Service Design ToolkitYour guide to effective human-centered innovation

Content MapCover

Introduction Mindset

Framing

Imagining

ColophonFocus

Insights

IdeationScenario

Introduction

Why this toolkit?

What is Service Design?

How to use this toolkit?

Mindset

4 steps

Making

Validating

Making it work for you

Back page

FocusInsights

TestingModel

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Appendix

Templates

Toolkit

Table of contents1. Introduction

a. Why this toolkit?b. What is Service Design?c. How to use this toolkit?

2. 1 mindset, 4 steps, 8 toolsa. Mindsetb. 4 Steps

1. Framing1. Framing1. Explanation2. Template

2. Imagining3. Explanation4. Template

3. Making5. Explanation6. Template

4. Validating7. Explanation8. Template

3. Making it work for you

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Toolkit

1. IntroductionThis guide aims to help you to discover and implement tested Service Design tools and techniques that hundreds of organizations around the world have used to boost their service innovation and improvement initiatives. KEPA has chosen to share these techniques with you given their track record in helping businesses and public services to innovate. With a relatively limited investment in terms of time and money, this toolkit will allow you to gain critical insights and integrate them in creating future solutions. These human-centered design tools have not only been used with success by the most advanced companies in Silicon Valley but also by much smaller companies across many sectors in Europe and even NGO’s in developing countries.So if you’re interested in creative innovation and looking to identify customer-centered growth opportunities, this toolkit will show you how. opportunities, this toolkit will show you how.

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Toolkit

1a. Why this toolkit?Companies across the region are confronted with a growth imperative. They also understand that we’re increasingly living in a service and experience economy. Achieving sustainable growth in this context requires a continued innovation effort.Benchmark companies around the world are demonstrating that innovation is not the result of luck but rather of a systematic and focused approach to potential market opportunities.One of the more promising approaches to service improvement and innovation is called Service Design. This tried and tested methodology has been refined over the last two decades by practitioners all over the world.We have bundled the key techniques in one handy toolkit which provides a practical and hands-on introduction to the Service Design methodology and approach. We have included step-by-step instructions as well as templates which you can print out and use as you see fit.The toolkit is intended for SME’s in the cross-border area who would like to get started with service design and apply it in practice. The components of this kit are derived from tools used with success by a large number of companies around the world but have been adapted to make them applicable by even the smallest local organizations.They will help you to stimulate your creativity, to reflect on the issues, and to discover innovative and effective services. The best way to experience the value of the tools is to use them. Don’t treat the tools and the accompanying templates as forms to slavishly fill in but instead as a springboard to move you forward.

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Toolkit

1b. What is Service Design?Service design is a method used to develop a new service offering or to improve an existing service offering. It takes the perspective of the people who use the service as well as those who provide it. Service design views services from the point of view of people: both the user of the service and the provider. The objective is to develop services that are useful, useable and valuable from the point of view of the user, and effective and efficient from the perspective of the provider. 4 key principles are central to service design

1. People are the starting point;2. Collaboration leads to effective and solutions; 3. Concepts are prototyped quickly; 4. Testing and validation with stakeholders occurs throughout the process

This way of working leads to the creation of a consensus. A new or updated service offering will This way of working leads to the creation of a consensus. A new or updated service offering will usually go together with a change process within the organisation. Involving all stakeholders in this process is an important step in creating consensus. Creating space for participation, creativity and failure is crucial.To make ideas clear to everyone, solutions are worked out at an early stage in diagrams, drawings and prototypes. By introducing everything in as visual a manner as possible, everyone understands and can contribute. A picture is worth a thousand words. Service design also means looking at all steps and aspects of the service as they will take place in time and takes into account the goals, strategy and capabilities of the company. Once the concept of the future service is developed, you identify the differences between today and tomorrow, and what the steps are towards the provision of the future service.

