Designing for Services

7/29/2019 Designing for Services

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design

for servicefor both service and manufacturing businesses


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contents

01 Introduction

02 Whyitisbenecialtoyourcompany

03 Howyoucanapplythistoyourcompany

04 Usingdesigntoimproveservices:examples

05 References

design

for service


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Everyone loves a great experience.Whether going to the grocers, orshopping on-line, people alwaysappreciate when things are easy andmake sense. This makes them happy,and happy customers are worth moreto every business.

This guide is intended to give anoverview of how you can use servicedesign as a tool to win the hearts andminds of your customers by providing

memorable experiences.

Introduction

Companies are under increasingpressure to provide personalised,customer-focused services. Welive in a world where products andservices are getting more and morecommoditised, and companies arestruggling to compete solely onprice. In order to stand out fromcompetitors, companies need torecognise themselves as serviceproviders and strive to make whatthey do more useful, usable and

desirable for their users.

01

Anewcompetitive

environment

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provider. These are usually calledtouch points, and include the brand,customer-facing staff, environments,sales and communications materialsand channels.

For this reason, design for serviceis a very practical approach toimplementing a wider, design-led

business strategy. Small businessescan use design as a creative andaccessible form of business planning

to align their strategy, brand andcommunications around propositionsthat enhance customers experiences.

Put simply, businesses can use designholistically to identify where, whenand how a service can be improvedand made more valuable to those whoprovide and receive it.

Products and services differ in anumber of ways. The main implicationof those differences is that services,as opposed to products, rely on theinteractions between the users andproviders of the service.

The design of services must includean analysis of all the points of contact

between the user and the service

Likeproducts,services

canalsobedesigned!

Introduction01

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those beans are roasted and packagedthe added value, potential price andopportunity for differentiation ismuch greater. Several steps beyondthis would be to offer a freshly

brewed cup of coffee, at which pointthe opportunities to add valuethrough service become even greater.Companies such as Starbucks takethis even further by employingexperienced baristas to serve a widerange of drinks (but still focused on

coffee) in a comfortable environment.They are no longer simply offeringa cup of coffee, but a consistentexperience to be shared with friendsthat will encourage customer loyalty,allow differentiation from thecompetition and increase prot.

Today 89% of SMEs in Europe operatein some form of service industry.Twenty million people in the UK workin service organisations. The serviceeconomy now accounts for 72% of theUKs gross domestic product (1). Theimportance of services to the economy

will continue to grow, especiallyin industrialised countries whereservices account for the majority ofGDP. For example, services comprise80% and 71% of the GDP (2) of the USA

and France, respectively.

In this new economy, the added valuecreated by services is far greaterthan that of products. As a simpleexample, when coffee beans are soldas an unprocessed commodity theyhave little value unless sold in bulk. If

Wearelivinginthe

service century

Whyitisbenecialto

yourcompany

02

source:(1) Ofce for National Statistics

(2) WP Carey School of Business 4


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the iPod and iTunes. IBM is also nolonger positioning itself as a hardwaremanufacturer, but rather as a serviceprovider by offering full IT solutionsfor its clients.

Because every organisation, like itor not, is a service provider, staffneed to realise that they are serviceproviders too. For example, thetelecoms engineer who goes up themast to make sure that everything is

working properly has an enormousinuence on the service experience

that customers have. Or a courier,whose manners and behaviour havea signicant impact on customers

experience.

The inclusion of good customerservice is becoming a keydifferentiator for any type ofcompany, be it product or service

based. In this new economy it is thewhole experience, before, during orafter the sale that really counts.

Customers are willing to pay apremium for products and servicesthat help make their lives easier,more enjoyable and exciting.

In the service century, even bigproduct brands like Apple and IBMare developing services for theircustomers, realising that theirproducts act as gateways or enablersof these services. The classic exampleis Apple and the integration between

Everyone,likeitornot,is

aserviceprovider

Whyitisbenecialto

yourcompany

02

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Services are delivered throughdynamic service systems of people,processes and things and oftenother services. This means they canappear complicated to improve butthey arent.

