1. designing experience

2. Netflix vs. Blockbuster

3. what do they sell?

4. video vs. experiences

5. different meanings of
video rental experiences

6. multiple meanings of
experiences

7. physical
emotional
cognitive
social
cultural

8. opens up new innovation
possibilities

9. requires new combination
of resources

10. outside-in approach to
innovations

11. most R&D focus on
inside-out perspectives

12. how can you see the
outside-in opportunities
that customers cannot
articulate?

13. focus on the meanings,
not products in thinking
about the innovations

14. looking beyond the
products

15. focus on services

16. how customers integrate
different services
to co-create value

17. looking for Tide
Killer?

18. asking right questions

19. Q: why do you use Tide?
A: to have clean clothes

20. product-focused question

21. Q: what do you mean by
clean clothes?

22. meaning-focused
question unlocks the door
for product innovations

23. fresh
smell
soft
fabric
clean
color
ready
for
important
meeting
no
dirt

24. how do you get these
insights?

25. design research

27. What is it?

28. to reduce large volume
of qualitative data

29. into a set of insights

30. data collection

31. see with your eyes

32. who

33. ordinary people

34. extreme users

35. magnifier of
hidden needs

36. how

37. follow people

38. stationary
observation

39. personal archeology
what is in your bag?

40. follow
people
or
things
follow things
... through the eyes of
chopsticks

41. How do you see?

42. observe with
hypotheses

43. tools?
culture?
why?
patterns
signs?
meaning?
actions
people
where & when

45. interpretation

46. ask these questions

47. what do you see?

48. try to think what might be
the reasons for the
behavior you observe?

49. what tools are being used?

50. who else is there?

51. when and where

52. what’s before and after?

53. What can you do with
a bottle of water?

54. rental car

55. plan a trip
compare different options
make a reservation
pick up the car
drive
return the car
go home
innovation
opportunities

56. web-based
travel agent
vouchers
cell phones,
Never-Lost
Minimal / none
Some activity
Moderate activity
Frequent activity
Non-stop activity
availability,
models
rapid pick-up,
rapid return
fleet
optimization
modeling
travel
agents
airport
shuttle bus
business
travelers
Offering
Core
process
Process.
Enabling
process
Business
model
Finance
Networking Product/Service
performance
Service
system
Customer
Service
Channel
Delivery
Brand Customer
experience
Rental Car Example
Most competitive activity
in the rental car industry is
focused here
Source: Doblin Consulting

57. web-based
travel agent
vouchers
cell phones,
Never-Lost
Minimal / none
Some activity
Moderate activity
Frequent activity
Non-stop activity
rapid pick-up,
rapid return
fleet
optimization
modeling
travel
agents
airport
shuttle bus
business
travelers
Offering
Core
process
Process.
Enabling
process
Business
model
Finance
Networking Product/Service
performance
Service
system
Customer
Service
Channel
Delivery
Brand Customer
experience
charge
insurers
• Now largest ($6.9b vs. $4.9b for Hertz, $2.5b for Avis)
• Targets the occasional renter
• Uses the insurance company channel
• Brings the car to the renter; avoids airport cost structure
brings car to
you
occasional
rentersinsurers
availability,
models
Rental car industry
Source: Doblin Consulting

58. Emerging standards,
specialization
e.g. PowerPC (IBM, Motorola,Apple),
Zero inventory assembly
Flexible financing
e.g. FreePC, Gateway Your: )ware,
Compaq leasing
Networked organizations
e.g. Dell paperless purchasing, Intra/
Extranets
Low-cost home PC’s
e.g.Windows 95, Intel Celeron
Technology-driven
multimedia enhancements
e.g. Intel 486,Windows 3.0,Adobe
Postscript
Direct distribution
e.g. Dell, Gateway Country Stores
Source: Doblin Consulting

59. Global alliances
e.g. Star Alliance, OneWorld
Streamlined processes,
safety procedures
e.g. Defibrillators in airplanes and airports,
streamlined boarding procedures
Outsourcing on non-core processes
e.g. Gate Gourmet buys SAS Service Partner,
Learjet purchase of AMR Coombs facilities
Global alliances and
consolidation
e.g. Shared frequent flyer programs
and lounge access
Revenue generating innovation
e.g. United Connections and Aadvantage
Websites, inflight gambling
Amenities for Premium
Passengers
e.g.Virgin Clubhouses, BA First
Lower cost
e.g.ValuJet, Kiwi
Passenger airline travel
Source: Doblin Consulting

60. see in time and space

63. stakeholder experience cube
Events
stakeholder
A
current
experience
emotional
cognitive
physical
social
stakeholder
B
stakeholder
C

64. Events:
•activities
•time
•location
•tools
•signs
Taxi Ride:
plan - approach - ride - payment - exit
ER visit:
notification - travel - triage - initial diagnosis
- test - final diagnosis - dismissal

65. generating solutions

66. Ask “How might we ...?”

67. looking for
plausible alternative

68. “There are those that look at
things the way they are, and
ask why? I dream of things
that never were, and ask why
not?”
Robert F. Kennedy

69. brainstorm

70. prototyping

71. think with your body

72. use papers

73. use post-it

74. use legos

75. use markers
... or whatever

77. building a
persona

78. identifying stakeholders

79. use research data

80. identify common
dimensions

81. Name:
Age:
Job:
Family:
Gender:
Key values:
A habit:
Home town:
Key interests:
Hobbies:

82. follow the character:
be generative

83. not to collect data
but to get inspired

84. not to converge
but to open up new
possibilities

85. to understand the
context and
background in order to
innovate foreground