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As part of the Interaction Design Programme, CIID ran a four week service design course in collaboration with Copenhagen Airport (CPH). The goal was to envision new experiences for the different kinds of people that use CPH. Visiting faculty from leading service design and innovation companies - IDEO and Live Work - were invited to teach the course. This book highlights the processes the students went through over the 4 weeks and the final concepts they developed.
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SERVICE DESIGN COURSEPAGE 1
BEYOND BOARDING PASSES
COPENHAGEN
INSTITUTE O F INTERACTION DESIGN
Envisioning new services for Copenhagen Airport
from end user experience to systemic innovationSERVICE DESIGN COURSE01-26 AUGUST 2011
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CIID would like to give a special thanks to Copenhagen Airport for their collaboration and support throughout this project.
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Copyright © by CIID/DSKD All rights reserved.
The content (including im-ages) of this document should not be reproduced or redis-tributed without explicit writ-ten permission from CIID. If you have any enquiries on this matter, please write to [email protected]
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PREFACEThe following projects were developed during a four-week course in Service Design. Students focused on the designing new services for Copenhagen International Airport. Their goal was to understand better the needs and desires of system stakeholders and to design an entirely new offering.
The Interaction Design Programme 2011 is sponsored by Novo Nordisk, Velux and Maersk. The programme is hosted by Kolding School of Design.
The aim of the Interaction Design Programme is for students, faculty and staff to work together in a multicultural, multidisciplinary studio environment to co-create a new kind of education that is relevant for academia and industry.
We believe in a hands-on and user-centered approach to interaction design and this one-year programme teaches students to apply technology to everyday life – through the design of software, products, and services.
Students are taught the programming and electronics skills needed to work with technology as a design medium and frequent work in multidisciplinary teams encourages peer-to-peer learning. User-research and experience prototyping provides real-world grounding to concepts and ideas.
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CONTENT12
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INTRODUCTION
AIRPORT EXPERIENCES
THE 4 WEEK PROCESS
PROJECTS
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“A set of functions offered to a user by an organisation. The results are generated by activities at the interface between the supplier and the customer”. (Bill Hollins, 2001)
SERVICE DESIGN
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INTRODUCTIONNetflix is a successful service innovation that facilitates the distribution of entertainment media. It’s awareness of the experience of use (frustrations with browsing and late fees) led to innovations on the system’s front-of-house (user interface, selection queues) and backstage (distribution by mail from regional centres).
Opening a direct, more intimate channel to consumers was an example of disruptive innovation that signalled the decline of neighbourhood video shops. It has also allowed Netflix to transition seamlessly to digital on-demand distribution.
The development of service design innovations can be a complex undertaking. Services mediate our experience of complex systems and the starting points for end-users tend to vary widely based on many factors (technical knowledge, experience with the system, awareness, attitudes toward privacy, etc.).
Service design is a hot topic in the design world, both in terms teaching it and applying it to industry projects. There also seems to be a growing tendency for people to talk about what it is. At CIID we want to develop new thinking and opinions about service design, to be a place where this thinking becomes tangible.
It is important to remember that service design is not a discipline, nor is it formulated. It is the process of designing (a service) in the same way product design is the design of a product. The more important question is what are services-and how do they bring value to people?
As consumers, our experience of products and environments is influenced heavily by the quality of the services that govern our interactions with them. Apple’s iPod or iPhone, for example, has limited utility without the delivery of services through iTunes.
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beyond the assumed wisdom of a system’s current structure and draw inspiration from a wider set of potential solution components, including product, environment, communications and distribution innovations.
Service designers also benefit from understanding the experience of end-users and seeing the system from their perspectives. Services often mediate the user experience of systems at multiple stages and through multiple delivery channels.
But not all consumer touch points are created equally. When Marriott sought to attract more young business travellers to its flagship hotel chain, it identified the particular service delivery moments that influence brand selection among this customer group. By considering the range of service touch points and elevating those that were most meaningful to its target customers, Marriott was able to establish new expectations and attract new customers.
Successful service design solutions require support for customisation, adaptation over time – even systemic responses to intentional workarounds and rule breaking.
In service design, the end-user often adopts the role of designer for his or herself. Successful solutions provide a range of potential experience outcomes (the “platform”) with the support and guidance that allow end-users to craft the best possible service experience. Failure to provide the experiential tools and cues to navigate a system successfully will engender frustration and push end-users to find alternative solutions.
Service design is ideally suited for the systems thinker and design integrator. The first step is to understand an existing system (the “As Is” state) and to build a clear picture of the stakeholder and system dependencies that underlay the current delivery model.
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VISITING FACULTYAre Hovland NielsenBrian RinkJulia FrederkingRory Hamilton
RESIDENT FACULTYEilidh DicksonNina ChristoffersenSimona Maschi
KEYWORDSService design,Systems thinkingSystems designTouch-pointsUser experienceExperience prototyping Service blueprintsStakeholders
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AIRPORT EXPERIENCES
Relatively speaking it can be said that Copenhagen Airport already provides a very efficient service. Therefore the course was a rare opportunity to rethink the role of the airport and the experience it facilities.
