Final report m1 2 yang yu

1

Soft and clean square brochure indesign template

Servive2.0

Sep.2014Jan.2015

Personalized Customer Journey

in ING Branch

Yang Yu | M1.2Coached by

Jorge Alves Lino

1


IntroductionING is one of the largest Banks in the Neth-

erlands, nowadays, it has multi- channels

to supply different and convenient services

for ING customers. However, no matter how

different channels developed and changed,

branch office still plays a irreplaceable role.

To have better services for ING customers,

ING wants to renew the customer journey

in Branch office to improve the quality of

experience, efficiency and productivity of

ING Branch.

(see project discription in Appendix A)

In this project, with analyzing the current

customer journey of ING and depending on

the future bank trends, two similar renewed

customer journey were designed, one is reactive and the other is proactive, they related to different levels of customer’s privacy. After designing, two con-

ditions were tested with ING customers. Several design recommendations for ING were formed with the analysis of the

experiment results. To some extend, it could contribute to the development of ING branch office in the future.

2


ContentPage content

3 About ING

4 Trend Analysis

7 Current ING Branch

9 Service Safari

10 Customer Journey

11 Orientation

12 Interation

17 Design Concept

20 Experiment Setting

22 Persona

Page content

23 Scenarios

26 Reactive& Proacitve

33 User Test

36 Data Analysis

44 Conclusion

46 Discussion

47 Acknowledgements

48 References

49 Appendices

Yang

Yang

3


“ING is a Dutch retail bank and part of the ING Group,

a global financial institution that provides banking,

investment, life insurance and pension services. ING

has over 85 million customers across the world in

Europe, the United States, Canada, Latin America,

Asia and Australia. “[1]

ING has the slogan “ING is Oranje” ING set his goal to

become the preferred bank of the Netherlands. They

created so called strategic pillars. Their five pillars are

Customer centricity: Customer interest comes first,

Operational excellence: Efficiency of processes and

designs, Top employee: Empowering the employ-

ees to focus on the customer & Deliver high quality

products, Better environmental footprint and Better

communities.[2]

ING has four kinds of branch offices, they are Con-

sulting, KasStandard Offices, Compact Offices, ISP.

They are in different sizes for different functions.

Consulting are leading practices in terms of custom-

er experience and sales. ING now has different chan-

nels, they are online (official website, FB and app)

and offline (call service and branch). However, cus-

tomers do not know clearly what each channel could

do, or something that could only do in this channel.

Meanwhile, there are different feedback and data

collected systems, which means different channels

could not share information with each other.

On average a total of 147.000 visits are made to the

ING branches by customers every week5. This makes

the branches an important part of the ING.[3]

About ING

3

4


Branch offices have reduced sharply these years, as

digital banking bring a huge shift in consumer be-

haviors.Transactions are moving to the Internet, so

customers may have fewer reasons to visit branches.

If branch visits are less frequent, they must become

more valuable and more interesting.

Branch networks in many countries are organizing

around “hub” flagship branches that serve as show-

rooms for complex product sales and venues for pro-

viding expert advice.[4] Also, the branch becomes

a relationship management tool for costumers and

bank. Branches are emerging as the new, technol-

ogy-enabled center piece in the relationship with

customers — a place where channels and technol-

ogy converge to create a new era of personalized

banking in the branch.[5]

Trends Analysis Muti-channels to create

seamless experience The role of branch is changing.

Branch offices need to create the right customer

experience while empowering customers and giving

them more control. Internet banking, mobile app,

call center and branch office tend to work together

to make full use of the existed resources, no matter

the service system or the feedback system. “The role

of the branch: fewer tellers and managers, more

specialists and advisers, plus technology such as vid-

eo teller machines and tablets, to promote a more

seamless experience across channels.”[6]Their finan-

cial journey may involve a combination of visits to

different channels at different times, perhaps even

for the same service — beginning a journey in one

channel and completing it in another. In this way,

channels reinforce each other rather than compete

with each other for customers’ attention.[7]

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Coordinating Physical with Digital

