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This Is Service Design Doing. Applying Service Design Thinking in the Real World - Helion

This Is Service Design Doing. Applying Service Design Thinking in the Real World
ebook
Autor: Marc Stickdorn, Markus Edgar Hormess, Adam Lawrence
ISBN: 978-14-919-2713-7
stron: 568, Format: ebook
Data wydania: 2018-01-02
Księgarnia: Helion

Cena książki: 143,65 zł (poprzednio: 167,03 zł)
Oszczędzasz: 14% (-23,38 zł)

Dodaj do koszyka This Is Service Design Doing. Applying Service Design Thinking in the Real World

How can you establish a customer-centric culture in an organization? This is the first comprehensive book on how to actually do service design to improve the quality and the interaction between service providers and customers. You’ll learn specific facilitation guidelines on how to run workshops, perform all of the main service design methods, implement concepts in reality, and embed service design successfully in an organization.

Great customer experience needs a common language across disciplines to break down silos within an organization. This book provides a consistent model for accomplishing this and offers hands-on descriptions of every single step, tool, and method used.You’ll be able to focus on your customers and iteratively improve their experience.

Move from theory to practice and build sustainable business success.

Dodaj do koszyka This Is Service Design Doing. Applying Service Design Thinking in the Real World

 

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Dodaj do koszyka This Is Service Design Doing. Applying Service Design Thinking in the Real World

Spis treści

This Is Service Design Doing. Applying Service Design Thinking in the Real World eBook -- spis treści