In order to design better services,companies can look at the ve

fundamentals of good service tounderstand where, when andhow things can be improved.

These fundamentals can help youunderstand how different parts of aservice system relate to each otherand how each aspect of a service canaffect a customers experience.

Fivefundamentalsofgood

service

Howyoucanapplythis

toyourcompany

03

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Services are provided andexperienced through systems andrelationships. Most services areproduced and consumed within, orrely on other services. Good servicedesign always looks holistically at theservice infrastructure. This involvesunderstanding how the differentparts of a service interconnect andhow the service relies on the supportof other services.

This means that to improve anexperience you may look to changethings behind the scenes, such asimplementing training programmesto customer-facing staff.

SystemsDifferent services create andmeasure value in different ways, butmost services try to provide the best

value for both users and producers.Good service design is often aboutaligning the sometimes supercially

different interests of producers andusers to create the best value for

both. Service design can be aboutcutting costs, but it is normally morefocused on adding value.

Companies like FedEx createvalue and save money by helpingcustomers help themselves. Byproviding an on-line tracking system,customers can check when theirpackages will be delivered. This helpsto avoid using a busy call centre todeal with customers enquires aboutdeliveries.

ValueAll services are experienced overtime. People also take different

journeys to, through, and froma service. Good service designrecognises these differences andexamines what happens before,during and after the central serviceexperience, for both producers andusers.

To provide enjoyable experiencescompanies need to understand how

each point of contact between theuser and provider affects the servicedelivery.

JourneysServices always involve peopleand rely on both the user and theproducer working together. Someservices are very product-centred,

but a service is never just a product,it is always about people. Goodservice design always puts peoplerst and should involve users and

producers actively participating inthe design process.

Ultimately, frontline staff are the face

of a company. In order to provideenjoyable experiences, you mightneed to ensure that your customer-facing staff are properly selected andtrained.

PeopleServices are generally packaged as aproposition for users to buy into. Aservice proposition is a useful termto describe competing service offersin a competitive marketplace. Goodservice design is about developingand designing valuable, innovativepropositions for users and producers,and creating exciting visions to takeexisting propositions forward.

This means that successful

companies usually translateintangible service propositions intotangible and desirable offerings. Forexample, Innocent, the fruit drinkmaker, was founded on the desire tomake it easier for people to maintaintheir health.

Propositions

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Thevefundamentals

of good service


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We can learn a lot about how todeliver great service experiences

by looking at organisations who areexcellent at it. When you look at theseorganisations, they usually excelunder six headings:

Vision

Resources

Reliability

Responsiveness

Reassurance

Communication

The following guide can be used tostimulate discussions about how yourcompany can reveal areasfor improvement.

Sixelementsof

service design

Howyoucanapplythis

toyourcompany

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Element1:Vision

Excellent service organisationsexhibit a clear vision about their goalsand strategies.

A vision for the future has to be basedon an understanding of where the

business is now, who you are servingand how you came to this point.Questions to ask should include: What does your business offer your

customers?

How does it afford to operate? How did the business start?

What were the important

landmarks (difculties and

successes)? What is your turnover and how

protable is your business?

What are your core capabilities and

strengths?

Who are your customers and how

can you identify which ones providemost income?

Why do your customers do business

with you? What are your customers needs (in

addition to what you offer them)? Who are and how do you compare

to your competitors?Are there any legislative,

technological, market or culturaltrends that will impact on your

business?

Howyoucanapplythis

toyourcompany

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Element2:Resources

Excellent service organisationsensure that their appearance isappropriate and aligned with theservice proposition.

In order to get the appearance right,companies need to think about howthe environments, staff, equipmentand branding impact on thecustomers perceptions.

Questions to ask should include:

Does your organisation design theenvironments that staff work in andcustomers are served in?

Have you made any changes as a

result of customer and employeefeedback?

Are there appropriate training

programmes in place?