The evolution of airports is influenced by various factors. From advances in technology, to security restrictions and airlines wanting to have competitive advantage.
Taking the check-in process as an example; Twenty years ago it would have been common procedure to arrive at an airport and check your bags in ‘curb side’ thus allowing you to travel through a busy terminal with minimal baggage. However now, due to increased security, logistically this service is far less efficient and economical to provide for every passenger.
The course proposed to explore service design innovation opportunities for users of Copenhagen Airport. The project gave the possibility to look at the ‘users’ not only as travellers but as each individual or group of people that pass through the doors of the airport. This could be anyone from employees to taxi drivers, people greeting families, emergency service workers to plane spotters and even people who got on the wrong train and ended up there by mistake!
The students were asked to think about the ecosystem that surrounds the airport both in terms of the people, interlinked services and the infrastructure needed to support the complexity of such a place.
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The act of checking-in at an airport is increasingly involving more active participation from the traveller, whether it being checking in online, printing your own luggage tags or scanning your passport.
The level of person to person interaction is decreasing and services are moving towards a higher level of automation.
What used to be a very passive service where airline staff would essentially ‘take care of you’ is turning into a self service platform that requires passengers to adjust their mental model and expectations of the check-in process.
This is just one point of interaction in the customer journey that not only effects that moment in time but also influences the bigger airport and travelling experience people have.
This example illustrates how services are made up of a complex ecology of touch-points that potentially influence each other and the user experience they provide.
The check-in process at airports is an example that shows many service innovations being gradually introduced. This gradual approach allows time for people to adjust their perceptions and ease the adoption process of these interventions.
This course was an opportunity to challenge this approach; create new ideas that are radical but will still be accepted by the people using them.
Essentially, how do you create new experiences that are thought provoking and have potentially never been seen before, but still enable people to feel empowered to use them and see value in the idea?
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During the project students were asked to consider the following guidelines throughout their process.
1. ‘Zoom-in zoom-out’ approachThroughout the process students should understand the service they are designing from a macro and micro level. They should be able to zoom-out of the service to a systemic view point and see how the service is a product of multiple stakeholders and interactions over time. On the other hand being able to zoom-in to specific design details allows you to understand how people will interact with a certain touch-point and how these can have a ripple effect on entire system.
2. Iterative experience prototypingThe students had time to explore many critical points before going into depth with one - this allowed them to understand the complexity in which their solution lived and also the opportunity to explore a particular part of their suggested solution in detail.
3. A platform for actionServices should incorporate the correct blend of active and passive participation from the user. The students were asked to try and create a feeling of empowerment towards using the service they designed. People should feel comfortable with their level of engagement with the service and know that they are doing the right thing at the right time. Services require give and take between the user and the system.
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4. Provide a sense of ownershipAllow the user of the service to feel a sense of desirability and value when using the service. Strive to create the same sense of ownership people have when they buy or use a tangible product.
5. Use strong visual communication techniquesThough most people can relate to airports, it is important to not assume preconceived knowledge from all participants. The teams were pushed to use their visual communication skills as an advantage to clearly demonstrate each element of their service.
6. Keep it simpleAlthough it is important to have a holistic overview of the end- to-end service, it was okay for the teams to narrow their focus to a few crucial points of interaction to develop in more detail and prototype.
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OUR 4 WEEKPROCESS
W1 UNDERSTANDING THE CONTEXT &GATHERING USER INSIGHT
W2 GENERATINGCONCEPTS
CONTINUOUS LEARNING ON SERVICE DESIGN
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W3EXPLORING THE USER EXPERIENCE
W4REFINING THE CONCEPT
CONTINUOUS LEARNING ON SERVICE DESIGN
Throughout the service design course, CIID faculty wanted the stu-dents to build their own knowledge around service design, discover it for themselves and develop new thinking around the topic. It was aimed to not narrow their opinions by overloading them with past definitions, examples and interpretations of service design.
At the begining of the course faculty provided ‘just enough’ of an introduction to service design and systemic innovation so the students were aware of important considerations when desiging a service, such as a zoom-out zoom-in approach.
This initial knowledge immersion was done through a concise, pro-vocative and visually strong presentation. After this, all new knowl-edge provided was through ‘hands-on’ exercises. Open discussions were often facilitated for the students to reflect on their learning and how their thinking around service design was developing.
The initial introductory exercises for the students focused on being aware of the complexity of intertwining services that infiltrate our lives and looking at how to map these across variables such as the level of innovation (incremental v’s radical) and the extent of user participation involved in the service (passive v’s active).
Throughout these exercises the students were introduced to various visualisation techniques commom to service design such as user journeys, scenarios, blueprints and stakeholder maps. These were all crucial tools they would go on to use throughout their projects while developing and communicating their ideas.
W1 UNDERSTANDING THE CONTEXT &GATHERING USER INSIGHT
The focus of Week 1 was on defining an area of concentration for design – a specific part of the end-user experience or current service delivery model – where innovation could be applied.
