2.4 SECONDARY RESEARCH 1,000 2,000Minimum number of service design professionals Maximum number of service design within design agencies worldwide professionals within design agencies worldwideVENDOR REPORTAccording to the Vendor Lanscape: Service Design Agency Overview by and healthcare are the top five industries that Service DesignersForrester (2005), there are 1,068 - 2,021 people around the world are involved with in their projects. Touchpoint can take this intopracticing Service Design. This is actually a good amount of people consideration when developing themes and content in the future,to support the Service Design community, but to organically grow, because it can contribute to the attraction of different interestthe public and the community need to engage simultaneously. In groups within design industry and the public.addition, financial services, goverment, consumer projects, retail, 51
PUBLIC CIRCULARITY A public is “a body of strangers united by the circulation of a discourse,” while a Design.” The context of reception “exists by virtue of being addressed.” The community has a “saturated identity” such as “Service Designers.” Belonging to a circularity is critical. So to be able to create a public you have to create a text public requires minimal participation, while belonging to a community requires that addresses a specific issue to create a text that addresses a specific issue more involvement and committment. A public is the circularity of a text from that makes people feel addressed. It has to be addressed in a way that interests a rhetorical address to a context of reception. The rhetorical address can be strangers enough to make them become a public. understood as the issue or subject that the text is talking about, such as “Service52
“ Attention is the principal “ “The unity of the public depends on the stylization of the reading sorting category by which act as transparent and replicable; it depends on an arbitrary social members and nonmembers closure. . . to contain its potentially infinite extension; it depends are discriminated. If you are on institutionalized forms of power to realize the ageny attributed reading this, or hearing it to the public; and it depends on a hierarchy of faculties that allows or seeing it or present for it, some activities to count as public or publics, for these reasons, are you are part of this public. more likely than others to stand in for the public, to frame their (Warner, 2002) address as the universal discussion of the people.” (Warner, 2002) “It is the way texts circulate, and become the basis for further representations, that convinces us that publics have activity and duration.” (Warner, 2002) “Habermas and others have stressed that the device now systematically distorts the public sphere, producing something that passes as public opinion when in fact it results from a form that has none of the open-endedness, reflexive framing, or accessibility of public discourse.” (Warner, 2002) 53
MAIN INSIGHTS 2.4 PUBLIC AND COMMUNITY industries. This benefits the growing audience of Touchpoint as well as the Service Design Network. Reflecting on Warner, there is transitory nature at work Warner’s take on public speech is both personal and impersonal. Warner here: circulation of discourse must be ongoing and incremental. Touchpoint is explains that as a member of a public body, one is addressed by a particular the ideal channel for this discourse in the Service Design public and community. text or speaker, but since one is not the exclusive audience—that is, there are Creating an environment for readers to circulate knowledge around the public others being addressed as well (there is no such thing as a public of one)—the and community improves reader loyalty, as Service Designers and Non-Service communication is also impersonal. If author’s published work in Touchpoint is Designers are highly interested in engaging in discussion to acquire knowledge. a public speech, the person (author, in this case) not only draws attention from It is important to remember that growing a public and community take time and the public but also forms a space of public when another person encounters patience, so strategies with incremental solutions are best. the content. Touchpoint can assist in growing a public that encourages information exchange and interactions between Service Designers and other54
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3 CHAPTER THREEACTIONABLE INSIGHTS 57
INTRODUCTION 3.0 PUBLICS COMMUNITY After understanding the concept of public and community, we Touchpoint should not be focused on what Service Designers can learn recognized the Service Design Network and Touchpoint as mediums from other industries or professions, rather, what other industries or which can address both the Service Design community and public. The professions can learn from Service Design. As the result of the current community and public are parts of a continuum, and they can only grow perspective, which is that much of Touchpoint’s content is educating by approaching and acknowledging this continuum. Touchpoint will Service Designers on Service Design approaches that are already achieve maximum value with its readers when inclusion of the public is understood, many readers have developed mild positive attitudes towards considered. Findings of this research study reflected that Touchpoint Touchpoint. is mainly invested in their community network. The perspective of58