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Toolkit

1c. How to use this toolkitThe aim of the toolkit is to be used by anyone, even somebody who has not been trained in Service Design (this being said external assistance, for example through a service designer or a consultant, could help you in going through the various steps and changing your development habits). Every organization or team is different. It is strongly recommended to apply all of the tools in the order set out in the toolkit but the timing can be aligned with the urgency of your project and the availability of the key people involved.We recommend spending at least two hours per step. This means that with the right preparation, you could go through an effective service design exercise in two continuous working days.The time you actually spend will depend on the importance of the service opportunity you’re working on, the level of preparation, the availability of the key people and the level of detail required for the output.

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As with all projects, it is a good idea to give the responsibility to one person to ensure the good preparation, execution and follow-up of your Service Design process. The size of your core team should be between 3-7 people but you can invite other stakeholders as needed for the steps where they can have the greatest impact. We recommend setting aside a space where the team can meet and hang up their results as they proceed through the various steps. It will probably give your Service Design effort an extra boost if you do this off-site and minimize the distractions for the team-members.The various tools lead to very visual results. Make sure you have enough markers (both fine-tipped and thicker ones, post-it notes of various sizes and sticky tape. The prototyping phase will probably require other types of material depending on the kind of simulation you think is best suited. Toolkit

2. 1 mindset, 4 easy steps, 8 handy tools

Framing

ImaginingValidatinginsightsFocus

MakingModel

MindsetScenariosIdeation

PrototypingBlueprint

Testing Model

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2a. MindsetInnovation requires an “open” mindset. It is no different with Service Design. If you and your team are not convinced that you need to do things differently, this toolkit and design thinking are not for you. You also have to be open to letting the 4 principles of Service Design guide you:1. Human-centered: everything starts from a deep understanding of the people involved2. Collaborative: all of the key stakeholders are engaged in the process3. Evidenced: solutions you design are visualized and simulated early and often 4. Agile: start small, test early and learn quickly from both success and failure It could be that this is very different from what you have been used to but their benefits will become obvious as you go through the process. Empathy with your future customers and other stakeholders will be an important skill to develop. The extent to which you’re able to put yourself in the place of those you want to serve will determine whether you’re able to develop solutions

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in the place of those you want to serve will determine whether you’re able to develop solutions that have an impact with your future customers. You will need a solid dose of optimism. Innovation is hard work and so while the tools in this kit will give you tested steps to help you, there are no silver bullets. Design thinking encourages you to see the obstacles and constraints you encounter along the way and turn them into opportunities. You have to be open to failure and to accepting the uncertainty that comes with service innovation. Nobody has a crystal ball and the future cannot be known with any certainty. The best you can do is try, test and improve to the best of your ability. It is not dumb to fail, it is stupid to fail and not to learn from it.You will also have to accept that no service solution will ever be final. The world will continue to change and as a result any proposed service solution will need to include the possibility to evolve in order to be “future-proof”. A major component of Service Design is the human focus. This should be true for the design process (the stakeholders and their interaction are crucial) as well as the ultimate outcome (fit with customer needs).

Toolkit

2b. 4 StepsThe toolkit is made up of 4 steps, with each one of them including 2 tools. Each step builds on the output of the previous step. The steps can be used in an iterative fashion to progressively define a more detailed and successful service solution.The first step helps us to collectively agree on what opportunity we want to address. Don’t underestimate the importance of this step. Agreeing as a team what the major problem is you’re trying to resolve and why will make a crucial difference to the effectiveness of your solution and the speed with which you will develop it. Keeping the customer at the core of this reflection is a key success factor.The second step gives you the opportunity to explore novel ways in which you can provide solutions. This is not creativity for the sake of creativity but focused and targeted imagining to ensure your future solution will meet customer needs.The third step aims to make your concepts tangible. Visuals speak louder than words. Being able to share internally as well as externally what your solution will look like will help

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Being able to share internally as well as externally what your solution will look like will help you hone in on the best possible service/market fit. This third step will also include looking at what needs to happens behind the scenes to make to turn your service experience into a reality. The fourth step aims to get feedback from your customers to improve your design. This step will also include a validation of the business model. Both of these elements will help turn your future service concept into a winning proposition. These 4 steps together constitute a fast but holistic approach to developing your services. As needed, these 4 steps can be repeated to make your design more precise.

