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What Are the 25 Most Engaged Brands on Twitter?

What Are the 25 Most Engaged Brands on Twitter? | Designing  service | Scoop.it
Twitter has rapidly become a vehicle for brand marketing and reinforcement, but keep in mind that it’s only partially a broadcasting channel.
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Designing  service
One of the misunderstandings of these days is that a designer has an artist or artisan background. In that approach designers are idea generators, visualizers and prototypers.   That is not our point of view. Our adagium comes from the management writer Herbert Simon, who stated that "Everyone designs who devises courses of action  aimed at changing existing into preferred ones".  As stated by others, this version of design tends to abstraction and general expertise.   The focus of this blog is service and services. In our world  service is exchanged for service. All firms are service firms; all markets are centered on the exchange of service, and all economies and societies are service based. And just even government and other institutions are always exchanging services for services. But be sure, in this era of change there is a heavy focus also on concept generation, visualization and digital concept and prototypes.   Interested in designing services? In case you are interested to follow,  check the options in the sidebar. You can follow this blog on Facebook, Pinterest, Twitter and via email and RSS. It is up to you! In case you are interested to connect on linkedin, please feel free to do so (some of this content is also posted on that platform).  
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Designing service

Designing service | Designing  service | Scoop.it

 

 

Customer experience, customer service, design thinking, service design, service management

 

Mail me: fjg.zimny@serve4impact.com

  

Follow me on twitter: @serve4impact

 

Connect with me on linkedin http://www.linkedin.com/in/fredzimny

  

Even more good stuff at http://serve4impact.com 

 

 

 

 



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Sneaky's comment, June 25, 2015 10:42 AM
super article
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Got These On Your 2016-2019 Service Roadmap?

Got These On Your 2016-2019 Service Roadmap? | Designing  service | Scoop.it

Right now I can see three genuinely transformational technologies on offer for forward-thinking contact centres.

  1. The first is Interaction Analytics, which provides credible evidence of what goes on day in, day out. Its range of application is impressive – 100% compliance management, advisor dashboards for self development, a key input to Voice of the Customer initiatives and customer journey mapping. And finally it’s a forensic bloodhound able to sniff out demand failure
  2. The second is Visual IVR. Smartphone-addicted customers increasingly use their ‘third hand’ for all engagement touch points, including customer service. Visual IVR becomes the GUI of choice: delivering omni-channel fluency together with an infinitely more intuitive way of engaging with service options, relative to its audio equivalent. More importantly, it heals the false divide between so-called digital and voice services with click-to-anything functionality.
  3. The third is Intelligent Assistance – a hybrid experience for customers that sits between live assistance and self service. Service access becomes instant, which conforms to expectation. It is also smart enough to feel easy to use. It’s the way we will navigate our digital day-in-the-life-of. Finding stuff, buying stuff, fixing stuff. Personal assistants continually engaging with enterprise assistants will become the new version of letting ‘my people talk with your people’

Blend all that together and we can glimpse how contact centres will be reinventing themselves over the next few years.

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The 10 skills you need to thrive in the Fourth Industrial Revolution

The 10 skills you need to thrive in the Fourth Industrial Revolution | Designing  service | Scoop.it

These are the top 10 skills you will need in the workplace in 2020.

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How To Create An Effective Unique Value Proposition 

How To Create An Effective Unique Value Proposition  | Designing  service | Scoop.it

A step-by-step process for attracting, converting and monetising the most profitable customers in your market. Let’s start with a simple premise: all customers are not created equal.  Some are dramatically more profitable than others.


Via Daniel Watson, Pantelis Chiotellis
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Elías Manuel Sánchez Castañeda's curator insight, January 25, 1:03 PM

Most small and medium enterprises have the weakness that does not have a marketing system that produces income to make the company competitive and profitable. One reason is that companies want to sell to everyone, but most of the products and services required to segment the market, for which you need to have identified the ideal customer and have an effective and unique value proposition. Daniel Watson shares with us the link to a infographics that in summary presents key issues, thanks Daniel !!!!!

