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Designing for tomorrows needs

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  • DESIGNING FOR TOMORROWS NEEDS

    TORSTEN HENNING HENSELPARTNER // CREATIVE CONSULTANT

    NOUV // WWW.NOUVE.DE

    WWW.FLICKR.COM/PHOTOS/KKOSHY/500791545

    FUTURE-ORIENTED SERVICE DESIGN BERLIN // JUNE 2010

    http://WWW.NOUVE.DEhttp://WWW.NOUVE.DEhttp://www.flickr.com/photos/psychomantium/2920156622http://www.flickr.com/photos/psychomantium/2920156622

  • TODAY, COMPANIES MUST EXCITE THEIR CUSTOMERS ON MULTIPLE LEVELS.

  • THEY DONT HAVE TO STAND OUT IN ALL FIELDS, BUT...

  • THEY NEED TO CREATE A DIFFERENCE IN THOSE FIELDS THAT ARE RELEVANT FOR THEIR CLIENTELE.

  • WWW.FLICKR.COM/PHOTOS/ARUTHA/439765764

    MORE AND MORE, ITS SERVICE THAT HELPS TO CREATE A DIFFERENCE.

    http://www.flickr.com/photos/arutha/439765764http://www.flickr.com/photos/arutha/439765764

  • SERVICE [DEFINITION]

    INTANGIBLE PRODUCTS THAT ARE NOT GOODS (TANGIBLE PRODUCTS), SUCH AS ACCOUNTING, BANKING,

    CLEANING, CONSULTANCY, EDUCATION, INSURANCE, KNOW HOW, MEDICAL TREATMENT, TRANSPORTATION. NO TRANSFER OF POSSESSION OR OWNERSHIP TAKES PLACE

    WHEN SERVICES ARE SOLD, AND THEY (1) CANNOT BE STORED OR TRANSPORTED, (2) ARE INSTANTLY

    PERISHABLE, AND (3) COME INTO EXISTENCE AT THE TIME THEY ARE BOUGHT AND CONSUMED.

    http://www.businessdictionary.com/definition/intangible.htmlhttp://www.businessdictionary.com/definition/intangible.htmlhttp://www.businessdictionary.com/definition/product.htmlhttp://www.businessdictionary.com/definition/product.htmlhttp://www.businessdictionary.com/definition/goods.htmlhttp://www.businessdictionary.com/definition/goods.htmlhttp://www.businessdictionary.com/definition/tangible.htmlhttp://www.businessdictionary.com/definition/tangible.htmlhttp://www.businessdictionary.com/definition/accounting.htmlhttp://www.businessdictionary.com/definition/accounting.htmlhttp://www.investorwords.com/5413/banking.htmlhttp://www.investorwords.com/5413/banking.htmlhttp://www.businessdictionary.com/definition/education.htmlhttp://www.businessdictionary.com/definition/education.htmlhttp://www.businessdictionary.com/definition/insurance.htmlhttp://www.businessdictionary.com/definition/insurance.htmlhttp://www.businessdictionary.com/definition/know-how.htmlhttp://www.businessdictionary.com/definition/know-how.htmlhttp://www.businessdictionary.com/definition/transportation.htmlhttp://www.businessdictionary.com/definition/transportation.htmlhttp://www.businessdictionary.com/definition/transfer.htmlhttp://www.businessdictionary.com/definition/transfer.htmlhttp://www.businessdictionary.com/definition/possession.htmlhttp://www.businessdictionary.com/definition/possession.htmlhttp://www.businessdictionary.com/definition/ownership.htmlhttp://www.businessdictionary.com/definition/ownership.htmlhttp://www.investorwords.com/7230/take.htmlhttp://www.investorwords.com/7230/take.htmlhttp://www.investorwords.com/7717/sold.htmlhttp://www.investorwords.com/7717/sold.htmlhttp://www.businessdictionary.com/definition/perishable.htmlhttp://www.businessdictionary.com/definition/perishable.htmlhttp://www.businessdictionary.com/definition/bought.htmlhttp://www.businessdictionary.com/definition/bought.html

  • THE SERVICE ECONOMY IS EXPANDING IN MOST COUNTRIES OF THE WORLD. IN 2005, SERVICES ACCOUNTED FOR 69% OF THE WORLD GROSS DOMESTIC PRODUCT (GDP). IN THE

    UNITED STATES, SERVICES REPRESENT NEARLY 80% OF VALUE ADDED AND EMPLOYMENT WHILE IN MOST

    EUROPEAN ECONOMIES THEY HAVE ALREADY EXCEEDED AN ACHIEVEMENT LEVEL OF 70%.The new service economy in EuropeLuis Rubalcaba, Gisela Di Meglio and Andreas Pyka

    SERVICE BOOMS.