What are your brand values?

Can all employees articulate what

these values mean to theirindividual jobs and responsibilities?

How do they want to develop the

brand going forward?How do staff request resources

needed to serve customers?How often is the equipment used to

serve customers re-evaluated?How does the organisation measure

its performance, and the

performance of individualswithin it?

Howyoucanapplythis

toyourcompany

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Element3:Reliability

To develop loyalty, customers andemployees need to trust that theservice is reliable and consistent being the same or better each timethey experience it.

Being consistent also includes makingsure that you dont over-promise andunder-deliver by raising expectationsthat cant be met in all aspects of the

business.

All interactions with a customerduring a single transaction shouldalso be consistent in terms of your

brand values and ease of use.

As an example, an airline that offerseasy on-line booking is not beingconsistent in offering convenience ifonce customers arrive at the airportthere is a shortage of check-in staff or

no facility for automated check-in.

Questions to ask should include:What does your organisation

promise your customers throughyour marketing andcommunications channels?

Do you deliver on these promises?

Are there any measures in place to

ensure that your organisation doesnot over-promise?

Can you ensure that your services

are consistent over time and acrossdifferent channels?

Does your organisation deliver

services that are easy for customersto use?

How usable and clear is your

organisations website?

Howyoucanapplythis

toyourcompany

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Element4:Responsiveness

Being responsive means offering aservice just when and where it isrequired by a particular customer.

Being able to respond to the specic

needs of a customer might bethe difference between offering amediocre or an enjoyable experience.In order to do so, employees mightrequire some level of autonomy andexibility at the point of delivery.

If this is the case, staff will need to

understand what their boundariesare and you will need to be aware ofpossible process barriers that mightprevent a customer being happy.

Questions to ask should include:Does your organisation provide

service when and where it isrequired?

How does your organisation measure

the speed and effectiveness of itsservices?

Does your organisation recognise

the needs of different customers?How well does it respond and react

to these differences?Do staff have the necessary

autonomy to deliver a personalisedservice?

What are the barriers to providing

more autonomy?

How willing are staff to servecustomers?

How willing are they to go out of

their way to ensure the customer ishappy?

How willing is the organisation to let

them do this?

Howyoucanapplythis

toyourcompany

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Element5:Reassurance

Everyone in your business shouldbe competent, credible, honest andcourteous.

These capabilities and values willreassure your customers that theyshould be doing business with you.

Getting this right will probablyrequire a training and developmentprogramme to ensure employeeshave up-to-date customer service and

technical skills. As well as offering acompetent and credible face to your

business, appropriately trained staffare more likely to take pride in their

work, be more enthusiastic and staywith you for longer.

Questions to ask should include:How courteous are your staff?

How does your organisation

encourage a courteous workingenvironment?

How does it train staff to be polite?

How secure and well managed

are your organisations sensitivedocuments and customerrelationships?

How effective are staff at managing

customers expectations of theservice?

How honest is your organisation

with its customers about what toexpect, and how honest is it whenthings go wrong?

What training programmes are in

place to ensure that your employeeshave the necessary, most up-to-dateknowledge to satisfy customersrequirements?

Howyoucanapplythis

toyourcompany

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Element6:Communication

In order to build long-termrelationships with both internal andexternal audiences, companies needto be able to communicate efciently.

Communication is a two-way channel:companies need to advertise theirofferings, but they also need tolisten. This means understanding thefears, concerns and expectations ofcustomers from different segments.For example, customer-facing

staff should be able to engage indialogue with customers and passon any potential concerns to themanagement team.

Companies also need to focus oninternal communication. Successfulcompanies have a participatoryculture in place, where staff can shareideas and discuss how the company is

progressing. This helps to keep staffmotivated and ensures that everyoneis clear about the companysobjectives.

Questions to ask include:Do all people in your organisation

understand the needs of differentcustomers?

How does your organisation

categorise its customers?How do staff engage in dialogue

with customers?What happens to the output of this

dialogue?Does your organisation build

long-term relationships with itscustomers?