The group’s primary goal was to generate quickly a broad understanding of the existing system. Who are the primary stakeholders? What shifts in technology are having an impact on the delivery of services? What new touch-points are emerging?
Early in the week, local experts and informants from Copenhagen Airport briefed the class on the current state of service delivery, key social, economic and technological trends, and current plans for innovation. Students participated in initial mind-mapping exercises as a way to find potential themes and areas of interest to focus on for their in-context research.
For the remainder of the week, the project teams conducted field research to gather inspiration and refine their understanding of the chosen area of interest. Teams captured their research according to their own requirements (video, still image, voice recorder, etc.).
The focus was on distilling insights from the research as rapidly as possible. Teams were encouraged to conduct research “storytelling” sessions at the end of each day, capturing observations and initial insights on post-its. Some teams organised their research initially by user, capturing key narrative points, quotes and user needs (met and unmet).
W2 GENERATINGCONCEPTS
In Week 2, student teams moved from problem definition to concept development. Initially, the teams brainstormed a wide array of potential service solutions. As work progressed, however, teams refined their design criteria in order to gain greater clarity and specificity.
Once brainstorming was completed, each team defined a small number of potential service concepts for review with faculty.
W3EXPLORING THE USER EXPERIENCE
In week 3 the class then shifted from design thinking to action as students built experience prototypes of their team’s new service offering. The goal of experience prototyping is to sharpen the designer’s understanding of his or her design intent – How does the prototype help to inform the team’s thinking about and iterative development of the service solution?
Each team tested their proposed service solutions in the real world with real people. The design teams sought to understand if and how these ideas bring value to potential users. Real people were asked to test service prototypes as part of their everyday practice. The student designers reviewed the results of the experience prototyping for clues on how to enhance their service solutions in ways that optimise the activities, needs and expectations of all the people.
W4REFINING THE CONCEPT
Week 4 was intended to bring the experience of the Service Design course together – a final look at the proposed service solutions and the process used to develop it. Teams incorporated user feedback into the final iterative expression of their design concepts, tracking the changes to reflect user input. In a final presentation to colleagues and faculty, teams were evaluated on both the design solution and the process by which it was achieved.
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PROJECTSCPH CLOUDAli Seçkin Karayol, Marthinus Oosthuizen, Yufan (Wei) Wang
CPH WITH YOUDaim Yoon, John Lynch, Mette Lyckegaard
WORK CPHChris Bierbower, Joshua Noble, Harikrishnan Gopalakrishnan
A FAMILY ON THE WINGSMarco Triverio, Helle Rohde Andersen, Hao-Ting Chang
SWAP HUBAlix Gillet-Kirt, Kristjana Guðjónsdóttir, Wan-Ting Liao
WELCOME CPHHarsha Vardhan Ramesh Babu, Martin Jensen, Hyeona Yang
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Ali Seçkin KarayolMarthinus OosthuizenYufan (Wei) Wang
CPH CLOUD
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SERVICE DESIGN COURSEPAGE 39
THE SERVICECPH Cloud is a networked service platform that gives support and new opportunities to passengers, staff and retailers by connecting them together, prompting them with useful information at opportune moments throughout the airport (space & time) and providing a key platform for expansion of the travelling experience in the future.
FlashTicket is part of the CPH Cloud platform service that allows passengers to credit a boarding pass with money and spend it at the airport, both during their journey and on future journeys. The service provides incentives in the form of rounding-up spare change and special offers and discounts from retailers.
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WHO IS IT FOR?
For CPH Cloud, the main user is the airport and all entities that operate within it. It exists to facilitate the connection between stakeholders; passenger, staff, airline and retailers.
In the case of our example platform service, FlashTicket, the target user group are is casual to relatively frequent leisure travellers. FlashTicket can of course be useful in many special cases, from depositing money on a boarding pass for unaccompanied minors to business travellers collecting leftover change on their online FlashTicket account.
WHY IS IT VALUABLE?
For both passengers and staff, the CPH Cloud is the key to providing a flow of information that is delivered throughout the airport to the right people, at the right times. This core value provides the foundation for platform services such as FlashTicket, to create a comfortable travel experience for passengers and an efficient work environment for staff.
For airlines and retailers CPH Cloud opens up new channels to provide useful and meaningful information services to passengers and staff, and empowers them to develop new passenger/ service interactions that improve the brand of Copenhagen as a flight destination.
For the airport alone the power of collecting this information as passengers use the system will improve understanding of people’s use of the airport, enabling them to use this knowledge to improve experience in the future.
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HOW DOES IT WORK?
CPH Cloud is essentially a network infrastructure that connecting people & places within the context of CPH airport. A passenger travelling to Milan, for example, can opt in to the FlashTicket service when they book their ticket online at their preferred carrier. They can plan their time through the airport, adding any offers or facilities that CPH may be offering at that moment in time and preparing themselves for the airport experience.
