Through Our Eyes - Through a service design perspectives by Pie Prapawuttikul

Through Service Perspectives SERV 727Design l Spring 2020

Through Service Design Perspectives

Professor Mauricio Manhaes

Pie Prapawuttikul Yongqifang Hu Shijie Luo

Table of Contents

Through Service Design Perspectives

Chapter . . .

38 -

What happens during a service

48 -

What supports and influences a service

58 -

How value exchanges in a service?

68 -

How to see service in a system thinking way

5 467-

How to read this book Meet the designers Our approach

6 8-

Introduction to Service Design

7 18 -

When service would happen

8 28 -

How to design a fantastic service

72 - â&#x20AC;˘ Takeaways and Reflection 75 - â&#x20AC;˘ References

About this book

Through Service Design Perspectives

Dear readers, when you are reading this booklet, that means three of us have survived the SERV 727 trial. Before you keep reading this, please acknowledge that the purpose of this booklet will not show you how to conduct a service design; it is just a log of what we did, and we hope you can learn something from it. Q: What’s the best way to discover a proper way to do service design and have an optimal outcome? A: The answer is “Experiment.” The experiment allows us to find out what’s right, what’s wrong, and what can be improved. We strongly believe that everyone who read this book will have a different understanding of service design. We would appreciate anyone who wants to join us and make the experiment perfect. Enjoy <3

Note: The number of each experiment XXXX refers to the chapter number and the number of experiment conducted in the chapter. For example, experiment 0104, 01 is an experiment from chapter one, and 04 is the fourth experiment in this chapter.

Designers

PIE PRAPAWUTTIKUL

YONGQIFANG HU

SHIJIE LUO

Bangkok, Thailand

Shanxi, China

Wuhan, China

MFA: Service design BFA: Visual communication design

MFA: Service design BFA: Digital Media Technology

MFA: Service design BFA: Computer Science

pirpiep@gmail.com 912-344-7016

yongqifanghu@gmail.com 912-220-0412

lsj1996617@gmail.com 912-695-1982

Through Service Design Perspectives

Our Approach 1.

A: SHOW

B: EVALUATE

A: EXPLAIN

C: EVALUATE

A: REFINE

D: EVALUATE

Our approach is based on the concept of co-creation. As seen above, we have three steps in total, each step contains two phases.

Step 2: We hold their hands, walk them through the graphic, and explain what we want to convey in this graphics. Then we let the audience finish a short evaluation form.

Step 1: We just show audiences the graphic without any explanation, and then we let the audience finish a short evaluation form.

Step 3: We gather feedback and information from the evaluation from step #1 and step #2, based on the audienceâ&#x20AC;&#x2122;s feedback, we refine our graphics and we show it to people and evaluate them one more time. ** If the result is not good enough, we will find more participants and start from step #1 again. **

Our framework Refine

Exlpain Show

Evaluate

Articles

Infographics valuate

Evaluate

chapter 1

Chapter One

8 8

Through Service Design Perspectives

Introduction to Service Design Log 1, 2020, A.D. April 2-7

Before we conduct any experiment,

After reading this together, we saw

there are a few things that we must

the light of wisdom in each other's

do. The most important thing for us

eyes. We realized that today is the

is to find a handbook and follow the

day our experiment began. We have

instructions. We tried our best, but

the fundamental knowledge about

we felt we couldn't find the most

the service and its context, service

suitable one for us. As we couldn't

encounter, servicescape, and service

find a starting point, the service

ecosystems. And the 3 Ws; Who,

design master Prof. Mauricio gave

What, and Where.

us a helping hand. He gave us an

• Who is our audience?

ancient scroll. We opened it carefully,

• What are the service and its

on the top of the scroll it was written as "Extending the Context of Service:

context • Where does the service happen?

From Encounters to Ecosystems." by the authors Akaka & Vargo (2015)

Reference: Extending the context of service: from encounters to ecosystems (Akaka & Vargo, 2015)

0101

Through Service Design Perspectives

Experiment #0101

Designer: Pie Prapawuttikul

This infographic was created to summarize the â&#x20AC;&#x2DC;Extending the Context of Service: From Encounters to Ecosystemsâ&#x20AC;&#x2122; article by authors Melissa Archpru Akaka and Stephen L. Vargo.

I seperated the context and used easy icons and words to describe the maning of each context for better understanding. The red and green colors were chosen to seperate the service provider and customer to prevent confusion, and also used to highlight the important messages.

Key findings Sarah Prifitera: I think the way you illustrated Service Encounter, Service Ecosystems and Servicescape is clear

Mauricio Manhaes: IHIP framework is no longer used in the service design field

Chris Tsuyuki: Missing information of institutions, which is important in this reading.

0102

Through Service Design Perspectives

Experiment #0102 Designer: Yongqifang Hu

This is my second time reading this article. After reading it, I decided to draw the infographic based on the given table in the article. I divided it into 3 parts and used different colors; service encounter, servicescapes, and service ecosystems. The yellow overlap means that the

service ecosystems is based on socio-historic structures. The huge number of people means there are multiple actors in networking. They are influenced by institutions and organizations. For service encounters and servicescapes, I used similar icons to show the differences in their focus relationships.

