Design has received growing attention as an important resource and catalyst for product innovation. However, the principles of design apply not only to physical products, but also to services. This conference, co-chaired by Peter Lawrence of the Corporate Design Foundation, will explore how emerging developments in the use of design and design thinking can lead to true innovation in services and customer experience. The focus of the conference will be on how user-centered design can help firms identify valuable service innovation. Case examples and relevant academic theory will be presented and discussed.
Monday, October 15, 2007
5:00–6:30 p.m. Reception at IDEO’s Palo Alto Office
Tuesday, October 16, 2007
6:30–7:30 a.m. Breakfast at the Hotel
7:30–7:45 a.m. Bus departs from hotel lobby to Stanford University
8:30–9:00 Welcome and Program Introduction
Earl Taylor, Chief Marketing Officer, Marketing Science Institute
Peter Lawrence, Chairman & Founder, Corporate Design Foundation
9:00–9:20 When Design Thinking Meets Marketing
Diego Rodriguez, Director, IDEO, and Associate Consulting Professor, Hasso-Plattner Institute of Design Thinking, Stanford University
Can organizations design their offerings to be viral? Can complex business issues be solved via a process of iteration and experimentation? At the Hasso-Plattner Institute of Design Thinking at Stanford, multidisciplinary teams of graduate students have been exploring these issues in a class called “CIA-KGB: Creating Infectious Action, Kindling Gregarious Behavior.” Working with organizations such as Mozilla, Fidelity, and Global Giving, they have used design thinking to launch and market business initiatives designed to spread from the get-go. Diego Rodriguez will present principles of Creating Infectious Action developed over two years of teaching CIA-KGB, and will also discuss how to create an environment where everyone—from engineers to computer scientists to philosophers to professional marketers—can use design thinking to get great marketing done.
9:30–10:10 Re-imaging McDonald’s Restaurants: Innovations in Service and Environments
Alison Guy, Retail Brand Director, McDonald’s USA
Peter Dixon, Senior Partner, Lippincott Mercer
Over the past four years McDonald’s has embarked on system-wide enhancements to their restaurants to better meet customer needs and marketplace trends. Innovations in how customers order, use drive-thrus, and experience the dining rooms have contributed to an incredible business turnaround and brand revitalization. This renewed focus on customer behavior has also prompted new product introductions and a concentration on new product categories.
10:50–11:30 Re-designing the Passenger Experience
Klaus Brauer, Director, Passenger Satisfaction & Revenue, Boeing Commercial Airplanes
John Barratt, President and CEO, Teague
Commercial airplane interior design presents extraordinary challenges. Material choices are limited by stringent safety requirements; production methods are dictated by comparatively low production rates; and opportunity costs for the use of space are astronomical. Klaus Brauer and John Barratt will discuss the collaborative design process and research strategy implemented by Teague and Boeing in designing the 787 Dreamliner. Looking broadly and deeply at the customer experience, the 787 Dreamliner design team aimed to re-enliven the spirit of flight through interior and architectural design channels. The results significantly contributed to the most successful commercial aircraft launch in history.
11:40–12:00 p.m. Design as a Core Strategic Business Competency
Lee Green, Vice President, IBM Brand and Values Experience, Corporate Communications, IBM Corporation
Innovation is not about new technology. It is about relevance. It is about developing customer insights in the context of market forces and competitive dynamics to identify opportunity. In many cases, the opportunity has not been previously defined, either by the market or the user. This session will focus on how IBM Design, in partnership with Business Consulting and Technology teams, is unlocking the secrets that lead to these opportunities. They are helping clients mine for the unarticulated wants and needs of their customers so they can convert that knowledge into marketplace success.
2:00–2:40 Making ING DIRECT Real
Jim Kelly, Chief Operating Officer, ING Direct
John Bricker, Vice President, Gensler
Defining what a virtual bank would look like was no easy task for ING DIRECT and the global design firm, Gensler. How do you get wary consumers who expect vaults and teller cages to trust a virtual bank? The answer: design for the senses. Today’s businesses need to consider their emotional relationship with their customers as a key component of their value proposition. Designing a compelling customer experience enables this relationship. By utilizing a strategy that touches a multi-sensory physical experience, ING DIRECT engages the customer in a unique way, creating the opportunity for a trust engagement as well as, ultimately, customer acquisition.
