Business strategy + Users + Innovation

160. Design Strategy
=
Business strategy + Users + Innovation
Joel Sandén

161. http://www.cooper.com/journal/2014/07/service-design-101

162. What is it?
• Horizontal rather than vertical
• Touchpoint coordination
- People
- Place
- Props
- Partners
- Processes
http://www.slideshare.net/notrevol/using-service-design-thinking-to-make-awesome-products

163. When to use it?
• When you need to improve your service offering
• When you’re mixing online & offline
• When you’ve lost track
• When you have a complex setup of different “players”
• When you want to move up the value chain
http://www.slideshare.net/notrevol/using-service-design-thinking-to-make-awesome-products

164. Service Design vs. Traditional product development
• Facilitate the creation
of outcomes
• Value co-creation
• Integrated eco-system
• Relationship
• Focus on exchanging
value
http://www.slideshare.net/notrevol/using-service-design-thinking-to-make-awesome-products
• Make & Distribute a
unit
• Discrete value chain
• Specialist silos
• Transaction
• Focus on extracting
value

165. Service Design - Principles

167. User-centered

168. User-centered
Co creative

169. User-centered
Co creative
Sequenced

170. User-centered
Co creative
Sequenced
Evidence based

171. User-centered
Co creative
Sequenced
Evidence based
Holistic

172. User-centered
• Male
• Born 1948
• English
• Wealthy
• Twice Married
• Grown children
• Dog lover
• Live in the countryside
• Granddad
• Winter holiday in the alps

175. Co-creative
• Who’s the customer? Are there
several customer segments?
• What stakeholders do we
have?
• How can we involve anyone
who either creates, provides or
consumes the service?

176. Sequenced
• Imagine your service as a
movie!
• How can we influence the
rhythm of a service?
• Touchpoint coordination

177. Evidencing
• Make the users aware of
intangible services
• Tell the user what’s going on

178. Evidencing
• Make the users aware of
intangible services
• Tell the user what’s going on

179. Holistic
• Keep the big picture
• Find patterns
• Mitigate external factors
• Recognise overarching
sequences

180. Think. Pair. Share.
What skills should a designer have?

181. Service Design - Tools

183. Service Design - Tools - The five whys

184. Just ask “why?” five times
• Why does it take so long to serve a customer?
• Why is there always a queue during lunch time?
• Why don’t we have enough staff to cope with the busy
periods?
• Why is there not enough room for more staff?
• Why is there so much equipment around?
https://en.wikipedia.org/wiki/Porter_five_forces_analysis

185. Service Design - Tools - Touchpoint Trip

186. Pre Service During Service After Service
Phone
E-mail
On the bus
Outside
Website
Youtube

187. Pre Service During Service After Service
Phone
E-mail
On the bus
Outside
Website
Youtube

188. Service Design - Tools - Service Blueprint

189. http://www.cooper.com/journal/2014/08/service-blueprints-laying-the-foundation

190. Additional swimlanes
• Time
• Quality measures
• Emotional journey
• Splitting up the stages
• Customer Phase
• Photos/sketches of major
interactions
www.cooper.com/journal/2014/08/service-blueprints-
laying-the-foundation

191. Service Design - Tools - Customer Journeys

192. https://canvanizer.com/new/customer-journey-canvas

193. Service Design - Tools - Stakeholder Maps

194. Internal
External

195. Internal
External
Frontend developers
Backend developers
Managers
Designers
Consultants
Record labels
Advertising Agency
The Pirate Bay
Artists
Product Owners

196. Think. Pair. Share.
Which tools did you prefer?

197. Think. Pair. Share.
Make a service blueprint for a flight with an
airline

198. Service Design - Stories

199. Service Design - Stories - PepsiCo

201. Good for you
Better for you
Fun for you

206. Service Design - Stories - PepsiCo