SATU MIETTINEN / MIKKO KOIVISTO (EDS.)
笔记含4部分：
-（1）Introduction
-（2）Part One: An Emerging Field（本文内容）
-（3）Part Two: Practise
-（4）Part Three: Cases
（该系列笔记纯以个人学习、知识点记录为目的，不做他用；100%尊重原作者）
一、Service Design as an Emerging Field (BIRGIT MAGER)
The economic basis of all industrial nations has changed dramatically in the last four decades from manufacturing to the provision of information and services.
All over the world successful and innovative companies are starting to realize the need for service-specific approached, methods, roles and structures in order to make use of the potentials of the service business, and they are beginning to systematically invest in research development and design, to create new departments and roles within their companies in order to continuously innovate their service offerings.
But many companies still have not yet moved on and seen to rely on service quality and service innovation as something that will involve unattended by itself. Moreover, it seems that many companies have amazing misconception regarding customer satisfaction: while 80% of all companies believe their service is good, only 8% od the customers think so (Bain & Company 2005).
A recent worldwide study from Accenture points out that overall customer satisfaction that had constantly improved since 2005 has gone down slightly last year. They also found that expectations of customers are continuously rising, especially in emerging markets.
In addition, customer loyalty is decreasing: customers are willing to change providers even is they are basically satisfied.
FOCUS ON SERVICE DESIGN
Service design is a new concept, introducing new processes and methods to service providers.
The demand for new approaches and competencies increased as the complexity of the economic and social problems grew.
Service design was thus established as a part of a holistic and innovative design education.
SUCCESS STORIES
Virgin Atlantic (英国维珍大西洋航空公司) has its own department for service design;
The Volkswagen (大众汽车) research department is integrating a service design approach into their research；
McDonald's has set up a customer experience innovation center using the service design approach as a major facilitator for innovation;
Numerous service companies, including telecommunication providers, insurance companies, banks, hospitals, transportation and hospitality industries are integrating service design on an organizational or on a project basis.
Universities all over the world are focusing on design education. Especially in the Nordic world there is an enormous amount of innovation in design education going on.
Agencies for service design have set up starting from the end of the last decade with a major hub in London and by now spreading internationally, especially in Scandinavia. Great and established design companies like IDEO or Continuum have set up Service Design as relevant practice. Internationally service design conferences have attracted and inspired practitioners and researchers not only in Europe and the United States but also in several regions in Asia. The Service Design Network offers an impressive overview of the multiple players and activities in this field.
SERVICE DESIGN. SOME FOUNDATIONS.
Service design addresses the functionality and form of services from the perspective of the user. It aims to ensure that service interfaces are useful, usable, and desirable from the client's point of view and effective, efficient, and distinctive from the supplier's point of view.
Service designers take a deep dive into the ecologies of services, into the world of needs and experiences of users and providers.They visualize, formulate, and choreograph solutions to problems that do not necessarily exist today; they observe and interpret requirements and behavioral patterns, and they transform them into possible future services. In doing so they bridge business, technology and design perspectives.
服务设计是商业和技术的桥梁。
SERVICE DESIGN. BASICS.
1. LOOK AT YOUR SERVICE AS A PRODUCT.
2. FOCUS ON THE CUSTOMER BENEFIT.
3. DIVE INTO THE CUSTOMERS' WORLD. 除了数据，要更多地关注服务设计中customers的现实情感与体验。
4. SEE THE BIG FUTURE.
5. DESIGN AN EXPERIENCE.
6. CREATE PERCEIVABLE EVIDENCE. 服务体验中把无形的服务通过可察觉的证据以触点的形式传递给顾客。
Service design is in many cases dealing with human behaviors: behavior of employees, behavior of customers and co-customers.
A question that has been posed often throughout recent years deals with the potential of service design in B2B relationships.
二、Service Design in the Age of Network and Sustainability (EZIO MANZINI)
服务设计虽然有了统一的原则和规范，但环境的变化促使这些还不成熟的原则和规范不断修正。
Services are complex artifacts. They are interactions that generate value, more precisely, interactions between people who cooperate to produce a commonly recognized value.
THE NEXT ECONOMY AND SERVICE DESIGN
服务设计是下一个经济形态。
Service-oriented solutions: Being based on context-related, service-oriented solutions, the next economy calls for a deep change in traditional ideas on production and consumption, and consequently on design.
