1. Service Design: Fast forward to the money
服務設計:快速創造金錢的方法
Simon Clatworthy
Taiwan
July 2013
下列投影⽚內容係為 Prof. Simon Clatworthy 1授權給
102年經濟部技術處 培訓系統與服務創新研發管理專業⼈才計畫
服務創新AT-ONE研討會 專案使用
版權所有 請勿以任何形式翻印或重製
如有任何疑問, 請洽執⾏單位 中國⽣產⼒中⼼ 研發創新組
2. Design is now everywhere設計存在於現代生活中的每一個角落
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3. Design is now everywhere 設計存在於現代生活中的每一個角落
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16. The experience economy 體驗經濟
Commodity
1-2 ¢/cup
原料產品
每杯價值1-2 ¢
Goods
5-25¢/cup
商品
每杯價值5-25 ¢
Experience
2-5 $/cup
消費經驗
每杯價值2-5 $
Example from The Experience Economy - Pine and Gilmore 1997
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19. From E to E2 從E 到 E2
Exploitation 沿襲既有 Exploration 探索創新Exploitation 沿襲既有 Exploration 探索創新
Organisational focus
組織重視焦點
ADMINISTRATION of business
企業的管理層面
The INVENTION of business
企業的創新層面
Overriding goal
主要目標
Systematically honing and refining
循序漸進地仔細完成工作
Dynamically moving
充滿活力地前進
Driving forces
驅動力
Analysis, reasoning, historical data
分析、尋找原因、歷史資料
Intuition, feeling, originality
直覺、感受、原創
Future orientation
未來性
Short-term
短期
Long-term
長期
Progress
進程
Measured and careful increments
標準化、按部就班的進展
Uneven, scattered, false starts
不平均、散亂、慌張的起步
Risk and reward
風險與回報
Minimal risk, predictable returns
風險最小化,可預測的回報
High risk/high rewards
高風險、高回報
Source: Martin 2009, The Design of Business All rights reserved
23. A stay in a hotel
Kilde: LiveWork
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24. Service Design 服務設計
“Designed offerings to
provide experiences that
happen over time and
across different touch-
points ”.
timetouch-
points
experiences
offeringspoints ”.
「以經過設計的服務,提供在不
同時間與不同接觸點的顧客經驗」
experiences
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26. Example 1: Oslo Airport Express Train
範例一:奧斯陸機場快線
Carefully designed serviceCarefully designed service
with focus upon the
orchestration of service
touch-points and customer
experience around a big idea.
Results:
- record profits
- record passenger numbers
- highest brand recognition- highest brand recognition
精心設計的服務,重視每一個服
務接觸點的規劃以及顧客經驗,
創造了以下的成果:
-歷史新高的獲利
-創新高的旅客數
-高度的品牌認同
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27. Example 2: Keep the change 範例二:留下零錢!
Source: IDEO Service Design
All rights reserved
28. Example 3: Public service design - getting people back to work
範例三:公眾服務設計—將人們帶回職場
Getting longterm unemployed back to work used to cost $95,000
Using service design, Sunderland City Council cut that figure to $7,500.
將長時間未就業的人們帶回職場,過去需要編列美金$95,000的支出
透過服務設計,英國Sunderland 市議會得以將預算縮減至美金$7,500
Source: The Design Council UK
29. Example 4: Tesco virtual store in Korea
範例四:Tesco在韓國開設的虛擬商店
Part of an advertising push
Now becoming an integrated service
900 000 downloads within 6 months
Brand recognition in new market
這原本是一面廣告牆,現在成為整合服務其中
的一部份,在六個月之內創造了90萬次的下載,
快速創造了品牌在市場上的認同快速創造了品牌在市場上的認同
Cheil worldwide
30. Example 5: Virgin Galactic 範例五:維珍銀河
Foster and partners Phillippe Starck Seymour-Powell
$200 000 Dollars for a ticket
$ 20 000 Deposit
Over 500 people have already paid their deposit
每張票價高達20萬元美金
需先支付2萬元美金定金
已經有超過500人下單訂購
Foster and partners Phillippe Starck Seymour-Powell
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31. Service Design is not this... 服務設計並不是….
Philippe Starck. Photo: Jean-Babtiste Mondino
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32. But, the designer as the facilitator of co-creation
但服務設計者是創造共同合作的推動者
“The meaning of value and the process of value creation are
rapidly shifting... Informed, networked, empowered andrapidly shifting... Informed, networked, empowered and
active consumers are increasingly co-creating value with the
firm.”
