3

SERVICE DESIGN
Blueprint development
3.1 importance of innovation
3.2 Design concept
3.3 What is a blueprint ???
3.4 Blue print components
3.5 Creation of a blueprint steps
The theatre
metaphor
Imagine every service experience
as a theatrical performance.

There is a script of the main story

performed on stage by the actors,
and also there are many backstage
actions and technical process that
we cant see but are essential for
the play to happen.

You have :
• Main script
• Technical script
• Make up time table You must learn some technique to
• Costume indications plan your service experience to
• Logistic for choreography become something great..
• Etc etc etc
• https://www.youtube.com
/watch?v=6xh61G6IkwY
Service
Design

“Service design aims to ensure

service interfaces are useful,
usable, desirable from the client’s
point of view, efficient and
distinctive from the supplier’s point
of view.”

Birgit Mager, professor of service

design, University of Cologne,
Germany
 Visualize
Solutions to problems that
Formulate do not necessarily exist
Phase 1 today

Service Choreograph

designers Observe + interpret This process applies

role requirements and
behavioral patterns
explorative, generative,
and evaluative design
Phase 2 transforming them approaches
into possible future
services.

Keep in mind that the restructuring of existing services is as much a

challengein service design as the development of innovative new
services
Service
design
basics
1 Look at your
service as a product

Good design is connected to a

good strategy. This is true for
services just as much as for
products. If service design is to
be used in a substantial and not
in a decorative manner it has
to be connected to the business
strategies. It is about
fundamental questions
of positioning and portfolio
management. DIETER RAMS
One of the most important
designers in history of mankind
2 Focus on the
customer benefit.
Rethinking the organisation
might be part of service design
processes in order to create
structures and processes that are
focused on the delivery of
benefit to a customer.
It is a radical change of
perspective: moving from
frontstage to backstage is
revolutionary for many service
providers even though it seems
so natural.
3 Dive into the
customers’ world.

Service design explores in depth

the vivid world of emotions and
experiences, it reads in
observations and probes, and
helps people to describe more
about their own desires.
4 See the big picture.

The service experience might

start long before the customer
gets in contact with the provider,
and the experience does not end
with the “Goodbye”.
Services are embedded in larger
systems of relationships and
interactions. And they need to
take into consideration the
changes users go through
throughout the duration of the
relationship.
5 Design an experience.
The choreography of experience
or at least of conditions that
enable certain experiences is a
major challenge in the service
design process.
Use techniques that have their
roots in performing arts; learn
from experience and interaction
design in order to “design time”.
6 Create perceivable
evidence.
Making the invisible visible and
the not yet existing perceivable
is a contribution of service
design.

The invisible service needs to be

transformed into perceivable
evidence along the touchpoints
of the service experience
Service
innovation

Employ Service Design Thinking Involve Customers and Employees

User-centered: Cocreative: Sequencing: Evidencing: Holistic:

Services should be All stakeholders A service should be Intangible services The entire
experienced and should be included visualized as a should be visualized environment of a
designed through the in the service sequence of in terms of physical service should be
customer’s eyes. design process. interrelated artifacts. considered.
. actions.
 Major or New
Start-up services
radical for
businesses the currently
innovations
Service served market

Offering
Innovation
Service-line Service Style
extensions improvements changes
Innovating around Customer Roles

ACTIVE VISITOR ACTIVE AUDIENCE/SELECTOR

service innovations that may come about

when the customer’s usage or cocreation
role is redefined.
Innovation through Service Solutions

From here To here To even here

Service Innovation through
Interconnected Products
Success on the
creation of a
service concept
comes from:

Innovation
and good Process Great service Strategy
characteristics characteristics characteristics
design

• meeting customer
• marketing,
needs
• predevelopment
• service advantage
• technological and
over competence
launch
• technological
proficiencies
sophistication
 Memorize
this rule:

“It can be great,

cheap or fast, but
you can only have
two at the same
time”