  •  
  • KPIs
  • More Online
  • Hello There! Preface
    • Where we come from: This books predecessor
    • Why this book is necessary
    • Who should read this book
    • Who we are
    • Who is allowed to write this kind of book?
    • How to co-create a book
  • 1. Why Service Design?
    • What Do Customers 1 Want?
    • The Challenges for Organizations
      • Empowered customers
      • Silos
      • The need for innovation
      • Organizations are reacting
    • Why A Service Design Approach?
  • 2. What is Service Design?
    • Defining Service Design
      • Other names
    • Different Views
      • Service design as a mindset
      • Service design as a process
      • Service design as a toolset
      • Service design as a cross-disciplinary language
      • Service design as a management approach
    • Origins and Progress
    • What Service Design Isnt
      • It is not simply aesthetics or putting lipstick on a pig
      • It is not simply customer service
      • It is not simply service recovery
    • The Principles of Service Design, Revisited
      • The original
      • The new
        • The evolution of the principles of service design
  • 3. Basic Service Design Tools
    • Tools vs. Methods
    • Research Data
    • Personas
      • A Portrait image
      • B Name
      • C Demographics
      • D Quote
      • E Mood images
      • F Description
      • G Statistics
    • Journey Maps
      • A Main actor
      • B Stages
      • C Steps
      • D Storyboards
      • E Emotional journeys
      • F Channels
      • G Stakeholders
      • H Dramatic arc
      • I Backstage processes
      • J What if?
        • Job to be done
        • Conversion funnel
        • Qualitative research data
        • Quantitative research data
        • Custom lanes
      • A typology of journey maps
        • 1. Reliability: Assumption-based vs. research-based journey maps
        • 2. State of journey map: Current-state vs. future-state journey maps
        • 3. Main actor/perspective: Customer vs. employee journey maps
        • 4. Scope and scale: High-level vs. detailed journey maps
        • 5. Focus: Product-centered vs. experience-centered journey maps
        • 6. Lanes and level of depth: Adding various lanes in journey maps
      • Service blueprint
        • A Physical evidences
        • B Customer actions
        • C Line of interaction
        • D Frontstage actions
        • E Line of visibility
        • F Backstage actions
        • G Line of internal interactions
        • H Support processes
        • I Custom perspectives/lines/lanes
    • System Maps
      • Stakeholder maps
      • Value network maps
      • Ecosystem maps
      • Stakeholder maps
        • 1 Sectors
        • 2 Stakeholders
        • 3 Relationships
      • Value network maps
        • 1 Sectors
        • 2 Stakeholders
        • 3 Value exchanges
      • Ecosystem maps
        • 1 Sectors
        • 2 Actors
        • 3 Relationships or value exchanges
    • Service Prototypes
      • Purpose
      • Prototyping questions
      • Fidelity
      • Context and audience
      • Methods
      • Prototypes of (inter)actions, service processes, and experiences
        • A Actors
        • B Props
        • C Stage
        • D Service story, (inter)action, and dialogue
        • E Subject matter content
      • Prototypes of physical objects
        • A Function
        • B Form
        • C Size and scale
        • D Materials (and tools)
      • Prototypes of environments, spaces, and architecture
        • A Layout and space
        • B Form
        • C Function
        • D Size and scale
        • E Materials (and tools)
      • Prototypes of digital artifacts and software
        • A Display
        • B Screens
        • C Interaction elements
        • D Content elements
        • E Structure and flow
        • F Function
        • G Look and feel/graphical elements
        • H Media and prototyping environment
      • Prototypes of ecosystems and business value
    • Business Model Canvas
      • 1 Value propositions
      • 2 Customer segments
      • 3 Channels
      • 4 Customer relationships
      • 5 Key activities
      • 6 Key resources
      • 7 Key partners
      • 8 Cost structure
      • 9 Revenue streams
  • 4. The Core Activities of Service Design
    • In Search of a Process for Designing a Service
    • Core Patterns in the Design Process
      • Divergent and convergent thinking and doing
      • Make sure you are solving the right problem before solving the problem right
      • All design processes are alike... different
    • Introducing the Core Activities of the Tisdd Service Design Framework
  • 5. Research
    • Move Beyond Assumptions
    • The Process of Service Design Research
      • Research scope and research question
        • Exploratory research vs. confirmatory research
        • Research into existing services and physical or digital products vs. new ideas/concepts
      • Research planning
        • Research loops
        • Sample selection
        • Research context
        • Sample size
      • Data collection
        • Research methods
        • Method triangulation
        • Data triangulation
        • Researcher triangulation
        • Indexing
      • Data visualization, synthesis, and analysis
        • Visualizing data
        • Peer review and co-creation
        • Codifying data