(Prahalad and Ramaswamy, 2004).
“價值的意義以及價值創造的過程是快速變化的…資訊充足、人脈廣、
具有力量且主動性強的顧客,與企業共同創造價值的例子愈來愈多”
(Prahalad and Ramaswamy, 2004).
“Emerging (co-design) practices will change what we design,
how we design, and who designs...
Designers in the future will make the tools for non-designers
to use to express themselves creatively.” (Sanders &
Stappers, 2008)
“新興的(共同設計)案例,將會改變我們的設計內容、如何設計、也改變
設計者…未來的設計人員,將會為非設計專業的人創造一種工具,讓他
們也能抒發自己的創意” (Sanders & Stappers, 2008)
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33. Incremental Innovation漸進的創新
Innovation quadrants in services 服務的四個象限
Passive
Participation
被動參與
Active
Participation
主動參與
Hotel飯店 Camp Site露營場所
Couch Surfing沙發背包客Airbnb民宿被動參與 主動參與
Radical Innovation激烈的創新
Couch Surfing沙發背包客Airbnb民宿
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34. Use
Experience flow in a service: exceeding expectations
服務的經驗循環:超越期待
使用
Advocate
‘You must try this service!’
傳播
“你一定要試試這個服務!”
Personalise
‘I can find my own ways to use it’
個人化
“我可以擁有屬於我個人的使用方法”
Learn
‘This is cool.
So easy and fun’
學習
“這看起來很酷,很簡單又很有趣!”
Commit
‘I can’t wait to get started’
承諾
“我等不及要開始了!”
Use
‘I really like this’
使用
“我真的喜歡”
“你一定要試試這個服務!”
Reward
‘Wow, I got extra benefits’
Quit
‘I don’t need this any
more. I’ll miss it’
Awareness
‘Mmm, I did not know
about this!’”
“我等不及要開始了!”
Evaluate
‘I just have to join!’
評估
“我剛剛加入!”
回報
“哇!我獲得了額外的回饋”
離開
”我不再需要這個服務了,但我會想念它的”
認知
“嗯…我並不知道這個服務
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35. Service design is business, and it integrates other disciplines
服務設計是一種商業行為,也必須將其他領域的專業整合進來
Designing the service
Proposition
設計服務主軸主軸主軸主軸
Designing
the service
touch-points
Designing the
back-stage
operations SERVICE
Brand-relevant
Customer Experience
品牌相關的顧客經驗
touch-points
顧客接觸點顧客接觸點顧客接觸點顧客接觸點的服
務設計
operations
設計後台後台後台後台的操作
Designing the
supportive technology
設計支援性的資訊科技資訊科技資訊科技資訊科技
SERVICE
DESIGN
服務設計
Adapted from: Patricio & Fisk 2012All rights reserved
36. Together with the business model canvas
整合後的商業模式草圖
Source: http://alexosterwalder.com/index.html
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37. Successful teams develop successful solutions
成功的團隊就能建立成功的解決方案
The development of team collaboration, internal culture and
team communication are central to team success. Not least a
common understanding and shared vision of the object of
development. (Sethi 2000, Molin-Justiila 2006)
團隊合作的發展,內部文化與團隊溝通是創造團隊成功的核心要素,不止需要
(Sethi 2000, Molin-Justiila 2006)有共識,也需要對發展目標有共同的願景(Sethi 2000, Molin-Justiila 2006)
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38. Successful teams develop successful solutions
成功的團隊就能建立成功的解決方案
The development of team collaboration, internal culture and
team communication are central to team success. Not least a
common understanding and shared vision of the object of
development. (Sethi 2000, Molin-Justiila 2006)
團隊合作團隊合作團隊合作團隊合作的發展,內部文化內部文化內部文化內部文化與團隊溝通團隊溝通團隊溝通團隊溝通是創造團隊成功的核心要素,不止需
(Sethi 2000, Molin-Justiila 2006)要有共識,也需要對發展目標有共同的願景共同的願景共同的願景共同的願景(Sethi 2000, Molin-Justiila 2006)
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39. The BIG IDEA (and the Detail)大創意(及其細節)
Its about a strong, experiential offering
Has to be easy to understand the benefits
Quick to experience the benefits
Consistently deliver over the long term
Deliver on a promise, right down to the last detail
THIS MAKES ITS STRATEGIC, TACTICAL and OPERATIONAL
重點在於,有效的服務體驗,
必須能讓人易於瞭解其益處,
能快速獲得這些益處,並能長時間維持一致的服務,
承諾在每一個細節都維持一貫不變。
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47. How to get there for services?