Get that rule tatooed if you

need to…
It could look pretty
cool
Failure on the
creation of a
service concept • No unique benefits offered.
comes from: • Insufficient demand.
• Unrealistic goals for the new service.
• Poor fit between the new service and others
within the organization’s portfolio.
• Poor location
• Insufficient financial backing.
• Failure to take the necessary time to develop
and introduce the product.
• Not enough development research.
• BAD design.
• Specification flaws.
Innovation and
Development
Process

Front end planning Implementation

1 2 3 4 5 6 7 8 9

Business Concept
New service Service
strategy Idea development Business Market Postintroduction
strategy development Commercialization
development generation and analysis testing evaluation
development and testing
or review evaluation

Screen ideas Test concept Test Create

Test
against with staff profitability service
marketing
service and and prototype
mix elements
strategy customers feasibility test
Create your
Service
Blueprint
A service blueprint is a
picture or map that portrays
the customer experience and
the service system, so that
the different people involved
in providing the service can
understand it objectively.
Blueprint for
Overnight
Hotel Stay

Source: Valarie Zeithaml, Mary Jo

Bitner, and Dwayne D. Gremler,
Services Marketing: Integrating
Customer Focus across the Firm, 4th
ed. (New York: McGraw-Hill, 2006).
Service Blueprint Structure
Restaurant Service Blueprint: Drinks and Appetizers
1

2
4

1 Experience stages 3 The line of interaction Service blueprints read from left to right, unfolding over time. If your
experience contains different time scales, things that take a week versus
a minute, these differences in time should be marked. It’s easy to lose a
2 The line of visibility 4 Service moments sense of time when looking at a blueprint.
1
Experience stages
To help give your blueprint structure,
stages are used to denote the different
experience phases. These stages may
connect to your journey map or other
organizational knowledge of the end-to-
end experience.
2
The line of visibility
In service design and on a service
blueprint, the division between frontstage
and backstage is called the Line of
Visibility. The elements you choose to
show to your customer (and when) can
have a profound impact on the
experience.
3 Experience stages
A line between what customers can and
cannot directly interact with. When
blueprinting complex service exchanges
with many touchpoints for customer and
employee use, it clarifies these distinctions
and illustrates this division on the
blueprint.
4
Service moments
The vertical columns, which represent
service moments, encapsulate all service
activities happening at a given moment
in the service experience, both frontstage
and backstage. It’s important to map the
backstage processes at the moment they
start, even if they don’t move above the
Line of Visibility until later in the
experience. For example, a server will be
preparing your table before you arrive at
a restaurant.
 Customer CUSTOMER ACTIONS
CUSTOMER asks question Customer actions are the physical or mental actions a customer performs during a
ACTIONS and places service experience. Because services can have multiple customers, we highlight
their order the customer name in each customer action element.

TOUCH POINTS
Conversation Touchpoints are the medium of exchange between the customer and the service.
Frontstage TOUCH between Touchpoints can take many forms, ranging from technology to wayfinding to
POINTS customer and conversations with service staff. We encourage you to try to use only one touchpoint
server
per service moment. This helps teams consider the micro-moments of a service and
avoid hiding complexity.

Server answers
FRONT any questions
STAGE regarding the
STAFF menu and takes
customer’s order
STAFF ACTIONS
Staff actions are captured in both the frontstage and backstage staff swim lanes.
Because most services involve multiple staff members, it’s especially important to
label each element with the actor performing the task (e.g., chef, server, hostess,
etc.).
Server
BACKSTAGE
enters order
STAF
into system

Backstage SUPPORT PROCESSES

Staff actions are captured in both the frontstage and backstage staff Support
processes are the tools and systems necessary to support the staff and the service
moment. This can include physical tools like notebooks, software applications,
SUPPORT Order internal processes, staff training, and technical systems. Depending on the context
PROCESSES
system and complexity of your service, it may be helpful to split some of these into their own
swim lanes.
 Step 2
Step 1
Identify the
Identify the
customer or
process to be
customer
Steps on the
blue printed
segment

blueprint design Step 4 Step 3

Map contact Map the process
staff actions and from the
technology customer’s POV
actions

Step 5 Step 6

Link contact Add evidence of

activities to service at each
needed support customer action
functions step
LETS CREATE
A COOL
BLUEPRINT
FOR A PIZZA
DELIVERY
SERVICE.