From product’s perspective to customer’s perspective

The days of existing and potential customers walk-

ing into branches and not being recognized or effec-

tively engaged are over. A new era of personalized

financial services is forcing banks to sell to a market

of one. This means understanding customer needs

and addressing them appropriately. When custom-

ers come into the branch it helps to recognize who

they are and make that information available to key

members of the branch. Embedded in a debit or

credit card, it can identify customers as soon as they

enter a branch. This also means moving from a reac-

tive sales model to a proactive one, where customer

needs can be anticipated in advance. [8]

The advent of digital has not been lost on branch-

es. Many banks have begun leveraging the latest

innovations in technology to offer a personalized

banking experience. Branches are customized with

innovative technology such as media walls, interac-

tive kiosks and work benches that enable customers

to self-navigate and gain information on a wide

array of products and solutions, and also conduct

transactions.[9] The branch physical environment

is also a perfect platform for customers to get more

information about products and online channels of

the bank, or some financial skills, the new technol-

ogy involved in the branch could help customers to

remember the touch points in branch.

6


Future bank

7


7 Current ING Branch

Advieskantoren

Business card of our network, leading practices

Excel in expertise and customer experience

Focus on high net worth and corporate client

Advisory fixed workplace office

Standaardkantoren

Accessible and approachable

Record and deposit cash at manned

Compactkantoren

Withdraw cash and deposit via self-service

Alternative forms of customer service

ISP

Withdraw cash and deposit via self-service

Pay daily banking and savings

ING now has four kinds of Branch offices, they divide them by different sizes and the complexity of services. Among them, Advieskantoren are leading practices in terms of customer perception and sales. All advisory teams are visible and directly accessible to customers. ING does not make the distinguish of different branches to customers.

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Advieskantoor

9


TOUCH POINTS &

SCORECARD

- Health Score- NPS- Churn %

•• Why so slow responding to tickets?•

FRUSTRATIONS

••

•

•

•••

Service Safari

Pre-service In service

A service safari is an experiential field trip for teams to understand how services feel from the outside – as a customer.[10] Looking at a whole range of services allows people to develop an understanding of the common needs customers have, and the common problems that that encounter. These insights can then be developed into opportunities for service innovations, and are often all the more resonant due to people feeling like they have generated them themselves. [11]To have a deep understanding of how ING works, I was the customer to experience the services in ING branch, as I want to apply a credit card for myself, I went to the branch to get more information.

I checked on the Internet about credit card and it was in Dutch version.

I was not sure if I under-stand the information on website, I decided to got the branch.

GOOD POINTS

- The website’s English ver-sion doesnot have enough information. - I could not make an ap-poitnment.

I arrived the branch, there are not many people there,I picked up a number on the Kiosk , the interface made me a little bit confused about which option I should choose.

- The employees were very polite.- The interior design is good and feel safe- Each area in the branch is clear for different functions.

- The employees were very polite.- The interior design is good and feel safe- Each area in the branch is clear for different functions.

After that, an employee came and asked what I want to do, I explained to him and he told me I could enjoy some coffee or tea on the coach and waited for my turn.I waited 10 mins, just searching on the Internet to cost time. An employee came and asked me to the counter, I explained my question again and got answer.

After service

The em-ployee said goodbye to me.

10


CustmomerJourney

To see what happened in the ING Branch, Jereon and I had two observations in one of the branch in Eindhoven center, as ING employees did not allow us to do any interview with the customers. After observations, four kinds of personas and customer journeys were made. (other three see Appendix B) By doing this, we want to find more design and research opportunities.

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By analysing the service safaris and different

age group’s customer journey map, some

design opportunities were made depending

on the requests.

11 Orientation

Design Opportunites Existed Problems

How about designing a system that customers could book ap-pointment?

-There is no booking system, customers are

not in control of how long it will take in the

Branch.

-Customers donot know clearly each chan-

nels’ function.

-Customer is just replaced by a number in

Branch.

-The waiting time is boring.

-Customer need to repeat their requests.

-There is no system to record the experince

that customer has each time.

Is it possible to personalize the customer journey in Branch?

