Beyond The Art: Denis Weil
•Transferir como PPT, PDF•
3 gostaram•2,416 visualizações
Recomendados
Mais conteúdo relacionado
Semelhante a Beyond The Art: Denis Weil
Semelhante a Beyond The Art: Denis Weil (20)
Mais de Arts Engagement Exchange
Mais de Arts Engagement Exchange (20)
Último
Último (20)
Beyond The Art: Denis Weil
- 1. © 2008 McDonald’s Corporation BEYOND THE ART
- 2. © 2010 McDonald’s Corporation
- 3. © 2010 McDonald’s Corporation
- 4. Engagement Extension Entry Exit
- 5. Engagement Extension Entry Exit
- 6. © 2008 McDonald’s Corporation 5 Tools of the Trade
- 7. © 2008 McDonald’s Corporation 5 Tools of the Trade
- 8. © 2008 McDonald’s Corporation 1 Focus on the full Customer Experience (not just service!) !
- 9. McDonald’s Service Blueprint © 2008 McDonald’s Corporation Line of interaction Line of visibility Line of internal interaction Employee actions Employee actions Support processes Physical Evidence
- 10. © 2008 McDonald’s Corporation Employee actions Support processes Physical Evidence Maintenance Service Production Cook Food Assemble Order Present Food Maintenance Supply Chain Maintenance system Back Office System Training Take order Training System Maintenance road sign Building Merchandising/ Wayfinding Product Ingress Streetface Walkways signs Landscaping Entrance Menuboard Presell Choice boards Kiosk (+user interface) POP Lobby / Service Area Drive Thru lane + covers Counter Wayfiding Quality cues Front Counter POP Beverage Station Artwork Zones Content Playplace Media Extensions Landscaping egress Packaging Food Condiments Cups Liquids Condiments POS System Cash Mgmt Line of interaction Line of visibility Line of internal interaction McDonald’s Service Blueprint Stock Supplies
- 11. © 2008 McDonald’s Corporation
- 12. © 2008 McDonald’s Corporation Source: Joshua Prince-Ramus on Seattle's library TED Conference, February 2006
- 13. © 2008 McDonald’s Corporation
- 14. © 2010 McDonald’s Corporation
- 15. © 2010 McDonald’s Corporation
- 16. © 2008 McDonald’s Corporation 2 Tell a story !
- 17. Our Story today © 2008 McDonald’s Corporation
- 18. Our original story © 2008 McDonald’s Corporation “ We had an open kitchen. we wanted the people to be able to see just how it was prepared. it was right before their eyes. And that...that was also quite different.” Ray Kroc. Internal Interview 1975
- 19. © 2008 McDonald’s Corporation Vs.
- 20. © 2008 McDonald’s Corporation Vs.
- 21. © 2008 McDonald’s Corporation
- 22. © 2008 McDonald’s Corporation
- 23. #2 Brand Ritual © 2008 McDonald’s Corporation
- 24. © 2008 McDonald’s Corporation
- 25. © 2008 McDonald’s Corporation
- 26. © 2008 McDonald’s Corporation
- 27. © 2008 McDonald’s Corporation
- 28. © 2010 McDonald’s Corporation
- 29. © 2008 McDonald’s Corporation 3 Accretive System Design
- 31. © 2008 McDonald’s Corporation
- 32. © 2008 McDonald’s Corporation Dynamic Captions , a series of projected interpretive captions in the Modern Galleries Dynamic Captions , a series of projected interpretive captions in the Modern Galleries
- 33. © 2008 McDonald’s Corporation Dynamic Captions , a series of projected interpretive captions in the Modern Galleries Dynamic Captions , a series of projected interpretive captions in the Modern Galleries Dynamic Captions , a series of projected interpretive captions in the Modern Galleries
- 34. © 2008 McDonald’s Corporation 4 Experiment !
- 35. Operations Testing © 2008 McDonald’s Corporation
- 36. Operations Testing © 2008 McDonald’s Corporation Operations Research CX Lab Pilot Store
- 37. CX Lab: Closed view vs Open view © 2008 McDonald’s Corporation FY “Point & Go” Display Oven Closed Salad Prep FY “Point & Go” Display Oven Open
- 38. CX Lab: Drive-thru test © 2008 McDonald’s Corporation Menu board, Speaker, Cash window Present window
- 39. © 2008 McDonald’s Corporation
- 40. © 2008 McDonald’s Corporation
- 41. © 2008 McDonald’s Corporation 5 Imagine Far, Plan Near !