  • ... HAS NOT HERALDED A SERVICE REVOLUTION YET. MANY OF OUR INTERACTIONS WITH ORGANISATIONS ARE

    STILL CHARACTERISED BY PROFOUND FRUSTRATION. TOO OFTEN IT FEELS LIKE PRODUCER INTERESTS, OR

    PROFIT INCENTIVES MATTER MORE THAN HOW WE FEEL. SOPHIA PARKER AND JOE HEAPY. JOUNEY TO THE INTERFACE, 2006.

    BUT: THE MARKETS SHIFT TO A SERVICE ECONOMY...

  • WWW.FLICKR.COM/PHOTOS/ZOOBOING/4241390495

    WHAT COMPANIES OFFER: STUFF TO BUY.

    http://www.flickr.com/photos/zooboing/4241390495http://www.flickr.com/photos/zooboing/4241390495

  • WWW.FLICKR.COM/PHOTOS/DEIFCHEN/486749610

    WHAT PEOPLE WANT: MEANING AND SUPPORT.

    http://www.flickr.com/photos/pagedooley/1765930200http://www.flickr.com/photos/pagedooley/1765930200

  • WWW.FLICKR.COM/PHOTOS/SY_PARRYSH/2410649103

    SO, OBVIOUSLY THERES A DISCREPANCY BETWEEN COMPANIES OFFERS AND PEOPLES NEEDS.

    http://www.flickr.com/photos/sy_parrysh/2410649103http://www.flickr.com/photos/sy_parrysh/2410649103

  • SOURCE: HTTP://WWW.SOCIALMEDIATODAY.COM/SMC/187825

    COMPANY OUTPUTS CUSTOMER EXPECTATIONS

    THE EXPECTATION GAP.

    http://www.socialmediatoday.com/SMC/187825http://www.socialmediatoday.com/SMC/187825

  • FOR MORE THAN 200 YEARS...

    ...COMPANIES HAVE BASED THEIR APPROACH TO BUSINESS ON SUPPLY-SIDE ECONOMICS, CONCENTRATING

    ON CREATING PRODUCTS & SERVICES AND THEN ATTEMPTING THROUGH MARKETING, PUBLICITY, DISTRIBUTION, AND PROMOTION TO STIMULATE

    DEMAND FOR THOSE PRODUCTS.

    HOWEVER, OVER THE PAST 20 YEARS, THE MARKET HAS FUNDAMENTALLY SHIFTED. SWEEPING TECHNOLOGICAL

    ADVANCES, GLOBALIZATION AND ACCESS TO NEARLY PERFECT INFORMATION HAVE RESULTED IN CONSUMERS

    WHO ARE BETTER INFORMED, MORE SOPHISTICATED, AND FAR MORE DEMANDING.WWW.THECAMBRIDGEGROUP.COM

    http://www.thecambridgegroup.comhttp://www.thecambridgegroup.com

  • ITS NO LONGER ENOUGH JUST TO DELIVER WHAT PEOPLE EXPECT.

    HTTP://UOCONTEMPORARYDESIGN.BLOGSPOT.COM/2010/04/DESIGN-RESEARCH-METHODS.HTML

    http://uocontemporarydesign.blogspot.com/2010/04/design-research-methods.htmlhttp://uocontemporarydesign.blogspot.com/2010/04/design-research-methods.htmlhttp://uocontemporarydesign.blogspot.com/2010/04/design-research-methods.htmlhttp://uocontemporarydesign.blogspot.com/2010/04/design-research-methods.html

  • OUCH!

    HTTP://WWW.JAUNTED.COM/FILES/3/BEIJING_AIRPORT_SIGN.PNG

    http://www.jaunted.com/files/3/beijing_airport_sign.pnghttp://www.jaunted.com/files/3/beijing_airport_sign.png

  • above expectations

    below expectations

    average expectations

    YOU NEED TO CREATE OFFERS THAT TOTALLY OUTPERFORM THEIR EXPECTATIONS!

  • above expectations

    WOW!

    HTTP://WWW.GEEKALERTS.COM/GIANT-SWISS-ARMY-KNIFE/

    http://www.geekalerts.com/giant-swiss-army-knife/http://www.geekalerts.com/giant-swiss-army-knife/

  • level of your delivery

    level of peoples expec

    tations

    the wow space

    DONT DELIVER ON WHAT PEOPLE WANT. TRANSCEND THEIR NEEDS AND DELIVER ON THAT.

  • CREATE NEEDS.