Mike Allen's curator insight, January 27, 3:43 AM

Old wisdom but not outdated. It is vital to get the basics right

Jean-Guy Frenette's curator insight, January 29, 8:59 AM

PDGPlan

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Martin Gill: Introducing Forrester’s Digital Maturity Model 4.0

Martin Gill: Introducing Forrester’s Digital Maturity Model 4.0 | Designing  service | Scoop.it
For the past eight years, business leaders have used Forrester's eBusiness and digital marketing assessments to mature their firms toward excellence. In 2013, we introduced a comprehensive digital maturity model that consolidated our interactive marketing and eBusiness maturity models.Two years applying the model with clients have helped hone and focus it even further. Our latest report, the Digital Maturity Model 4.0 updates our 2014 digital maturity model into a single set of scoring criteria that today's cross-functional digital leaders can use to benchmark how well they use digital to drive competitive strategy, enable superior customer experiences, and create operational agility.

What’s new?

Digital maturity demands cross-functional collaboration. Digitally mature firms do so much more than deliver great technology. They understand that digital execution demands the right culture, organization, technology and insights. That’s why we define digital maturity across those four key dimensions. Our assessment outlines key best practices for how firms drive a digital culture, how they organize and resource digital teams, how they invest in technology and how they steer their strategy and execution with customer-driven insight.
Digitally mature firms operate differently. For the first time this year we’ve embedded the digital maturity questions into our Business Technographics surveys. This means we gather deep insights into how digital teams build strategies, budget, select software, collaborate with other teams, organize and go to market, and we can now cut all that data by maturity segment. We’ll be publishing more on this over the next few months to highlight what sets the digital differentiators apart from the sceptics and adopters
Retailers now lead the way. We segment firms into four levels of increasing maturity, from “Sceptics” who are just starting out on their digital journey, to “Differentiators” who are learning to leverage digital to drive personalized and contextually relevant customer experiences for their clients and customers. Retailers have surfaced as some of the most mature digital firms in 2016.
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Why BPM is the essential link between the IoT and CRM in the digital age | Information Age

Why BPM is the essential link between the IoT and CRM in the digital age | Information Age | Designing  service | Scoop.it

The service-led IoT economy needs orchestration, collaboration, and continuous optimisation for efficiency - this is where the role of BPM comes in

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The Digital Transformation is a Design Transformation — Year of the Atom — Medium

The Digital Transformation is a Design Transformation - Year of the Atom - Medium
When I look around at the billion dollar companies in 2015, I am impressed by just how many of them have hit their strid…

Via Jean-Luc Le Moal
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Customer Experience Infographic - Bain & Company Insights: Are You Experienced?

Customer Experience Infographic - Bain & Company Insights: Are You Experienced? | Designing  service | Scoop.it
Companies that offer a winning customer experience grow faster and develop loyal followings. This infographic shares five questions that companies should consider when designing their customer experience.
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Waking Up to the Future of Work

Northwestern Alumni Conversation with Carol Ross Access the recording here: https://event.webcasts.com/starthere.jsp?ei=1088196
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Top 10 Design Thinking FAQs

Top 10 Design Thinking FAQs | Designing  service | Scoop.it
Design thinking and Sliced Bread go back about 14 years. But, for the last five, I’ve been teaching design thinking at the Stanford d.school and more recently, in the Computer Science department. T...
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MONICA LOPEZ SIEBEN's curator insight, February 5, 2:12 AM

La "mentalidad de diseño" no es una actividad espontánea. También sigue un proceso para aumentar las probailidades de dar respuestas creativas a los problemas.

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IBM has made its third acquisition in the space of a week — and its second in Europe — to expand its front-end design and creative services business: the company has acquired Ecx.io, a design agenc...