Key findings Anonymous: The colors of infographic are clear and the icons make sense in most of the parts.

0103

Through Service Design Perspectives

Experiment #0103 Designer: Shijie Luo

The first task is about to turn a relative complex article into a picture that is more relatable to people who have no basic understanding of the service design.

To make this more understandable, I chose not to show any boring definition of service concepts. So I chose a living example, which is a restaurant owned by Gordon Ramsy. I hope that by going through specific stuff will help people understand what service encounter maps, servicescape, and service ecosystems are.

Key findings Anonymous: Itâ&#x20AC;&#x2122;s a smart move try to explain the complex definition through example, but it also brings lots of limits. Because the original idea contains extensive information, by only take part of this is not going to be 100% accurate

0104

EXT ENDING THE CO NTE X T OF S E RV I C E: Fro m Enc o u nt er s to Ec o s ys t ems

A r t i cl e by Me l i s s a A rchpru A k a k a A n d St e phe n L. Va rgo

Conceptualization of service: self-service, interpersonal services, and remote service Consider the “environment-user” relationship, and how it influences satisfaction in service exchange (Bitner, 1992) Conceptualization of service: marketing offerings that involve direct interaction between firm and customer.

The literature regarding servicescapes has been extended beyond physical environments to include symbolic, natural and social surrounding

The service encounter epresents the context in which service is exchanged between a firm and a customer and satisfaction/dissatisfaction is determined

Servicescapes are “staged” environments, made up by substantive (restaurant) and communicative (interaction in restaurant).

Focuses on dyadic interactions that are influenced by peripheral phases and actors which influence satisfaction of a particular core service offering

A service ecosystems perspective not only consider how interactions within networks of actors and technology, influence experience, but also emphasizes the importance of social-historic contexts, made up of multiple institutions that guide those interactions and value creation.

Conceptualization of service: Application of knowledge and skills for the benefit of other Relative self-contained,self adjusting systeons,connected by shared institution, create value through service exchange

The maintenance and change of institutions in service ecosystems occurs through an interactive and recursive process and institutionalization.

Networks of multiple actors

Institution

“Humanly devised rules, norms and meanings that enable and constrain human action.” (Vargi et al.,)

SE RV 727 - Spr in g 2 0 2 0

0104

Institutionalization is a driving force for value co-creation, innovation and market formation.

The intersecting and overlapping institutions lead to the complexity of social context, particularly across distinct cultural groups.

P ro fe s s o r M aur i ci o Ma n ha e s

Institutions influence and shape experience and value co-creation.

All experiences are unique and dependent upon variations in social and cultural contexts. Service experience focus on value in use (hednic & utilitarian)

Tea m: P i e P ra pa w u t t i ku l , Yo n gqi f a n g Hu , a n d Shi ji e Lu o

Through Service Design Perspectives

Experiment #0104

Designer: P. Prapawuttikul, Y. Hu, S. Luo

First, we discussed about who our audiences are, and how can we make them understand the messages we wanted to convey. We decided to deliver our messages to a client, which is the restaurant owner, as our audiences, and we are a service design team. The best way to make them understand us is to find a shared knowledge base between us and audiences. Since our audience is the restaurant owner, we decided

to use a restaurant as an example to represents the service context. For a graphic design perspective, we have generated a restaurant and used it as our main hierarchy for better visualizing and understanding. Then we used dashline to frame each context; service encounter, servicescape, and service ecosystems, and highlighted the heading and the important information with yellow.

Key findings It is intuitive to have a 3D version to describe what is service context. All of the elements in the infographic make audiences feel the environment of the actual service.

Missing the reason of why audiences need to read this infographic; It is a little hard to navigate the infographic, such as the starting point.

chapter 1

Chapter Two

8 18

Through Service Design Perspectives

When service would happen Log 2, 2020, A.D. April 9 - 13

The goal of our experiment today is

After we have conducted an anatomy

to understand and visualize a specific

surgery on this subject, we made the

service encounter. In this case, our

service encounter map of Jetblue. It

experimental subject is the airline

continues to focus on the next two

company, Jetblue. The reason why

Ws, which is why and when.

we chose this subject is that we are

â&#x20AC;˘

Why do these steps exist?

all international students that came

â&#x20AC;˘

When do the services happen?

from different countries. We wanted to find an experimental subject that we all have a shared knowledge base and experience together.

0201

Through Service Design Perspectives

Experiment #0201

Designer: Pie Prapawuttikul

This service encounter map shows all JetBlueâ&#x20AC;&#x2122;s provided services, starting with the trigger in the middle on the top of the map and goes clockwise. Red, blue, and green represents the trigger, enter, and exit experiences.

All the lines inside the circle represent the different customer journey map. For example, the blue line shows the journey of using the app for only check or track the flight.

Key findings Anonymous: It is interesting to see the service encounter map in a different way, and the line of user journey inside is easy to understand.

Anonymous: There are more services that JetBlue offers such as customer service or selling things on the plane.