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RESEARCH QUESTIONS 3.1 In what ways can we empower the current Service Design community and public for future growth of Touchpoint? How might we... • Cultivate publics of non-service designers and by broadening Touchpoint’s target audience? • Empower stakeholders to get directly involved in order to promote engagement with multiple channels? • Establish incentives in order to promote efficient payment models and generate return on investment? • Improve the organizational structure of the Service Design Network in order to increase potentiality of Touchpoint? • Foster a value network by encouraging active participation through feature suggestions by members on innovative content? • Encourage participation of non-service designer audiences to grow Touchpoint and the Service Design Network? • Grow the Touchpoint community from different publics by communicating cross-disciplinary language of various industries? • Strengthen perception and credibility of Touchpoint? • Make the available content accessible?60
3.2 STRATEGY INNOVATIVE ROTATING ISSUESAlthough there were many solutions from the quick ideation process, wecurated this feasible strategy which aligns with the present Touchpointinfrastructure and publishing models. This approach will positionTouchpoint in the continuum of community and public growth. In thisstrategy, some Touchpoint issues will be targeted towards the public(other industries), and other issues can specialize in the community(Service Design). This will diversify the themes of each publication andwill enable more production of publications both physically and digitally.There are 3 modular solutions which can be applied to this strategy forincremental implementation. 61
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3.3 MODULAR SOLUTION 1CONTENT AND CHANNELS 63
OVERVIEW 3.3 Service Design is multidisciplinary, therefore the content should be expanded in project management, for example, will interest project managers more to other industries such as Engineering or Management (e.g. Marketing, Project than reading content they already understand, such as what service design or Management, etc). Service Design needs to also be introduced to different levels other industries might be able to learn from project management. Efforts must of management within organizations. Limiting communication and content to be invested in increasing the appeal and desirability of Touchpoint to other Service Design practitioners will not fully support the growth of the industry. industries by further exploring the potentiality of Interviews revealed that practitioners feel a significant part of their work and each channel. Practitioners from other industries can be utilized as a resource energy is invested in educating their organization about Service Design. There is to communicate service design to different publics as well as bringing more an opportunity for Touchpoint to grow from investing in the effort of generating challenging aspects from their organizations. An editorial board exclusively service design related content from an outside perspective. For example, “What composed of Project Managers, Physicians, or FinTech entrepreneurs could can Project Managers gain from Service Design knowledge and practices?” Even curate highly interesting content for each of their fields. Touchpoint needs to from the community perspective there is a need to make the content more represent Service Design from a global perspective; it should enrich cross- profound and cater to different cultures and industries. Many practitioners cultural and cross-disciplinary aspects of discourse. Presenting users with the indicated they desired more in-depth and innovative content which contribute opportunity to curate topics and discussion attracts individuals with different to their professional growth. Presenting diverse dimensional value for the digital interests and industry experience, and it gives Touchpoint an innovative edge of and print of Touchpoint can help bring credibility of Service Design to other reflecting global, cross-disciplinary trends. This can be achieved by encouraging industries. Curating content that focuses on how service design can be applied consumer sharing behaviors across channels.64
3.3 SUGGESTIONSCOMMUNITY PUBLICThe current Touchpoint model can be maximized Exclusive Touchpoint issues could cater to differentin efficiency by improving the service delivery. For disciplines and organization management levels.example, the code system and print on-demand How can Service Design create value for Touchpointmodels don’t work well for fast-paced consumers; through different industries? Customizable journalsthey tend to forget to log in and apply their codes that are pay per article allow readers to curatesince the requirement to do so happens few times the content that are relevant and of interest toper year. them. This supports current on-demand printing models and would produce waterfall publishing on Touchpoint’s website. Readers would be constantly informed of the latest trends in many industries.The print format of Touchpoint can bring more value In an example, how can a national crisis orand credibility to the Service Design industry. Unique, global issue be alleviated or resolved throughluxurious features and exclusive, specialized content the application of service design approaches incan enhance consumers desire to share and collect emergency response organizations, or in theeach issue. government by policy makers? 65
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3.4 MODULAR SOLUTION 2 INTERNALSTRUCTURE 67
OVERVIEW 3.4 Respondents believe that Touchpoint is struggling with their identity; it is still every year in order to bring diverse perspectives to the infrastructure and perceived as a European-based journal. Touchpoint needs to reflect a global perpetually grow the network. Although this strategy has already been identity and encourage the individuals and practitioners to feel included. This attempted by the Service Design Network, it may have better results after can be achieved through discussing projects from a global perspective and adopting the community-public approach. With a global identity and approach to using different industry discourses. Also, the internal structure should be target different publics, professionals and authors from different industries will made transparent to improve the perception of Touchpoint’s identity; it is still be attracted and will have an improved perception of Touchpoint. The symbiotic perceived as a small network of friends who publish a journal. For authors and relationship of Touchpoint, the community, and the public will be positively readers to truly invest in Touchpoint, it should reflect a strong identity. impacted. An approach of blind variation should be studied and understood for One solution could be implementing electoral systems or rotating the board future growth.68
