Living Library_project

Service Design in Digital Context:
The Living Library
In this course, our group designed a digital services for new kind of library usage. Our service aimed to gather freelancers and start-ups
to utilize libraries’ facilities and evolve them into living knowledge hubs.
The course gave a good introduction to service design in digital context. Also, it provided good examples of efficient service design.
The focus was very professional and thus kept the customer in the centre of the design, not forgetting business models, revenue streams
and the need of selling your idea. to the customer.
Our project changed quite a bit during our service design journey, from very idealistic idea of “keeping everyone on board” to more
practical concept.
Minna Myyryläinen, Emma Dahl,
Antti Kytö & Teija Hakaoja

The Living Library
O
ur journey started before our first
meeting with the pre task where we
compared digital and physical offer-
ings from the same service and with
that we got to think about what kind of experiences
we can create digitally and physically.
On our first contact session, we got introduced into
digital service design, why we need that and what
that means. We also went through our course con-
struction, and we got some overview of what we are
going to do along our way. We were divided into
small groups for to create new digital service dur-
ing our course one piece at a time, and the idea was
to learn by doing.
Concerning Libraries
Before we started to work on group assignment we
continued comparing physical and digital services,
and we explored different kind of touch points to-
gether. We started our ideation part by choosing
the industry to work with from the pre tasks what
we had done. Each of us presented shortly what was
the industry on our tasks. We decided to do this
service for library. We chose the library because
two of us had made the pre task from that industry.
Library was also interesting for all of us because
they really need to change a lot in the future and
create new services for their customers to keep
them active and to get new customers, as well.
After that, we started ideation, and we got some
trend cards for to basis of our new service. Our
group chose trend card Co-creation Slow living
with description "People are becoming more con-
scious of the role that time plays in shaping life
quality. They are prioritizing experiences, connec-
tion with others, health, holistic well-being and cre-
ativity in place of speed and pace of life."
The ideation begins
Then was time to start brainstorming and we start-
ed to think what kind of needs people have. We got
ideas that our service could help people to find
other people who share the same interest than
they. We also talked a lot of how we could help
senior citizens active part of the society and to help
them to find new friends for prevent them to be-
come lonely. Addition to seniors we thought about
unemployed and how library could activate them
too.
Other view was that how we could create library
more interesting place for citizens and help them to
keep their customers on board and also to get new
visitors. We knew that libraries have changed their
environment quite much lately, and they have add-
ed more services in some places and we tried to
SESSION 1 Sep 13 2013
A well designed start

The Living Library
invent something new. This would be something
which would combine both physical and digital
touchpoints.
Keep everyone on board @library
In the end of the day, we end up with the new con-
cept idea named "Keep everyone on board
@library" and we draw a picture which looked like a
Noah's ark. Our poster was like a notice board
where we had different types of notices where peo-
ple were looking for help or providing help to each
other. That picture was presenting our idea to give
something for the whole community.
SESSION 1 Sep 13 2013
A well designed start
LESSONS LEART:
 LOOKING AT TRENDS CAN EASE YOUR DESIGN
PROCESS BY GIVING LONG-TERM PERSPECTIVE
 USING A TIMER HELPS RAPID IDEATION, CREA-
TING MORE IDEAS, AND LESS CRITISISM
 HAVING AN IDEALISTIC CONCEPT DOESN’T HURT

The Living Library
D
uring this second session, we went fur-
ther with our plans for the new kind of
Library. We talked about designing
the service but also about founding a
relationship with the customer. During this evening,
we had many sketches to fill out so our group didn’t
have time to complete them all during the evening,
but we continued the work after class. Please see
the attached images for a summary of our work.
The crucial touchpoints that deliver the service
The service touchpoints are all the little interac-
tions that happen between the service provider and
the customer experiencing the service. The service
touchpoints are crucial interactions, where many
things can go wrong. Your task as a service provider
is to lead your customer through the touchpoints in
a successful way.
To start with, someone in class put it nicely:
“Tell your mother”. This refers to the skill of ex-
plaining something complex in an easy manner.
Your offering should be easy to understand and you
should focus on designing a “hook”, and doing that
hook really well. Touchpoint strategy is all about
when you present which kind of information or re-
quirements. Your service should be easy to get
started with so therefore it is of value that you think
about which kind of information is crucial to start
with. Gaming dynamics are an easy way of making a
service easily approachable.
SESSION 2 Nov 8 2013
Service Touchpoints and Touchpoint strategy