IBM has made its third acquisition in the space of a week — and its second in Europe — to expand its front-end design and creative services business: the company has acquired Ecx.io, a design agenc... | Designing  service | Scoop.it
from Pradodesign IBM has made its third acquisition in the space of a week — and its second in Europe — to expand its front-end design and creative services business: the company has acquired Ecx.io, a design agency based out of Dusseldorf, Germany. As with its previous deals to buy Aperto and Resource/Ammirati, IBM is…
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Kentont Letekel's comment, February 3, 8:42 PM
This is a good source, will be reading your otehr stories as well
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Chart/table from: Where Do Marketers See Their Most Exciting Digital Opportunities Today And in 5 Years?

Zoom on marketing chart titled: Chart/table from: Where Do Marketers See Their Most Exciting Digital Opportunities Today And in 5 Years?
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Instinct Isn't Enough: Great Design Demands Data

Instinct Isn't Enough: Great Design Demands Data | Designing  service | Scoop.it
Data-informed design, not data-driven design, is key for delivering top-notch products, argues Robert Hoekman Jr.
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Are You Brainstorming the Right Way for Innovation? - Knowledge@Wharton

Are You Brainstorming the Right Way for Innovation? - Knowledge@Wharton | Designing  service | Scoop.it

The right way to brainstorm is to combine diversity with expertise to truly innovate, according to the Mack Institute's Sarah Kaplan.

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CRM Has Failed in the Past. What Should a CRM Really Be Today? - Pipeliner CRM Blog

CRM Has Failed in the Past. What Should a CRM Really Be Today? - Pipeliner CRM Blog | Designing  service | Scoop.it

What should a CRM application truly be in today's business landscape?

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The Website Is the New Customer Service Rep

The Website Is the New Customer Service Rep | Designing  service | Scoop.it
Is your business website doing everything it can to make the sale? Here's how to turn your website into an automated customer service rep.

Via Marylene Delbourg-Delphis
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Top 6 Predictions for Service Design in 2016 | Practical Service Design

Top 6 Predictions for Service Design in 2016 | Practical Service Design | Designing  service | Scoop.it
I've got 6 big predictions for service design in 2016. Some big, some small, and some a little provocative. Come see what I think is in store for the coming
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Design tools for design thinking - ..STBY...

Design tools for design thinking - ..STBY... | Designing  service | Scoop.it
Design tools for design thinking
STBY has been involved in the creation of toolkits for several clients, in sectors from education to international development to design. Recently we have finished a toolkit on innovation in emerging markets, and we are facilitating the development of an exciting design thinking toolkit for the care sector. Why are toolkits so popular? 
Clients consider tools and toolkits effective ways to capture the knowledge and skills of experts in a format that can easily be shared. Toolkits promise to make a complex process accessible to novice practicioners. However, a design thinking toolkit does not automatically make everyone a design thinker. 
With just a hammer and a saw you can’t build a house straight away, you need to learn how to use each device individually, and you can only get started if you have wood and nails. It really helps if a ‘master’ explains you the tips and tricks, so you don’t have to rely on reading the manual. If you use your tool over and over again you will be able to create stable and good looking objects. And finally, some day you’ll be able to build upon your ‘master’s’ advice and develop your own way of working. 
The risk of ’tool-ification’ is to reduce design thinking practice to a rote procedure, and in that way it can lose depth and creativity. Reflecting on our projects, toolkits are never designed in isolation. We develop artefacts, but we also design the way they will be used in practice. Sometimes tools form part of a course or training, in other cases they are used by experts to guide colleagues. It’s important to apply almost a service design approach to making toolkits, to keep in mind how they will function and be used in the broader ecosystem of an organisation, group, or class.
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Enterprises confront the reality of 'multilayered' collaboration | ZDNet

Enterprises confront the reality of 'multilayered' collaboration | ZDNet | Designing  service | Scoop.it
The growing challenge with digital collaboration today has been long in the making. The issue itself is perhaps best demonstrated by the rapid rise of Slack, the current darling of team chat and wildly popular with its users. In many of my recent conversations with IT managers, I find that Slack is invading the workplace on many fronts, regardless of it's sanctioned or not.