Is it possible to entertain the waiting time?

If ING know customer’s request and interests in advance , could they supply better service?

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Interation

For now, ING does not have a booking

system for normal services, customers

could only make appointment online with

mortgage advisors. But if there is a book-

ing system, I think both customers and ING

could get benefits from it. For customer,

first, they could in control when is the most

suitable time for them to go the Branch.

Second, if their requests are known in ad-

vance, the service could be more efficiency.

For ING, with this system, they could allo-

cate t staffs with the customer’s number. It

Booking system

number. It could also save money for ING. In addition, ING branch could improve their services by inputing more

information about customers, which could help ING get a better reputation comparing with other banks.

13


ING Mobile Banking App was 3 years, and has been used for a large num-

ber of customers. As with the trends analysis, multi-channels’ coopera-

tion is going to be a trend for bank. I think app is the most tangible way

for customers to book appointment flexibly with ING branch.

A simple interface for the booking system in the app was designed, after

this, the current customer journey and the renewed one which proposes

to have the booking system were made to show the improvements.

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App Interface

15


Renewed customer Journey

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ReflecitonThe timeline clearly proves the improvements with a booking system,

it made the customer journey more personalized and efficient. As the

project focus on the experience in Branch, so next step is to design more

experience in Branch.

17


Design Concepts

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The main idea is to personalize the customer journey with already customers’ information input and

entertaining the waiting time in Branch. For personalizing the customer journey, it may relate to some ex-

tend privacy. As bank is a very special retail environment, people need to feel safe and comfortable with

what is happening in the branch. So in this concept, two similar concepts were designed and they relate

to different levels’ privacy, one is reactive and the other is proactive.

Personalization Privacy

In fact, 86% of consumers and 96% of retailers

said personalization has at least some impact on

the purchasing decision. Almost one third (31%)

of consumers wanted more personalization in

their shopping experiences. [12]With multi- chan-

nel, changes in culture have resulted in a shift

in consumer expectations. For retail stores and

other public places, they want an experience,

rather than an explanation. They expect retailers

to know their preferences and interests. A recent

Infosys survey reported that 78 percent of con-

sumers are more likely to be a repeat customer if

a retailer provides them with targeted, personal-

ized offers. [13]

Everyone carries around a lot of data on their cell

phones, from the locations they visited to what

they like best, as expressed with social media.

Data about personal likes and buying habits is

valuable when directing advertising and oth-

er information to individual consumers, made

possible with the intelligent mobile advertising

solution.[14] However, more information about

consumer means more privacy is known by

bank. It is not sure what consumer expects in

such a public place. The level of privacy that con-

sumer could accept still need more researches.

Meanwhile, two similar experencie was designed.

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Reactive Proactive

Reactive is not internally motivat-

ed but manifests in response to a

situation or the actions of others.

one waits for things to happen and

then tries to adjust (react) to them,

or reactive behavior focuses on

solving a problem after it occurs.

The design direction is very similar to

design experience in responsive environ-

ments. With the instruction of my coach

Jorge, framework for responsive environ-

ments was used for guidance during the

design. A responsive environment should

be seen as a system that delivers a combi-

nation of contents and services via a multi-

tude of modalities and media. The design

of responsive environments generates

architectural spaces that embody a certain

user experience, relying on enhancements

Proactive behavior aims at identi-

fication and exploitation of oppor-

tunities and in taking preemptory

action against potential problems

and threats. It is deeper step that

reactive. [15]

Competence, influence, self development, enjoyment,control, autonomy, self esteem, engagement, attention

Intrusiveness, disruptiveness, informative, entertaining,interactive, combination, narrative

Individual tailoring, personalisation, group adjustment,profiling, resources, delivery, conflict resolution

Effectiveness, efficiency, affect, learnability, intuitiveness,discoverability, context, usability, usefulness, comfort

Address, readiness, feedback, attention, action

Accessibility, visibility, legibility, variety, richness, personalisation of space

EXPERIENCE

ADAPTATION

INTERACTION

MODALITIES

MEDIA

RE

SP

ON

SIV

E E

NV

IRO

NM

EN

TS

DIMENSIONS ELEMENTS

APPROACHES

SY

STE

M C

EN

TRIC

US

ER

CE

NTR

IC

ARCHITECTURE

of the built environment, by combining technology, content and operation. With these principles, experiment setting sheet was

made. (more details about the framework see Appendix C.)