The Living Library
What’s your relationship status?
We also discussed building customer relationships
during class. Melanie presented Fjord´s nice com-
parison of customer relationships to how real rela-
tionships develop. Melanie showed three different
stages for this: matchmaking, dating and truelove.
The matchmaking is really about discovery, you
stumble into something interesting and you want to
learn more. The dating phase is about trial and ex-
periencing some kind of wow-effect when you real-
ly start to deepen the relationship. The truelove sig-
nifies loyalty to a service – this is the time when you
realize just how important that service is and you
experience a sense of “of course” when you think
about the service.
The templates given by Melanie during this session
were really useful. We also liked the comparison of
a customer relationship to a real-life relationship.
As mentioned earlier, this session was a lot to take
in and we had to continue the work after our ses-
sion. We met again before the third session to go
through the material and at this point our original
concept evolved quite much.

The Living Library
Changes on the way
We started to think more about who could be our
early adopters and we end up to freelancers and in
that way to small start-ups who would need space
to work and networks around them. The library
could help them by providing premises and devices
for them and freelancers could help each others by
cooperating and co-creating. The library would also
be the information provider naturally and share the
knowledge. The library would get free marketing
when freelancers would spread the word about this
service in social media.
LESSONS LEART:
 YOU NEED TO BE ABLE TO EXPLAIN YOUR
IDEA VERY SIMMPLY, THINK ABOUT EX-
PLAINING IT TI YOUR MOM OR GRANDFA-
THER
 TO START USING THE SERVICE SHOULD BE
DESIGNED SUPER EASY
 DESIGN YOUR TOUCHPOINT S TO EN-
FORDE THE CUSTOMER RELATIONSHIP

The Living Library
T
he evening began by short review and
pitching the concepts. We crystalized the
message of the concept in few minutes
and received feedback about digital ser-
vice concepts from others. This was essential to get
perceptivity on how to improve service concepts.
Different revenue models
We began our meeting by discussing about differ-
ent pricing models and business revenue streams:
freemium and premium, on-demand service, ad
based model, exchange of ownership, subscription
based purchasing and crowdsourcing.
Freemium business model can be used to reach cus-
tomers, grow clienteles and engage users on ser-
vice. This model can be used to give basic and core
service features for free. To get full access on ser-
vice, freemium users can upgrade to premium level;
full access on service and pay as subscription.
On-demand service is a revenue model where cus-
tomer buy a service when needed and pay once per
service delivery. Sometimes this revenue model can
be combined on with freemium and premium sub-
scription revenue models. E.g. premium subscribers
may get on demand service a bit cheaper than free-
mium users.
Subscription based pricing model is an option to
traditional goods dominant logic and value ex-
change: exchange of ownership. Like already dis-
cussed subscription can be like freemium and pre-
mium. Of course some different variations between
these can be used.
Crowdsourcing is a revenue model where company
can collect fees from “business angels”. These busi-
ness angels receive access on service and make the
service possible. This is common for start-up com-
panies.
SESSION 3 Dec 13 2013
Converging concepts on Business Models

The Living Library
Business model
In the end of day we combined all combined
ideas on Lean Canvas (see Figure 1). We chose
the Lean Canvas because it was proper tool to
make sure we have thought the business model as
a new service from all needed perspectives. Lean
Canvas focuses more on recognized problem than
on final invalidated solution like Business Model
Canvas tend to present.
SESSION 3 Dec 13 2013
Converging concepts on Business Models
LESSONS LEARNT:
 YOUR DESIGN NEEDS REVENUES, THINK CAREFULLY A SUITABLE MODEL (S) FOR YOUR CONCEPT

The Living Library
T
his session Melanie was unable to attend
so we started the lesson with a Skype ses-
sion with her. Valtteri took over after that
and we got to work since we had a lot to
produce and very limited time, since Valtteri need-
ed to be somewhere else by seven PM. The struc-
ture of that session was quite unclear to us to start
with, and this was quite noticeable now when trying
to write about it, we had difficulties remembering
what we actually did during that class and in which
order. The below is an account for how two of us
remember the lesson.
Designing the Customer Journey
We got to work quickly presenting our concepts to
others since it had been a while back since we last
saw each other and the groups had worked on their
concepts during the break. We continued by de-
signing the customer journeys for our projects. The
guidelines were a bit confusing during the lesson
and therefore some of the time from our group
went to our wondering whether we were doing the
right matters. The numbering on the papers given
was especially confusing for us. We designed the
customer journey and the post-it notes were trans-
ferred many times during the
session since we thought
both about the start of the
customer journey and the
place of different touch
points during the journey.
After the customer journey we very naturally moved
on to working with the wireframes for the registra-
tion part of our service. We have a lot of images to
show our work on this part. We were able to pro-
ceed very quickly with the wireframes since we had
Antti in our group, who is working with these mat-
ters on a daily basis. Without him, our work would
not have proceeded that quickly since we were able
to skip some of the testing of different menus and
navigations and head straight for the chosen op-
tion.
SESSION 4 Jan 17 2014
Presentations, Customer Journey & Wireframes