At the airport, the passenger, checking in, can view and change their journey before receiving their FlashTicket. The ticket itself is used to redeem offers, pay for typical items and identify themselves and their progress to CPH using ticket readers at locations such as coffee shops and convenience stores eventually using it as a regular boarding pass to travel to their destination.
WHAT DID YOU LEARN?
Our main insights derived from research phase were based around passenger mindset. Many people find the moments in which they have to wait a stressful aspect of their journey through the airport and part of our research insight was that passengers accept that this is part of the airport experience.
We learnt that this was mainly due to a major lack of information at key moments which if provided in a sensible, subtle way would benefit a passengers “internal schedule”; the way in which they see themselves spending their time at the airport.
W1CONTEXT & USER INSIGHTAn inspirational shadowing exercise conducted with a budget traveller early in our process showed that for almost 50% of the time you are doing nothing in an airport; you are waiting. We expanded this to investigate passenger mindset and communication of information in order to better understand the reasons for this and opportunities in waiting.
W2FIRST CONCEPTSFirst run concepts explored providing a learning experience in the form of an airport library,a universal ticketing system incorporating wider infrastructure of Copenhagen to give passengers an opportunity to plan their journey and a local network infrastructure based on communicating the right information at the right time to both passengers and staff.
W3EXPERIENCE PROTOTYPING After we chose the concept that we wanted to move forward with, we started to develop the touch points within the service concept to better understand its main value proposition. From there we developed and executed, with help from real passengers and airport staff, a series of iterative experience prototypes connected to 2-3
inter-linked touch points that we identified as questionable and wanted to gain more user insight from. This helped us greatly in developing the concepts quickly and identifying the key value for the passengers. A big insight that came out of the prototyping was that our service concept was also relevant to the staff of the airport; an example of something we would have never thought of outside of the experience prototyping process.
W4PROTOTYPE TO SOLUTIONDiving straight into experience prototyping during our concept development phase allowed us to quickly make decisions at both a ‘zoomed-in’ and ‘zoomed-out’ level about how our service operates and what touch points to develop at its core. It became increasingly apparent that varying locations in the airport worked better with
different concept prototypes and that their value was in informing the development of connected touch points that were on a conceptual level. We found more and more that people were opinionated about these conceptual designs because we weren’t letting them experience them at that point in time.
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THE SERVICECPH With You is a new approach to communication and passenger guid-ance within Copenhagen Airport.
The service provides personalised, location specific information to each passenger as they move through the airport.
CPH With You filters out unnecessary data and provides contextual guid-ance. The service hosts and takes care of passengers as individuals, leaving them free to relax, shop and enjoy the airport.
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WHO IS IT FOR?
CPH With You is for all passengers departing through CPH airport. At airports around the world, the task of making sure everyone gets to their specific gate on time is managed using large displays, communicating en masse to passengers as they pass through the airport.
This new service will work in parallel with, but may one day replace the displays as passengers become aware of the benefits of personal guidance. Using CPH With You, passengers no longer have to filter an airport full of information to find what is valuable to them, instead they receive just the information they need, when they need it.
WHY IS IT VALUABLE?
By communicating directly with passengers, it is possible to take greater care of individuals, putting people at ease as they pass through the shopping areas and towards their gates.
Because each information point in the system is location sensitive, gate information and walking times can be related in a simpler, context-aware mode.
The relationship between airport and passenger is enhanced by this direct channel of communication and opportunities are opened for direct marketing, language specific options or simple personalised niceties designed to enhance the overall experience of each passenger at Copenhagen.
The service presents a win-win arrangement for the airport and travelers by putting passengers at ease while allowing them to browse, eat and shop in complete assurance that they will make their gate on time.
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HOW DOES IT WORK?
Every passenger who boards a plane at CPH does so by means of a boarding pass. That pass may be a card, paper printed at home or even mobile phone based but all forms share the same 2D barcode technology.
Currently, the information stored in that barcode is used for access to the aircraft and as proof of destination when making tax-free purchases. CPH With You‚ makes use of the personal information on the boarding pass to identify the passenger at multiple touchpoints around the airport.
By cross-referencing with databases containing current gate assignments and flight times as well as location specific data about the airport buildings, useful, naturally relevant information can be delivered directly to the passenger.
WHAT DID YOU LEARN?
The service concept emerged from a statement of intent, to personalise the experience of each passenger hosted by CPH airport. In-context research and interviews showed that even expert users of the airport check, and double check the information they need as they pass through the airport. This often involves return visits to airport screens on many occasions during the journey.
We learned that there are critical moments in the journey where a passenger asks ‘am I doing this right?’ as they try to keep track of flight departure time, boarding calls, distance to gate and make shopping decisions. It is an essential quality of this service that the touchpoints can be tuned by management; moved around the airport space, customised and optimised for each specific location.
W1CONTEXT & USER INSIGHTFrom the beginning we chose to focus on passenger mobility through the airport, the journey from entrance to gate and for arrivals, from gate to exit. We felt this to be an area where passenger experience is changing due to modern automation and also a context within which even a small intervention might scale to affect great improvement. .