2:50–3:10 Does Touch Matter? Insights from Haptic Research
Joann Peck, University of Wisconsin-Madison
What is the role of haptics (touch) in consumer behavior? Professor Peck will discuss a recent study that details the relationship between touch and a feeling of ownership, including the motivational role of individual differences and contextual factors. The presentation will include implications for theory and practice.
3:50–4:30 Designing a Meaningful Consumer Experience
Doug Palladini, Vice President of Marketing, Vans
Joe Flannery, Vice President of Marketing, The North Face
VF Corporation is the world’s largest apparel company, and Vans and The North Face are two of its hottest brands. Today Vans is a leading lifestyle brand for the youth market, sought after by skateboarders, surfers, fashionistas, and sneaker collectors as a modern-day icon of classic style. Since the late 1960s, a Darwinian approach to product design and marketing has helped The North Face become the world’s largest premium outdoor sports company whose technically advanced apparel, equipment, and footwear appeal to its core customers: accomplished climbers, mountaineers, snowsports athletes, endurance runners, and explorers. Doug Palladini and Joe Flannery will discuss the contrasting approaches their brands have taken to applying design as a business driver, expanding their respective franchises while maintaining core customers’ loyalty.
4:40–5:20 Packing the House
Kevin Giglinto, Vice President Sales and Marketing, Chicago Symphony Orchestra
Dan Kraemer, Co-founder, IA Collaborative
The world-renowned Chicago Symphony Orchestra has enjoyed tremendous success for more than 100 years. Yet as people increasingly have less time and more options for entertainment, the CSO faces the challenge of gaining new listeners while encouraging greater participation from current patrons. To address this challenge, IA Collaborative and the CSO immersed themselves with loyal and new patrons to understand perceptions and identify unmet needs. The team investigated the symphony’s current assets and partnerships, and explored new technology, channel, and brand opportunities. IA and CSO then created a new creative vision and strategic plan for the Chicago Symphony Orchestra to become a premier cultural arts innovator. The integrated design program has delivered powerful business value with annual online sales increasing from $220,000 to $3.5 million.
5:30–5:40 Concluding Remarks
6:00–7:30 Reception at the Hasso-Plattner Institute of Design Thinking (d-School), Stanford University
Wednesday, October 17, 2007
7:00–7:30 a.m. Continental Breakfast
7:30–7:45 Bus departs from hotel lobby to Stanford University
8:00–8:40 Activation by Design
Richard Neuner, CMO, Blue Cross Blue Shield
Mark Jones, Service Innovation Lead, IDEO
One of the most important questions in health care today is how to encourage consumers to care for their health and to utilize appropriate, quality health care services. Blue Cross Blue Shield of Minnesota began working with IDEO in 2005 to design a new approach to consumer activation. Following extensive consumer research, IDEO recommended a significant re-design of each of the major touchpoints that the health plan has with its members; namely, the call center service experience, the web experience, and the annual enrollment experience. This presentation will share the findings of that research and illustrate the differences before and after IDEO’s work.
8:50–9:10 Speaker TBA
9:50–10:10 From Ethnography to Market: It Takes More than “Add Users and Stir”
Herman D’Hooge, Innovation Strategist, Intel Corporation
In defining and designing new products and services, methods based on user-orientation (e.g., ethnography, needs-finding, voice of the customer, total user experience, and others) are rapidly gaining widespread acceptance. Many consultancies offer services to companies that lack the in-house competencies to implement such methods. The real challenge is embedding user-orientation deeply within an organization’s DNA so it becomes systemic and yields tangible results. This is especially true in organizations with established processes that do not have a user-centric tradition. Mr. D’Hooge will share learnings and offer practical tips on how to get user-orientation off the ground, how to make it actionable, and how to keep the voice of the user alive throughout the development process.
10:20–11:15 Panel Discussion
Moderator: Jerry Wind, University of Pennsylvania
11:15–11:30 Concluding Remarks
11:30 Box Lunch
Official Website: http://www.msi.org/conferences/conferences.cfm?conf=78
Added by wchoi on August 23, 2007