Toolkit

Step 1 Framing - FocusWhy?

“99% of solving a problem lies in defining it” (Albert Einstein). The very first step in the service design process is to fully understand the problem you’re trying to solve: why do you want to design this service? It is important to work with all the key stakeholders to get alignment around the purpose of the future service you will want to offer.

What?You gather as wide a spectrum of stakeholders as is feasible to map out all of the key elements that will form the canvas against which the new service solution will be designed. This wide representation will ensure that the fundamental drivers for the design exercise are agreed by everyone giving you a solid foundation for collaboration.A key question during this part of the process is “Why”. Why do we think this problem is

Framing

A key question during this part of the process is “Why”. Why do we think this problem is one that should be address? Why should it be addressed by you and your team? Why is it a problem to begin with? Why are customers currently behaving the way they do in this context? Etc.While you want to this phase as professionally as possible, accept that you don’t have all the answers. No amount of analysis can give you certainty about what will work in the future.As long as all stakeholders accept that they have “opinions” rather than absolute truths and that the ultimate test of these “opinions” will be the customer feedback on your future service concept, you will be able to collaborate rather than get into endless discussions.

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Focus

Toolkit

How?1. Print the template in an A0 format.2. Gather a wide representation of the stakeholders

(up to maximum 12 people) in one room.3. Introduce the context of your project and explain

the purpose of the exercise and as well as the template (make sure to set a time limit).

Framing

Focus

Tool 1 - Focus

4. Have the participants individually fill in post-its with a wide marker (this will make the output easier to capture afterwards) for each of the boxes.

5. When people have completed this task, stick them on the template as a group (working box-by-box) eliminating any overlaps and resolving conflicts as they arise.

6. The final result should be a filled-in document that all stakeholders feel comfortable with.

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Step 1. Framing - Insights

Framing

Why?The extent to which you have a deeper understanding of the different stakeholders (customers, providers, partners) involved in providing your service will largely determine the success of your innovation effort. What do your stakeholders think, feel and do? What determines their lack of satisfaction with current solutions & what will drive their delight with your future service? It is not just about gathering insights, it is also about leveraging them and deciding what needs to be done to get the most value out of them.

What?When you know where you want to go, it’s time to listen to the users who will use your service and the employees who will deliver the service. Given that Service Design is intrinsically human-centered, this is a crucial step that you absolutely shouldn’t skip or take too lightly. Many organizations think they know what their customers want but haven’t really taken the time to understand what fundamentally drives them.

insightscustomers want but haven’t really taken the time to understand what fundamentally drives them. You gather initial insights by observing the future users and employees of the service, and by talking with them about their current experience and expectations. Do this as far as possible in the actual context where your service. Make the extra effort to ensure that any biases are avoided. Gathering 4 complete strangers in a location where they have never been and having them discuss subjects they would otherwise never talk about in public (also known as a focus group) is not the best way to discover valid insights. It is well known that we don’t always do what we say, so make sure you don’t rely only on what customers say but try and find a way to observe what they do or don’t do in the context that is relevant to your future service solution.There are many resources available on line and elsewhere on the best way to do qualitative customer interviews (eg. asking open rather than closed questions). If you don’t feel in this area there are many research agencies who can assist you.

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Tool 2 - InsightsFraming

insightsHow?

1. Before the workshop, gather as much information as you can from qualitative & quantitative sources. If you can organize your own research, look for deep insights & answers to the why questions (driven by your framing).

2. Print the template in an A0 format.3. Gather a wide representation of the stakeholders 3. Gather a wide representation of the stakeholders

(up to maximum 12 people) in one room.4. Share the context of your project and explain the

purpose of the exercise (use the output of the previous step) and as well as the template (make sure to set a time limit).

5. Have the participants individually fill in post-its with a medium marker (this will make the output easier to capture afterwards) for each of the boxes.

6. When people have completed this task, stick them on the template as a group (working box-by-box) eliminating any overlaps and resolving conflicts as they arise.