W2FIRST CONCEPTSThe airport experience is one where the passenger is becoming responsible for more and more logistics. We hope to provide personalised information at multiple points where passengers might ask ‘Am I doing this right?’ This information should make wayfinding, timekeeping and even shopping and dining easier and more enjoyable.
W3EXPERIENCE PROTOTYPINGWe worked on individual touchpoints, using printed tickets to deliver information to passengers. Passengers felt it was assistance overkill. As people we may have changed the dynamic by over-assisting‚ to the point of creating a stigma. A scanner with an embedded screen but no functionality drew people in and enabled conversations around expectations and positioning.
Other prototypes included gate side shopping and receiving information on shopping receipts. A full service blueprint helped move the idea forward. The next step was to prototype using multiple touchpoints which gave the impression that they really worked. One willing passenger experienced 5 touchpoints on her journey. Feedback was positive and helpful, freeing us to spend our final week thinking about design expression and more charming, incidental possibilities.
W4
PROTOTYPE TO SOLUTIONIt was apparent that there is a fine line between assisting passengers and over-assisting, which can be extremely frustrating. While providing take away tickets seemed like a sound concept in the studio, during experience prototyping passengers expressed dismay at having more pieces of paper to carry and keep organised. Advanced concepts around the boarding pass were also explored, including a gate shoppingfacility which allowed for purchases to be delivered before boarding.
Within the controlled airport environment this was deemed likely to have been either too disruptive to existing business models or simply not profitable enough to justify implementation. During our final experience prototype, with multiple touchpoints we felt we found a sweet spot‚ chaining together interactions with the service and providing information in natural language, addressing the passenger by name.
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Chris BierbowerHarikrishnan GopalakrishnanJoshua Noble
WORK CPH
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THE SERVICEThe WorkCPH service communicates via mobile app or SMS to guide business travelers through their trip.
It anticipates their needs and provides useful offers and information, while the WorkCPH offices provide a private and comfortable personalised working space in the city and in the airport.
The WorkCPH service provides a secretary you can access with your phone and an office you can use in the city or the airport to make working while travelling less stressful and more productive.
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WHO IS IT FOR?
WorkCPH aids budget business travelers who travel frequently for work through CPH but do not have access a flagship airline rewards private lounge. These travellers fly up to 20 days a month but are rarely rewarded by their airlines for their patronage.
WorkCPH is a way for the airport to intervene and provide a service and rich data to these travelers, making CPH a better place to work.
WHY IS IT VALUABLE?
WorkCPH provides travelers with real-time information whether they’re booking office spaces or not, as an incentive to use the WorkCPH office spaces, and as a reward to the traveler for using CPH Airport.
If a traveler decides to book the WorkCPH space they have a quiet location to get online, make calls, and work, while receiving notifications and data that they may need through the mobile service.
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HOW DOES IT WORK?
After signing-up with the WorkCPH service, customers are asked to submit their preferences: how they travel, their privacy settings, what sort of beverages they would like with an office space when they book one, and their contact info.
Forwarding an airline confirmation to the service registers a flight with the WorkCPH service and the application allows you to book transport to CPH and an office space as soon as the flight is confirmed. On the day of the flight WorkCPH provides a wake-up call, arranges transportation and if you’ve booked an office space, provides a quiet place to work with a beverage of your choice.
In the case of delays, your stay at the WorkCPH office can be extended automatically and information from the airline and airport can be routed through the application.
WHAT DID YOU LEARN?
The statement of intent we formulated was aimed at helping budget business travelers plan their day around an upcoming journey to allow them to be more productive. From several of the interview sessions and in-context research, we learned that our target user group would benefit from enhanced communication with the airport and airlines, and also workspaces in and around the airport.
This service concept aims at communicating certain important events directly with the budget business travelers such as change in flight timings; while also providing easy access to various services such as local transportation and enhanced service touch points such as physical workspaces within the airport.
W1CONTEXT & USER INSIGHTOur team explored the experience of business airline passengers and how we might improve the time they spend in the airport.Travel is often a significant part of their lives. We designed for their unique travel philosophy in the hopes of improving their journeys.
W2FIRST CONCEPTSAfter the brainstorming session, ideas were clustered around different themes and contexts that included emtotional and physical well being of business travllers and services for ‘non-priveledged’ business travelers.
W3EXPERIENCE PROTOTYPINGAfter further planning, WorkCPH was ready for introduction to our target audience. We created simple flyers that we handed out in the F Pier of Copenhagen Airport to prompt discussion with business travelers around the possibility of a service designed to make business travel in the airport better.
We then took the information from the interviewees andrefined the service for a run through. He walked through the interaction of the service as she travelled to the airport and documented the journey and her responses.
W4PROTOTYPE TO SOLUTIONWe realised quite quickly that we would need to have office spaces located in several locations throughout the airport and would need to provide location based directions to the office space that the user would utilise. Our service prototyping focused on the messaging and structuring of the communication between the customer and the service.