Does your organisation regularly

meet as a team to discuss progress?

Howyoucanapplythis

toyourcompany

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Broadly speaking, design for servicecan help SMEs in six ways: Developing a service vision

and strategy Focusing on customers

Designing the new service

Developing internal processes

Creating better experiences

Creating and maintaining a brand.

Outlined in the table on the rightare some specic activities which

companies can benet from. In orderto exemplify how service design can

be applied in practice, these methodsand activities are highlighted inorange on the side of each example.

These ctional examples are intendedto be inspirational, not exhaustive.Service design could exist in manyforms and be delivered in many waysdepending on the business context.In these near-future case studies wehave assumed that each SME worked

with an experienced service designconsultant or consultancy.

Each case study will start byoutlining the companys current

position and its business strengthsand weaknesses. It will then go onto outline what a service designconsultant might suggest so thecompany can capitalise on itsservice strengths, negate its service

weaknesses and push the businessforward in the service century.

Usingdesigntoimprove

service:examples

04

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Assisting organisations to become

more service focusedDeveloping and communicating a

service-led vision and strategyDesigning-in service innovation

processes

Working with senior managers to

explore customer focus

Developing new insights into customersand the means to use them

Developing methods for customer-facing

staff to provide feedback to senior staffDeveloping customer-centred business

metrics and designing-in the means tomeasure

Helping organisations to visualise the

services they offer and how theyoffer them

Identifying new opportunities forinnovation by looking at the wholesystem of service delivery

Working with internal teams and

customers to innovate new servicesGenerating ideas, modelling,

visualising and specifying new servicesManaging risk through service

prototyping

Measuring customers experiences

across all the touch points of an

organisationDeveloping service values and

principles that can be applied acrossthe business

Designing the experiences that

customers have of customer-facingstaff

Working with customer-facing staff to

improve these experiencesDesigning the opportunities for

customers to provide feedback and toparticipate

Developing service brands

Helping internal teams to interpret

their brand into new services andcustomer experiences

Looking at what customers value most

as a means to organise resourcesFocusing internal processes around the

needs of customersDeveloping organisational structures

that support staff who have directcontact with customers

Identifying opportunities to reduce

overall costs to serve customers

Developingaservicevisionandstrategy

Focusing oncustomers

Designing thenew service

Developinginternalprocesses

Creatingbetterexperiences

Creatingandmaintainingabrand

Howdesignforservicecanhelp


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Using a better understanding of theircustomers to inform the design of theservice and to inspire new productsand services.

4.1TildaTech


service:examples

04

Businesscontext:Based in North Wales, TildaTech has 55 employees and a turnover of

14.8 million. At their factory they manufacture an electrical beautytherapy product. The equipment sells for 3,000 and requires annualservicing. Effective use of the equipment requires one day of training.Current customers of TildaTech are mainly beauty treatment salonsand boutiques. These range from very small hair or nail salonswanting to offer a broader service to established chains of privatesports and health spas.

Strengths:TildaTech promote their product via adverts in trade journals andattendance at key beauty therapy and health trade shows aroundEurope. The company have a website that is essentially an on-linebrochure with technical details and regional agent contacts awell- established network of distributors comprising 28 approvedsuppliers in 15 different countries. TildaTech were one of the rst

into the market and have an established presence. Their brand isknown and respected in the beauty treatment sector.

Weaknesses:Unfortunately for TildaTech, developments in technology are now

lowering barriers to entry meaning more competition. Until 18months ago TildaTechs product was one of only three productsavailable for this treatment. Now more companies are offering

inferior quality products at a lower cost that can achieve similarresults. So far, TildaTech have focused on getting the technology andmanufacturing quality right and developing a network of agents toaid distribution. The owners and senior management have all comefrom manufacturing backgrounds and consider TildaTech to be amanufacturing company.