0202

TRIGGER Feedback & review system

JetBlue website and app Choose fight details

Bonus program

ARRIVALS

Search filght Choose seats

Airport ground staffs

Add travel details(packages)

Check luggages

Getting luggages

SEVICE ENCOUNTER MAP

Leaving the plane

Upload payment details Confirm information email

Aircraft broadcast

JetBlue

Flight attendants

AIRPORT online check in

Snacks & drinks

customer service

Meals

Arrive at the airport

Flight attendants

Checked the package check in tickets

Security gate

restaurants in airport stores in airport

SERV 727 YONGQIFANG HU 0202 PROF Mauricio Manhaes

Security inspector

Through Service Design Perspectives

Experiment #0202 Designer: Yongqifang Hu

Key findings Anonymous: This service encounter map missed the enter part and the exit part. And it does not have the sub-services

It is good to write a title in the center of the infographic. It makes audiences know what you are doing.

0203

Through Service Design Perspectives

Experiment #0203 Designer: Shijie Luo

The first task is about to turn a relative complex article into a picture that is more relatable to people who have no basic understanding of the service design.

Key findings According to the professor, the service encounter map should focus on more detailed situation, there is no need to cover the whole service process. Pick the service encounter that might have some potential problem, and goal of the service encounter map is to expose this problem to the client.

0204

Service Encounter Map Trigger 1 Trigger 2

“I want to pick someone up from the airport”

Trigger

“I forgot to add baggage when I book the ticket and wanted to buy at the self check-in kiosk on the departure date”

Enter Go to ‘more’ option

Open JetBlue app/ website

Review

Tap ‘flight tracker’

Leave the airport Tap ‘search’

Insert flight number or route

Exit

Landing

Arrive airport

On board

Book the ticket

Boarding

Head to bag drop with your ID

Drop it off

Stick it to bag

Measure and weight bags Go to the self check in kiosk

Peel the stickers on the printed tag Pay with credit card

SERV 727 Spring 2020

0204

Check in

Insert passport Choose baggage option

Professor Mauricio Manhaes

Choose seat

Tap check in option

Team: Pie Prapawuttikul, Yongqifang Hu, and Shijie Luo

Through Service Design Perspectives

Experiment #0204

Designer: P. Prapawuttikul, Y. Hu, S. Luo

First, we discussed what kind of sub-services we want to focus in this service encounter map, and our two triggers are Flight tracking and kiosk process. 1. 2.

I want to pick someone up from the airport I forget to add baggage when I book the ticket and want to buy at the self check-in kiosk on the departure date.

For graphic design process, we used blue, light blue, and orange colors as they are JetBlue’s brand identity. Then we chose the symbol of airplane as our main object of the service encounter map, and we used clouds to represent the service encounters of two sub-services.

Key findings Mauricio Manhaes: There is no need to show the word “trigger” in the map and lack of keys to explain the symbol in the map.

It is good to zoom in to JetBlue’s two specific processes, so we can provide a detailed analysis of these two processes. Also the plane makes people connect to the JetBlue brand.

Yutong Sun: If you can have some auxiliary arrow or number on the map, it will be more convenient to read.

chapter 1

Chapter Three

8 28

Through Service Design Perspectives

How to design a fantastic service Log 3, 2020, A.D. April 16 - 21

We read the ancient scroll that

This hidden treasure gave us the

Master Mauricio gave us over and

guideline for our third experiment.

over again, and we came to realize

The third experiment on the HOW;

that there are no rules that we have

How to create a good experience?

to follow, as long as the tool we use

•

The five stages

can serve its purpose. When we read

•

The service design tools

the scroll repeatedly, we accidentally found a hidden slot! In that slot, there’s parchment in it! There’s some lost language that was written on it after we translated that into modern English, it seems like “Design for Service: Creating An Experience”.

Reference: Designing for service: Creating an experience advantage (Evenson & Dubberly, 2010)

0301

30 0301

SERV727 Pie Prapawuttikul

Through Service Design Perspectives

Experiment #0301

Designer: Pie Prapawuttikul

This infographic was created to educate the audiences and gain more understnding about service design by synthesize and summarize the information in the article ‘Designing for Service: Creating an Experience Advantage’ by Hugh Dubberly and Shelley Evenson

I used yellow and pink color as a representation of design and service, and used icons and symbols to reduce the use of text. The infographic shows the definition of the word ‘design’, ‘service’ and the combination of both, ‘designing for service’.

Key findings Mauricio Manhaes: The ‘design for service’ has too much text, I don’t want to read it. And I might have skipped some information when I read.

0302

Through Service Design Perspectives

Experiment #0302 Designer: Yongqifang Hu

In this article, professor Mauricio suggested us do the infographic more than once. To have a reaction of our audiences who have not read the article before. Therefore, I got three versions. The only difference between the first one and second one is the text. I used some icons to explain the definition of “service”,

“design” and “better experience”. But the icons make audiences confused and lost. They misunderstand the theme of this article. With the reactions of audiences, I just give up the icons and use circles and arrows in order to make audiences know how to read this infographic.

Key findings Mauricio Manhaes: Lack of the trigger and why audiences need to read the infographic.

0303

Through Service Design Perspectives

Experiment #0303 Designer: Shijie Luo

This article mainly talks about how to design a better experience by designing services. I choose to follow the structure of the article and use numbers to give guidance for people to follow. I put the title in the middle of the graphic to try to help people understand why I show them this information.