The Living Library

The Living Library
LESSONS LEARNT:
 DESIGNING INTERFACES CAN BE EASILY DONE BY DIVIDING DIFFERENT FEATURES TO INDIVIDUAL STICKY NOTES; IDEAS TEND TO CHANGE
AND FIND NEW PLACES
 ASK SOMEONE TO TRY YOUR DIGITAL SERVICE TO TEST IT’S USABILITY

The Living Library
M
elanie offered an opportunity for us
to visit Fjord’s offices and have our
last session there. She gave us a
very efficient presentation about
selling your idea with some very fun and concrete
examples. Actually, the whole presentation was a
great example how to communicate your message
clearly using storytelling different kinds of visual
aids. It had several surprising examples, for instance
a sales pitch excerpt from Mad Men. The video clip
was very illustrative of the fact that you need to tell
your story so the listener/customer finds him or her-
self in it. We found the presentation very helpful
for designing our own later.
Once upon a time...
It is really not enough to have a great idea unless
you can sell it, and for that putting up a little show
goes a long way. To start storytelling, Melanie told
as to think fairy tales and their dramatic structure.
To create an interesting structure for your selling
pitch, you can illustrate it by some drama, for exam-
ple with a story of a quest or overcoming a monster.
An interesting storyline makes your idea more re-
latable for the customer. Being relatable means the
customer can find him or herself as a part of the
story, which in the best case scenario supports their
own individual goals.
Our wireframes go mobile, with a mobile
After Melanie’s presentation we developed our dig-
ital service path further and made a wireframe of
our mobile user interface. Using an application de-
signed for wireframing made this really fun and al-
lowed us to concentrate on the actual service path.
Selling our design prepared
Wireframing was continued by preparing for our
sales presentation. We got acquainted with our
customer persona Fabienne’s, information and cus-
tomized our presentation according to this. For ex-
ample we added statistics and more details, as the
persona was interested in those.
SESSION 5 Feb 7 2014
Selling it!

The Living Library
After quickly sketching our manual slides, we de-
cided who would present what in which order. We
also discussed how to make the presentation still
interesting and story like.
Our customer persona was a manager from the li-
brary services, with a passion for knowing every de-
tail and controlling things. We discussed within our
group what these kinds of characteristics could
mean in practice, coming to a conclusion that we
needed to convince the person of fortifying her sta-
tus, having control over the project and making her
library the most innovative one. Considering the
customer’s hidden needs and values was very help-
ful for creating the sales presentation.
We started our presentation by introducing very
shortly our service, and showing the statistics of li-
brary usage. We also stated that library funding
went hand in hand with the users. We thought this
part as convincing the need of the service, a threat
or a fairy tale monster that needed actions to pre-
vent bad things happening.
Secondly we introduced another statistic of start-
ups, giving an idea of growing number of a poten-
tial new segment that would mean early adapters
for the new library concept. We continued by step-
ping back a bit, by going through what kind of ser-
vices the libraries already had and how to utilize
them better. We then introduced very detailed
plan of our digital service, including wireframes of
both web and mobile applications.
Selling it!

The Living Library
How to make it even better?
After We got very nice critique from our audience.
What was missing in our presentation was a clearer
picture of the overall service. We could have maybe
either shortly introduce the general idea of our ser-
vice first or maybe after telling about the statistics
of potential freelance users.
We also received some complements how we ad-
justed our presentation according to our customer
persona, also our introduction was seen strong.
Selling it!
LESSONS LEARNT:
 TRY TO FIND OUT SOME PERSONAL THINGS OF YOUR CUSTOMER, ADJUST YOUR PRESENTATION TO MATCH THEIR NEEDS AND VALUES
 PRODUCE RELEVANT MATERIAL THAT SUPPORTS YOUR CASE
 GET CRITISISM BEFORE YOUR ACTUAL PRESENTATION, FIRSTLY TO TRY IT OUT, AND SECONDLY TO IMPROVE IT
 REMEMBER TO GO THROUGH YOUR CONCEPT IN GENERAL LEVEL TOO, YOU MIGHT TAKE SOMETHING GRANTED YOURSELF
 TELL A STORY, AND MAKE IT RELATABLE FOR YOUR AUDIENCE

Living Library_project

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