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Through a workshop with TildaTechsmarketing team and three beautytherapists, the service design consultantshelped the company to develop a customersegmentation model. This allowed them tounderstand the attitudes and behaviourof end-users the people that actuallyuse their products. After checking thismodel with some of their larger long-standing customers, the service designershelped TildaTech put together a panelof experienced end-users who now meetonce a month. TildaTech use this panel tounderstand more about how, why, whenand where people use beauty and healthproducts and services.

In a parallel project the service designersworked closely with the productdevelopment team to understand howthey design and innovate products. Itwas essential that the user panel wasintegrated into the development process.The designers also helped the product

development team to commission acustomer insight programme that enabledthem to learn even more about the peoplethat use their products.

Although initially surprised by someof the ideas and opinions coming fromthe insight programme, the productdevelopment team came to see the valueof putting users at the heart of their

Working with service

designconsultants

Working with internal teams andcustomers to innovate new services


17creating the segmentation model

Designing-in service innovationprocesses

Looking at what customers value most

as a means to organise resources


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development strategy. After six monthsthe user panel was helping TildaTech toimpress their customers by suggestingnew service features and productfunctionality that the salons, spas andgyms had never considered.

In a further workshop the developmentteam looked at the sales processes thattake place in salons, spas and gyms.The team identied an opportunity to

provide more support to staff in theircustomers businesses. The designerswere commissioned to carry out a detailedanalysis of user journeys and to developsome simple support materials and webpages that helped to train staff whenand how to explain the benets of using

TildaTech products. The brief to thedesigners was aimed at helping everybodyto get the most out of TildaTech.

The success of the user insightprogramme gave the management team

the condence to hire service designersagain a year later to help identify newcustomers for new higher-value productsand services. Working closely withmanagement and the sales and marketingteams, the service designers ran a seriesof customer-spotting workshops wherethey invited a range of people fromdiverse sectors to help anticipate futureneeds and markets. TildaTech identied

cosmetic surgeries and other medical

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discover

evolve

optimise

inform

excite

understanding the design process

Developing organisational structuresthat support staff who have directcontact with customers

Working with senior managers toexplore customer focus


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practices as a high growth, high marginsector. With their user panel alreadyin place TildaTech were able to testearly product and service ideas quickly,reducing risks and time to market.

TildaTech has now established a well-deserved reputation amongst itscustomers for its user-focused productdevelopment, and is now a regional leaderin the use of user insight and service

innovation in manufacturing.

19gaining user insight


Managing risk through serviceprototyping



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Remaining competitive by translatinga reputation for quality products intoquality services.

4.2 Brecon Furniture


service:examples

04

Businesscontext:Brecon Furniture manufacture high-end task seating for ofces

across Europe. Principal customers include corporate buyers of taskseating for the ofce, independent ofce furniture retailers, and

architectural and interior design speciers. Seventy-ve employees

work in modern premises in Mid Wales, and last year the companyreported turnover of 26.7 million.

Strengths:Brecon Furniture have a strong in-house design team. They havea clear design-led approach, with excellent attention to detail onproduct design and advertisements. They occasionally use high-prole external designers, and have effective ergonomic design

techniques and good brand awareness amongst customers. Theysell directly through their website, and they also have a singleLondon showroom. However, most sales come through a network of

independent, approved suppliers across Europe.

Weaknesses:On the downside, Brecon Furniture have high manufacturing costs as

all assembly and 50% of component manufacture is based in Wales.There is little scope for cost reduction on the UK manufacturingside of the business. Meanwhile competition is increasing as largermultinational manufacturers with foreign production bases aredriving prices down. In addition, Brecon Furniture faces a newcompetitive threat from ofce solutions provided by companies such

as IKEA, whose products are now of higher quality than before.

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Brecon Furniture have an established anddeserved reputation for quality that comesfrom the high standards they employ attheir manufacturing facility in Mid Wales.Quality in manufacturing can be mirroredby quality in service, but only if a companyunderstands and supports its customer-facing staff as Brecon Furniture foundout to their advantage.

