By combining the theory of jobs-to-be-done with design thinking, this chapter investigates how a multinational technology company successfully implements a new digital customer support service. By engaging representatives from different customer care units, service designers, and business decision makers through workshops and by conducting in-depth interviews with end-users, the company developed the idea to launch an online customer support community to better meet the customers’ most pressing jobs to be done. The idea was further substantiated by a best-practice study of the functional, emotional, and social dimensions of customer jobs that were developed by examining the online support community of another European telecommunication company as a best practice case. Finally, post-implementation success was confirmed by monitoring activity in the new community, interviewing employees working with the community, and by conducting a consumer survey. The chapter contributes to the innovation and customer engagement literature by showing how jobs-to-be-done and design thinking can be applied to identify key customer issues and to innovate a new service concept. For managers, we show how companies, by offering gamification mechanisms and moderating the community, can ensure its return-on-investment and success.
Judith Gloppen, Annita Fjuk and Simon Clatworthy
Birgitte Yttri, Annita Fjuk, Daniel Nordstad Grönquist and Tore Hillestad
The chapter focuses on cultural challenges a company encounters in its efforts to adapt to uncertainties and turbulent environments. The authors argue that companies will be able to achieve competitive advantage by developing organizational cultures with a high capacity for innovation and adaptability, and that future scenarios are practical tools to attain these goals. The arguments are based on scenario development among three Norwegian companies. The common challenge across the three companies is a need for radical innovation in order to adapt to more customer and service orientation, and that this involves significant processes of cultural transformation. The arguments are further exemplified by operationalization of the scenarios into service concepts in one of the case companies.
Tina Saebi, Herbjørn Nysveen, Mohammad Touhid Hossain and Annita Fjuk
Delivering great customer experience is essential in gaining the trust of customers. In an attempt to deliver superior customer experience, companies often end up focusing on redesigning the front-end of the business model while neglecting to realign their organizational design, capabilities and skills with the different dimensions of their business model. By adopting a business model perspective, we derive important lessons on how companies can shift towards more ‘experience-centric’ business models.