session 8 desining experience
TRANSCRIPT
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designing experience
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Netflix vs. Blockbuster
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what do they sell?
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video vs. experiences
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different meanings of video rental experiences
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multiple meanings of experiences
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physicalemotionalcognitive
social cultural
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opens up new innovation possibilities
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requires new combination of resources
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outside-in approach to innovations
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most R&D focus on inside-out perspectives
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how can you see the outside-in opportunities that customers cannot
articulate?
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focus on the meanings, not products in thinking about the innovations
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looking beyond the products
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focus on services
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how customers integrate different services
to co-create value
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looking for Tide Killer?
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asking right questions
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Q: why do you use Tide?
A: to have clean clothes
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product-focused question
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Q: what do you mean by clean clothes?
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meaning-focused question unlocks the door
for product innovations
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fresh smell
soft fabric
clean color
ready for important meeting
no dirt
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how do you get these insights?
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design research
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What is it?
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to reduce large volume of qualitative data
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into a set of insights
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data collection
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see with your eyes
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who
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ordinary people
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extreme users
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magnifier of
hidden needs
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how
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follow people
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stationary observation
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personal archeology
what is in your bag?
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follow people or things
follow things
... through the eyes of chopsticks
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How do you see?
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observe with hypotheses
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tools?
culture?
why?patterns
signs?
meaning?
actions
people
where & when
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interpretation
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ask these questions
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what do you see?
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try to think what might be the reasons for the
behavior you observe?
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what tools are being used?
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who else is there?
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when and where
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what’s before and after?
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What can you do with a bottle of water?
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rental car
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plan a trip
compare different options
make a reservation
pick up the car
drive
return the car
go home
inno
vatio
n op
port
uniti
es
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web-basedtravel agentvouchers
cell phones,Never-Lost
Minimal / none
Some activity
Moderate activity
Frequent activity
Non-stop activity
availability,models
rapid pick-up,rapid return
fleetoptimization
modelingtravelagents
airportshuttle bus
businesstravelers
Offering
Core process
Process.
Enabling process
Business model
Finance
Networking Product/Service performance
Service system
CustomerService
Channel
Delivery
Brand Customer experience
Rental Car Example
Most competitive activityin the rental car industry is
focused here
Source: Doblin Consulting
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web-basedtravel agentvouchers
cell phones,Never-Lost
Minimal / none
Some activity
Moderate activity
Frequent activity
Non-stop activity
rapid pick-up,rapid return
fleetoptimization
modelingtravelagents
airportshuttle bus
businesstravelers
Offering
Core process
Process.
Enabling process
Business model
Finance
Networking Product/Service performance
Service system
CustomerService
Channel
Delivery
Brand Customer experience
chargeinsurers
• Now largest ($6.9b vs. $4.9b for Hertz, $2.5b for Avis)• Targets the occasional renter• Uses the insurance company channel• Brings the car to the renter; avoids airport cost structure
brings car to you
occasional rentersinsurers
availability,models
Rental car industry
Source: Doblin Consulting
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Emerging standards, specialization
e.g. PowerPC (IBM, Motorola, Apple), Zero inventory assembly
Flexible financinge.g. FreePC, Gateway Your: )ware,
Compaq leasing
Networked organizationse.g. Dell paperless purchasing, Intra/
Extranets
Low-cost home PC’se.g. Windows 95, Intel Celeron
Technology-driven multimedia enhancementse.g. Intel 486, Windows 3.0, Adobe
Postscript
Direct distributione.g. Dell, Gateway Country Stores
Source: Doblin Consulting
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Global alliancese.g. Star Alliance, OneWorld
Streamlined processes, safety procedures
e.g. Defibrillators in airplanes and airports, streamlined boarding procedures
Outsourcing on non-core processese.g. Gate Gourmet buys SAS Service Partner, Learjet purchase of AMR Coombs facilities
Global alliances and consolidation
e.g. Shared frequent flyer programs and lounge access
Revenue generating innovatione.g. United Connections and Aadvantage
Websites, inflight gambling
Amenities for Premium Passengers
e.g. Virgin Clubhouses, BA First
Lower coste.g. ValuJet, Kiwi
Passenger airline travel
Source: Doblin Consulting
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see in time and space
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stakeholder experience cube
Events
stakeholder A current experience
emotionalcognitive
physicalsocial
stakeholder B
stakeholder C
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Events:•activities•time•location•tools•signs
Taxi Ride:plan - approach - ride - payment - exit
ER visit:notification - travel - triage - initial diagnosis - test - final diagnosis - dismissal
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generating solutions
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Ask “How might we ...?”
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looking for plausible alternative
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“There are those that look at things the way they are, and ask why? I dream of things that never were, and ask why not?”
Robert F. Kennedy
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brainstorm
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prototyping
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think with your body
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use papers
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use post-it
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use legos
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use markers
... or whatever
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building a persona
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identifying stakeholders
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use research data
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identify common dimensions
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Name:Age:Job:Family:Gender:Key values:A habit:Home town:Key interests:Hobbies:
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follow the character:be generative
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not to collect databut to get inspired
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not to convergebut to open up new
possibilities
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to understand the context and
background in order to innovate foreground
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