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How to get triple impact in your next Service Design projectJoel BaileyDirector, Livework Studio London
JOEL BAILEY, LIVEWORK STUDIO
Customer
Commercial
Organisation
JOEL BAILEY, LIVEWORK STUDIO
Project #1 – the expedient route
Customer
Commercial
Organisation
JOEL BAILEY, LIVEWORK STUDIO
Project #2 – the sustained route
Customer
Commercial
Organisation
JOEL BAILEY, LIVEWORK STUDIO
Why do well-meaning projects get stuck here?
Customer
Commercial
Organisation
And how can we increase our chance of success?
JOEL BAILEY, LIVEWORK STUDIO
1. Give corporate therapy
“Can be like tissue rejection.”Joe Ferry
JOEL BAILEY, LIVEWORK STUDIO
1. Give corporate therapy
DenialDisbelief; looking for evidence that it isn’t true
ShockSurprise or shock at the event
FrustrationRecognition that things are different; sometimes angry
DepressionLow mood; lacking in energy
ExperimentInitial engagement with the new situation
DecisionLearning how to work in the new situation; feeling more positive
IntegrationChanges integrated; a renewed individual
JOEL BAILEY, LIVEWORK STUDIO
1. Give corporate therapy
JOEL BAILEY, LIVEWORK STUDIO
1. Give corporate therapy
• Get people together early on
• Expose them to things they reject
• Accept they will reject it
• Help them see that their emotions are a symptom of their broken system
• Don’t lose your bottle
JOEL BAILEY, LIVEWORK STUDIO
1. Give corporate therapy
“What was great about this project was how it gave us more than we expected. We got a blueprint for the future service. But we also got a team who were engaged and ready to deliver on that blueprint.”
JOEL BAILEY, LIVEWORK STUDIO
2. Choose your line
JOEL BAILEY, LIVEWORK STUDIO
2. Choose your line
“We will be the most customer oriented company in the Nordic insurance market.”
JOEL BAILEY, LIVEWORK STUDIO
2. Choose your line
We will be the most customer oriented company in the Nordic insurance market
r03.v00 Customer06/03/2013
Potential Unaware Notice Recognise Connect Relevant Research Look for/request info Specify Shortlist Request quote Evaluate Select Decide Negotiate/agree Adjust contract Commit Process Receive Setup Imbed Information Manage policies Make adjustments Admin changes Information Notification Plan and prepare Solicit help/ information New situation Adjust to new situation End of contract Change of need Assess situation Decide Terminate ProcessingBased on CSI Survey & Relevance
Not aware of the risk, products and/ or companies the offer insurance products
Get exposed to a brand and or service that (might) have impact on the business
First realises the insurance need via an incident (reactive), unmitigated risk, or ad/ promo
Connects the brand, product or service to a risk and or (legal/ contractual) requirement
Sees the relevance of the service and/ or product for its organisation or operation
Look for a package for the benefits/ returns, the best risk-reward case
Check/ receive info through brochure/ pamphlets/ calls or visits, word-of-mouth
Consider or filter out which types to product are relevant and needed
Actively qualifies and selects companies to work with based on hard or soft criteria
Receive and negotiate on the quote. Further comparison from other rival offers
Evaluate companies, proposals and offers against expectations or criteria
nth round discussion leads to final selection of companies/ individuals
Choose the company and offer that meets needs, expectations and requirements
Negotiate and agree final terms, costs and conditions
Prepare/ adjust contract details according to latest offer and terms
Finalise contract, with discussion & approval from authorised person
Form and paperwork are submitted & processed and receives confirmation
New customer receives info pack, welcome message and other contract related docs.
Enters the insurance contract into its policy and risk management portfolio
Imbed insurance, products and services into business routine and processes
Request/receive information related to products & services, including up- & cross sell
Manage policy, and respond to change in internal/external operating environment
Affect changes such as decrease/increase risk cover, adjust premium plans etc.
Change in policy, insurance plan, people and handling of insurance account
Request/ receive information related to insurance products & services
Receive information about a change, issue or, something requiring (legal) notification
Plan changes in the business that change the business and/ or the organisation
Request/ receive information or assistance to address the consequences of the change
Notice planned and unplanned changes in business and or operating conditions
Make adjustments to the setup or composition of the contract to reflect the new situation
End of the contract based on contracted period and/or conditions that allow termination
Realise the gap between their needs/promised services, and actual commitments by provider
Revaluate risk portfolio/costs and assess impact of terminating the contract or buying new one
Decide to stay with current service provider, switch provider or terminate contract
Reach decision to terminate the current contract
Revokes/ ends the policy and severs relationship with the provider
Overall Satisfaction 0 2 7 0 2 8 17 5 8 16 14 13 17 17 13 12 14 17 18 16 14 13 16 17 16 17 2 16 2 14 14 15 14 14 12 14
Perception (Trust/ Relationship) 0 0 0 0 0 0 21 0 0 20 20 21 20 21 20 20 22 22 23 21 23 20 22 20 23 22 0 22 0 22 23 23 23 23 23 22
Q2 Overall, how satisfied or dissatisfied are now with Gjensidige?