Framework forresponsive enviroments

20


Experiment Setting

21


After finishing the sheet, one persona was made to create different sce-

narios . The scenarios propose what may happen in the branch.

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EMMY PERSONA

23


23

Current Scenario

24


24

Reactive Scenario Reactive Scenario

25


25

Proactive Scenario

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Customer could choose to listen to some

music or read some news on the. In addi-

tion, the app would recommend customer

to interact with the interactive screen and

let them choose a color to represent them.

REACTIVE

Reactive & Proactive The mainly customer journey of reactive and proactive way is the same. But significant

differences are existed in how much personal information is involved.

PROACTIVEFirst,kiosk would remind customer to

scan QR code on mobile app to apply

further service. Second, customer could

choose dirnks on it.

ING branch could automatically know the

coming of the customer when arrived. The

system recorded last time’s customer prefer-

ence,and serve drink that customer likes.

Kiosk

AppThe app would show the music and news

that customer is really interested in and also

recommend customer to interact with the

interactive screen but without instructions.

Customer could see different news or

videos about ING on the wall with hand’s

gesture, also greet with others.

Customer could see others’ experience with

ING and also share their own experience, like a

social media wall.

Interactive screen

27


Reactive Proactive

This part is on the screen

of the kiosk machine.

28


This part is on the

customer’s ING app.

Reactive Proactive

29


This part is on the

customer’s ING app.

Reactive Proactive

30


Reactive Proactive

31


Reactive Proactive

This part is on interactive

screen on the floor.

32


Reactive Proactive

The app would remind customer it is his or her

turn This part is on the customer’s ING app.

33


User Test User test is a crucial part for service design, as it is design-

ing for experience, customer should have a real customer

journey.

WHY

WHO

HOW

14 ING customers were test in the experiment. 7 females

and 7 males. They are all in group of 20-25 years old and

they are university students.

The persona Emmy is also in this age group and also

young people are more likely to accept new technology

and share their own opinions.

It’s a pity that the ING lab could not be used as we lost

connections with ING. I choose the -1 floor in meta forum

in TU/e, as there was a space like the waiting coach in ING

Branch. First, some warm-up questions were asked about

their experience in ING. Then customers experience the

two designs. Seven people did reactive first and the

34


WHAT Tablet represented the kiosk and participants

began their customer journey here.

Then they went to the waiting area( with coach-

es), participants used the app on the phone.

Participant came close to the interactive screen

and then interactive with it with hand’s gesture.

A small projector was hung above.

35


After experiencing, participants filled in three

questionnaires as different methods of eval-

uating results would be used in analysis.(see

bigger size questionaire in Appendix D)

36


Data Anaylsis1 AttrakDiff

AttrakDiff is an instrument for measuring the attractive-

ness of interactive design. With the help of pairs of op-

posite adjectives, users can indicate their perception of

the design. These adjective-pairs make a collation of the

evaluation dimensions. Qustionaire 1

Pragmatic Quality(PQ):Describes the usability of a design and indicates how successfully users are in achieving their goal

using it.

Hedonic quality-Stimulation(HQ-S):Mankind has an inherent need to develop and move forward. This dimension indicates to what extend

the design can support those needs in terms of novel, interesting, and stimulating functions, content,

and interaction-and presentation-styles.

Hedonic Quality- Identity(HQ-I):Indicates to what extent the design allows the user to identify with it.

Attractiveness (ATT):Describes a global value of the design based on the quality perception.

Hedonic and pragmatic qualities are independent of one another, and contribute equally to the rating

of attractiveness. [17]

37


Instuction:In the portfolio-presentation the values of hedonic

quality are represented on the vertical axis (bot-

tom= low value). The horizontal axis represents the

value of the pragmatic quality(i.e. left = a low value).