Key findings The order and the structure of the image may cause the audience to feel confusing. Putting the title in the middle is taking a lot of risk for people who may not understand and itâ&#x20AC;&#x2122;s not the normal case.

The numbers are in the anti-clockwise order which is not very common. Also, whatâ&#x20AC;&#x2122;s missing in this graphic is the reason why people should watch this graphic.

0304

Through Service Design Perspectives

Experiment #0304

Designer: P. Prapawuttikul, Y. Hu, S. Luo

This ancient scroll contains a large amount of information, we have a difficult time synthesizing and finding out what we should put in the graphic. After defining our target audience, we decided to focus on the five steps of designing a good service, which are observe, reflect, make,socialize, and implement.

Then we have rephrased the title to â&#x20AC;&#x2DC;How to create a fantastic service experienceâ&#x20AC;&#x2122; for a better attraction.

Key findings People who has different knowledge base with the designers will have a difficult times understanding this infographic, since the keywords and vocabularies used in this attempt are too academic.

This infographic covers the important information and also have a good summary of the article. The overall graphics are easy to read and follow.

chapter 1

Chapter Four

8 38

Through Service Design Perspectives

What happens during a service Log 4, 2020, A.D. April 28 - 30

We have a sad news, unfortunately,

The goal of this experiment is to

our previous experimental subject,

identify the journey of the Starbucks.

JetBlue, starting to have a strange

What’s exciting about this subject

symptoms and died within 24 hours

is that it has three different journey

- Due to the COVID-19 pandemic we

maps. The purpose of this experiment

are not be able to access to any

based on the current situation;

JetBlue service. So we decided to pick another experimental subject that is accessible, which is the Starbucks.

• Why we should wear masks and wash hands frequently • What Starbucks can be improved in the future • Where is the potential risks of the journey

Reference: 3.3. Journey Maps” (pages 44 to 57) of the book “This is Service Design Doing” (Stickdorn et al., 2018)

0401

Through Service Design Perspectives

Experiment #0401

Designer: Pie Prapawuttikul

I have generated this journey map to show the process of Starbucks’ mobile pick-up service by using easy drawings and text to represent each step. Starting with number 1 which located on the bottom left side of the map, through the finish line at the top right. The S-shaped of the map represents the S from Starbucks.

The Starbucks’ uniquegreen color is used in this map, in order to keep its brand visual identity and to be consistancy in design.

Key findings It’s always a good idea to keep the brand/ company’s visual identity when generated maps. Storyboard, text, and visual images are easy to understand the service process. And it is good not to limited to the original-styled journey map.

This map was missing the purpose of ‘why people need to read this’ and it was also lack of other infomation such as touchpoints or other details

0402

42 First attemp

Through Service Design Perspectives

Experiment #0402 Designer: Yongqifang Hu

For the individual experiment, I did the Starbucks’ drive-thru journey map. At first, I listed a draft of customer actions and checked it with several audiences, After getting feedback and changing the customer actions.

I also drew a storyboard for the customer actions. Then I figured out what are the customers’ needs in the whole journey and collected feedback and comment from customers.

Key findings The feedback was very useful, it helps me to correct a mistake. For example, the check out window is not in the same window as the take-out window.

This map was missing the purpose of ‘why people need to read this’ and it was also lack of trigger point

0403

Through Service Design Perspectives

Experiment #0403 Designer: Shijie Luo

For the individual experiment, I did a Starbucks’ walk-in order journey map. I interviewed 2 people who recently have this experience, based on their interview, I summarized the user journey from their experience.

Then I separated the whole service into five stages and identify the touchpoint of each stage. Finally, I listed out the customer’s thoughts and opportunities for each stage.

Key findings The interview really helps me gather useful information on the process.

• •

Both interviewee’s service processes have something in common, but they’re also have some differences.

•

Should have the third participant to give some feedback The reason of why I make this graphic is unclear The classification of feedback is too simple and without any supportive evidence.

0404

STARBUCKS’ JOURNEY MAPS OF “WHY WE SHOULD WEAR MASK AND WASH HANDS” IN ORDER TO STAY SAFE DURING THE CORONAVIRUS PANDAMIC

