SERVICE DESIGN

 

THE OPPORTUNITY

It was an opportunity to improve an existing tour (service) in order to compete in a "red ocean". Savannah, GA-USA is a complex market related with tourism because this city receives more than 13 millions visitors per year.

How might we identify agile principles to generate service innovation?

THE INTERVENTION

Helping the owners of this company to shift their good dominant logic mentality was the key component. The primary unit of exchange are services. People exchange to acquire the benefit of specialized competences (knowledge & skills), or services.

 

The research approach and methods used

Secondary Research: Popular media Scan was a cultural barometer that we used to register what was happening or emerging on the cultural landscape of Tours in Savannah, GA, USA. We analyzed a synthesize the data through a competitive landscape.

Primary Research: observation, shadowing and subject-matter experts' interviews.

The industry

Tourism in Savannah, GA, USA.

Some key findings

Savannah has a considerable range of tours. The word of mouth plays an important role to compete. We identified several opportunities to provide a better service. One recommendation that sounds simple but resonate for stakeholder was helping users to get ready before the tour began. This created a much better experience.

The price that you are willing to pay is directly connected with the experience received. Therefore, providing a free tour and rely on tips was an effective strategy.

My specific role on the project

I worked as a researcher and strategist. A group of three designers including myself used a service design approach and tools to improve the walk tour industry an stay relevant in this aggresive sector.

The impact of research findings on design  and business strategies

The owners understood that it's better has ten people who love your product than hundred that just like it. The people who love you are going to make your service stay alive. 

Let's talk about service design

-Vargo, Stephen, and Robert Lusch. "Evolving to a New Dominant Logic for Marketing." American Marketing Association 68.1 (2004): 1-17. Print.

Marketing has moved from a goods-dominant view, in which tangible output and discrete transactions were central, to a service-dominat view, in which intangibility, exchange processes, and relationships are central.

Services as the application of specialized competences (knowledge and skills) through deeds, processes, and performances for the benefit of another entity or the entity itself.

The service-centered dominant logic perceives operant resources as primary, because they are the producers of effects.

This shift in the primacy of resources has implications for how exchange processes, markets, and customers are perceived and approached.

“What is needed is not an interpretation of the utility created by marketing, but a marketing interpretation of the whole process of creating utility”