Depending on the dimensions values the design

will lie in one or more character-regions. The big-

ger the confidence rectangle the less sure one can

be to which region it belongs. A small confidence

rectangle is an advantage because it means that

the investigation results are more reliable and less

coincidental.

There is room for improvement in term of usability

and hedonic quality for both reactive and proactive.

Proactive performs better than Reactive. Pragmat-

ic quality as well as hedonic quality is higher. The

difference in value between the pragmatic quality of

reactive and proactive is insignificant, but in terms

of the hedonic quality, the difference is statistically

significant. The confidence interval for PQ and HQ of

proactive is smaller than reactive. The rating of pro-

active applies with greater certainty to the design.

38


In this presentation hedonic quality distinguishes between the aspects of stimulation and iden-

tity. Furthermore the rating of attractiveness is presented.

In terms of PQ and ATT, proactive performs better

than Reactive, the difference is statistically insignifi-

cant.

In terms of HQ-I, HQ-S,proactive performs better

than Reactive, the difference is statistically signifi-

cant.

For both reactive and proactive, the average values

are located in the average region or above-average

region. It means they meet the ordinary standards.

However, improvements should be more for better

values.

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The mean values of the word pairs are presented here. Of particular interest are the extreme

values. These show which characteristics are particularly critical or particularly well-resolved.

40


Illmo2

Illmo (Interactive Log Likelihood MOdeling) is a statistical modeling tool

that was developed by Jean-Bernard Martens from TU/e. [18] The benefit of

using this program that it allows to draw statistical conclusions in a visual

way. (more details see Appendix E) Qustionaire 2 questions values were

input in the Illmo, each graph reprensents a result of the question.

It is very efficient. I feel very happy or have fun. I know how to use all the system clearly.

I feel very connective. The experience is acceptable

or good for me

Thurstone average Vs Sitmulus shows average

value of each condition. The drawn line repre-

sents the standard deviation of the result. When

this line is overlapping with one of the other

lines it means thereis no significant difference

between those versions. We could conclude

that Condition Reactive and Proactive are

significantly higher than Current Condition. It

means the design improve the customer jour-

ney in Branch.

X-axis: 1 = Reactive Condition

2 = Proactive Condition 3 = Current Condition

41


It is very efficient. I feel very happy or have fun. I know how to use all the system clearly.

It is very efficient. I feel very happy or have fun.

As in the Thurstone average, the difference between reactive and proac-

tive is not that significant. So Thurstone difference was used to see more

details. From the graphs we could see, participants think proactive way

is more efficient for them. They could clearly know how both conditions

work and get the same levels of emotion in terms of happiness.



I know how to use all the system clearly.

42



or good for me.


or good for me.

For connective, proacitve works

a bit better than reactive. How-

ever, in terms of “acceptable”, re-

active works better. Perhaps the

proactive way is too forward for

users to experience in a branch

envrionment.



43


Except to comparing reactive with proactive, in

this questionnaire, I want to see how participants

think about some other aspects of the design. For

example, how do they think about doing some

entertainments when waiting, how do they see

the level that they can accept for Bank knows their

personal information. Column Chart3

From the graphs we could see, customers really

need some entertainments when waiting in the

branch, which has the highest score.

Second, they hope they could be automatically

recognized when they arrived and their requests

have been informed for ING Employee. They hope

to know more information about ING in an inter-

esting way. Uploading their information to ING is

also acceptable for customers if they could have

better services.

44


Conclusion

Personalize the Customer Journey In illmo, we could see reactive and proac-

tive work much better, it means there is a

huge need for ING to improve the customer

journey in branch. The kiosk machine is too

old-fashioned. Meanwhile, with multi-chan-

nels combination, ING could do more

pre-services for customers, for example a

booking system in mobile app. Because

customers hope their request could be

known by Branch before they come. Some

entertainments for waiting is also highly

needed in Branch.

After the experiment, with three methods of anaylzing data, some conclusions or design

recommnedations for ING branch customer journey were done.