7. The final result should be a filled-in document that all stakeholders feel comfortable with.

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Step 2. Imagining - Ideation

Imagining

Why?Opening up the solution space will increase the likelihood that your service will be a better and more innovative solution for your future customers’ problems. We want to be creative, not for its own sake but in the context of the frame we have defined in step 1.

What?We want to start from the requirements we believe will be essential to our future service. This should be agreed on within the team.For each of these requirements, the team will agree on what they believe to be the most interesting benchmark currently available on the market. For example you may agree that ease-of-use is a key requirement and that Apple is the clearest benchmark (across various industries) currently available in the market.

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Ideation various industries) currently available in the market.The next step will be to understand what makes this benchmark so special on this requirement. What 8 characteristics make Apple such an example on ease of use?Combining these various characteristics gained across these examples (lateral thinking) can help you define innovative solutions.It is a best practice among service designers to observe what services work and to try and understand why this is so. You can learn a lot from keep your ears and eyes open on this subject. The idea is not to slavishly copy successful solutions but rather to take the drivers behind their effect and combine them into novel concepts.

Toolkit

Tool 3 - IdeationImagining

IdeationHow?

1. Print the template in an A0 format.2. Gather a wide representation of the stakeholders (up to

maximum 12 people) in one room.3. Introduce the context of your project and explain the

purpose of the exercise (use the output of the previous steps) as well as the template (make sure to set a time limit).

4. Identify and agree on the 8 key requirements for your future solution (stick them around the center square) .

5. Identify examples that the participants agree as benchmarks / state of the art on these characteristics (and stick them on the outer darker spots on the template.

6. Define the 8 characteristics that make these examples so special on this requirement (and stick them around the example).

7. Don’t worry if not all the boxes are filled in. 8. By making combinations of these different elements

through lateral thinking you will generate new ideas for your future solution .

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Step 2 Imagining - Scenarios

Imagining

Why?We want to try and imagine how our future service proposition will be integrated into our customers’ lives. Our future customers most likely will have existing occupations & habits. The extent to which the purchase and use of our service solution can fit into these lives will help determine its success.

What?We will try and imagine what the different stages of our customers interaction with our service will look like. The key requirement to see the service interaction with the customer not just as a one-time activity but as taking place over time and through different stages in the customer’s life. At a very basic level we need to identify what happens for the customer before the decision to buy or engage, what occurs during the use and what takes place afterwards. The illustration below provides a more detailed journey, starting with the awareness phase all the way through to establishing a longer term relationship with the customer. This should be used as a source of inspiration and actual steps should be identified based on what you observe as critical for your service.

Scenarios

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It helps to start with customer personas. These should capture the main types of customers you want to target. You construct them by establishing what the main differentiating dimensions are (e.g. Are they self-directed, advice-seekers or delegators) among your future customers. These will vary according to the type of service you’re looking at. Customer dimensions which are relevant in one context may be totally irrelevant in others.A small number of personas will usually be sufficient to serve as a basis for a number of critical scenarios. Develop these scenarios in a way (quickly and cheaply) which allows you to consider multiple creative options. Use the output of the previous ideation phase to feed the scenarios

Possible customer journey steps

Toolkit

Tool 4 - ScenariosImagining

ScenariosHow?

1. Print the template in an A0 format.2. Gather a wide representation of the

stakeholders (up to maximum 12 people) in one room.

3. Introduce the context of your project and explain the purpose of the exercise (use the output of the previous steps) as well as the

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output of the previous steps) as well as the template (make sure to set a time limit).

4. Identify the relevant phases in the customer journey / experience as you can see them the visual on page 17.

5. Write out (on the text lines) and draw (in the boxes) what would happen in each of these phases. What would the customers think, feel and do? Identify the best possible touch-points in all phases.

6. You can develop different scenarios (for different personas).

Step 3. Making - PrototypingWhy?

In the absence of a crystal ball, we cannot predict what new ideas or concepts will work in the future. We therefor need to find a way to visualize the future experience and put it in front of future users/customers to get their feedback. If we can do this quickly and cheaply, we can optimize the future solution we want to launch.Visualizing and simulating the future solution will also help ensure all of the stakeholders agree what it should be.