Sunday 15/08 WorkCPH
Add a Trip
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See Noti�cations
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Check a Visit
Check CPH Now
He simply forwards his travel itinerary to set up
the event inthe WorkCPH system
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Air BerlinABAB317317
0 9 4 0: Departs
1 0 5 0: Arrives
WorkCPH sets up his departure and
arrival and preferred services.
Cab Service
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WorkCPH suggestsa cab pickup for each
of them and Larsaccepts it.
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He requests an o�cefor 2 hours to work with acolleague before his �ight.
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The day of the �ight, the routesto the airport are particularly busy. WorkCPH suggests taking an extra
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Lars sets up a meeting with James before their �ight so they can talk
to their colleagues in Tokyo.
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Lars Jensen
James Smith
Tuesday 17/08
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Air Berlin AB31710 Minutes DelayInternet AvailablePurchase
James and Lars receive noti�cationsthat their �ight is 10 minutes late
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Before boarding their �ight Lars checksthe o�ers for Milan and sees that a hotelis o�ering a discount to WorkCPH users.
At the meeting room they convenein privacy behind frosted glass, working
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his �ight and set up services around his �ight.
In the taxi on the way to the airport the cab
noti�es Lars that James will be a few moments late and also tells him
what the weather will be like in Milan.
Work
Monday 16/08
James arrives in CPH and heads into the city for a meeting. He then works for
several hours at the Copenhagen WorkCPH in the central city.
Hotel Special
Learn More
Marriott
Using one of the WorkCPH promotional partners he reserves a
hotel for the night.
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James then usesWorkCPH to arrangea wake-up and a cab
at 6:55.
As we refined our messaging we eliminated certain elements of the communication and focused on how an attendant could welcome the customer to the office space and provide a human touchpoint at the point where the service becomes physical.
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Marco TriverioHelle Rohde AndersenHao-Ting Chang
A FAMILY ONTHE WINGS
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THE SERVICE‘Family On The Wings’ is a community service connecting a child travelling alone with a different family on the same route in order to create a personal, playful and safe travelling experience.
The service facilitates a network of trust by connecting families and their children with other families from their local environment.
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WHO IS IT FOR?
The user group is children travelling alone. By connecting these children with a ‘host’ family, they will travel with the same people, who speak their own language, throughout the entire journey.
The service also targets the parents of the children travelling alone and the families who will accompany the child on the journey. The service facilitates meetings between families via an online community, where the users can create family profiles and get in touch with each other by shared reference points.
The service improves the travelling experience for both children and the host family by creating a playful, personal and smooth journey from check-in at the airport to the arrival at the destination.
WHY IS IT VALUABLE?
The value lies in the personal and trustful relationship that the families build using the full service system from initiating the first contact with another family in the online community to sending a child travelling with this family, to sharing this travelling experience for other users to read and benefit from in the community.
The value is created by the users, who connect and share their experiences through the community site.
Moreover, tangible and intangible benefits are provided for the guest child and the host family throughout the journey in the form of access to the fast track security check, a map of all playgrounds in the airport, a camera and toys for the children, coffee for the parents and a ride in an airport car to their gate. All touch-points offered ease the experience of travelling with children. Furthermore the host family has the chance to earn bonus miles when accompanying a child.
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HOW DOES IT WORK?
‘Family On The Wings’ is a service platform facilitating a trustful network of travelling families. Users create family profiles in the online community and start building up a complete and trustworthy profile by providing pictures, information and sharing stories of their previous travelling experiences with ‘Family On The Wings’.
Furthermore, users can find shared points of reference by providing information about their local networks and by connecting their profile to Facebook and LinkedIn. ‘Family On The Wings’ collaborates with the major airline companies and provides several touch points throughout the airport.
The two families travelling together can either choose to check in together on the website or meet in the airport to do it. At check-in the host family is provided with a contact list. This list contains information about who is picking up the guest child on arrival and additional information of other people who are also allowed to pick
up the child, if plans should change change. The host family and the children also receive a ‘Family On The Wings’ welcome bag at this point to ease their journey through the airport.
Before the host family and the guest child arrive, the relative picking up the child at the arrival destination checks in to the airline company in order to confirm her or his identity. The relative receives two ‘Family On The Wings’-badges to pass to the child and the host family when they meet.
The badge works as a symbol of the completion of their journey together and will over time become a collectors item for the children to feel proud of their accomplishment. As soon as both families have shared their stories of their journeys back to the community, the badge will also appear on the family profile as a symbol of the experience.
WHAT DID YOU LEARN?
An overall learning working with children travelling alone has been that the service as it currently exists is very impersonal. Roughly speaking, the children are handled as human luggage being passed from one employee to another.
The service is convenient for the parents, but not necessarily from the viewpoint of a child. Parents trust the current service and perceive it as safe because they consider the airlines as professional entities, even though they are not always fully aware of the journey their child goes through. The main learning has been that there is a discrepancy between the parents’ perception of the service and the children’s actual experience. The children we met immediately formed attachments, especially when meeting people speaking the same language. That showed us that the value of familiarity and consistency is important for children when travelling. This is not currently considered by either parents or the service as it is.