Technology Input in Branch Office The interior design is amazing in ING

Branch. However, more technology input

could make it more attractive for custom-

ers. Interesting technology could leave

unforgettable impression for customers. In

this way, customers are likely to have future

purchase with the brand. Interactive Screen

maybe a very good option. As customers

could interact with it when they are waiting.

Also they could get more information about

ING product, which means ING could also

have benefits with it.

1 2

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3 4Reactive vs ProactiveFrom AttrakDiff, we could see Proactive

performs better than Reactive in general.

It may show a direction for ING. Customers

expect they could upload some of their per-

sonal information to get better services or

have good recommendations about finan-

cial products. To some extend, the current

branch does not let customer feel connec-

tive with ING. Although, it is very difficult to

apply proactive services in Branch environ-

ments, as it relates to people’s privacy, but

if the personal information is used in a right

way, customers are glad with it.

Social Functions in BranchI was trying to see if people want to more

connection with strangers that who are

waiting them together. However, the result

is customers are not that eager to share

with others in branch environment. Perhaps

it is too much forward.

46


Discussion

It is a pity that as we lost connection with ING and I could not get any feedback from the

perspective of ING employees. As there were only 14 participants in the test, more partici-

pants need to involve for deeper research.

Second, as there are many things happening in the customer journey, questionnaire may be

more detailed for each part. For analysing data, I used quantitative research method, quali-

tative method could be applied for more values.

Third, more ideation could be done for renewing the customer journey. Some more service

design tools should also be applied, for example, the business model, service blueprint,

skateholders map and so on.

47


Acknowledgements Thanks to my coach Jorge. In this whole semester, you gave me lots of useful feedback and

suggestions for this project, you coached me how to do a service design in the right way.

When I met some difficulties or stuck in something, you always help me to figure it out. With

each time’s coach meeting, I made progress with your feedback and finished my project.

Thanks to Jeroen. In the beginning of the project, we went to the ING together many times

and finished the customer journey map together. you always gave me encouragement

when I was stuck.

Thanks to Prof. Ben. You gave us an expert meeting on how to set experiment for responsive

environment and it worked well.

Thanks to JunHu. You borrowed me the small projector, which was very useful for me to

stimulate the interactive screen on the floor.

Thanks to all the participants of the user test. I could not finish this project without you.

Yours feedback is the crucial part of this project. Thanks for your time for participating my

tests.

Thanks to Jean Bernard, we had an expert meeting about analysing data. You gave me feed-

back on what I have done with Illmo.

Thanks to Xihao, thanks for giving me useful suggestions on drawing the scenarios.

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[1] ING website: https://www.ing.nl/de-ing/over-de-ing/de-ing-wie-zijn-wij/welcome-to-ing/index.html

[2] [3] Marloes,B., Impact of personalized welcoming in entrance usability of bank branch, 2013

[4] Mike,B., and Dirk,V. , Building the retail banking of the future, June 18, 2014

[5] Ben,N., Colleen,H., Microsoft, The bank branch of the future,2011

[6] Mike,B., and Dirk,V. , Building the retail banking of the future, June 18, 2014

[7] [8] Ben,N., Colleen,H., Microsoft, The bank branch of the future,2011

[9] Capgemini Consulting,The future of bank Branches Coordinating Physical with Digital, April 25, 2013

[10] Service safari from http://liveworkstudio.com/tools/service-safari/

[11] Stickdorn, M., Schneider, J., This is service design thinking. BIS: Amsterdam, the Netherlands,2012

[12]Infoys, Rethinking Retail insights from consumers and retailers into an omni-channel, 2013

[13]Trend report on why personalized retial is the future of Brick- and- mortar stores. From website: http://

www.trafsys.com/trend-report-why-personalized-retail-is-the-future-of-brick-and-mortar-stores/

[14] Intel, The Retailers’ Guideto Creating PERSONALIZEDSHOPPING EXPERIENCES,2014

[15] Proactive definition from http://www.businessdictionary.com/definition/proactive.html

[16] Jorge,L., A framework for responsive environments,2014

[17] AttrakDiff website: http://attrakdiff.de/

[18] Illmo website: https://illmoproject.wordpress.com/

References

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Appendix A Project Discription Service 2.2: A renewed customer journeyDesigning experientially and culturally meaningful services, choreographed in time and spaceAbstract The current digital transformation turns old industries and business models upside down. Consumers

become powerful prosumers and blow up segmentation, while products become services and vice-versa.