Keywords for services and service design evolution are: Distributed Systems, Collaborative Networks (networks of people who collaborate to obtain specific results by building a common vision and adopting a peer-to-peer modality), and Creative Communities.
Collaborative services: are services that, to be performed, ask for the direct and active involvement of all the interested actors, final users included. This must be based on a high degree of mutual trust and relational qualities.
Considerations: 1) personal relationships and trust, by definition, cannot be imposed; 2) collaborative services are very delicate social organizations, and every intervention from outside puts their equilibrium at risk.
Enabling solutions: systems of products, services and knowledge conceived and developed to make collaborative service ideas more accessible, more effective (increasing the ratio between results and required individual and social efforts) and more attractive (increasing people's motivation to be active). In more general terms we can say that enabling solutions have to bring into play a specific intelligence: the intelligence that is needed to stimulate, develop and regenerate the ability and competence of those who use them.
Empowering people's capabilities: The concept of enabling solutions proposes a new way of considering individuals and communities — to look at them for the opportunities they offer, rather than their problems, and their capabilities rather than their needs.
Sen's capability approach: design to expand the capabilities of people to lead the kind of lives they value; and to do it in a sustainable way.
三、Service Designers' Methods (SATU MIETTINEN)
Designers' tools and the service design process place emphasis on strong social skills, empathy for the users, creativity and visual thinking.
Design thinking has the ability to create concepts, solutions and future service experiences for users. It is an important mindset for a service designer.
Tim Brown (2008) —— CEO of IDEO —— has outlined the design thinker's personality. They have the ability to fell empathy for the others, notice things that others don't and utilize this to inspire innovation. Design thinkers create novel solutions that dramatically improve existing ones. They have the optimism to challenge, expose questions and explore constraints. And they collaborate alongside other disciplines.
(Tim Brown) 设计思考者的5种特质：empathy，integrative thinking, optimism, experimentalism, collaboration。
Design research exposes the patterns underlying peoples' belabors and experiences, explores reactions to probes and prototypes and sheds light through interactive hypothesis and experiment.
Fulton Suri (2008) has discussed 3 types of questions that design research addresses with respect to innovation: generative research methods, evaluative or formative research methods, predictive research methods.
The service design process uses generative, formative and predictive methods. It implicitly contains the ides of innovation, and it can use several methods to concretize a new offering or innovation even in the same development process.
SERVICE DESIGN AND INTERACTION
Battarbee (2006) has introduced the concept of co-experience, which is a user experience constructed through social interaction. Co-experience focuses on the role of technology in human action, and can be designed into the interactions of products and services.
Hanington (2003) has suggested an interesting division of research methods for human-centered design, as follows.
1. Traditional methods: market research, focus groups, surveys, questionnaires, interviews, unobtrusive methods, experiments.
2. Adapted methods:
Observational research: participant observation, still and video documentation.
ethnographic methods: video ethnography, beeper studies, experimental sampling, cultural inventory, artifact analysis.
HCI: thinkaloud protocol, heuristic evaluation, cognitive walkthrough.
3. Innovative methods:
Creative and participatory methods: design worships, collage, card sorting, cognitive mapping, velcro modeling, visual diaries, camera studies, document annotations.
NOTE: Methods must be adapted to the circumstances.
SERVICE DEVELOPMENT PROCESS OF CASE 1: pre-work and fieldwork, context mapping with tourists, scenario-based design, experience prototyping, new leisure product launch, lessons learnt.
SERVICE DEVELOPMENT PROCESS OF CASE 2: background research with traditional and innovative methods, involving the users in a participatory design process,scenario-based design, experience prototyping, lessons learnt.
CONCLUSION
The service designer has various methods available that are based on design research and design thinking.
The human-centered design process focuses not only on developing usable, functional and desirable services but also creating unique value propositions for the customers.
四、FROM INTERACTION TO SERVICE
When service design got its boost in 2003-2005, as design firms plunged into what seemed to be uncharted area, the possibilities and provisions for the design discipline were under-explored.
There is a possible heritage from digital interaction design that can go into service design, as well as experiences from service design that should go into digital interaction design (Holmlid & Evenson 2008).
FROM INTERACTION DESIGN
During the 1970s and the 80s the foundations were laid for a discipline that was called interaction design. During this period, there was established an engineering perspective, as well as participative, contextual and design perspective, on the development of interactive systems. The two earliest perspectives were a cognitive psychology perspective and the participative perspective, with its roots in Scandinavia.
