Introduction for Service Innovation & Design

1. Service Innovation & Design
Workshop

4. Agenda:

6. #GSJam 2015 map

8. What are we going to do?

10. Terminologies
Service
Innovation
Design
Customer
Experience

11. Customer
A customer is anyone who receives products or services
(outputs) from a supplier.
Customers can be either people or organizations and can be
either external or internal to the supplier organization.
Examples:
customers include clients, consumers, users,
guests, patients, purchasers, and beneficiaries.

12. Service
What is Service?
• Intangible products
• An interaction between a business and customers
• Generate a value to customer, and a revenue to a business

13. Service Dimensions

14. Service Dimensions

15. Service Dimensions

16. Innovation

17. Innovation

19. Innovation

20. Innovation

21. Innovation

22. Innovation

23. Innovation
Do you know a story about
innovation?

27. Innovation

28. Design
Realization of a concept or idea into
a configuration, drawing, model, pattern, plan or specificatio
n (on which the actual or commercial production of an item
is based) and which helps achieve the item's designated
objective(s).

29. Design Thinking!

30. Design Thinking

31. Design

32. Design

33. Customer Experience
Customer experience (CX) is the product of an interaction
between an organization and a customer over the duration of
their relationship. This interaction includes a
customer's attraction, awareness, discovery, cultivation,
advocacy and purchase and use of a service.

34. Service
Provide a ”VALUE” to a “Customer”, to solve a problem, do a
job
Create money/target for provider

35. Business or Social

36. Singapore

37. Service Design
https://youtu.be/BeEUemtdoJQ

38. Service Design
The service design takes form from a multidisciplinary process,
merging several figures and competences.
At first the tools used during this process were taken from the
fields that gave rise to the service design practice: social
science, business, design and technology.

39. Service Design
Service design is the activity of planning and organizing
people, infrastructure, communication and material
components of a service in order to improve its quality and
the interaction between service provider and customers.
SDN

40. Tools

44. What happens
When you refuse to empathize with your customer
When you refuse to cope & adapt with change

49. i phone

55. Customer Life Cycle Model
55

56. Customer Life Cycle
56

57. Customer Life Cycle
57

58. Pain
Relievers
Gain
Creator
Products &
Services
Gains
Pains
Job to be
done
58

62. Please:
• No go out due to security reasons
• Keep the space clean and arranged
• Recollect tools after the session in the box
• Try to keep our voice low (because we are near to the
library)
• We should leave at 3:30 pm sharp

63. How to use the Canvas?

64. Mistakes:
1. Not looking at the Value Proposition Canvas as two separate
building blocks
2. Mixing several customer segments into one canvas
3. Creating your Customer Profile through the lens of your
value proposition
4. Only focusing on functional jobs
5. Trying to address every customer pain and gain

65. 1- Not looking at the Value Proposition Canvas as
two separate building blocks

66. 2. Mixing several customer segments into one canvas
(work through the Customer Profile one customer segment at a
time)

67. 3. Creating your Customer Profile through the lens of your
value proposition
(you should step into your customers shoes)

68. 4. Only focusing on functional jobs
(functional, social, or emotional)

69. 5. Trying to address every customer pain and gain
(that the best value propositions are focused primarily on
resolving only those jobs, pains, and gains that are highest
priority to customers)

73. It is a design process
Put it once in the pains or the gains, depending on customer profile
e.g.:
“high cost saving” is a gain creator for wealthy customers
“high cost saving” is a pain releaver for a teenager customer

75. Business Models, & Why They’re
Important
http://timkastelle.org/blog/2012/01/eight-models-of-business-models-why-theyre-important/

76. Value Networks from Verna Allee

77. Henry Chesbrough

78. Strategy Diamond

79. Patrick Staehler

81. Business Model Canvas

82. Long Range Planning
the special issue mentioned above makes a couple of
important contributions. There is a new model of business
models in the paper by David Teece, but it is more of a model
to use in description if you are trying to study these
academically. It’s not really one that you could use very easily
within a firm for analysis.

83. Seizing the White Space

84. Escape Velocity
the latest book by Geoffrey Moore is fantastic. In it he includes
a 9-point Market Strategy Framework, which includes
elements like Target Customer, Compelling Reason to Buy,
Partners and Allies, etc. If you look at it, it’s outlining a
business model.

85. Blue Ocean Strategy

86. creating a new
market space,
by blending
opera and ballet
with the circus
format while
eliminating star
performers and
animals

87. Business Model Canvas

89. Books & References

95. http://www.ser
vicedesigntools
.org/
CLICK