W1CONTEXT & USER INSIGHTWe were interested in the myriad of meetings between people that CPH facilitates everyday. “Unaccompanied Minors” is an example of a service that is currently being offered by the airlines, but is handled in a very impersonal way. Our research focused on the journey that these children go through and how we might enrich that experience.
W2FIRST CONCEPTSTo accommodate our design challenge, we developed four concepts. Two of these we chose to develop further were: “V.I.Parent” a service that enables parents to escort their children all the way to and from the airplane. “A Family on The Wings”, a community service that connects children traveling alone with other families traveling the same route.
W3EXPERIENCE PROTOTYPINGPrototyping Trust: To prototype experiences around trust-building, we mocked up a post-it mobile interface and created a simple community website. We took these experiences to people in the airport and home to two parents and asked them to sign up and search for a family. We assumed they would call each other via Skype, but instead they used the chat and decided to meet in one of their homes.
We learned that it’s easier for parents to trust other parents because of their obvious experience with children and that it’s important for people to meet in person before deciding to travel together. The second experience we wanted to prototype was around the incentives for host families to accompany a child. We created an upgraded experience through the airport consisting of the family being escorted by us through the fast track security, a camera and toys for the kids, coffee for the parents and a ride in an airport car to their gate.
W4PROTOTYPE TO SOLUTIONThe focus in the experience prototypes was to learn about how people who do not know each other initiate contact and build trust. The main learning has been that trust building is a process that takes place over time. Initially we assumed that the service should also provide a formalised way for people to set meetings and places to meet.
Through the experience prototyping it became clearer that the service should rather be a facilitator of trustful networks, providing a well-designed platform for people to get in contact. All the families we prototyped with preferred to arrange their own meetings. A young mother said: “If my child is travelling with another family I would like to meet them in a personal and informal setting like their home or mine.”
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Alix Gillet-KirtKristjana GuðjónsdóttirWan-Ting Liao
SWAP HUB
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THE SERVICESwapHub is a service provided by Copenhagen Airport for passengers who wish to experience air travel in a different way.
It relies on values of trust, civism and reciprocity – highly prized in Scandinavia– to offer passengers the opportunity to exchange personal items on their way to, or from, a flight.
SwapHub is also an online community allowing travellers from around the world to share tips about their trip.
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WHO IS IT FOR?
Rather than applying a problem-solving approach to the Service Design course, we identified an opportunity in Copenhagen Airport: there is a category of individuals we believe is under-serviced.
This group of travellers passing through CPH do not wish to shop and are willing to open to new experiences and innovative behaviours. They have to spend time inside the airport terminals while waiting for their flight’s take-off and are often subject to boredom.
It is a heterogeneous group consisting of families with children, young couples, elderly, singles... of all nationalities, who all feel they are not taken into account in the airport’s design.
SwapHub offers them a friendly, collaborative platform to get in touch with fellow-travellers and optimise their cabin luggage by exchanging items they no longer have a use for, as well as sharing insider’s tips on their respective destinations.
WHY IS IT VALUABLE?
By building on the scandinavian tradition of mutual trust, such as the danish “gårdbutik”, and bleeding-edge consumer activity, Swap Hub brings more of the spirit of Copenhagen and Denmark into the airport –which may spark an interest in transferring passengers to come back.
It is a service that is unique to CPH airport, setting it apart from other airports in northern Europe and improving the journey of a group of passengers that have so far been under-serviced.
The hub also provides networking possibilities to passengers as up-and-coming creatives leave their work at the hub with the aim of getting their name out there.
Swap Hub’s value therefore lies in increasing the reputation and traffic for CPH airport, potentially bringing in a new customer group and making it a preferred transfer airport.
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HOW DOES IT WORK?
The SwapHub community is both present online and physically in one of the airport terminals.
It consists of a table where all donated items are displayed, after having been labelled by their last owners.
Using the hub is as easy as browsing the deposited items, evaluating which of your possessions you’re willing to exchange, print out a stick-on label, write a short description and tear off the stub – which contains a reference number to the object.
Once away from the SwapHub, you can consult the website, browse the objects you previously swapped and get in touch with the other “Swappers” –and feel part of a community of travellers.
WHAT DID YOU LEARN?
We apprehended many different aspects of service design, and how every touchpoint can influence a user’s journey dramatically.
In an environment we thought lacked well-designed experiences‚ we observed that minor tweaks greatly impact the user’s perception of a service.
An intricate collection of delicate interactions makes for a seamless, fulfilling experience, and demands numerous competences. Thus the crucial importance of our team‚ fortunately composed of a graphic designer, a computer scientist and an economist/product designer‚ that catered for all the facets of a service while keeping the right balance between objective analysis and empathy.
W1CONTEXT & USER INSIGHTOur initial observation phase had us watching how passengers and staff interact. As we identified different behaviours during waiting times, we began thinking about how to improve and enrich the experience of being in transfer.