Informed by strategy and realised by design, you will challenge conventional service assumptions to create

disruptive, future-ready solutions across customer experience. As such, Service 2.1 aims at analysing the

dynamics of customer-business relationships, and designing a service environment, from the perspective of

its experience, business impact and socio-cultural relevance.

1. IntroductionIn the competitive world of business, what separates industry’s players is often the service that comes with

the product offering– the customer experience (Hassenzahl, 2010). Quality of service determines whether

a customer will be loyal, or leave. In this regard, service design is the activity of planning and organising

people, infrastructure, communication and material components of a service, in order to improve its quality

and the interaction between service provider and consumers. To develop a service is to design according

to the needs of all participants. Services should be user-friendly, competitive and relevant to the custom-

ers, translating the behaviour of customers, their needs and motivations, into service experiences that are

delivered in an achievable, specific and meaningful fashion.

2. Design challenges & research questionsService design is experience design from multiple perspectives. We analyse business to consumer relation-

ships and design service environments, from the perspective of experience, value, business impact and

socio-cultural relevance. It is a relatively new discipline that asks fundamental questions such as (1) what

should the customer experience be like? (2) What should the employee experience be like? (3) How does a

50


company remain true to its brand, to its core business assets and stay relevant to customers?

3. Project directionsService design requires a concrete client, and the project offers links with very distinct clients. During the

1st project week, a visit will be planned to the clients’ premises in order to provide contextual information

about each of the directions, and allowing the students to get acquainted with the clients. At the end of the

1st week, you will present your vision on service design, and choose a client for your project. Developed

projects will have scheduled feedback contact moments with the clients, and will be given the opportunity

to test designs in context. The following directions are planned for this semester:

3.2. Retail banking (Client: ING Netherlands)With ING Netherlands, you will analyse trends and rethink how financial products and customer services are

delivered, by designing a process, an environment or a multi-channel solution that provides added value

for the customer and/or service provider. As a designer for ING, you will have access to the ING Lab, a test

laboratory for experimenting with new concepts and processes that focus on the “Bank of the future”, meas-

uring the impact of personalisation and other enhancements of a branch environment, in terms of quality

of experience, efficiency and productivity.

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Appendix B Customer Journey Map

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Appendix C A framework for responsive environments,

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Appendix D Questionnaires

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Appendix E Illmo Discription

• Illmo offers an interface that makes it

possible to easily modify the statistical model

that is used to describe and analyze a data-

set, which should hopefully invite users to try

out different alternatives, next to the default

option (i.e., a Gaussian model). Illmo supports

multi-model comparison to assign likelihoods

to the models under consideration.

• Illmo offers a range of visualizations

that graphically illustrate the statistical model

itself, the correspondence between the input

data and the constructed model, and the

conclusions (statistical inferences) that can be

drawn from this model.

• Illmo uses the log-likelihood criterium

(LLC) as a goodness-of-fit measure between

the actual data and the constructed model

to determine optimal model parameters. The

log-likelihood profile (LLP), that is, the varia-

tion of the LLC around its minimum value as a

function of any model parameter, can be used

to determine how accurately such a parameter

is determined by the data, and hence to make

statistical inferences for this parameter.

• Illmo can be used to teach statistics in

an interactive way: especially the many visuali-

zations in Illmo make it easy to explain statisti-

cal concepts to unexperienced users.

• Illmo allows to compare results ob-

tained using the general method of log-likeli-

hood modeling to those obtained by popular

analysis methods such asANOVA, regression

analysis and T-tests that rely on the specific as-

sumption of a Gaussian model (with constant

variance across conditions).

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Appendix F Final Demo Posters

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Appendix G First Data Analysis

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