如何完成一項服務?
Process, People + Tools
過程,人 + 工具
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48. Example 1: Oslo Airport Express Train
範例一:奧斯陸機場快線
This is an innovation in
orchestration of
TOUCHPOINTS to provide
a seamless and pleasant
travel
EXPERIENCE.
這是一項能夠和諧整合各個接
觸點的創新設計,提供顧客無觸點的創新設計,提供顧客無
縫接軌的愉快旅遊經驗。
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49. Example 2: Keep the change範例二:留下零錢!
This is an innovation in
OFFERING.
這是一種提供小禮物的創新
作法。
Source: IDEO Service Design
作法。
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50. Example 3: Public service design - getting people back to work
範例三:公眾服務設計—將人們帶回職場
This is an innovation in process and getting diverse ACTORS to work
together around the users NEEDS.
這個案例則是在流程上的創新,讓不同的參與者回到工作崗位,同時滿足使用者的需求。
Source: The Design Council UK
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51. Example 4: Tesco virtual store in Korea
範例四:Tesco在韓國開設的虛擬商店
This is an innovation in
TOUCH-POINTS, that makes a new
OFFERING possible.
這是在接觸點上的創新作法,開創了全新的服
務提供方式。
Cheil worldwide
All rights reserved
52. Example 5: Virgin Galactic範例五:維珍銀河
Foster and partners Phillippe Starck Seymour-Powell
This is an innovation based upon developing an EXPERIENCE
through a novel OFFERING and new TOUCH-POINTS to satisfy a
new NEED. It brings new ACTORS together to provide the service.
這個案例的創新手法,來自於提供新穎的產品以及全新的接觸點以滿足人們
新的需求,進而創造服務經驗,也在提供人們的服務中,加入了新的元素。
Foster and partners Phillippe Starck Seymour-Powell
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53. AT-ONE as an innovation approach
將AT-ONE當作一種創新的作法
A - Actors in Value NetworksA - Actors in Value Networks
A – 價值網絡的共同參與者
(Stabel & Fjelstad, 1998; Allé, 2000)
T - Touch-points - Integrated marketing
T – 接觸點 – 整合行銷
(Shostack, 1984; Voss & Zomerdijk, 2007)
O - Offering - Value proposition, Branding
O – 產品 – 價值主張, 品牌
(De Chernatony et al., 2003; Karjalainen, 2004)(De Chernatony et al., 2003; Karjalainen, 2004)
N - Need - User Centred Design
N – 需求 – 以使用者為中心出發的設計
(Abras et al., 2004; ISO 9241-210)
E - Experience - Marketing, Aesthetics, Beh. Economics
E – 經驗 – 行銷,美學, 行為經濟
(Schmitt, 2003; Thaler & Sunstein 2008)
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54. 新服務的發展
探索 定義 發展 提供服務
此階段(前端)
跨功能的團隊 服務創新 All rights reserved
55. Important things happen at the start
起始的階段相當重要
100%
Percentage of final cost
committed
已承諾預算的佔比
0%
Percentage of costs
spent
已支出預算的佔比
Project
Start 專案開始
EndConcept phase complete
概念階段完成
Source: Berliner + Brimson 1998 All rights reserved
56. Four challenges at the front end of service innovation
服務創新初期的四個挑戰
Berliner and Brimson (1988) show that approx. 66% of life-cycle costs are decided during this phase of a project,
whilst only about 5% of development costs are utilisedwhilst only about 5% of development costs are utilised
Companies “...have rationalised and routinised the back end of the new service development (NSD) process, (but)
the front-end of the process remains a knowledge-intensive black art”
(Kelly and Storey, 2000 p.45)
The development of team collaboration, internal culture and team communication are central to team success.
Not least a common understanding and shared vision of the object of development. (Sethi, 2000; Molin-Justiila.