What?There are different types of touch points in service provision. Touch points are the points at which the user comes in contact with your service. These can for example be through a brochure, a screen, a phone call or your employees in a store. The main types of touch points are digital, physical and human. In this phase, you work out each touch point into a testable form. With the template you determine which touch points you want to test and you describe, for each of them,

Making

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template you determine which touch points you want to test and you describe, for each of them, what and who you need and what you want to learn.The intention is to present the critical or most innovative parts of the service experience. The prototype should be sufficiently developed to be tested, but should certainly not be a “finished product”. Initial prototyping can be very rough and more sophisticated (low fidelity) You can make screens on paper, you can make objects in foam, cardboard or materials like Lego. If there is contact with your employees (for example, via a telephone conversation or at the reception) this can also be simulated. Involve your stakeholder in making the prototype; in this way they can often further refine the design. Don’t underestimate the benefits for participants in the process to work on tangible elements of the future solution. This is usually a very inspiring exercise.

Prototyping

Toolkit

Tool 5 - PrototypingMaking

PrototypingHow?1. For each touch point of the customer experience,

discuss which components you want to test. 2. Describe or draw how you want to make the prototype.

In this phase, it’s enough to make “low fidelity” prototypes: make screens on paper, objects in foam or cardboard.

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3. If there is contact with employees (for example, via a telephone conversation or at a reception desk ) simulate the type of dialogue that needs to be included in this contact.

4. Figure out what is needed to make each prototype. This can be an external designer or someone within your organization. In any case, involve your stakeholders in making the prototype.

5. Build the prototype in order to find answers to your key questions.

6. Accept that successive prototypes might be needed to gradually define increasingly detailed features

Step 3. Making - Blueprint

Making

Why?Excellent and innovative service experiences don’t happen by accident. Once we have identified what the customer’s future experience of our service solution will be, we need to determine what needs to be in place and running behind the scenes to ensure a consistent delivery.

What?A blueprint is the summary of the future service in which both the “front stage” as well as the “back stage” are mapped. You try to figure out what the consequences are of your future service concept for the organization: the employees, the organizational structure and the underlying processes, systems and other resources.The blueprint follows the major steps of the user experience along the horizontal axis. The vertical axis represents the various layers of activity that have to work behind the scenes in order to achieve the service “front of stage”.

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BlueprintThe blueprint phase is an opportunity to review your design decisions in the light of behind the scenes requirements. The aim is still to ultimately find the best way to meet your future customers’ needs but it could be that this can best be achieved through a different approach and combination of resources.This is one of the phases where the advantages of having a cross-functional team collaborating on your Service Design becomes most clearly apparent. In general successful and innovative service providers are ones that know how to integrate the work of the front of stage and the behind the scenes teams. Both of these types of teams should have a voice in your Service Design approach.

Toolkit

Tool 6 – BlueprintMaking

BlueprintHow?

1. Print the template in an A0 format.2. Gather a wide representation of the stakeholders

(up to maximum 12 people) in one room.3. Introduce the context of your project and explain

the purpose of the exercise (use the output of the previous steps) as well as the template (make sure to set a time limit).

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sure to set a time limit). 4. Take the previously identified future customer

journey / experience as well as the touch-points and use them to fill in the top 2 rows.

5. Look at what needs to happen at the level of your front-office (i.e. “front-office interaction”) including any physical elements which may be shared with the customer. Your analysis should also cover processes that take place behind the scenes (“back office processes”) and resources and systems which may be needed to deliver the customer experience.

6. Identify the gaps between your current set-up and the desired future state.

Step 4. Validating - Testing

Validating

Why?The ultimate judge of the success of your new service will be the customer. Everything you can do to get feedback from the customer before you launch into the development and implementation phases will help you make your design process more effective and the improve the outcome.