With new and large competitors closing

in, Brecons management team knew thatthey had to avoid competing on price,and that they risked losing competitiveadvantage on quality as the standard oftheir competitors products increased.They identied service value as an

opportunity to remain distinctive, toevolve their brand in the light of newentrants and to retain share at the mid-volume, premium end of the market.

Through Design Wales they invited aservice design consultancy located in

the region to organise a series of openworkshops with Brecons employees toexplore how they could add service valueto their products.

Many of the staff that serve Breconscustomers directly were invited. Thefurniture delivery agents, not normallyincluded in management decisions,identied help and advice with

installation as a major customer need.


designconsultants

21open workshops

Assisting organisations to become more

service focused

Developing organisational structuresthat support staff who have directcontact with customers


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Research with customers carried out by

the service designers after the workshopconrmed this. The management team

agreed that this was a real opportunity.

Delivery agents and the service designersworked to develop a training package and to train themselves in providingadvice to customers on installation. Thenew Total Delivery service was designedand prototyped through the Brecon

Furniture website with the help of thedesigners. This meant that managementcould carefully monitor and controlthe number of customers requestingthe service, and ask for their feedbackanonymously on-line.

With feedback from customers verypositive, and direct sales through thewebsite up, Brecon Furniture werecondent in the delivery agents as a

vital source of customer intelligence aswell as a means to add service value.

Brecon began to apply their own triedand tested approaches to quality to theTotal Delivery service. They integratedcustomer feedback from the deliveryagents into the service developmentprocess and heldbi-monthly meetings between designersand delivery agents.

In one such meeting the agents reportedthat customers, becoming used to help

22generating ideas

Identifying new opportunities forinnovation by looking at the wholesystem of service delivery

Managing risk through serviceprototyping

Designing the experiences thatcustomers have of customer-facing staff




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with installation, were commentingthat they wished they had asked BreconFurniture more questions in advance ofplacing their order. As Brecon alreadyhad signicant expertise in ergonomic

and human factors design, they realisedthat they could also assist (and prot

from) offering customers ofce design and

layout services to match their furnitureproduct portfolio.

During the following year, sales anddelivery agents were trained to offeradvice to customers to determine theirrequirements. Brecon developed expertisein advising on storage, the design offurniture solutions for exible and

multi-use spaces, and in the commercialanalysis required to justify investing inquality.

With a reputation for manufacturingquality and a new reputation for service,Brecon Furnitures new Total Ofce

service proved very popular. Brecon

Furnitures expertise in translatinghuman factors research into ofce

environments, combined with theirability to design, supply and install ofce

furniture, has won them new, largercontracts. The company now plans toextend their Total Ofce service to a

growing number of smaller customers byopening retail stores in three of the UKsfastest-growing small-business districts,with customer service specialists asmanagers. 23planning environments

Generating ideas, modelling, visualising

and specifying new services



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Using service innovation and designto overcome the barriers to entering a

well-served market with a new idea.

4.3GreenTaxis


service:examples

04

Businesscontext:Green Taxis is a very small start-up company in Cardiff, Waleslargest city. The company wants to operate Cardiffs rst eco-taxi

service with a eet of hybrid petrol/electric vehicles. They aim to

have 10 cars within 12 months.

Strengths:The companys principal target market are corporate clientsinterested in demonstrating their corporate social responsibilitythrough the use of environmentally-friendly services. It is intendedthat a relationship can be developed with corporate clients so thatthe majority of fares are paid for on account. In addition, Green Taxiswant to target the public who want to book a taxi for travel aroundthe city with the minimum impact on the environment.

Weaknesses:Due to the signicant cost for buying a licence to pick up from the

bus, train station and airport, all passengers will need to be pre-booked. There are 12 other well-established taxi rms operating in

Cardiff. Green Taxis is the only eco-taxi service in the city. This givesthem an advantage but also exposes the risk they are taking, asthere is no sustained demonstration of demand. As they cant pick uppassengers at the kerbside, they rely on word of mouth, their brand,and a well-designed experience for their passengers of booking GreenTaxis.

