1. Choose five of the ‘Tools’ discussed by Stickdorn and Schneider that you think would be mostuseful to you. List each one and state why and how you would use it.2. Write a brief commentary on the case studies of a. the Pret `a Manger restaurant chain, and b. theauthor’sthoughtsontheRitzCarleton.3. Choose from among the tools discussed by Stickdorn and Schneider three tools that you think would be best used to design a positive experience for a person using a wheelchair to enter and use the facilities of a standard hotel room.
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This book is printed on acid-free [email protected]
Copyright©
2011 by BIS Publishers, Marc Stickdorn, Jakob Schneider and the co-authors. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Basics – Tools – Cases
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by
any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted
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Center, Inc,, 222 Rosewood Drive, Danvers, MA 01923, {978)
750-8400, fax {978) 646-8600, or on the web at
THIS IS
SERVICE
DESIGN
THINKING.
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Marc Stickdorn
Jakob Schneider
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ISBN
978-1-118-15630-8 (paper)
Printed in the United States of America
10 9 8 7 6 5 4 3 2 1
�
WILEY
John Wiley & Sons, Inc.
146/147
Methods & Tools
The Toolbox
TH IS IS A TOOLBOX
NOT A MANUAL
THE COMMUNITY
•
•
To compile a set of the most widely-used and effective service
design tools, we asked members of the community to contribute their
thoughts and suggestions to an online forum. Where better
to start than with the people who have been using and developing
these tools in their everyday practice? The wide ranging collection of materials has been structured, edited and complemented
by the editors. The endresult is a richly illustrated toolbox
for service designers, offered here as an inspiration for anyone em
barking on their own projects.
ONLINE CONTRIBUTORS IN ALPHABETICAL ORDER
Adam Lawrence I Ahmet Emre Acar I Aidan Kenny I Aleinad I Alexander Osterwalder I Alexis Goncalves I Anonymous I
Arandag/ Balutu I Bas Raijmakers I Ben Freundorfer I Bernard I Damian Kernahan I Daniel Christadoss I Darby I
Dave I David GUiza Caicedo I 0-LABS I Dolly Parikh I Eric Roscam Abbing/ Esteban Kolsky I Fabian Segelstr6m I Fergus
Bisset/ Gekevan Dijk/ Graham Hill/Jaap Frolich IJakob Schneider IJennylynnpie IJo IJohn Coldwell IJosh Ctarke I
Julia Schaeper I Julian Sykes I Karine/ KirstyJoan Sinclair I Laura Pandelte I Lauren Currie I Luisalt/ Luke Kelly I Luther
Thie I Ly I Marc Stickdorn I Markus Hormess I Matt Currie I Melis Senova/ minds & makers I Patrick Lerou I Qin I
Rob Markey I Sachin /Saharald I Sarah Drummond I Satu Miettinen I Scott Rogers I Steve/ Tennyson Pinheiro/ Traci
Lepore I Walter Aprile I Wim Ram pen I Wjan
1 CROWDSOURCING
via WordPress website
2 FILTERING I A N N OTATI N G
via Uservoice forum
•
3 EDITI N G I CONSOLIDATING
by STBY
148/149
are
Methods & Tools
The Toolbox
TH IS IS A TOOLBOX
NOT A MANUAL
GEKE VAN DIJK
BAS RAIJMAKERS
LUKE KELLY
This chapter brings together a wide range of service design methods and
tools in an attempt to present a toolbox of effective and popular ap
proaches to service design. It’s not a manual detailing how a project should
be conducted, as such a restrictive set of instructions would be at odds
with the service design ethos. The methods and tools described here are re
sources from which bespoke, iterative projects can be constructed.
These tools can be used in almost any combination. Though they are pre
sented here within the stages that most service design projects are
likely to include, this isn’t to say that there’s only one way they can be used.
Indeed, experimenting with existing approaches and new aims was how
many of these tools came to be developed in the first place.
As in any other aspect of a service design project, there is no real right
or wrong way to employ these tools. A successful project simply involves
finding a workable combination, that can conceptualise, develop,
and prototype ideas through an iterative process of gradual improvement.
Explore
This stage is all about discovery. Service designers will be trying to dis
cover new perspectives on a particular service. This could involve
stepping into the shoes of customers, staff, managers, or even rivals, in
order to develop new insights into the service experience. As this
will form the foundation for the rest of the project, it is crucial that the
tools used generate both intimate and engaging results.
Create & Reflect
Creation is where insights are visualised into new ideas and concepts,
while reflection involves testing these ideas and concepts to find out how
they can be further improved. Holistic solutions require the involve
ment of a wide range of stakeholders, and thus many of the creative tools
here are designed around bringing as many people as possible into the
creative process. The tools for reflection allow the ideas for solutions to be
developed into prototypes, and tested against the insights generated
in the exploratory phase.
Implement
The tools in the implementation stage provide ways to transfer the new or
improved service designs to all sections of an organisation. They’re
about engaging new audiences, involving staff in the innovation proCess,
and making a convincing and compelling case for change. Implemen
tation means putting ideas into action.
150/151
Methods & Tools
Explore
Stakeholder Maps
EXPLORE
VISUALISI N G ALL ACTORS I NVOLVED WITH A SERVICE
S TAKEHOLDER
MAPS
What is it?