Shadow IT is not new of course, but in the collaboration space, the sheer amount of proliferation has reached a high water mark recently. For most of the history of IT, organizations offered the workforce a few well-defined tools through which employees and other stakeholders were supposed to communicate and collaborate. Not any more.

Instead, this relatively stable state, which many -- including myself -- have long argued has been artificial, unhelpful, and sharply limited exploration and regular improvement of digital interaction, has largely come to an end in most organizations.

Now employees and departments are helping themselves to the tools they believe they really need. At the same time, companies are steadily dealing with what is now too many categories of communication and collaboration software to adequately manage and govern, much less individual apps, the tracking of which is now nearly impossible for most companies.
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If You’re Not Collecting Productivity Data, You’ll Never Succeed at Work

If You’re Not Collecting Productivity Data, You’ll Never Succeed at Work | Designing  service | Scoop.it

It’s central to self-improvement.

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How shared-services organizations can prepare for a digital future | McKinsey & Company

How shared-services organizations can prepare for a digital future | McKinsey & Company | Designing  service | Scoop.it
Over the past few years, companies have taken many routes to digitizing the front ends of their businesses to create seamless customer interactions—for instance, building mobile apps that make it easier for customers to, say, order clothing or open a bank account.

To ensure greater success with those efforts, companies may want to consider ways to digitize their back-office functions, which in many companies are handled by shared-services organizations. These groups typically manage and deliver technical and administrative support in areas common to all business units in a company, such as finance, human resources, and IT. In many cases, they undergird core business functions. In a financial-services setting, for instance, the shared-services organization might be charged with processing loan applications or insurance claims. By incorporating automation, virtualization, advanced analytics, and other digital technologies into their operations, shared-services organizations may be able to streamline processes. These technologies also may enable them to make better decisions and improve the quality of internal and external customer interactions. McKinsey research suggests that companies, by digitizing their shared-services organizations, can achieve significant savings in both time and money—for exam
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Kickstarter: Rocketbook Wave: Cloud Connected Microwavable Notebook

Rocketbook is raising funds for Rocketbook Wave: Cloud Connected Microwavable Notebook on Kickstarter!

Combine the freedom of pen and paper with the utility of the cloud. Microwave. Repeat.
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IBM kauft die Berliner Digitalagentur Aperto

IBM kauft die Berliner Digitalagentur Aperto | Designing  service | Scoop.it
Der IT-Consulting-Riese IBM wird die Berliner Agentur Aperto übernehmen. Die Digitalschmiede wird künftig Teil der international operierenden Agentur IBM Interactive Experience ...
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Download Case Study - The Social Media Audit - Ranking the 10 Largest Professional Services Firms on Social Media (registration required)

Download Case Study - The Social Media Audit - Ranking the 10 Largest Professional Services Firms on Social Media (registration required) | Designing  service | Scoop.it
How can B2B companies make the most of social media?

To answer this question, we analyzed 10 of the largest global professional service firms – from the Big 4 to McKinsey and Bain & Co - on social media to see how these giants of the business world compare on Twitter and Facebook.

Here is what we found:

McKinsey were the most engaging brand on Twitter with double the per post engagement of their closest competitor.
Posts highlighting social issues such as gender equality produced high engagement rates on both Facebook and Twitter.
On Facebook, professional services firms had the most success when posting about major surveys, workplace initiatives and industry awards.
Overall, professional services firms lag behind other B2B sectors such as software on social media.
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HBR: Only Half of Companies Actually Use the Competitive Intelligence They Collect

HBR: Only Half of Companies Actually Use the Competitive Intelligence They Collect | Designing  service | Scoop.it

Too many executives use data to confirm what they already think.

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