SATU MIETTINEN / MIKKO KOIVISTO (EDS.)
图片源自小媛のiPhone
笔记含4部分：
-（1）Introduction
-（2）Part One: An Emerging Field
-（3）Part Two: Practise（本文内容）
-（4）Part Three: Cases
（该系列笔记纯以个人学习、知识点记录为目的，不做他用；100%尊重原作者）
一、Can Designers Help Deliver Better Services? (FRAN SAMALIONIS)
The answer is absolutely "YES" !
Better service design depends on overcoming 4 crucial problems: 1) how to get closer to consumers; 2) how to collaborate across every part of the organization; 3) how to create a strong narrative that inspires key people and finally; 4) how to conquer the fear of failure.
GETTING CLOSER TO THE CONSUMERS
By close observation of how people truly behave, we can come to understand what they think and feel as much as what they say and do.
Understand the extreme users who are inherently predictive of mainstream needs.
COLLABORATING ACROSS SILOS
No matter the size of an organization, services tend to be delivered through multiple departments that are designed to support their own operational efficiencies rather than deliver a holistic service experience for the consumer.
CREATING A STROY NARRATIVE
Deliver designers' diverse languages into the common language of the consumer and tell the consumer's story in a way that will fire their imagination.
CONQUERING THE FEAR OF FAILURE
The IDEO approach is to use prototypes: quick, low-cost mockups which allow emerging ideas to be expressed, explored, modified and shared with teams, clients and stakeholders in a way that is tangible yet economical.
Prototypes facilitate more emotive client communication and encourage more informed decision-making; enable a project to continually move forward by helping to generate, evaluate, evolve and communicate the value of a proposed solution; can cheaply and quickly communicate a service proposition and prompt questions around technical feasibility, consumer desirability and business viability.
二、 Frameworks for Structuring Services and Customer Experiences (MIKKO KOIVISTO)
2 components of service design when considered as an offering:
1) service deliver process
2) the outcome of the service
THE BASIC SERVICE PACKAGE DESCRIBES THE OUTCOME OF THE SERVICE
The outcome of the service offered to the client is describes in the Basic Service Package.
The Basic Service Package is divided into 2 dimensions: the Core Service and Supplementary Services.
The core service answers the primary need of the customers and determines what the customer receives from the service provider. However, it is difficult for service companies to differentiate their offering on the market only with the core service, since competitors often offer exactly the same core service.
The core service is therefore not a complete service offering: it also has to include supplementary services.
Supplementary services can be split into Facilitating Services and Supporting Services.
Facilitating services are mandatory; without them it is impossible to use the core service.
Supporting services are not necessary when consuming the core service, since they respond to customers' auxiliary needs. Supporting services make the consuming if the service more conveniently; they add value to it and help to differentiate the service.
THE AUGMENTED SERVICE OFFERING MODEL DEALS WITH THE SERVICE DELIVERY PROCESS
Augmented Service Offering Model also takes into account the impact of how customers perceive the interactive process between a provider and a customer. This process consists of 3 components: Accessibility of the Service, Interaction with the Service Organization and Customer Participation.
Accessibility of the service consists of elements that effect the client's experience of how easy or difficult it is to buy or use a service. The customer's interaction with the service organization also affects the client's perception of the service. Customer participation means that the customer himself has an affect on the service he perceives.
THE SERVICE SYSTEM MODEL DIVIDES SERVICES INTO STAGE AND COULISSE
The service system model describes resources and support functions needed in delivering services. The central concept to the service system is the Line of Visibility that separates those parts of the service that are visible to the customer from those which are not. The visible part of the service system is called Interactive Part and the invisible part is called the Support Part.
Customers experience the service through the interactive part, which can be broken down into a set of resources: 1) customers; 2) contact persons; 3) systems and operational resources; 4) physical resources and equipment.
The major parts of the service delivery process are performed behind the line of visibility in the service system's support part, even though customers are not in direct contact with operations done in the back office, these operations still have a great influence on how customers perceive the offered service. The support part includes: 1) management support; 2) physical support; 3) systems support.