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Understanding the co-productive natureof service branding means workingclosely with customers. This is especiallyimportant for a service such as GreenTaxis where their core service offer isbased on selling a lifestyle choice ratherthan low prices or efciency. Service

design helped Green Taxis understandthis from the very beginning, makingtheir approach a model for many new eco-service companies across Europe.

Initially, the service designers helpedGreen Taxis research the environmentalposition of large local corporateorganisations. Once they had identied

the most progressive organisations in thearea, they contacted the personnel incharge of corporate social responsibility totell them about the new service.

Prior to the meetings they workedwith the service designers to developand visualise a range of marketingpropositions they could offer thecompanies. After the meetings they wentaway and developed unique, co-brandedservice options for the companies. Somerms opted to sponsor individual taxis,

some wanted a taxi outside their ofces at

all times, others decided to use their PR

teams to highlight the relationship to thelocal media.


designconsultants

25customer thinking




Helping organisations to visualise the

services they offer and how they offer

them

Generating ideas, modelling, visualisingand specifying new services


27/30

This carefully co-produced servicebranding meant that Green Taxismarketing and PR budget was completely

nanced by their customers with plenty

of prot left over to invest in acquiring

more cars and drivers.

The publicity from the large companiesled new private customers to contactGreen Taxis through their website,asking how they could be sure of always

getting a Green Taxi. Working with theservice designers again, Green Taxisidentied two ways they could help these

new customers access the taxi service,whilst keeping overheads low for the newcompany.

First, Green Taxis knowledge of greenactivities and organisations in the areameant that they could set up a newwebsite to promote green initiativesin Cardiff. The website encouragedsmaller businesses to sign up to the siteto receive tips and ideas on going green(and proting from it). The site helped to

build awareness of Green Taxis. Data onsmaller rms was then used to identify

the greenest areas of the city, and GreenTaxis began to directly market theirservice in these neighbourhoods.

Second, working closely with severalvolunteer green users who regularlyhired the taxi service for private use,the service designers helped Green 26proposition development

Identifying opportunities to reduceoverall costs to serve customers


Designing the opportunities forcustomers to provide feedback and toparticipate



28/30

Taxis identify the barriers for privateindividuals using the service. Theydiscovered that although these customerswould prefer a Green Taxis to a normaltaxi, they werent prepared to wait morethan ve minutes longer for a Green Taxi

than a normal taxi. They also found thatcustomers resented having to wait on holdwhen booking any taxis by telephone.

Green Taxis worked with the service

designers to design and implement aservice for customers allowing them touse SMS to indicate their approximatelocation to be picked up from (a streetname or a postcode). Provided thecustomer is near the city centre, GreenTaxis can then reply by SMS immediatelyto reassure them that they will not haveto wait more than ve minutes. Green

Taxis can now dispatch a car and call thecustomer back withinve minutes.

27proposition specifcation

Generating ideas, modelling, visualisingand specifying new services


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The list opposite details those whoare developing and working withservice design and where to nd more

information and guidance.

References05

Academic

Dr Bill Hollins

http://www.wmin.ac.uk/wbs/page-228

Prof. Birgit Magerhttp://kisd.de/mager.html?lang=en

Mads Clausen Institute, University of Southern Denmarkhttp://www.mci.sdu.dk/m/GenInfo/GenInfo.htm

Design Innovation Education Centre (DIEC)

http://www.onenortheast.co.uk/page/diec.cfm

Emergence Conference, Carnegie Mellon Universityhttp://www.design.cmu.edu/emergence/2007/

Design Management Institutehttp://www.dmi.org/dmi/html/index.htm

EstablishedServiceDesignConsultancies

Enginehttp://www.enginegroup.co.uk

Ideo

http://www.ideo.com

live|workhttp://www.livework.co.uk

28

This project has been commissioned by Design Walesand produced by Engine Service Design.


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designb

yengineservicedesign

www.en

ginegroup.co.u

k

service design

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Designing for Services

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