Services are outcomes in which customers do not take ownership of physical elements involved. Services are co-created by service users and service employees. Service blueprints: (i) map the value exchanges and touchpoints, (ii) clarify the interaction between customers and employees, and (iii) reveal how these are supported by backstage activities.
Every product or service comes in to this world with an abundance of actors, like the relations they have and the conditions they interact within. This ecosystem is a self-sufficient set of elements which are intricately interconnected. These elements can exist by themselves, and yet simultaneously be part of a larger ecosystem, like a tree in the forest. However, our ecosystems are populated with people, which can easily result in chaotic or poorly organized systems plagued by unnecessary bureaucracy.
We need to design all the internal tools, mechanisms, reporting, processes, policies etc to be focused on the employee. We need to understand our teammates and employees as well as we understand our user and customers. I call this Employee eXperience (EX).
"Design thinking can be described as a discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity.” — Tim Brown
“A business model described the rationale of how an organisation creates, delivers, and captures value” — Alex Osterwalder
There are divergent things happening in the product and interaction design community. On one hand, we have some amazing pieces of writing from the likes of Ryan Singer and Julie Zhuo, moving our craft forward.
What is service design? What are the benefits of a service design approach? Why engage in service design now? How does service design compare to other innovation methods? What are service design methods and tools?
Key principles of Service design:
(i) aims to create services that are useful, useable, desirable, efficient, and effective.
(ii) is a human-centred approach that focuses on customer experience and the quality of service encounter as the key value for success.
(iii) is a holistic approach that considers in an integrated way strategic, system, process, and touch-point design decisions.
(iv) is a systematic and iterative process that integrates user-oriented, team-based inter- disciplinary approaches and methods in ever-learning cycles
We had several goals when we set out to run this exercise with the executive team. The first was to introduce them to the concept of personas. We achieved this goal to the extent that the team now knows what this tool is and what components make it up. Given that these were ad-hoc personas, it is incumbent on us, the UX team, to continue to update the 6 personas we created as we learn more from actual user interactions. We must then update the executives with these new details.
Traditionally known for creating innovative ‘bricks & mortar’ customer experiences, FITCH has also had to rapidly adjust our approach. Translating a brand into a compelling consumer experience now requires a much more diverse skill base, a refined process and the ability to orchestrate a much broader range of touch points than ever before.
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