2006)
A lack of service orientation in New Service Development (Miles, 2008)
從Berliner and Brimson (1988)的研究中可以看出端倪。有66%的生命週期成本會在專案的初期階段發生,在開發階
段只會用到大約5%的預算。
絕大多數企業仍然「…合理化且墨守陳規地執著於後端新服務發展(NSD)流程,(但)流程的起始階段仍是一種需
要大量知識累積才能展現的魔法」。(Kelly and Storey, 2000 p.45)
團隊合作、內部文化以及團隊溝通的建立,都是團隊成功不可或缺的要素,不只需要有共識,也必須對於發展項目有
共同的願景。(Sethi, 2000; Molin-Justiila. 2006)
在新服務的發展中,缺少了對服務的明確定位。(Sethi, 2000; Molin-Justiila. 2006)
57. Design is about balancing how we interact with services
設計就是要在我們與服務的互動之間找到平衡
Desirability
渴望度
Utility
實用性
Pleasurability
愉悅性
Usability
可用性 All rights reserved
58. Service design integrates other disciplines
服務設計必須整合許多其他領域
Designing the service
Proposition
針對服務計畫進行設計
Designing
the service
touch-points
Designing the
back-stage
operations SERVICE
Brand-relevant
Customer Experience
品牌 – 相關的顧客經驗
touch-points
針對服務接觸點
進行設計
operations
針對後台的運作
進行設計
Designing the
supportive technology
針對支援性技術進行設計
SERVICE
DESIGN
服務設計
Adapted from: Patricio & Fisk 2012All rights reserved
75. A model for services
概念模式:
品牌DNA 服務個性特質 接觸點、說話語氣、行為 顧客經驗
新服務發展(NSD)的前端流程:
From: Clatworthy, (2012)
1. 針對品牌DNA進行摘要 2. 建立服務的個性特質 3.實際演練並改善顧客經驗
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87. 1.選擇最適合您的產
品的檢視順序
A 參與者計畫 A 參與者小組討論
2.針對每一個字母
代表的階段進行分
析與規劃
3.選出五個最有希望
的想法,做出結論
4.每個討論小組進
行概念整合,提出
1-5個整體性的概念
5.向您的主管實際說
明並溝通最後訂定的
概念
A 參與者計畫 A 參與者小組討論
整合小組討
論
設計更好的服務
T 接觸點計畫
O 服務產品計畫
N 需求計畫
T 接觸點小組討論
O 服務產品小組討論
N 需求小組討論
發現 定義 開發 傳遞
5種檢視程序 5項研討計畫 5種研討->250個想法->25個最棒的想法
1個研討->5個絕佳的概念
1-5個絕佳的概念
準備好進行簡報
核心團隊 核心團隊 核心團隊 核心團隊團隊所有成員
「設計更好的服務」是一種運用AT-ONE(A= 參與者,T=
接觸點,O=服務產品,N=需求,E=體驗)進行服務創新的流
程,能強化傳統雙鑽石流程中的前兩個發展階段,如同
英國設計協會所描述的:「能夠在正確執行之前、做正
確的選擇」。
此創新流程整合了產業需求來提升服務上的創新,運用
了像是顧客洞察、文化剖析、創造力等設計技巧,並運
用整體性思考來創造出具有吸引力的解決方案,在採用
AT-ONE方法後,您就能聚焦於服務創新的早期階段工作,
幫助您的專案有個正確的開始 – 以顧客為主的解決方案,
才能針對您品牌的強項、創造讓人嚮往的服務經驗。
E 體驗計畫 E 體驗小組討論
參與成員
數量
All rights reserved
88. The AT-ONE book: How to design better services
AT-ONE 著作:如何設計出更好的服務 All rights reserved
89. 2. How to design for better customer experiences
2. 如何設計出更好的顧客經驗
PhD - Translating Brands into Experiences The Brand Experience
Handbook - 2011-2014Handbook - 2011-2014
PhD - Using The Ritual and Sacred in the Design of Services
How to make experiences special through Design - 2011-2014
All rights reserved
90. 3. How Design can transform service organisations
3. 如何透過設計改變整個服務組織
PhD - Design support at the front end of
the New Service Development (NSD)
process - Autumn 2012
Research activity for prototyping
experiences - Autumn 2012
PhD - Service Design LeadershipShaping Service Innovations at
the Intersection of Design and Strategic Management - Autumn 2012
Customer Care Research Project together with Telenor,
Posten ++
Judith Gloppen 2012
All rights reserved