      • Using research outcomes
    • Methods
    • Methods of Data Collection
      • Desk Research Preparatory Research
      • Desk Research Secondary Research
      • Self-Ethnographic Approach Autoethnography
      • Self-Ethnographic Approach Online ethnography
      • Participant Approach Participant observation
      • Participant Approach Contextual interview
      • Participant Approach In-depth interview
      • Participant Approach Focus groups
      • Non-Participant Approach Non-participant observation
      • Non-Participant Approach Mobile ethnography
      • Non-Participant Approach Cultural probes
      • Co-Creative Workshop Co-creating personas
      • Co-Creative Workshop Co-creating journey maps
      • Co-Creative Workshop Co-creating system maps
    • Methods of Data Visualization, Synthesis, and Analysis
      • Building a research wall
      • Creating personas
      • Mapping journeys
      • Mapping systems
      • Developing key insights
      • Generating jobs-to-be-done insights
      • Writing user stories
      • Compiling research reports
    • Cases
      • Case: Applying Ethnography To Gain Actionable Insights
        • Zahlhilfe program: An intersectoral cooperation to prevent electricity cutoffs
          • The challenge
          • Project objectives
          • Our project process: From briefing to evaluation in six phases
          • Systematic approach: A guarantee for accountability, a basis for decision making
          • Results
      • Key Takeaways
      • Case: Using Qualitative and Quantitative Research in Service Design
        • Policy Lab Work & Health Project
          • The problem
          • The approach
          • The insights
          • Idea generation
          • Scaling
          • Lessons learned
      • KEY TAKEAWAYS
      • Case: Developing and Using Valuable Personas
        • Met Office app: A goal-based persona case study
          • What do we need to understand?
          • Step 1: Use what you have what do we know already?
          • Step 2: Distilling data into value curves
          • Step 3: Testing assumptions through card sorting
          • Step 4: Value curve trend analysis
          • Step 5: Affinity mapping exercise
          • Step 6: Persona development workshop
          • Step 7: Sharing
          • Step 8: Ongoing iteration
          • Learnings and next steps
      • Key Takeaways
      • Case: Illustrating Research Data With Journey Maps
        • Promoting youth mental health: The impact of mapping the journey
          • The challenge
          • Journey mapping workshop
          • Journey map visualization
          • Journey map outcome
          • Impact
      • Key Takeaways
      • Case: Current-State (as-is) and Future-State (to-be) Journey Mapping
        • The bigger picture: Projects building up to more long-term and strategic value
          • Introduction
          • Customer journey maps illustrating as-is and to-be service experiences 56
          • Systematic approach generating progressive deliverables
          • From customer journeys to customer life cycles
      • Key Takeaways
  • 6. Ideation
    • Where Ideas Come From
    • Ideas
    • Decisions
    • The Process of Ideation
      • Planning ideation
        • A Starting point/scope
        • B Immersion and inspiration
        • C Split the challenge
        • D Select contributors
        • E Method selection
        • F Plan ideation loops
        • G Set stopping criteria
        • H Fix outputs
      • Idea generation
        • Briefing and inspiring participants
        • Method selection
        • Managing energy
      • Idea selection
        • The groan zone
        • Physical context of decisions
        • Agreeing to decide and selecting methods
      • Documentation
    • Methods
    • Ideation Methods
      • Pre-Ideation Slicing the elephant and splitting the ideation challenge
      • Pre-Ideation Ideas from journey mapping
      • Pre-Ideation Ideas from system mapping
      • Pre-Ideation How might we ? questions from insights and user stories
      • Generating Many Ideas Brainstorming and brainwriting
      • Generating Many Ideas 10 plus 10
      • Adding Depth and Diversity Bodystorming
      • Adding Depth and Diversity Using cards and checklists
      • Adding Depth and Diversity Ideation based on analogies and association
      • Understanding, Clustering, and Ranking Options Octopus clustering
      • Understanding, Clustering, and Ranking Options Benny Hill sorting (Thirty-Five)
      • Understanding, Clustering, and Ranking Options Idea portfolio
      • Understanding, Clustering, and Ranking Options Decision matrix
      • Reducing Options Quick voting methods
      • Reducing Options Physical commitment
    • Cases
      • Case: Opening the Design Studio to Your Customers
        • KLM cares: Developing ideas through co-creation with customers
          • Service Design Studio
          • Design as the language
          • Conclusion
      • Key Takeaways
      • Case: Co-Design With Hybrid Methods
        • From vision to reality in 90 days
          • Project background
          • The people and the design brief
          • From understanding to creating: Service design tools out in the wild
          • The solution
          • Making it a reality
      • Key Takeaways
      • Case: Building on Solid Research
