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RahadiReza
Chapter 5Returning to the Surface,
or The design of experiences
• Innovation “a good idea executed well”– Most cases:• never gained traction• Never reach the market• Ended up in stockrooms
– Poor execution• People demand more than reliable
performance “Heightened expectation”
• “Psychodynamic of Affluence”• ‘A Whole New Mind’ book by Daniel Pink
– “once basic needs are met, people tend to look for meaningful and emotionally satisfying experiences”
No awadays, services have gone far beyond the support of basic needs
From entertainment, banking, health care, etcTo Video games / Hollywood movies, Gourmet restaurants, ecotourism, destination shopping, etc.
Imply active participation, not passive consumption
“Experience are deeper and more meaningful”
The Walt Disney CompanyDisney Land
• Food is terrible• Queuing lines are too long
Most visitor remember it as one of the great experiences of family life
Experience Economy• Benefit from how people experience the
world, from the primarily functional to the primarily emotional
• Invest in the delivery of experiences
Passive Consumption Active Participation
• Before (Industrial Revolution Period)– Standardized products & services• Lower prices• higher quality• Improved living standards• Passive costumer
After (Now)Using empathy and understanding of people
To design experiences create opportunities for active engagement and participationDesign engaging emotion through image, color, sound, etc
The BehaviorChange or NOT Change
“Build on behavior that are familiar to them”
Banking Industry: Bank of America“Keep the Change” Program
1st yearAttracted 2,5Mio customer
(700,000 new checking accounts)(1 Million new saving accounts)
Food Industry
• Disappeared local stores– Replaced by Sterile Supermarkets
• The drive to lower prices– Packaging– Chemical preservatives– Refrigeration– Storage– Long-Distance transpot
Food Industry:Whole Food Market, Texas
Cooking Experience:Allowing costumer to cook
Medical Industry:Mayo Clinic
A NEW WAY TO SEE PATIENTS – JACK AND JILL ROOMS
Jack and Jill conversation room Jack and Jill exam room
WHAT WE DO | Design Thinking
REFUELING BUSINESS STRATEGY
See-Plan-Act-Refine-Communicate (SPARC)
Laboratory(Experimental clinic – consultation design
studio)
Building an experience culture by
making everyone a design thinker
Hospitality Industry:Four Seasons Hotel’s Investment
Give employees opportunities of hotel experience
By staying at any Four Seasons property worldwide
“Experience & learn about the first-person appreciation of the meaning of hospitality”
• May do wonderful job of creating a grate stage for the experience
• May create some useful scripts to help keep it moving along
“Four Seasons’s training program includes IMPROVISATION rather than drilling the staff
with canned scripts”
“A real experience culture is a culture of spontaneity”
Building an experience culture by
making everyone a design thinker
Building an experience culture by
making everyone a design thinker
• Essential element of transformation:– “Empowering employees to seize
opportunities when and where they see the and giving them the tools to create unscripted experiences”
– “Encourage them to become design thinker themselves”
• One-off experience– Works with the grain and bears the mark of the
craftsman
• Repeated experiences– All elements must be precision-engineered to
deliver desired experience consistently and reliably
Idea Execution
“Design and execution must work together”
• Provides framework for working out the details of a human interaction– Reveals general plan & specific detail– Reveals final objective & the practical means of implementation
• Describes the emotive elements– Captures how people travel through an experience of time
– Requires active consumer participation– Costumer experience is delivered by
employees operating within an experience culture themselves
– Experiences should be designed and engineered with the same attention to detail
Guidelines for the best and most successful EXPERIENCE brands