AC4D design library service blueprint

Sketching for a Service Matt Franks Professor, Austin Center for Design

“Services represent approximately 80% of the US GDP and a growing percentage of DGPs of countries around the world”

CACM Journal, Special Issue on “Service Science”, July 2006

“Yet in practice, innovation in services is less disciplined and less creative than in the manufacturing and technology sectors” Organization for Economic Cooperation and Development, Report on “Promoting Innovation in Services”

Why is it difficult to design for service?

“We view designing for service as a meta activity: conceiving and iteratively planning and constructing a service system or architecture to deliver resources that choreograph an experience that others design.”

Dubberly and Evenson on Service Design

In other words: Dubberly and Evenson think of service design as a META design activity because it is creating a system that is designed and actualized over time, by someone else.

Dubberly and Evenson on Service Design

Design model of a service

Continued: Deliverable examples around each phase

Deliverable examples around each phase

These look familiar!

Continued:

Deliverable examples around each phase

These look familiar!

What’s a Touchpoint?

Continued:

Designing for Service Services are difficult, because it’s hard to describe what a service is (even though we all implicitly know of and accept their value in our daily interactions).

“It’s somewhere between ‘Any event that causes cognitive processing about a particular firm or brand’ and ‘Any interface (physical, virtual, digital, experiential, etc.) between a customer (or user) and a firm or brand’.”

Hammans Stallings, Strategist at frog

“A touch point is an entity (person or artifact) in a system that requires user/customer attention and engagement (forms, software, ads, etc.) service requirements and maintenance (call scripts, data entry, approvals, provisioning) and any change to this entity has multiple effects through the system.”

Jason Severs, Design Researcher at frog

What We Know: A service is an aggregation of moments of interaction (touchpoints), for a customer (user), that can be associated with an entity.


By this definition, we can think of think of the Apple eco-system as an aggregation of touch points; and therefore as a service (or a collection of services) because we somehow “know” it’s an apple product.


By this definition, we can think of think of the Apple eco-system as an aggregation of touch points; and therefore as a service (or a collection of services) because we somehow “know” it’s an apple product.

But by this definition, we can think of think of the City of Seattle as an aggregation of touch points; and therefore as a service (or a collection of services).

Designing for Service Isn’t That Difficult: IF we can understand all of the points of interaction a user might have with a variety of objects that elicit a emotional association to a common entity, over time, THEN we can document, analyze, synthesize, and ultimately design these into something else.

Designing for Service Isn’t That Difficult: IF we can understand all of the points of interaction a user might have with a variety of objects that elicit a emotional association to a common entity, over time, THEN we can document, analyze, synthesize, and ultimately design these into something else.

In other words, use the design process… }

All we need is a framework to help us organize our thoughts and guide our actions to structure and organize a customer’s journey.

All we need is a framework to help us organize our thoughts and guide our actions to structure and organize a customer’s journey.

This framework is a Service Blueprint.

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A Service Blueprint starts with the Customer Journey

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In order to structure, organize, and/or ultimately redesign a

service, you must first understand the existing condition –the

touchpoints that happen along the customer journey.

The Customer Journey

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In order to structure, organize, and/or ultimately redesign a

service, you must first understand the existing condition –the

touchpoints that happen along the customer journey.

This is accomplished by auditing each perceived (and possible)

phase to account for the events that unfold.

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What activities are users, service providers, and back stage staff members engaged in prior to, during, and after the service experience? Do patterns exist? And, can the behaviors be influenced or changed?

A E I O U


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What environments set the stage for the service experience? What does the site and architecture convey to its visitors and users? What are the physical conditions of the site itself? Where are the barriers? What kind of affordances are present? Can people form a mental model of the site plan?

A E I O U


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What information is exchanged between the visitor and the institution? What interactions occur between visitors and staff members? How is status presented and shared?

A E I O U


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What objects or tools do visitors use to plan, navigate, and visit the institution? Are they analog or digital? Do opportunities exist to gain efficiencies and improve experiences by using one form over the other?

A E I O U


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Who are the users or visitors of an institution or place? What are their expectations, motivations, and needs? What kind of literacies do they have? Can they speak the native language used at the institution? Are they comfortable with tools and technologies?

A E I O U


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Who are the users or visitors of an institution or place? What are their expectations, motivations, and needs? What kind of literacies do they have? Can they speak the native language used at the institution? Are they comfortable with tools and technologies?

What objects or tools do visitors use to plan, navigate, and visit the institution? Are they analog or digital? Do opportunities exist to gain efficiencies and improve experiences by using one form over the other?

What information is exchanged between the visitor and the institution? What interactions occur between visitors and staff members? How is status presented and shared?

What environments set the stage for the service experience? What does the site and architecture convey to its visitors and users? What are the physical conditions of the site itself? Where are the barriers? What kind of affordances are present? Can people form a mental model of the site plan?

What activities are users, service providers, and back stage staff members engaged in prior to, during, and after the service experience? Do patterns exist? And, can the behaviors be influenced or changed?