        • Creating digital tools for mental health and employment support in the UK
          • Phases of research
          • Key tools and processes
          • Looking ahead
      • Key Takeaways
      • Case: Mixed-Method Ideation
        • Opportunities for innovation in patient experience
          • Uncovering opportunities
          • Ideas to prototypes
          • A long-term vision and action
      • Key Takeaways
      • Case: Supporting Creativity With Trigger Visuals
        • Using customer journey mapping to understand cookstove users in Kenya
          • The overall ideation process
          • The CJM as a communication tool for stakeholders
      • Key Takeaways
  • 7. Prototyping
    • Reducing Uncertainty
    • The Process of Service Prototyping
      • Introducing an actionable framework for service prototyping
      • Decide on the purpose
        • Prototyping to explore
        • Prototyping to evaluate
        • Prototyping to communicate and present
      • Decide on your prototyping questions
        • Start with a value prototype
        • Assess idea and project context
        • Iterate
      • Assess what to make or build
      • Planning prototyping
        • Audience
          • Roles in the team
          • Fidelity
          • Prototyping context
          • Prototyping loops
          • Multitracking
          • Method selection
      • Running prototyping sessions
      • Data synthesis and analysis
      • Visualizing prototyping data
    • Methods
    • Prototyping Methods
      • Prototyping Service Processes and Experiences Investigative rehearsal
      • Prototyping Service Processes and Experiences Subtext
      • Prototyping Service Processes and Experiences Desktop walkthrough
      • Prototyping Physical Objects and Environments Cardboard prototyping
      • Prototyping Digital Artifacts and Software Rehearsing digital services
      • Prototyping Digital Artifacts and Software Paper prototyping
      • Prototyping Digital Artifacts and Software Interactive click modeling
      • Prototyping Digital Artifacts and Software Wireframing
      • Prototyping Ecosystems and Business Value Service advertisement
      • Prototyping Ecosystems and Business Value Desktop system mapping (a.k.a. Business Origami)
      • Prototyping Ecosystems and Business Value Business Model Canvas
      • General Method Mood boards
      • General Methods Sketching
      • General Methods Wizard of Oz approaches
    • Cases
      • Case: Enabling Effective Co-Creation Through Prototyping Minimum Viable Solutions and Contextual Mock-Ups
        • Innovation on the shop floor: How to demonstrate the value of design thinking to a manufacturing organization
          • Crafting a design thinking strategy and proving it in reality
          • From need finding to prototyping: Finding opportunities beyond the obvious and prototyping in design thinking
          • Prototyping: Making things tangible on the shop floor
          • Learnings
      • Key Takeaways
      • Case: Using Prototyping and Co-Creation to Create Ownership and Close Collaboration
        • Reducing the waiting time for breast cancer patients
          • Service thinking and co-creation
          • The new Breast Diagnostics Centre (BDS)
      • Key Takeaways
      • Case: Enabling Staff and Stakeholders to Prototype for Continuous Evolution
        • Infinite prototyping
          • Complex services need evolutionary improvements
          • Collaborative insights
          • Staff taking over the prototypes
          • Scaling the prototypes
      • Key Takeaways
      • Case: Minimum Lovable Products, Living Prototypes, and High-Fidelity Sketching In Code
        • ATO Partner Space case study
          • Building a team of stakeholders
          • Creating a minimum lovable product
          • Spreading the service design practice
      • Key Takeaways
      • Case: Using Role-Plays and Simulations in Large-Scale 1:1 Prototypes
        • Prototyping at scale: Redesigning Lufthansas business class experience
          • Learning by doing
          • Designing the personal experience
          • Prototyping, at scale
          • Building for buy-in
      • Key Takeaways
      • Case: Using Multifaceted Prototyping to Create and Iterate Business and Service Models
        • Multifaceted prototype evolution over time
          • How can we assure proper system installation?
          • What is the business model behind this?
          • Side effects of our pilot research
          • Evolution of the business
      • Key Takeaways
  • 8. Implementation
    • The Sharp End of Service Design
    • From Prototype to Production
      • What is implementation?
      • Planning for human-centered implementation
      • Four fields of implementation
    • Service Design and Change Management
      • Design involves desired behavior
      • Know how people change
        • Be change
        • You cant change people: Set up the context for change instead
      • Understanding what will change
      • Beliefs and emotions
        • 1 Use a human-centered and stakeholder-focused approach
        • 2 Participation and co-creation
        • 3 (Visual) storytelling
    • Service Design and Software Development
      • How to create and maintain a meaningful development backlog
      • Basic factors
        • Agile
        • Lean
        • Minimum viable product
        • Early user feedback