What?In a customer test, the future service is tested with actual users using prototypes in as real a context as possible. The intention of the test is to efficiently learn in practice what works and what doesn’t work before rolling out or scaling up. You don’t need till you have a fully finished product before you test the waters. Anytime you’re faced with a fundamental choice on features or characteristics you can probably find a way to put it in front of test customers to see what direction would be the most

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Testing

find a way to put it in front of test customers to see what direction would be the most promising.The testing you will be doing during the design phase should be seen as qualitative rather than quantitative. Don’t aim for statistically significant samples allowing you to draw quantitative conclusions. The idea is to gain deep insights by closely observing a small number of key target users. Go for depth rather than breadth.The objective of testing is to learn, make sure you’re in a learning mindset. Define what you want to find out, set up the test to maximize your learnings and be open to using the findings to further improve your design.

Toolkit

Tool 7 - TestingValidating

TestingHow?

1. Determine when you want to test. & prepare test scenarios; arrange the test setup and recruit test subjects.

2. Make the prototypes, arrange for a venue and employees, prepare the & test your test set-up.

3. Recruit test users in advance or choose a location where enough users pass by. Arrange for small gifts to thank participants.

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4. Designate a person who will guide the test / walk-through, another person to take notes (if you want to record audio/video make sure to ask for the permission of the test user).

5. Explain the context (e.g. the trigger) – as little as possible but not less than that. Don’t start justifying your solution, this is not a sales pitch.

6. Walk through the relevant steps of the customer journey.7. The Customer can give feedback on the fly (don’t feel tempted to

defend but explain unclear elements of the prototype as needed). At the end of the walk-through, the customer can give overall feedback

8. After the test, draw conclusions form the feedback. Determine improvement opportunities per touch point & retest if needed

Step 4. Validating - Model

Validating

Why?There are usually economic reasons for offering your service. Most services involve creating value for the users by investing and using resources (whether you’re working in the for profit or not-for profit sectors). The extent to which you’re new service concepts meet economic and financial criteria will be the ultimate acid test for your design.

What?Business models are always based on a range of drivers that impact either the cost or revenue side. The business model canvas we have included in this toolkit will help you identify what these drivers are for the service concept you have developed.As you map these drivers, you may identify ways in which your future solution can be made even more interesting.This mapping exercise will also clearly highlight the interdependencies between the various

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Model

This mapping exercise will also clearly highlight the interdependencies between the various functionalities you want to offer. On one page you will see the trade-offs that might be required.Some aspects such as the pricing of your solution require that you do this kind of mapping. Don’t hesitate in this step to revisit techniques like scenarios, prototyping and testing to iteratively arrive at the best combination of economic drivers.

Toolkit

Tool 8 - Model

How?1. Print the template in an A0 format.2. Gather a wide representation of the stakeholders

(up to maximum 12 people) in one room.3. Introduce the context of your project and explain

the purpose of the exercise (use the output of the

Validating

Model

the purpose of the exercise (use the output of the previous steps) as well as the template (make sure to set a time limit).

4. Fill in the 9 boxes of the Business Model Canvas (going from 1 to 9).

5. The idea is to identify the main drivers of costs and revenues (rather than specific amounts).

6. These can lead you to review the design of your service proposition to improve the business model.

7. Your final filled-in template can be used as the basis for the calculation of a business case.

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3. Making it work for youThe approach embodied in this toolkit has worked for many kinds of companies of all kinds of sizes across a wide variety of sectors but successful execution came through making this process their own. You have to take the key elements and adapt them so they will work in your organization and its culture. The outcome you’re aiming for & the individuals involved should always have precedence over the process. However the process outlined in this toolkit will facilitate your journey to the desired outcome.

Your ability to assemble and lead an appropriate cross-functional team of stakeholders will be an important success factor in your Service Design effort. Given the nature of innovation and depending on the level of maturity of your team, calling on external help, if only for a fresh pair of eyes, can make the difference.

There are no absolute time requirements for each of the steps. We do recommend spending no less than half an hour for each of the tools. Ideally the steps should be executed in close succession (e.g. within the space of one day). If this is not possible, spread it over a number of days (but preferably not leave too much time in between steps). Give yourself the time to achieve quality results required based on the type of opportunity at hand.

