lsdt-workbook by Business901

Lean Service Design Trilogy Program

What you do:

HOW you do WHAT:

Bonus Question WHY does anyone care?

WHY you do WHAT you do

Start with Why: How Great Leaders Inspire Everyone to Take Action by Simon Sinek

Lean Service Design Trilogy Program

Derived from the Service Design Tool at UncommonService.com and the book, Uncommon Service: How to Win by Putting Customers at the Core of Your Business by Frances Frei and Anne Morriss.

What is your Customerâ&#x20AC;&#x2122;s Hierarchy? Where do you fit? How does a customer perceive you? Can you list where your competitorâ&#x20AC;&#x2122;s are? Where do you want to be?

A Customer Journey Map

Lean Service Design Trilogy Program There are two components of the iCustomer Level. One is the depth of your organization’s customer interactions. Second is the Progressions of Economic Value and as it corresponds to a level of Progression of Value Intelligence as described in Pine and Gilmore’s The Experience Economy: Work Is Theater & Every Business a Stage. Starting on the horizontal axis, review both ends of the spectrum with 0 as no interaction and Co-creation of products as a 10 and the highest form of interaction. On that scale of 1 to 10, rate the state of interactions with your customers today. It will have more value if you do this by individual customer segments. On the vertical axis use the Progressions of Economic Value and corresponding to a level of Progression of Value Intelligence. The Pine and Gilmore description of each stage suffices for the needed scaling:     

What is your iCustomer

If you charge for stuff (noise), then you are in the commodity business If you charge for tangible (data) things, then you are in the goods business. If you charge for the activities (service) you execute, then you are in the service business. If you charge for the time (experience) customers spend with you, then you are in the experience business. If you charge for the demonstrated outcome (wisdom) the customer achieves, then and only then are you in the transformation business

The iCustomer level is not a tangible number. It is strictly based on the degree of interaction your organization needs based on the products/services it is delivering. You cannot afford to give high level support when delivering a commodity. Nor can you give a low level of support when you are part of a transformation. There is not wrong or right answers but is meant to serve as a guide. It is a way to create a path for discussion, such as:        

Are we supplying to little or not enough interaction? Do we view our position the same as customers do? What is (is not) working? What is the expectation of the other? Who/What needs to be communicated? What type of support is needed? Can I strip something away and sell it as a commodity? Can we add support and sell it as an experience?

I would recommend that you create your own iCustomer chart with your own scaling. Change the vertical axis to your own progression of products (See the The 7 step Lean Process of Marketing to Toyota). If there are no plans ever to co-create products with a customer, why put it on the horizontal axis? Make the iCustomer your own and debate it internally and externally. Leave it become a discussion point. Note: The idea of the iCustomer Level came from the book Designing Your Organization: Using the STAR Model to Solve 5 Critical Design Challenges.

Empathy Map

What does he/she

See (environment, friends, what the market offers)

What does he/she What does he/she

Hear

Think and Feel

(friends, boss, influencers)

(what counts, preoccupations, worries, aspirations )

What does he/she

Say and do (attitude, appearance, behavior)

Pain

Gain

(fears, frustrations, obstacles)

(wants, needs, measures of success)

Adapted from xplane.com

Touch-Point Card

Touch-Point: ______________________________________________________

Who is responsible for this touch-point? _______________________________

Action Step: __________________ ____________________________________

Resources: _______ ________________________________________________

Timeline: _________________________________________________________

What is the customer reaction? (Think 5 senses: Touch, See, Hear, Smell Taste)

________________________________________________________________

Ideas: ___________________________________________________________

Communication: __________________________________________________

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At-One is WHAT we are trying to accomplish:

ACTORS who together can provide improved services

Orchestration of TOUCH-POINTS to provide innovative services

O Developing new OFFERINGS aligned to brand strategy

ARTIC elements to perform a Touch-point:

A Action Steps are tasks that need to be completed.

- start with a verb: Call, Send, Post, Follow up

R Resources required to perform action steps: Files, sketches, Forms

T Timeline to coordinate actions and resources needed.

Identify Journey with Pre and Post Touch-points

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Identify Journey with Pre and Post Touch-points

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Identify Journey with Pre and Post Touch-points

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Pre-Service

Touchpoint

Functional

Emotional

Social

Front Stage

Back Stage

Support/Resources/ Budget

Service

Post-Service

Sample Improvement Cycle How will we know it was successful and for whom?

What is low cost, low investment, low risk way to try out a solution?

What are the new measures of success?

What can we do __ weeks? What will we learn?

What key questions do we need to ask and answered? How will we gather and capture the data?

What resources will we need? People, Time, Money, Skill?

Name:

Team Member Standard Work Date:

Time Commitment(%) On Team Activities Non-Team Activities Training Project Goal (% Not Done or Y/N) A1R1R1R1A2R2R2R2A3R3R3R3A4R4R4R4Events

Brilliant Ideas (not actionable)

Discussions (Includes Training needed)

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Team:

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Team Leader Name:

Standard Work Date:

Time Commitment(%) On Team Activities Non-Team Activities Training Resources Required (y/n) Team Member #1: R1R1A1Team Member #2 R2R2A2Team Member #3 R3R3A3Team Member #4 R4R4A4Events

Brilliant Ideas (not actionable)

Discussions (Includes Training needed)

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Team Coordinator Name:

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Name:

Value Stream Manager Standard Work Week #

Team #1 Status Project Goals (% not Done) Resources (% Missing) Team activities (% on non-time) A1Relevant Events Relevant Brilliance Relevant Discussions (Training) Team #2 Status Project Goals (% not Done) Resources (% Missing) Team activities (% on non-time) A2Relevant Events Relevant Brilliance Relevant Discussions (Training) Team #3 Status Project Goals (% not Done) Resources (% Missing) Team activities (% on non-time) A3Relevant Events Relevant Brilliance Relevant Discussions (Training) Team Coordinator Project Goals (% not Done) Resources (% Missing) Team activities (% on non-time) A1Relevant Events Relevant Brilliance Relevant Discussions (Training) www.business901.com

Root Cause Analysis of Success

Lean marketing lab Sales and marketing learning community dedicated to the user experience. You can't write and teach Lean Sales and Marketing. It is a Learn by doing approach. It is choose one problem and solve one problem. What we can do is provide you a platform through the recommended books and tools, teach them and incorporate feedback as you put them into practice. Being part of this community will allow you to interact with like minded individuals and organizations, purchase related tools, use some free ones and receive feedback from your peers. There is no cost to join the site and participate in the discussions. There is a separate paid section described below for added services. What makes Lean Sales and Marketing different is the system. The steps of Lean S & M are first you go and see the initial practice, the user. Second, you form a working vision from the user experience, an ideal situation of where the user wants to go. Third, you visualize the user's process. If you do that, it's obvious to see what your next reaction should be and when to trigger it. We introduce the tools into the process very early through the books, PDFs and Word and Excel documents. It is a form of self-study and exercises to understand your processes better. They are a way to look at problems, not solve problems. Many people buy the latest software, the latest book or even the latest methodology to implement some sort of solution, thinking it will make them better. What makes you better is using the tool rigorously, so you understand your problems and your own processes and then with hard work, take the time to figure out how to solve your problems. It's this process, that empowers you and which leads you to create better and more performing processes. Lean is a journey. As my friend Dr. Michael Balle says, â&#x20AC;&#x153;Lean is not a revolution; it is solve one thing and prove one thing.â&#x20AC;? I look forward to your participation in the Lean Marketing Lab! - Joe Dager, Business901.