        • Tracer bullet development
        • Technical hygiene factors
      • Implementation
        • Preparation
        • Idea wall
        • Research
        • Ideation and mini-sprint
        • Software prototyping
        • Build and implement
        • Release
        • Making the change
    • Service Design and Product Management
      • Imagination phase
      • Definition phase
      • Realization phase
      • Support/use phase
        • 1 Market introduction
        • 2 Market growth
        • 3 Market maturity
        • 4 Market decline
        • 5 Support
          • Retirement/disposal phase
          • The role of services for product management
    • Service Design and Architecture
      • Stage 1: Mindset change
      • Stage 2: Needs assessment
      • Stage 3: Creation
      • Stage 4: Testing
      • Stage 5: Building
      • Stage 6: Monitoring
      • On the other side: What can service design learn from architecture?
    • Cases
      • Case: Empowering Employees for Sustainable Implementation of a Service Design Project
        • Best ride there is! How to create and maintain a perfect customer experience
          • Initial situation: A healthy company with tradition
          • Design challenge and project goals
          • The agencys approach: A classic service design process
          • How implementation worked in detail
          • Talking to the employees
          • Measurable results after employee training
          • Key insights and learnings
          • Gaining internal pride for the results
          • Team emotions as driving factor
      • Key Takeaways
      • Case: Implementing Service Design to Create Experiences, Momentum, and Results In sales
        • Transforming customer and seller experience
          • The challenge of increased complexity
          • Creating memorable wow experiences
          • Implementing small steps to build momentum and results
      • Key Takeaways
      • Case: Implementing Service Design in a Software Startup
        • From canvas to reality
          • Starting a business with service design in its DNA
          • Starting bootstrapped
          • Developing our business model
          • Selling alpha and beta access
          • Building a community
          • Iterating product and pricing
          • Connecting features with pricing in plans
          • Growth
          • Lessons learned
      • Key Takeaways
      • Case: Creating Measurable Business Impact Through Piloting and Implementing Service Design Projects
        • Creating a vision for the future: Sustainable, high-quality care for the elderly
          • The agency approach: The first phase is always understand
          • Developing and testing new approaches
          • A future-proof plan with immediate benefits
      • Key Takeaways
  • 9. Service Design Process and Management
    • Managing Iterations
    • Understanding the Service Design Process: a Fast-Forward Example
      • Planning and preparation
      • Research 11
      • Ideation 25
      • Prototyping 34
      • Implementation 41
    • Planning for a Service Design Process
      • Brief: Purpose, scope, and context
      • Preparatory research
        • Data collection for planning
        • Assessment of potential development directions
      • Project team and stakeholders
        • Core project team
        • Extended project team
      • Structure: Project, iterations, and activities
        • Breaking up your project
        • Planned iterations
        • Planning core activities
        • Plan for research
        • Plan for ideation
        • Plan for prototyping
        • Plan for implementation
      • Multitracking
      • Project phases and milestones
        • Identify and map project phases
        • Set outputs and milestones
      • Outputs and outcomes
        • Going beyond the tangible
        • Flow of project knowledge, ideas, and insights
      • Documentation
        • Document your process and decisions
        • Document your tangible outputs
        • Keep the documentation accessible
        • Documenting the intangible outcomes
      • Budgeting
      • Mindsets, principles, and style
    • Managing The Service Design Process
      • Iteration planning
      • Iteration management
        • Manage focus between big picture and details
        • Manage problem and solution
        • Day-to-day project management
        • Onboarding and communicating with co-creators
      • Iteration review
        • Content reviews
        • Team retrospectives
    • Examples: Process Templates
    • Cases
      • Case: Creating Repeatable Processes to Continually Improve Services and Experiences at Massive Scale
        • Continual improvement of the Olympic spectator experience (when you know it wont be right on day one)
          • 1 Listen
          • Qualitative and quantitative
          • 2 Learn
          • Daily report
          • 3 Act
          • Prototype early
          • 4 Improve
      • Key Takeaways
      • Case: Managing Strategic Design Projects
        • Vodafone: Retail meets service design
          • Key challenge
          • Prototyping methods
          • Redesigned store
      • Key Takeaways
      • Case: Using a Five-Day Service Design Sprint to Create a Shared Cross-Channel Strategy
        • Itaús design challenge: New brands tone of voice for digital channels
      • Key Takeaways