During the 90s, interaction design was established alongside experience design as central design disciplines in the development processes of digital artefacts.
Digital interaction design highlights technology as an enabler, an instrumental tool-perspective, and as self-service. It highlights media perspectives, technology-mediated communication, and the fact that designers only can design possibilities for usage. On the other hand, digital interaction design surpasses the social meeting, the contacts where people are touched and become touched, and the co-creation/co-production of value in the service process.
OUT OF DIGITAL INTERACTION DESIGN
Digital interaction design is digital, and therefore intangible.
Within digital interaction design, user involvement and participation has been one of the fundamental issues.
Experience prototyping allows clients, users and designers to experience an imagined future situation.
Extreme characters, focus troupes, place storming, bodystorming, endowed props, role-playing, design games, theatre, storytelling, video, boundary objects, the role and function of prototyping.
Another fundamental issue ini digital interaction design has been the concept of the user and user-centered design.
INTO SERVICE DESIGN
Two of the Ten Foundational Premises Vargo and Lusch proposed are: value is co-created with the customer through interaction and firms only can offer value propositions.
Services, just as interactions, are ongoing processes and activities where the user/customer is part of creating value.
Service design should look at the lessons learned from digital interaction design and build on those experiences. on the other hand, digital interaction design can look to service design to question the ways that ethnographic user research material is put in digital interaction design processes (Segelstrom & Holmlid 2009).
LOOKING FORWARD TO INTERACTION DESIGN
While digital interaction design has received a lot of attention during the last 50 years, service design has now gained the spotlight.
When service design finds its path, digital interaction design will be challenged, and new perspectives will be felt with.
五、Developing Service Design Education (KATRI OJASALO / JUKKA OJASALO)
Adding value through services has become an essential way to maintain and increase the success rate.
EXPERTISE IIN THE FIELD OF SERVICE INNOVATION AND DESIGN
Service expertise never stand still. And people are needed who can understand service value and have the sensitivity to anticipate changes in customers' behaviors, needs, and expectations.
Design skills are a critical component of service innovation. Service innovation is not merely a matter of new ideas, but a process that requires a disciplined approach to rigorously identify and implement the most promising ideas.
The implementation of service innovation is important: the alignment of the right idea, the right team, the right development process, the right leadership, the right target market, the right time to market and so on.
Expertise ini the field of service innovation and design can be roughly divided into four main categories:
1. Gaining deep insight about the business, customers, business environment and future trends.
Service innovation is fundamentally based on evolving customer behaviors and their expectations.
Because of the importance of co-creation in services, service design encourages companies to take a genuinely people-centered empathetic approach.
2. Creating innovative value propositions.
Service design helps value propositions to be prototyped early to allow emerging propositions to be expressed, explored and modified with customers, experts and other stakeholders in a more tangible and emotive way.
3. Managing the service business.
4. Fostering the service culture and service leadership.
SERVICE INNOVATION AND DESIGN AS A MULTIDISCIPLINARY FIELD
The evolution of multidisciplinary service research can be characterized in 6 periods:
1. The Crawling out period, between 1950-198o, service marketing and service operations became distinct from goods marketing and operations.
2. The Scurrying about period, between 1980-1985, with more published services research moving beyond goods and products, even while the literature was still mostly conceptual.
3. The Walking erect period, between 1986-1992, with an increasing number of scholars of service, and explosive growth in the literature including service research journals, dissertations and textbooks.
4. The Making tools period, between 1993-2000, with more quantitative research: measurement, statistics, and decision-support modeling.
5. The Creating language period, from 20000 until now.
6. The Building communities period, in the near future, an inclusive multidisciplinary approach to service innovation, with science, management, design and engineering being supporting academic disciplines, and with T-shaped professionals, which implies deep know-how within one discipline and more superficial knowledge about how it interacts with other, as adaptive innovators to link and unite these disciplines.
MASTER'S DEGREE PROGRAM IN SERVICE INNOVATION AND DESIGN
In Finland, the Ministry of Education reviews plans for new master's degree program in universities of applied science and makes the decision whether or not the universities are given the permission and financing to provide such education. The Ministry of Education has also set the national minimum requirements for students applying to a master's degree program provided by a university of applied science.
Compulsory study modules are:
-business and management competences in service innovations
-value creating competences
-user-centric service design competences
-master's thesis: a service development project
The central areas of education focus around business and management competences in service innovations; value creating competences; user-centric service design competences; as well as the master's thesis, which is typically an authentic service development project.