A E I O U


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The observed Customer Journey is applied to a Service Blueprint Framework.

Customer Journey

1 Get information

2 Find the site

3 Enter the site

4 Enter the building

5 Get directions

6 Navigate

7 Return

8 Update the system

Line of Interaction

Line of Visibility

Backstage

A service blueprint for a typical wayfinding customer journey:

Service Blueprint Framework

The stages of the Customer Journey are listed chronologically across the top of the Service Blueprint

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Customer Actions are laid out first so that all other actions are see as supporting the value proposition offered to the customer.

Customer Journey

1 Get information

2 Find the site

3 Enter the site


5 Get directions

6 Navigate

7 Return

8 Update the system

Line of Interaction

Schedule, Phone Call, Maps & Directions

Scripts, Road Signs, Campus Entry Signs

Parking Garage Signs

Campus Pedestrian Signs, Building Façade Signs

Line of Visibility

Backstage



The line of interaction includes all of the Touchpoints a customer engages in that are not face-to-face encounters. These typically include some type of physical evidence or artifact (except for phone call).

Appointment Schedule The appointment(s) that a visitor and his or her caregiver are scheduled for should be available (or delivered) to them prior to their arrival and at their moment of arrival. This is an early form of system redundancy – a valuable attribute in wayfinding systems.

A Phone Call from the Physician’s Staff Phone calls are reminders and a gracious way to start the relationship with the visitor. The physician or a staff member should make the call and begin a conversation that will extend through treatment.

Advance Direction Sets and Maps Visitors should be able to download maps and directions from an institution’s website and/or receive them in the mail as a follow up to the conversation that is started on the phone.

Line of Interaction

Directions and Scripts Different directions from different sources (hospital, referring physician) in different mediums (verbal/phone, email, printed/mail must be consistent and provide specific information.

Road Signs and Perimeter Signage Road signs must give enough notice of the actual hospital location. The hospital brand should be present on these signs. Event banners and pageantry can provide clues that let you know you’re on campus or near the hospital.

Campus Entry and Parking Garage Signs Branded campus entry signs should signal arrival to visitors. Parking garages should be easy to enter, navigate, and relate to the buildings they serve. Parking garage navigation should direct people to the nearest hospital entry and offer mnemonic devices about the parking spot location.

Line of Interaction

Line of Interaction

Customer Journey

1 Get information

2 Find the site

3 Enter the site


5 Get directions

6 Navigate

7 Return

8 Update the system

Line of Interaction





Line of Visibility

Verbal Scripts, Pocket Maps

Touchscreen Kiosks, Customized Directions, Pathways, Landmarks, Wall Maps, Signs


Backstage



The line of visibility includes all of the “onstage / visible contact employee actions.” The actions of “contact employees” that occur as part of a face-to-face encounter. These are touchpoints as well!

Line of Visibility

Verbal Scripts, Pocket Maps Verbal scripts used by the information desk staff, volunteers, nurses, doctors, administrative staff, and even other visitors should be consistent. Pocket maps are take-away tools that visitors can re-use.

Touchscreen Kiosks and Customized Directions Touchscreen kiosks enable patients to call up their schedules and get custom directions sets by using personal information as an input. Other visitors can use kiosks to get custom directions from the location of the touchscreen to a destination in the database.

Pathways, Landmarks, Wall Maps, and Signs Pathways and landmarks provide the core system logic and remove the need for lefts and rights in the system. Wall maps, wall signs, and overhead signs direct the visitors along the pathways to their destination.

Line of Visibility

Customer Journey

1 Get information

2 Find the site

3 Enter the site


5 Get directions

6 Navigate

7 Return

8 Update the system

Line of Interaction





Line of Visibility Verbal Scripts, Pocket Maps



Backstage Naming Strategy & System, Wayfinding Data, Maintenance Process, Tools, Training



Backstage / invisible contact employee actions are invisible to the customer. This section includes “support processes” that need to happen in order for the service to be delivered.

Backstage Naming Strategy and System Building and department names are part of the smallest and most pedestrian types of data in a wayfinding system. Visitors understand simple, common terms but are confused by acronyms and donor names (which have no spatial significance to them). The naming strategy and system is the DNA of any wayfinding service.

Wayfinding System Data Wayfinding system data includes streets, parking garages, building and department names, floor numbers, and sometimes patient data such as medical record numbers. It feeds all the tools in a wayfinding system, and frequently changes.

Maintenance Process and Tools The accuracy and effectiveness of a wayfinding system depends upon the way staff goes about predicting, planning, organizing, executing, and monitoring system changes. Maintenance staff need repeatable procedures and automated tools to keep a large, complex system operable, useful, and usable.

Staff Training Teach the new wayfinding logic and system to all key staff members; introduce the system components, tools, and scripts; teach staff how to give directions in a consistent and memorable way.

Backstage

A Service Blueprint Allows us to document all points of interaction a user might have with a common entity, over time, to analyze, synthesize, and ultimately design these into something else.

Matt Franks Professor, Austin Center for Design [email protected]

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AC4D design library service blueprint

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