An internal presentation at Elevator Up on what a few of us learned about Service Design while in San Fransisco at Cooper Design.

1. SERVICE DESIGN

3. Service Design
• What is it?
• Why does it matter?

4. Digital products are only a small portion of a complex journey.
We need to remind ourselves

5. Great experiences consider of all the moments a customer,
client, or user engage with your organization.

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

8. The competitive advantage

9. Uber is the world’s largest taxi company and
owns no vehicles.
Facebook is the world’s most popular media
owner and creates no content.
Airbnb is the world’s largest accommodation
provider and owns no real estate.
Bringing value through services.

10. Why service design?
1. A product isn’t the right solution
2. Great products don’t mend broken services
3. Opportunity to improve an experience
4. Deepens and widens customer relationships
5. Reduces inefficiencies
6. Creates a better experience for customers
and company

11. Terminology

12. Service design unfolds over channels and touch points.

13. Channels
These are the overall mediums
1. Mail
2. Phone
3. Social Media
4. Location
5. Checks
6. Newspaper
7. ATM
8. Blogs
9. Etc…

14. Touchpoints
Single moments of interaction within a
channel
1. People (Employees)
2. Places (Virtual or physical)
3. Props (Objects involved)
4. Partners (Other businesses)
5. Process (Operations & work flows)

15. Actors
There are many different types of people in
Service Design
Customers
Customers are the person who purchases
the services. Users are the person who uses
the service.
Front Stage Deliver service directly to the user
Back Stage
Make everything happen in the background /
never seen by user
Partner
Other partners involved in delivering the
service.

18. Process

21. Tools
There are many, these were the toolkit used
by Cooper.
1. Service Ecosystem
2. Personas
3. Journey Mapping
4. Service Blueprint

22. COOPER IExercise Worksheets | ©2015
Customer Actions
What is the customer doing?
What contribution are they making to the service?
Thoughts & Feelings
What is the customer thinking and feeling during
each step of the experience?
Does the customer experience great joy and/or
frustration?
Other People’s Actions
What are other people doing?
How are they impacting the experience?
Customer
Touchpoints &
Devices
Service Ecosystem
Fieldnotes
People &
Environment
External enablers

27. Journey Mapping
• What is it
• Scope is important
• Define which customer to focus on
1. Identify customer pain points and service gaps
2. Examine the customer experience across touch
points of a service
3. Define a vision for how a service or touch
point(s) could change the customer experience
4. Design a new service with customer experience
at the core

30. Thoughts
and Feelings
People and
Environment
Value to
Customer
Value to
Organization
Notes and
Annotations:
Touchpoints
and Devices
Customer
Actions
Phase
Journey title:
Persona:
Scope of the experience:
Journey Map Canvas
Before After

31. Bold
Calm
Cheerful
Confident
Content
Eager
Ecstatic
Energized
Engaged
Enthusiastic
Excited
Afraid
Angry
Annoyed
Anxious
Ashamed
Bored
Burnt Out
Confused
Demoralized
Depressed
NegativePositive
OR
Note your customer’s feelings and emotional state throughout a journey

32. Value exchange between customer and organization

34. Next steps
• Annotate
• Identify opportunity
• Consider solutions

35. Annotate Map
Use stickers to annotate map and recognize
the patterns between your annotations

37. Identify opportunities
Opportunities reframe problems in an
interesting and thought-provoking way
1. First look at pain points, anything in common?
2. Identify if there are themes or a larger issue.
3. Weak opportunities tell people what they
already know and don’t inspire us to do more.

38. HMW statements
• Frame the question in an optimistic/positive
way.
• Promote idea generation in many different
directions.
• Address a core user need without offering
a solution in the statement.

41. Too broad
How might we redesign
dessert?
Too narrow
How might we create a cone
to eat ice cream without
dripping?

42. How might we redesign ice
cream to be more portable?

43. Challenge:
Redesign the ground experience at the local international airport.
POV:
Mother of three, rushing through the airport only to wait hours at
the gate, needs to entertain her playful children because “annoying
little brats” only irritate already frustrated fellow passengers.

44. Amp up the good: HMW use the kids’ energy to entertain fellow passenger?
Remove the bad: HMW separate the kids from fellow passengers?
Explore the opposite: HMW make the wait the most exciting part of the trip?
Question an assumption: HMW entirely remove the wait time at the airport?
Go after adjectives: HMW we make the rush refreshing instead of harrying?
ID unexpected resources: HMW leverage free time of fellow passengers to share the load?
Create an analogy from need or context: HMW make the airport like a spa? Like a
playground?
Play POV against the challenge: HMW make the airport a place that kids want to go?
Change a status quo: HMW make playful, loud kids less annoying?
Break POV into pieces: HMW entertain kids? HMW slow a mom down? HMW mollify
delayed passengers?

51. Prioritize Solutions
This grid can be used for decision making
throughout many different processes.

52. Another way to prioritize
• Value for the customer
• Potential value for the business
• Alignment with organizational capabilities
• Overall gut feeling for the idea

53. Share it
Sharing the process and insights benefits how
your team and organization come together
and share the same vision.
1. Opportunities may have big implications across
different departments of your organization /
external partners
2. Identify constraints from other areas of the
organization
3. Help design a solution that can realistically be
implemented
4. Help you create a business case for the
proposed change
5. Inspire collaboration and informal silo-busting
6. Help shift your organization to being more
customer-focused

57. Service Blueprints
Understand how services are delivered
across all channels.
1. Identify process breakdowns and
opportunities for process improvements
3. Inform an implementation plan for a new
service
5. Define a vision for how a service or touch
point(s) could become higher or lower
touch

60. Other Actions
Includes service
employees, other
users, and friends.
Other Actions
Includes service
employees and
supporting staff.
Systems and
Processes
Infrastructure,
Partners, and
Networks
Notes and
Annotations:
Touchpoints
and Devices
Customer
Actions
Phase
Blueprint title:
Persona:
Assumptions:
Service Blueprint Canvas
Beginning Ending/Closing
FrontstageBackstageExternal

61. Anatomy of a
service blueprint

62. Anatomy of a
service blueprint

63. Anatomy of a
service blueprint

64. Anatomy of a
service blueprint

68. Pitching
Understand the people you’re pitching to and
be concise.
1. A brief summary of the problem you are
solving.
2. A bodystorm to demonstrate what the
future service could look like.
3. Call out benefits/value to users and your
stakeholders.

71. Learnings &
Takeaways
What we learned from being in an immersive
workshop setting
1. Move Fast
2. Be Positive
3. Don’t Stop
4. Expect Unknowns & Ambiguity

72. Activities
Things to takeaway for future clients, guests,
coLearning, workshops, etc.

90. We missed you too, Kendell.