Pre Service

During the Service

Post Service

Potential Risk

#1 DRIVE-THRU

Set the destination in Google maps to the nearest Starbucks

Arrive Starbucks drive-thru store

Drive to Starbucks

Line up and look at the menu

Order drinks through the intercom

Make payment at the first window

The virus can spread through the card or cash and close interaction

Potential risk

Collect drinks at the second window

Wait for drinks

Leave the store

The virus can spread through the objects and close interaction

#2 ONLINE PICK UP

Open Starbucks application

Press “order” option

Choose drink

Select nearby store

Confirm order

Make a payment via debit or credit card, apple pay or Starbucks card

Head to the store

check your item at the pick up station

Arrive store

Yes

Get straws and napkins

Leave the store

Wait for your name to be called

The virus can spread through the objects

Virus can attach to the door knob

Potential risk

Pick up your order

Surface of the pick up station might be contaminated

#3 WALK-IN

Set the destination in Google maps to the nearest Starbucks

Drive to Starbucks

Potential risk

SERV 727 Spring 2020

0404

See the signature white and green logo

Enter the store

Follow the social distance mark and wait in line

Virus can attach to the door knob

Not enough distance

Greeting and have a small talk with the staff

Look at the menu

The virus can spread through the close interaction

Professor Mauricio Manhaes

Order a new drink

Make a payment

Wait for the drink

The virus can spread through the card or cash and close interaction

Get the drink

Get straws and napkins

Leave the store

Surface of the object and pick up station might be contaminated

Team: Pie Prapawuttikul, Yongqifang Hu, and Shijie Luo

Through Service Design Perspectives

Experiment #0404

Designer: P. Prapawuttikul, Y. Hu, S. Luo

For the final attempt, we combined our experiments together: drive-thru, online pick-up and walk-in. We figured out the differences between the 3 ways of services and the reason for reading this infographic - “why we should wear the mask and wash hands in order to stay safe during the coronavirus (Covid-19) pandemic”.

Then we highlighted the potential risk of the whole process. To make our audiences understand this map clearly, we put the keys in the top right corner of the infographic. Also, we used Pie’s colors, drawings, and icon to to visualize our journey map.

Key findings The trigger and keys are clear. This storyboard allows the reader to understand the customer’s actions.

This is an original layout of a journey map, it would be better if we could create new layout styles, so audiences with different knowledge base could understand it.

chapter 1

Chapter Five

8 48

Through Service Design Perspectives

What supports and influences a service Log 5, 2020, A.D. May 5 - 7

Experiment 5 was conducted based

Since Starbucks has three different

on the previous experiment (chapter

journey maps, each designer has

four). This experiment helps us to

generated a different service: Mobile

have a better understanding of

pick-up, drive through, and walk-in,

relationships between the different

and listed all the potential risks that

components - people, physical and

may occur during the service. This

digital evidence, and processes.

experiment focused on 1W and 1H: • What’s the relationship between different service components • How to provide better protection during the COVID-19

Reference: Service blueprinting: A practical technique for service innovation (Bitner, Ostrom, & Morgan, 2008).

0501

STARBUCKS’ ONLINE PICK UP SERVICE BLUEPRINT

SERV 727 SPRING 2020 PROF. MAURICIO MANHAES PIE PRAPAWUTTIKUL

THIS BLUEPRINT CLARIFIES ONLINE PICK-UP SERVICE AND SHOWS THE POTENTIAL RISKS THAT MAY HAVE CAUSED THE CORONAVIRUS PHYSICAL EVIDENCE

Line of visibility

Line of interaction

CUSTOMER ACTIONS

Open Starbucks application

Press “order” option

Choose drink

Select nearby store

Confirm order

Make a payment via debit or credit card, apple pay or Starbucks card

ONSTAGE / VISIBLE CONTACT EMPLOYEE ACTIONS

0501

Head to the store

Process order

Online application system

Online order system

Online payment system

Store front

Store interior

Arrive store

check item at the pick up station No

Make order for customer

BACKSTAGE /INVISIBLE CONTACT EMPLOYEE ACTIONS SUPPORT PROCESS

Phone Application

Yes

Prepare things before open

Food and drinks

Pick up your order

During the Service

Post Service

Potential Risk

Straws & napkins station

Get straws and napkins

Leave the store

Wait for your name to be called

Call customers’ name

Greet customers

Check inventory

Store pick up counter

Pre Service

Put order in the pick up station

Thanks customers

Refill when needed

Through Service Design Perspectives

Experiment #0501

Designer: Pie Prapawuttikul

This service blueprint was generated to show the system of Starbucks’ mobile pick-up service by using easy drawings and text to represent each step. This blueprint includes 5 system stages which are physical evidences, customer actions, onstage interaction, backstage interaction, and lastly, support process

The graphic used in this maps are the same as the previous assignment which are the green color of the Starbucks’ branding, in order to keep its brand visual identity and to be consistancy in design.

Key findings It’s always a good idea to keep the brand/company’s visual identity when generated maps. Storyboard, text, and visual images are easy to understand the service process.

This map was missing the purpose of ‘why people need to read this’ and it’s better not to follow an original-styled service blueprint.

0502

52 First attempt

Through Service Design Perspectives

Experiment #0502 Designer: Yongqifang Hu

For the individual experiment, I did the Starbucks’ drive-thru service blueprint. The blueprint was based on a journey map from the previous chapter. In this infographic, I figured out the reason for reading it - “Clarifying a new normal operating model for Starbucks’ drive-thru caused by a Coronavirus”.

In order to make audiences know better about this service blueprint, I have added the explanations of each key term. And lastly, I highlighted the potential risks part and opportunity spaces, as seen in yellow color.

Key findings This service blueprint has the trigger of the infographic and the feedback from audiences was very helpful.

This map was missing the purpose of ‘why people need to read this’ and the audiences do not know where to start. Also, there was a misspelled word in the title of this attempt.

0503

Through Service Design Perspectives

Experiment #0503 Designer: Shijie Luo

Then I separated the whole service into five stages and identify the touchpoint of each stage. Finally, I listed out the customer’s thoughts and opportunities for each stage.