- 42. Our deployment approach – Migration © 2008 McDonald’s Corporation t Δ Ultimate Destination Incremental Strategic Breakthrough Path 1 Path 2
- 43. © 2008 McDonald’s Corporation Coffee Destination
- 44. © 2008 McDonald’s Corporation
- 45. © 2008 McDonald’s Corporation
- 46. © 2008 McDonald’s Corporation Focus on the customer journey 1 Tell a story 2 The system, stupid 3 Experiment 4 Think Big, Start Small 5
- 47. Engagement Extension Entry Exit
- 48. Engagement Extension Entry Exit
- 49. Thank You © 2008 McDonald’s Corporation
- 54. Thank You © 2008 McDonald’s Corporation
Notas do Editor
- Customer-centered: Shows link of customer to employees Identifies fail points / weak links Line of interactions highlights “moments of truth” Line of visibility promotes conscious decision on what customers should see Line of internal interaction clarifies interfaces and interdependencies Integrated view facilitates cross-functional work Basis to identify and assess costs, revenue and capital invested in each service element Rational basis for internal and external marketing Facilitates top-down, bottom-up approach to quality improvement
- Sight – primary role to absorb information – 3 main roles at McDonalds: promote transaction, kitchen experience, quality story We need to promote our food cues – glass door refrigerators, cookie boxed on the counter, upgraded menu boards and merchandising with only high quality food photography New uniforms Better lighting systems
- Sight – primary role to absorb information – 3 main roles at McDonalds: promote transaction, kitchen experience, quality story We need to promote our food cues – glass door refrigerators, cookie boxed on the counter, upgraded menu boards and merchandising with only high quality food photography New uniforms Better lighting systems
- AFTERWORK MASTERWORKS® Relax after a long day at the office with our Afterwork Masterworks® concerts at Symphony Center. With an early start time of 6:30 and no intermission, you’ll be on your way home by 8:00. Or, stay and enjoy FREE wine at receptions after each performance. Mingle with other concertgoers and partake in a Q&A with guest artists and CSO musicians. Add new comment Calendar
- Brings us to second key topic on D10.. The path we are on -- need your help on how to talk to the system about this. Not your typical “project” – not a linear project or straight line development path. Designing / developing a “system” as well as a series of components – balance. For system design : we have overall system goals / criteria (outcomes) Principles: improving quality perceptions thru designed kitchen view, simplify tasks / enrich roles, kitchen within kitchen for high/low volume, modular design. System design includes: Footprint / backbone, service model, production model For component design : detailed design criteria for specific solutions (i.e .holding time for 2 hours, customer control of ordering, rapid cooking of 10:1 in <30 sec) Components – que bain, kiosk, counter top grill, mac fry station But we go back and forth (and work on both) – system design determines what components are needed and feasibility work on components “informs” system design Earlier this year, prelim system design and then a lot of work on critical components … some things we know how to do, some we don’t yet (rapid cooking red meat).. Component list red / yellow / green. Now heading into a period of finalizing and beta testing system design Romeoville concept tests, AOW Beta tests / will learn and adjust system design as well as continue to work on critical components. Blast 3 (remainder of 2006 focus) 2007: Best tests and system refinement Convention 2008: Launch d10. We will be asking the leadership / system to move forward with the d10 system even as not all of the “components” are available for sale. What we will have: A system design: how to build new restaurants / remodel for d10 including flexibility, capability and quality food cues It will be validated with 3 – 6 restaurant around the world. Our focus is being ready for that.. As I said, need your help in talking to our “system” at a system level… we are used to focusing on “things” Let’s talk about 2007… our roadmap that moves us to the convention (Jim)
- Mission Statement The DIA creates experiences that help each visitor find personal meaning in art. Our educational programs, materials and services reflect an audience-centered approach to viewing art and a learner-centered approach to the learning experience. Our educational strategies are derived from four overarching principles: art is for everyone; learning is a lifelong process; knowledge is based on experience as well as formal study; and best practice is based on understanding our visitors and employing effective teaching strategies.
- Dynamic Captions , a series of projected interpretive captions in the Modern Galleries “ ECR” visitor experience model she adopted from Microsoft research director, Curtis Wong. ECR stands for engagement, context and reference Pentagram/ Lisa Strausfeld We understand why it might be a bit controversial in this context,” says Strausfeld. “The art is supposed to engage on its own which is why interpretive media has typically focused on providing context and reference. We thought it was possible to take the immersive experience strategy of the most successful non-art museums and make it work at DIA. It’s all about how it’s done.”
- Retailcorp anticipates robust demand for the Tapis Rouge experience, which guarantees the best seats in the house with a limited capacity. Tapis Rouge guests receive access to an intimate suite via an exclusive entrance, VIP parking, and hospitality pre-show and during intermission, creating a new and unique standard for regional businesses to entertain and reward their clients and colleagues