3.4 SUGGESTIONSCOMMUNITY PUBLICResources should be utilized in the existing model. Professionals from different fields should beEmpowering motivated practitioners to invest encouraged to join the editorial board of Touchpointtime in exchange for discounts on membership or special issues (referring to what Project Managementconference tickets could be one example of this. can gain from Service Design knowledge andThese volunteer practitioners could mentor or help practices, for example) to bring a global identityin managing the release of Touchpoint issues. and attract more public to the community. This will also assist in the growth of Touchpoint towards multidisciplinary dimensions.Schools teaching Service Design and shaping future Calls for papers and volunteers from differentService Design practitioners or project managers disciplines could be a collaboration with othershould have the opportunity to publish newsletters. journals. There could be partnership initiativesThis will help to promote multiple disciplines between Touchpoint and hospitality managementand brings more engaging, innovative ideas to journals, science journals, or healthcare journals, forTouchpoint. This could be online to save money example.and be available for print on demand if readers areinterested. 69
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3.5 MODULAR SOLUTION 3COMMUNICATION STRATEGY,PROMOTION AND FEEDBACK 71
OVERVIEW 3.5 Communication strategy and promotion can be exploited to support the In the community, the immediate benefits and features should be explained first two modular solutions mentioned above. For example, Service Design to the members in detail through email. As members pointed, they were never events can discuss how supervisors or engineers can bring Service Design informed about the launch of new website and new features personally. [this approaches into their projects, and also how Service Design can benefit from is on the clc discussion]Even the benefit of each social media channels can be their industry approaches. Providing opportunities for enhancing internal and used to promote the perception and perspective of service design for service external collaboration is critical. For example, ResearchGate is a medium where design and non-service design. Allowing commenting and more engagement members are able to post articles and discuss topics regardless of individual’s with the articles help more bring down the barrier between the members, disciplines or field. Touchpoint provides an opportunity to open a collaborative readers, touchpoint and SDN. Letting people follow a particular author and discussion environment for a diverse audience. This will increase engagement, special category have the potential of active engagement and feedback system value, satisfaction and loyalty by being a fundamental medium for users to like Linkedin. converse on any topic around services, even if they are not designers.72
3.5 SUGGESTIONSCOMMUNITY PUBLICThe current Touchpoint model can be maximized Exclusive Touchpoint issues could cater to differentin efficiency by improving the service delivery. For disciplines and organization management levels.example, the code system and print on-demand How can Service Design create value for Touchpointmodels don’t work well for fast-paced consumers; through different industries? Customizable journalsthey tend to forget to log in and apply their codes that are pay per article allow readers to curatesince the requirement to do so happens few times the content that are relevant and of interest toper year. them. This supports current on-demand printing models and would produce waterfall publishing on Touchpoint’s website. Readers would be constantly informed of the latest trends in many industries.The print format of Touchpoint can bring more value In an example, how can a national crisis orand credibility to the Service Design industry. Unique, global issue be alleviated or resolved throughluxurious features and exclusive, specialized content the application of service design approaches incan enhance consumers desire to share and collect emergency response organizations, or in theeach issue. government by policy makers? 73
CONCLUSION 3.6 To grow Touchpoint’s readership and establish a value network, content must capture the attention and gain interest from different publics. This new approach will enhance the innovative edge of Touchpoint and will give readers the resources and knowledge needed in order to contribute to industry growth.74
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4 CHAPTER FOURACKNOWLEDGEMENTS 77
We would like to sincerely thank everyone for their dedication and involvement with this Touchpoint Evaluation project. Thank you to Jesse Grimes, Christine Lanzoni, Stefan Moritz, and Mauricio Manhaes for their time, intellect, opinions, and contributions. Thank you for giving us the opportunity to work with the Service Design Network; it has truly been an honor. We appreciate the willingness of survey respondents and the eagerness of our interviewees to participate in our research process. None of this would have been made possible without any of these individuals, as well as the hard work and support from our design team along this journey.78
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