SERVICES SEEN FROM THE USER'S PERSPECTIVE
When services is seen from the users' perspective new ways of structuring services are needed. These concepts are known as Service Moments, Customer Journey and Service Touchpoints.
Service moments: Every service is made of episodes or encounters where the production of the service and the interactions between a customer and service provider happen. These episodes, which together constitute the service entity, are called service moments.
Customer journey: Services are processes that happen over time, and this process includes several service moments. When all service moments are connected the customer journey is formed. The customer journey is formed both by the service provider's explicit actions as well as by the customer's choices.
Service chain presents a more organizational perspective on services development: customers are seen as a mass of people that are forced to proceed from one service moment to another, mainly following the interests of the organization.
Service touchpoint: Each service moment is made of a number of touchpoint, through which the service and its brand is experienced and perceived with all the sense. Touchpoints are divided into channels, objects, processes and people.
Channels are environments, spaces and places where the visible part of the service production happens. Channels can be physical, digital, or intangible. Often services are multichannel customer experiences.
Objects as touchpoints are things or machines that the customer himself uses, needs or gets when using a service.
Processes and procesures determine how the service is produced and experienced. In service all the processes and routines can be determined by the smallest details, which are called service gesture.
People often have a central role in service design. With service design it is possible to direct those who consume services and those who provide them. It is important to design suitable roles for both contact persons as well as customers. It is also important to consider to what amount the customer servant is responsible for the service production and how much the customer is responsible for it himself. Customer servants should be in the most useful and appropriate role, and the division of the responsibilities should be clear.
三、Designing Public Service (PAUL THURSTON)
By using service design techniques that enable all levels of the service to engage with their users and understand their experiences it is possible to turn service user involvement into real service improvements.
Service design in the public sector often involves innovating within existing services rather than designing new services from scratch.
Service design must start looking at how methods and processes can spread within organizations to show true value in the public sector.
Creating meaningful involvement.
四、Who Do We Think We Are? (ARNE VAN OOSTEROM)
Naturally everyone wants the best possible outcome. But to get there a project often needs research, good strategy, creativity and a holistic approach. This sounds like: expensive.
But a service design approach can only be useful if supported at the highest level of an organization. That is why we like to work for start-ups and small companies or pilot projects.
Knowing when to shut up is a very important lesson a service designer needs to learn.
5 steps to service innovation: 1) discovering business & experience; 2) connecting; 3) designing; 4) building; 5) implementing.
五、Service Design as a Tool for Innovation Leadership (KAI HAMALAINRN / MIIA LAMMI)
Services have proven a competitive tool for businesses in Finland.
Customer or user cannot be overlooked; on the contrary, success is based on a profound understanding of the customer's world.
Ethnography seek to acquire a profound understanding of human life from social and spatial viewpoints: how do people behave? what types of rules and norms guide their actions? what interactions do people construct from the world around them? what aspects do they communicate?
Ethnography is a research method in which information is acquired by observing people in everyday life,; in other words, the designer observes the customer in real-life situations to identify problems and needs related to the service.
Ethnographic methods challenge not only the designer, but also the company. Acquiring user information and modeling the existing service journey require a new approach to encounters between the company and the customers:the company must be able to see and understand what happens in these encounters from the customer's perspective.
SERVICE DESIGN AS A MEANDS OF SERVICE DEVELOPMENT
Service design offers a functional mean for developing user-oriented services. It facilitates the improvement of problematic details.
Visual presentations make it possible to discuss and evaluate an abstract idea of a chronologically proceeding service, the interaction between the service and the customer at each stage.
NEW TOOLS FOR INNOVATION LEADERSHIP
Service design offers a new means of centering development on customer needs — but not without growing pains. The future development of customer encounters challenges the company's decision-making culture. Moreover, it puts the company's courage and ability to reform itself to the test: is the company genuinely customer-oriented?
5 USERS-ORIENTED SERVICE DESIGN TOOLS FOR INNOVATION LEADERSHIP
Understanding.
Mending.
Innovating.
Reforming.
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