Key findings The interview really helps me gather useful information on the process.

• •

Both interviewee’s service processes have something in common, but they’re also have some differences.

•

Should have the third participant to give some feedback The reason of why I make this graphic is unclear The classification of feedback is too simple and without any supportive evidence.

0504

STARBUCKS’ FUTURE STATES SERVICE BLUEPRINT *THIS BLUEPRINT CLARIFIES THE STARBUCKS’ FUTURE SERVICE PROCESS DURING THE CORONAVIRUS PANDEMIC SITUATION *

TOUCHPOINTS

Google Map Smart Phone

Google Map Smart Phone Car

Store’s architecture and signage

Printed materials

Starbucks application and credit card machine

Starbucks application

Pick up window, employee

Employee, pick-up box, and drinks

Drive or walk to starbucks

See signature white and green logo

See the instruction on the door

Choose to order online because there is 5% extra star points

Order online and get a bonus star

See the estimate pick up time on the app

go to the pick up window

Receive the drink from the staff

USER JOURNEY Set the destination in the Google maps to the nearest Starbuck

Line of visibility

Line of interaction

Offer information about how starbucks works right now : Take-out only

People who is in charge of taking order and hand over the drink will not participate in making coffee. All employees are required to wear mask and gloves at all times and test body temperature everyday.

FRONT OFFICE STAFF

SERV 727 SPRING 2020

0504

Use a specific pick-up box to prevent direct contact.

Hand over the drink

BACK OFFICE STAFF SUPPORT PROCESS

All kind of payment is accepted but card and online payment is recommended *Online payment will recieve extra bonus

Leave Starbuck

Wash hands frequently

Review system, corporated with Google.

Prepare drinks

Printing system

PROFESSOR MAURICIO MANHAES

Application system

Clean the station

Online payment system

TEAM: PIE PRAPAWUTTIKUL, YONGQIFANG HU, AND SHIJIE LUO

Through Service Design Perspectives

Experiment #0504

Designer: P. Prapawuttikul, Y. Hu, S. Luo From the previous chapter, we each made a service blueprint: drive-thru, mobile pick-up and walk-in, based on the three Starbucks’ unique way of services. Because of the Coronavirus pandemic situation, all businesses are affected, including Starbucks. In our 3 Starbucks’ service blueprints, we took a closer look at the potential risks of “onstage interactions” of each process. Then, when summarizing the group work, we adopted the graphic design and the exquisite icon of Pie, and we decided to designe the

future-state service blueprint of Starbucks’ ordering system process, which includes: • It is recommended to pay by credit card or online, and offer a 5% extra star points; • Strict division of labor shall be conducted among Starbucks employees. Employees who are in charge of taking order or cashier will not be participating in the coffee making process; • All Starbucks employees must wear masks and gloves; • Provide a contactless pick-up box.

Key findings The structure of the infographic is clear, the icons and storyboard are helpful when reading the user journey part. And the purpose of reading the infographic is clear.

Lack of feedback; The key in the third line of the service blueprint is missing. The audiences do not know it is an opportunity space of the future state, which is a main purpose of this map.

chapter 1

Chapter Six

8 58

Through Service Design Perspectives

How value exchanges in a service? Log 6, 2020, A.D. May 12 - 18

Today our experiment enters from

We began to work together to find

a system perspective. After reading

the stakeholder first, and we map

the article about the system map, we

the value exchange between them.

know the differences between the

In class, professor Mauricio told us

stakeholder map, value network map

the artifacts should be added in the

and ecosystem map.

system. To make the system map more comprehensive. This experiment focused on 1W: • What are the value exchange among the stakeholders

Reference: System Maps (p. 58-64) of the book “This is Service Design Doing” (Stickdorn et al., 2018) Chapter 5 “Mapping Experiences” from the book “Orchestrating Experiences. Collaborative Design for Complexity.” (Risdom & Quattlebaum, 2018)

0601

Through Service Design Perspectives

Experiment #0601

Designer: Pie Prapawuttikul

I have generated this ecosystem map to show the value exchange between Starbucks’ stakeholders. Starbucks itself is the core of the stakeholder, surrounded with the primary and secondary stakeholder. The value flows are devided into 4 categories, as seen in the bottom of the map: good and service, money and credits, informations, and intagible value.

The graphic used in this maps are the same as the previous experiment which are the green color of the Starbucks’ brand identity in order to keep its brand visual identity and to be consistancy in design.

Key findings It’s always a good idea to keep the Starbuck’s visual identity when generated maps. Images, text and other visual elements are easy to understand.

This map was missing the purpose of ‘why people need to read this’ and It was a simple style of ecosystem maps and it did not give any insights.

0602

Through Service Design Perspectives

Experiment #0602 Designer: Yongqifang Hu

For this individual experiment, I did the Starbucksâ&#x20AC;&#x2122; drive-thru system map. At first, I did the stakeholder map for it. I separated them into three parts core, direct and indirect.

Then, I visualized the value streams between stakeholders which includes goods and service, money and credits, information, and intangible value. And I also have some channels and platforms in the indirect part.