19 0 0 0 0 0 0 21 0 0 21 0 23 0 23 21 0 25 23 25 21 23 0 23 0 23 23 0 23 0 0 25 23 23 25 25 23
Q3 Imagine an ideal insurance company. How closely to this ideal [reference point] is Gjensidige?
18 0 0 0 0 0 0 0 0 0 20 0 20 0 0 20 0 0 20 20 0 22 20 20 20 22 20 0 20 0 22 20 0 22 20 22 20
Q4 To what extent Gjensidige tend to meet corporate expectations?
18 0 0 0 0 0 0 0 0 0 20 20 20 20 20 20 20 20 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Value-for-Money 0 0 13 0 0 14 26 12 23 24 27 23 29 26 23 27 23 25 26 24 24 24 25 28 26 25 0 22 0 27 26 27 26 26 27 35
Q7 How satisfied or dissatisfied are you with the price you pay for corporate personnel policies?
24 0 0 0 0 0 0 0 0 0 27 29 31 29 29 27 27 0 0 29 0 27 0 29 0 0 27 0 31 0 29 29 31 29 29 27 0
Q8 How satisfied or dissatisfied are you with the price you pay for insurance products?
26 0 0 0 0 0 0 31 0 0 31 34 29 31 29 31 29 0 29 34 29 0 31 29 29 31 29 0 0 0 34 29 34 29 29 0 0
Q10 To what extent are you confident that the insurance contents covers your needs?
19 0 0 0 0 0 0 23 0 0 23 25 21 23 21 23 21 0 21 25 21 0 23 21 21 23 21 0 0 0 25 21 25 21 21 0 0
Q11 To what extent do you believe that Gjensidige's insurance documents are understandable?
29 0 0 0 0 0 0 37 0 35 0 35 0 32 0 0 32 35 37 32 35 32 32 32 35 35 35 0 0 0 35 0 35 0 0 0 35
Q13To what extent do you believe that Gjensidige's newsletters, brochures, product information are
easily understood?11 0 0 13 0 0 14 14 12 12 14 13 12 0 0 13 0 12 14 13 12 13 12 13 0 14 13 0 13 0 12 0 13 0 0 0 0
Q12Over the past 12 months has your company
received newsletters, brochures, product information, etc. from the Gjensidige by mail or
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Unaware of the insurance products/ services or unaware of risk and benefits Investigate and gather requirements for a specific insurance, or portfolio Requesting and evaluating offers from one or more insurance providers Negotiate price, terms and conditions, sign and activate contract
New CustomerPeriod immediately after signing the contract where the contract is setup
Unaware Aware ContractInterested Consider CancellationTermination policy and, or relationshipBecome aware of the brand, the organisation, the products or service offered In a steady state managing and administering policies and paperwork
Change of SituationChange in the business and/ or operating conditions that impact the contract
ReconsiderConsidering changing insurance products and/ or insurance provider
JOEL BAILEY, LIVEWORK STUDIO
2. Choose your line
Permission + scattergun + measures
= 77th to 11th in customer satisfaction
= sustained uplift in performance
JOEL BAILEY, LIVEWORK STUDIO
2. Choose your line
• The Scattergun
• The Mega Backlog
• The Thin End of the Wedge
• The Massive Agile Co-Location
• The Small, Well-Paced Team
JOEL BAILEY, LIVEWORK STUDIO
3. Look out for legacy
We will be the most customer oriented company in the Nordic insurance market
JOEL BAILEY, LIVEWORK STUDIO
3. Look out for legacy
We will be the most customer oriented company in the Nordic insurance market
JOEL BAILEY, LIVEWORK STUDIO
3. Look out for legacy
We will be the most customer oriented company in the Nordic insurance market
JOEL BAILEY, LIVEWORK STUDIO
3. Look out for legacy
We will be the most customer oriented company in the Nordic insurance market
JOEL BAILEY, LIVEWORK STUDIO
3. Look out for legacy
We will be the most customer oriented company in the Nordic insurance market
JOEL BAILEY, LIVEWORK STUDIO
3. Look out for legacy
We will be the most customer oriented company in the Nordic insurance market
• Find out where the power lies
• Work out how decisions get made
• Ideally engage with that
• If not, help your client subvert it
JOEL BAILEY, LIVEWORK STUDIO
How to get triple impact in your next Service Design project
Customer
Commercial
Organisation
1. Give corporate therapy: make time to talk it out
2. Choose your lineSelect your delivery model
3. Look out for legacy: create shadow management
JOEL BAILEY, LIVEWORK STUDIO
Customer
Commercial
Organisation
None of this is new...
Think like a designer, manoeuvre like a consultant
JOEL BAILEY, LIVEWORK STUDIO
For more practical advice
Customer
Commercial
Organisation
JOEL BAILEY, LIVEWORK STUDIO
joel@liveworkstudio.com+44 7941 156449
Thank you!
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