A stakeholder map is a visual or physical representation of the various
to deploy their resources more effectively when responding to prob-
groups involved with a particular service. By representing staff,
lems and expanding their service. In a similar vein, groups can be catego
customers, partner organisations and other stakeholders in this way, the
rised according to their importance and influence, with previously ne
interplay between these various groups can be charted and analysed.
glected groups perhaps being reconsidered once the influence they exert
on others is revealed. The maps thus visualise the complex situations
How is it made?
225
240
270
surrounding most services, in which many actors have an effect on how
Firstly, a comprehensive list of stakeholders needs to be drawn up. Be
well it is received and perceived. A comprehensive but accessible over
sides interviews, this will usually involve a fair amount of desk research,
view of stakeholders is integral to any attempts at improving engagement.
as the aim of the map is also to highlight stakeholders that the service
provider did not mention (or may not even be aware of). In addition, it is
important to reveal both the interests and the motivations of each stake
holder, with these also being incorporated into the map.
Once the list is complete the focus switches to how these groups are
related to each other, and how they interact with each other. These
connections should ideally be highlighted in a visually engaging way, as
the aim throughout this process is to produce an easily accessible
overview that can both identify pain points and explore areas of potential
opportunity.
Why is it used?
The overview provided by stakeholder maps is a good way to highlight the
issues concerning each stakeholder group. These groups can then be
clustered together by their shared interests, allowing the service provider
EXAMPLE->
152/153
are
Methods & Tools
Explore
Stakeholder Maps
EXTERNAL
•
MARKETER- ACCOUNTER
The marketer feels overheard by the accounter.
COMPETITOR
I
f
CONSULTANT
BACKSTAG E STAFF- SUPPLIER
MANAGER
;
MANAGER – CONSULTANT
The manager thinks that the consultant does not understand the company’s culture.
/
160/ 1 61
Methods & Tools
Explore
Customer Journey Maps
1
········ ·
r
. . . ….
Ir
— >
l
… . .
1
I
>
>
It’s important to not only visualise the path of the customer journey- encapsulated via
A typical customer journey is shown to be multi-channel and time-based.
Customers get their information from various sources, some of which – like friends and
family – are beyond a service provider’s control.
a series of touchpoints – but also to collect stories that explain why the journey happened
as it did. What were the circumstances, motivations and experiences that resulted
in this process?
1 6 2 / 1 63
Methods & Tools
Explore
Contextual Interviews
G A I N I N G IN-DEPTH U N DERSTA N D I NG OF STAKEHOLDERS
EXPLORE
CONTEXTUAL
INTERV IEWS
What is it?
Contextual Interviews are conducted in the environment, or context, in
richly engagiug materials to present to the service provider and the
which the service process of interest occurs. This ethnographic technique
wider project team.
allows interviewers to both observe and probe the behaviour they are
interested in.
Why is it used?
One of the key benefits of making an interview contextual is that it helps
243
255
257
270
287
How is it done?
the interviewee to remember the kind of specific details that so often
These interviews can be conducted with customers, staff, and other
get lost in a traditional focus group setting. Most people are more comfort
relevant stakeholders. The interviewer visits the interviewee within the
able providing insights into their thoughts and behaviour when discussing
environment in which they interact with the service under review,
these from within a familiar environment, and these insights can be
and uses a combination of questions and observations in order to generate
both validated and expanded upon by the observations of the interviewer –
the desired insights. Participants are usually selected via a specialised
what people don’t say is often just as �aluable as what they do. Insights
recruiting process, which will take into consideration factors such as how
aren’t just limited to the interviewee however. Contextual interviews allow
to put the iuterviewee at ease. This point is crucial, as conducting a
researchers to also gain an understanding of the social and physical
successful interview is dependent on making people feel comfortable
environment surrounding the service being examined. This helps generate
sharing what are often intimate insights into their lives.
The interviewer will also often be faced with a number of potential lo
a far more holistic understanding than is possible via traditional inter
viewing techniques.
cations. Here, it’s important to take into account the environmental
prompts that might help provoke a more in-depth discussion – discussiug
work routines is always going to be easier when the conversation takes
place in the office where those processes are defined.
The interview will usually be documented via audio recordings and
photographs, and may even be fihned – a technique which often produces
EXAMPLE-)
164/165
Methods & Tools
Explore
Contextual Interviews
‘�
“‘ . )
i
·.�Li.
2
Conducting interviews in the comfort of people’s own homes helps them to convey
their experiences and personal context In more detail. The researchers get a much richer
Conducting different parts of the interview in various places around the house
(that are nevertheless relevant to the topic of the project) helps people tell a more lively
story about their everyday practices.
notion of the person they are speaking with.
2 Using visual, tangible prompts to capture significant data during the interview is a useful
way to document observations and comments for later analysis.
166/167
Methods & Tools
Explore
The Five Whys
EXPLORE
REVEALING SUBCONSCIOUS STAKEHOLDER MOTIVATION S
THE FIVE WHYS
What is it?
The 5 Whys are just those – a chain of questions used to dig below the
outward symptoms of a user experience in order to uncover the motiva
tions that are at its root cause.
How is it done?
243
The 5 Whys are usually addressed to explore a specific problem in greater
depth. The person or team answering the questions has to produce a
convincing explanation for each stage of the causal pathway leading back
from the original experience or problem. Limiting this pathway to 5 st …
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