Key findings There is a clear hierarchy in this chart to give the reader an idea of the relationships among stakeholders in Starbucksâ&#x20AC;&#x2122; drive-thru service.

This system map is lack of artifacts and it does not give any insights.

0603

Through Service Design Perspectives

Experiment #0603 Designer: Shijie Luo

For the individual experiment of the system map, I create this prototype to show the relationship and value exchange with relevant stakeholders. This system map is based on the journey map and service blueprint from the previous chapter.

Key findings It is good to show the relationship and value exchange of the Starbucksâ&#x20AC;&#x2122; different stakeholders.

But there are no insights that I can acknowledge from this system map. Also, the reason why we should read this infographic is too far-fetched.

0604

STARBUCKSâ&#x20AC;&#x2122; SYSTEM MAP **THIS SYSTEM MAP INCLUDES STAKEHOLDERS, VALUE EXCHANGES, AND ARTIFACTS OF STARBUCKS. IT HELPS AUDIENCES TO UNDERSTAND WHAT VALUES THIS SERVICE CONDUCTS, HOW THESE VALUE FLOW, AND THE RELATIONSHIP AMONG STAKEHOLDERS, WHICH HELP READERS HAVE MORE INSIGHTS ABOUT THIS SERVICE SYSTEM.** BEFORE READING THE INFOGRAPHIC, PLEASE READ THE KEYS BELOW TO UNDERSTAND THE CONTENT BETTER.

Primary Stakeholder Secondary Stakeholder Artifacts

Goods & Services Money & Credits Information Intangible Value

KEYS

- - - - - - - - - - - - A R T I FA C T S - - - - - - - - - -

---

Cleaning equipment

Coffee machine SEC

ONDA

S TA K E H O L D E R

Payment machine

Counter FDA

Microwave

P R I M A R Y S TA K E H O L D E R

Social media

Payment system

Refridgerator

Customer/ Members

IT support Coffee cups

Suppliers Loyalty

n Rep uta tio

m Co

titio

Competitors

Protection

Storage

Employees

Starbucks corporation Application

Pr ot ec

Search engine

Napkins tio

Government

Straws Food and drinks

SERV 727 SPRING 2020

0604

PROFESSOR MAURICIO MANHAES

Ingredients

TEAM: PIE PRAPAWUTTIKUL, YONGQIFANG HU, AND SHIJIE LUO

Through Service Design Perspectives

Experiment #0604

Designer: P. Prapawuttikul, Y. Hu, S. Luo First, we go through each member’s experiments, we found that there are two kinds of the system map; First, the core center is the whole Starbucks company, and second is the core center is one Starbucks shop. Considering what we have for the service blueprint and user journey, we chose to put one Starbucks shop at the center as a core.

We adopted Pie’s design language and combined each team member’s prototypes together. And finally, we added the Starbucks’ artifacts in this new system map. The goal of this system map is to understand what values this service conducts, how these values flow, and the relationship among stakeholders.

Key findings The artifacts helped us understand better about the whole system, and we also help people understand more of the intangible value exchange between different stakeholders

We built this system map based on our assumptions rather than evidence and facts which have audiences no new insights from this system map.

chapter 1

Chapter Seven

8 68

Through Service Design Perspectives

How to see service in a System Thinking way Log 7, 2020, A.D. May 21

The previous experiments helped

we know that itâ&#x20AC;&#x2122;s going to be hard to

us realized that not only we need

understand these four principles, so

co-create with others; we also need

we attached a piece of our diary to

a systematic thinking mindset.

this log. Hoping you can understand them better and see everything in a

There is four major shift that we

system from now on.

should always keep in mind. 1. From objects to relationships 2. From structure to process 3. From measuring to Mapping 4. From part to Whole

Reference: A systems perspective on markets â&#x20AC;&#x201C; Toward a research agenda. (Vargo et al., 2017)

0701

SERV 727 SPRING 2020 PROFESSOR MAURICIO MANHAES

TEAM: PIE PRAPAWUTTIKUL, YONGQIFANG HU, AND SHIJIE LUO

A DIARY OF LUCY BUYING COFFEE IN STARBUCKS

Starbucks has adopted a new walk-in ordering way due to the COVID-19. Throughout the process,

[FROM STRUCTURE TO PROCESS]

I observed the behavior of the people in front of me. An employee disinfected my hands as soon as I entered Starbucks.

during the new normal situation A DIARY OF LUCY BUYING COFFEE IN STARBUCKS DURING THE NEW NORMAL SITUATION

After greeted and took my order with a mask on, I waited for coffee at another window. I cannot drink coffee in the store anymore.

A SCAD student who is working on her classes so hard everyday.

(In this situation, Starbucks has tried to reduce human interaction as much as possible, in order to reduce the potential risks in the whole marketing operation process, and provide an innovative service to customers.)

my journey starts here! #3 After leaving Starbucks,

[FROM MEASURING TO MAPPING]

I wrote a review of this new way of service.

(After providing an innovative way to order food,

On a typical COVID-19 day,

Starbucks did not stop its reforming.

I was in downtown Savannah.