W2FIRST CONCEPTSDuring the second phase of our investigation, we focused on the needs of transfer passengers. Beyond the practical aspects, we envisioned ideas including the Smart Chair and the Transfer Hall Maître D’, we also came up with the idea of a Swap Hub that targets an open-minded, under-serviced group of passengers.
W3EXPERIENCE PROTOTYPINGThe third week of the project led us to conduct extensive testing and prototyping of the SwapHub concept. Every day of that week, we went on location and set up different versions of the Hub: first in the Transfer Centre in the form of an SAS counter, and then displayed on a simple table and later in the CPH Go, the low-cost Terminal.
We also diversified our approach to staff and tried to evaluate people’s reaction to a hostess wearing a uniform vs. an unmanned environment.Additionaly, we created a blog, swaphub.wordpress.com, to keep track of the project’s progress and gather people’s feedback.
W4PROTOTYPE TO SOLUTIONThrough the four weeks of the Service Design course, we tried to root every one of our assumptions in real-life testing. We brought mock-ups to the airport and presented passengers with a believable experience very early on, constantly developing low fidelity versions of the final service – by putting together cheap props, modifying branding and communication strategy, changing location, or presenting the concept
in a different way – grounding the final solution in the users’ feedback, every step of the creative process. Future development was also given careful thought, as one of our goals was to create an easily implementable solution for today’s Copenhagen airport but suitable for incremental growth in other transportation hubs and cities.
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Harsha Vardhan Ramesh BabuMartin JensenHyeona Yang
WELCOME CPH
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THE SERVICECPH Welcome is a service offering arrivial passengers at Copenhagen Airport to plan for a warmer personal welcome experience.
Through a simple website interface arrival passengers can choose to have a personal guide/escort to welcome them upon arrival and also get the chance to customise a deck of information cards to support, guide and inspire their onward journey in the city of Copenhagen.
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WHO IS IT FOR?
CPH Welcome is targeted at passengers booking online interested in spending a little time pre-planning their arrival in Copenhagen for a less troublesome more inspiring welcome experience at the airport and onward journey in the city of Copenhagen.
WHY IS IT VALUABLE?
CPH Welcome is bridging the gap between the level of service passengers expect onboard and what they experience on the ground while finding and reclaiming luggage as well as figuring out how to take the right transportation with the right ticket at the right time.
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HOW DOES IT WORK?
A website allows travelers to plan for a nicer welcome experience at Copenhagen Airport.
Besides a free metro ticket and refreshment while waiting for their luggage, arriving travelers can also choose to have a personal guide welcome them and customize a deck of information cards to support and inspire their onward journey in the city of Copenhagen.
WHAT DID YOU LEARN?
Service Design is about zooming in and out, all the time. It’s about one system blending into the next. In a team, it’s about framing things the same way yet experiencing them differently.
Thinking in systems of reality and layers of interpretation can be good in analysis, but prototyping experiences means that thinking with your head is often not enough.
Sometimes you need to let your body do the thinking for you. Ask yourself, are you treating the system or the symptoms of the system? Are you over-interpreting or missing out on something?
Are you even heading the right direction? You never know unless you experience it yourself and share that experience effectively and inspiringly. Experience prototyping helped us test our hypotheses and quickly experiment with behaviors. Mapping observations and giving them new expression helped us define our ideas and get inspired.
W1CONTEXT & USER INSIGHTWe decided to focus on the ‘Rituals and Rites of passage’ people undergo at airports. We tried to identify and list all the emotional and practical nodes that people passing in an airport experience. One of our key insights was that of the ‘Service crash’ observed when people disembark and arrive at CPH, where the level of services offered to them decrease dramatically in quality, compared to the early travel experience.
W2FIRST CONCEPTSFour concepts were developed during week 2, one of which was developed further. ‘I’m your friend’ : A welcome service where you have a person waiting to greet you after you disembark and come through the arrivals gate. Other ideas generated included ‘CPH Broadcast’, ‘Info-Security’ and ‘Your Interactive Avatar’
W3EXPERIENCE PROTOTYPINGThe overall aim was to explore how to facilitate a positive welcome experience for arriving passengers beginning when they enter the luggage area. We experimented with information delivered through direct human contact versus printed information and analysed how that made people feel welcomed to CPH. The experience prototype activities included a personal welcome and guided walk-through from the luggage
reclaim area all the way to the metro or train platform. As a part of this service experiment, the group also tested printed physical information cards for the passengers to keep as a part of the welcoming experience.
W4PROTOTYPE TO SOLUTIONOur final solution builds on small symbolic gestures that help provide a warm welcome to arriving passengers. The potential energy in these seemingly small exchanges comes to life through experience prototyping rather than staring at one’s Post-Its. During the prototyping experience we came across people of many different backgrounds, but
through testing we learned that their information needs are actuallyquite similar. Meeting these needs can be a challenge for individuals, who often have to rediscover solutions at each new airport. First impressions are important, and people appreciate small gestures. Our service is here to provide solutions from the airport to the city.
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With thanks to our Found-ing Partners: Novo Nordisk, Velux & Maersk who have made the Interaction Design Programme 2011 possible.