    WWW.FLICKR.COM/PHOTOS/NORDICWALKING/2147019801

    http://www.flickr.com/photos/nordicwalking/2147019801http://www.flickr.com/photos/nordicwalking/2147019801

  • POSTULATE NEEDS.

    WWW.FLICKR.COM/PHOTOS/BENHEINE/4561195225

    http://www.flickr.com/photos/benheine/4561195225http://www.flickr.com/photos/benheine/4561195225

  • ANTICIPATE NEEDS.

  • MMMH!

    HTTP://WWW.APPLE.COM

    http://www.jaunted.com/files/3/beijing_airport_sign.pnghttp://www.jaunted.com/files/3/beijing_airport_sign.png

  • PAUL GRAHAM, MADE IN USA: HTTP://WWW.PAULGRAHAM.COM/USA.HTML

    I JUST GOT AN IPOD, AND IT'S NOT JUST NICE. IT'S SURPRISINGLY NICE. FOR IT TO SURPRISE ME, IT MUST BE SATISFYING EXPECTATIONS I DIDN'T KNOW I HAD. NO FOCUS GROUP IS GOING TO DISCOVER THOSE. ONLY A GREAT DESIGNER CAN.

    THE SAME THING GOES FOR SERVICE.

  • COMPANIES CAN NO LONGER DECIDE THE WAY FORWARD. THEY MUST NOW DESIGN THE WAY FORWARD.

    MARTY NEUMEIER, PRESIDENT NEUTRON LLC, AUTHOR OF ZAG, THE BRAND GAP AND THE DESIGNFUL COMPANY

  • TRUE TO THE BRAND

    RELEVANT TO THE CUSTOMER

    DIFFERENT FROM COMPETITION

    SIGNIFICANT FORTHE FUTURE

    CRITERIA FOR GOOD DESIGN.

  • ...INTRODUCING SERVICE DESIGN.

    HTTP://PROBLEMSOLVINGFIRE.FILES.WORDPRESS.COM/2008/06/GOOD-CHEAP-FAST3.JPG

    http://problemsolvingfire.files.wordpress.com/2008/06/good-cheap-fast3.jpghttp://problemsolvingfire.files.wordpress.com/2008/06/good-cheap-fast3.jpg

  • SERVICE DESIGN IS A SYSTEMATIC, CREATIVE APPROACH TO INNOVATION. VALUE IS CREATED BY

    TAKING INTERACTION BETWEEN THE USER AND THE SERVICE PROVIDER, AND IDENTIFICATION OF PROBLEMS

    AS A STARTING POINT AND TRANSFORMING THESE INTO OPPORTUNITIES AND NEW SOLUTIONS.

    SOURCE: HTTP://ISSUU.COM/1508/DOCS/SERVICEDESIGNBOOK

    HTTP://DKDS.CIID.DK/PY/INDUSTRY-PROJECT-DSB/PROJECTS/MAPME/

    SERVICE DESIGN CAN HELP YOU CREATE SERVICES THAT MAKE A DIFFERENCE.

    http://issuu.com/1508/docs/servicedesignbookhttp://issuu.com/1508/docs/servicedesignbook

  • WHAT & HOW.SERVICE DESIGN ADDRESSES THE FUNCTIONALITY & FORM OF SERVICES FROM THE PERSPECTIVE OF CLIENTS. IT AIMS TO ENSURE THAT SERVICE INTERFACES ARE USEFUL, USABLE, AND DESIRABLE FROM THE CLIENTS POINT OF VIEW AND EFFECTIVE, EFFICIENT, AND DISTINCTIVE FROM THE SUPPLIERS POINT OF VIEW.

    SERVICE DESIGNERS VISUALIZE, FORMULATE, AND CHOREOGRAPH SOLUTIONS TO PROBLEMS THAT DO NOT NECESSARILY EXIST TODAY; THEY OBSERVE AND INTERPRET REQUIREMENTS AND BEHAVIORAL PATTERNS & TRANSFORM THEM INTO POSSIBLE FUTURE SERVICES. BIRGIT MAGER

  • $SERVICE DESIGN IS ADDED VALUE CREATION ON MULTIPLE LEVELS.

  • SERVICE DESIGN IS CUSTOMER-CENTRIC DESIGN.

    PUTTING PEOPLE AT THE HEART OF SERVICE DESIGN AND INNOVATION HAS TWO SIMPLE, IMPORTANT BENEFITS: YOU

    PUT A CLEAR FOCUS ON DESIGNING FOR AND WITH THE PEOPLE WHO WILL ACTUALLY BE USING AND PROVIDING THE SERVICES WHICH IN TURN WILL HELP YOU TO DE-

    RISK THE PROCESS OF CREATING NEW OFFERINGS.

    WW