They continuously observe the COVID-19 situation and make their decision on the customers’ review and experts’ suggestions)

I found people lining up at the Starbucks store, each at a safe distance. Since I haven't had coffee for a while, I decided to join the line.

That coffee shop with a green mermaid is not only a coffee shop, As I was in line, I started to observe the people around me.

it is a place where I can take some time off and relax,

I noticed that everyone was wearing masks. It didn't seem normal.

also a place that I might get affected by COVID-19,

(When I joined them, I felt like I am a part of this environment.

From store design to operation mode, starbucks' overall

Some people in the line are humming a tune. Others are looking down and playing with their mobile phones. However, we did not talk,

strategic development will be a trigger to customer,

in this environment, I can feel their happiness or anxiety.)

where I can find them as well if I can go and take a cup of coffee at any Starbucks near me!!

[FROM OBJECTS TO RELATIONSHIPS]

The term ‚ ‘co-creation of value’ emphasized within S-D logic (Lusch & Vargo, 2014), is inherently associated with vanishing boundaries between actors within markets, and moving from objects embedded with value to joint activities of multiple actors through which value emerges

#3 “...well-established markets can be thought of as socially constructed solutions, nested or embedded within a particular service ecosystem (Lusch & Vargo, 2014)”

Source: From the article ‘A systems perspective on markets – Toward a research agenda’ by Vargo et al,

0701

[FROM PART TO WHOLE]

#4 “All systems are governed by circular cause-and-effect relationships known as feedback loops”

“There is a need to understand the way actors and resources interact within systems to bring forth emergent properties in markets as an aggregation”

Through Service Design Perspectives

Experiment #0701

Designer: P. Prapawuttikul, Y. Hu, S. Luo When we read the article ‘A system perspective on the market – Toward a research agenda’ from Vargo et al., (2017), we decided to find a better way to describe the new market thinking. Since we have worked on Starbucks for a several weeks, we preferred to use Starbucks to explain the article to our audiences. In this article, the most essential part is the table of ‘Four major perspective shifts by system thinking’. Therefore, we found examples of these four shifts in Starbucks’ ordering system.

From Objective to relationships: is like a trigger, when a person pass by Starbucks and join the line, he/she will not be an object anymore. They are started to have relationships and interactions with the environment or people around them.

From Measuring to Mapping: During the new normal situation (COVID-19), Starbucks changes the way of ordering coffee in-store. Once a new service has begun, the review from customer is needed so the store can map the satisfaction according to the reviews.

From Structure to Process: After a person starts to buy a coffee from Starbucks, they can feel the customer journey is a process. It can not be described as a structure anymore.

From Part to Whole: for Starbucks, in order to develop their company reputation, products or service, they have to see things broadly, not only focus on a small part.

Key findings The title should include ‘the system, thinking’ to give audiences a hint of what we are trying to convey, not just a diary. And it would be better to add resources to the text, it can provide audiences some continued parts

The narrative is awesome; the arrow before each part is clear and it gave audiences a guidance of how to read this infographic.

chapter 1

Chapter Eight

8 72

Through Service Design Perspectives

The authors’ Takeaways and Reflections Log 8, 2020, A.D. April 2 - May 28

Accomplished: • Experimenting and prototyping • The purpose of our work • How to read the book, the hierarchy! In process: • How to get audiences’ feedback online • How to record the audiences’ reflection during our experiments Limitation and future research avenue: • Redesign a better infographic for audiences with different knowledge bases • Become integrated in a particular community during the experiment.

â&#x20AC;&#x153;

thatâ&#x20AC;&#x2122;s one small step for service design, one giant leap for design

â&#x20AC;?

Through Service Design Perspectives

References Akaka, M. A., & Vargo, S. L. (2015). Extending the context of service: from encounters to ecosystems. Journal of Services Marketing, 29(6–7), 453–462. https://doi. org/10.1108/JSM-03-2015-0126 Bitner, M. J., Carey, W. P., Ostrom, A. L., & Morgan, F. N. (2007). Service Blueprinting: A Practical Technique for Service Innovation PetSmart Chair in Services Leadership Center for Services Leadership Service Blueprinting: A Practical Technique for Service Innovation. California Management Review, 850–474. Dubberly, H., & Evenson, S. (2010). Designing for service: Creating an experience advantage. Introduction to Service Engineering, 403–413. http://www.dubberly. com/wp-content/uploads/2013/08/Dubberly_Design-for-service.pdf Stickdorn, M., Hormess, M., Lawrence, A., & Schneider, J. (Economist). (2017). This is service design doing : applying service design thinking in the real world : a practitioner’s handbook. 541. https://vufind.lboro.ac.uk/Record/522558 Vargo, S. L., Koskela-Huotari, K., Baron, S., Edvardsson, B., Reynoso, J., & Colurcio, M. (2017). A systems perspective on markets – Toward a research agenda. Journal of Business Research, 79, 260–268. https://doi.org/10.1016/j.jbusres.2017.03.011 Risdon, C., & Quattlebaum, P. (2018). Orchestrating Experiences: Collaborative Design for Complexity. Rosenfeld Media.

SERVICE DESIGN SAVANNAH COLLEGE OF ART AND DESIGN