The highest level of your organization should ideally participate in the Service Design approach or at the very least clearly signal its buy-in. Make sure participants and others understand how your Service Design approach fits into your company’s overall strategy. It should not be seen as a separate activity. Service design can be seen as the activity of planning and organizing people, infrastructure, communication and material components of a service in order to improve its quality, its effectiveness and its economics. A holistic approach will therefor always be more effective.

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Internal communication is critical in this kind of project. Much of the success in implementing service design will depend on open communication & collaboration between your different stakeholders. Make the design process itself and its outputs as interesting and appealing as possible (extensive use of visualisation techniques etc.). Find the best way to communicate internally to ensure quick acceptance of the new solutions. To ensure This may involve some change management which need to be guided.

Your Service Design initiative should be directed towards a specific outcome. Service Design has no value for its own sake. The implementation will be key and several steps within the approach explicitly address this element. Develop designs in a way that fits the organisation, its culture and way of working.

We have found that the size of your organisation and your budget are not key to the success of a Service Design approach. Rather, as with most human endeavours, your level of commitment will be a good leading indicator of the quality of your outcome. You will run into constraints, obstacles and challenges but overcoming these creatively and with perseverance is also an important part of the Design Thinking mind-set.

Applying this toolkit should not be seen as a one-off exercise. You’re setting in motion an ability to continuously improve and innovate with the customer as your compass. Make sure to put in place appropriate monitoring and measuring tools and key performance indicators to follow-up and feed the inevitable future iterations.

Finally take into account that design thinking is both an art (people in tune with customers to meet often emotional needs) and a science (using proven processes and enabling technologies).

Service Design ToolkitAppendix: Templates

Purpose of the service solution:

Organisation strategy

What problems do we want to solve for our customers?

What elements of our strategy will it support?Target customersWho will be our key target customers?

Tool 1 – Focus

Service Design ToolkitOpportunities

What are major internal and external challenges/constraints?What are possible opportunities (trends, partners, insights etc.)?Challenges

Tool 2 – Insights

Current solutions - Satisfiers / Dissatisfiers

Key customers - Types of users / decision-makersWhat we know Questions we have

What we know Questions we have

Key customer scenarios

Other relevant trends

What we know Questions we have

What we know Questions we have

Tool 3 – Ideation

Requirement

Example

Feature

Solution

Tool 4 – Scenarios

Tool 5 – PrototypingPurpose of the prototype:What do you want to learn through the prototype from which target customers?

Prototype definitionWhat key functionalities through what touchpoints do we want totest? What will the test scenario be?

Prototype requirementsWhat materials shall we use? To what level of detail do we needto go? Keep it as simple as possible but not simpler than that!

Next prototyping phase What will be the next iteration of our prototype?

Tool 6 – BlueprintCustomer journey steps

Line of user interaction / visibility

Customer experience

Touch pointFront office interaction

Use output of previous steps here

Physical elementsBack office processes

Resources & systems

Tool 7 – TestingTested functionality:Describe the functionality to be tested:

Customer feedback:Describe positive & negative feedback:

Improvement opportunity:What are the opportunities to make the concept stronger:

Tested functionality: Customer feedback: Improvement opportunity:

Tested functionality: Customer feedback: Improvement opportunity:

Tested functionality: Customer feedback: Improvement opportunity:Tested functionality: Customer feedback: Improvement opportunity:

Tested functionality: Customer feedback: Improvement opportunity:

Other customer feedback Improvement opportunities:

Tool 8 – Model2. Value propositions

What value propositions willyou be offering to eachcustomer group?

3. Customer relationshipsHow will your customer relationships be, continuous, one-time, formal etc.?

4. ChannelsThrough what channels cancustomers find & use yourservices?

6. Key activitiesHow will you generatevalue.?

7. Key partnersWho will be your key partners in making the service happen?

8. Key resourcesWhich key resources in yourcompany will be put to use?

Start by writing down yourkey target customer segments

1. Customer Segments

5. Revenue StreamsWhere will your revenue streams come from?

9. Cost structureWhere will your main costs come from?

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