  • 10. Facilitating Workshops
    • Why Facilitate?
    • Key Concepts of Facilitation
      • Consent
      • Status
      • Neutrality
    • Styles and Roles of Facilitation
      • Adopting a role
      • Co-facilitation
      • Can a team member be a facilitator?
    • Success Factors
      • Building the team
      • Purpose and expectations
      • Planning the work
      • Creating a safe space
        • Own the space
        • Start in familiar territory
        • Invoke authority
        • Break with routine
        • Ease in
        • Give orientation
        • Sh!tty first drafts
        • Mix activities, make a mess
        • Avoid killer words
        • Offer safety nets
        • Avoid judgment
        • Notice more and adapt
        • Fail first
      • Work modes in teams
        • One page, one pen
        • One page, many pens
        • Many pages, many pens
    • Key Facilitation Techniques
      • Warm-ups
      • Timing
      • The room
      • Tools and props
      • Visualization
      • Post it or lose it: The experts guide to sticky notes
      • Space, distance, and positioning
      • Feedback
      • Changing status
      • Doing, not talking
      • Growing as a facilitator
    • Methods
      • Three-brain warm-up
      • Color-chain warm-up
      • Warm-Up Yes, and warm-up
      • Feedback Red and green feedback
    • Cases
      • Case: The Energizing Power of the Unfamiliar
        • Redefining customer experience in the Philippines company
          • Design Studio workshops and going slide-less for the first time
          • Observations and interviews
          • Outcomes
      • Key Takeaways
      • Case: Pivot and Focus
        • Setting up and rocking the day or the room
          • Pivoting during a workshop
          • Using the right tool at the right time with the right people
          • Getting real with your clients
          • Nothing beats empathy
      • Key Takeaways
  • 11. Making Space for Service Design
    • Why Have a Dedicated Space?
    • Types of Spaces
      • Mobile solutions: Kits, carts, and trucks
      • Temporary/remote: The pop-up
      • Temporary/in-house: The squat
      • Permanent/remote: The retreat or outpost
      • Permanent/in-house: The studio
    • Building the Space
      • Space
        • Selecting your canvas
      • Walls
      • Division of the space
      • Sound
      • Flexibility
      • Furnishing
      • Connections
      • Low and high tech
      • Inspiration
      • Scars
      • Lay out the process?
    • Space or no Space?
    • Cases
      • Case: Sending a Message in a Major Organization
        • Why space is more than just another playground
          • Introduction: From process orientation to touchable customer orientation
          • Its not just a room
          • The impact of space
      • Key Takeaways
      • Case: Sowing the Seeds of Innovation and Change
        • Spreading the co-creation culture in China
          • Facilitating innovation
          • A flexible and dynamic space
          • Creating an ecosystem
      • Key Takeaways
  • 12. Embedding Service Design in Organizations
    • Getting Started
      • How to introduce service design in an organization
      • Start with small projects
      • Secure management buy-in
      • Raise awareness
      • Build up competence
      • Give room to try
    • Scaling Up
      • How to set up a service design team in an organization
      • The core service design team
      • The extended project teams
      • Choose a name that fits your culture
      • Connect with the wider service design community
    • Establishing Profiency
      • How to lead organizations that integrate service design
      • Understand the design process
      • Lead through co-creation
      • Eat your own dog food
      • Practice empathy
      • Look beyond quantitative statistics and metrics
      • Reduce fear of change and failure
      • Use customer-centric KPIs
      • Disrupt your own business
      • Make design tangible
      • Bring service design into the organizational DNA
    • Design Sprints
      • How to set up service design as an ongoing activity in an organization
      • Research 30
      • Ideation 31
      • Prototyping 32
      • Implementation 33
      • Sprints in organizations
    • Cases
      • Case: Including Service Design in Nationwide High School Curricula
        • Service design in secondary schools
          • Service design as a school subject
          • Meeting different goals
          • Implementation
          • Nationwide teacher training
          • Gaining experience
          • Prospects
      • Key Takeaways
      • Case: Introducing Service Design in a Governmental Organization
        • Unleashing creativity in an exhausted governmental organization
          • Engaging employees
          • Effects on organization
      • Key Takeaways
      • Case: Increasing National Service Design Awareness and Expertise
        • The emergence of service design in Thailand
          • Workshops
          • Training courses
          • Large company adoption
          • Creative district
      • Key Takeaways
      • Case: Integrating Service Design in a Multinational Organization
        • Redesigning Deutsche Telekom
          • The challenge
          • Our goal
          • From doing to thinking
          • Educational framework
          • Learnings
      • Key Takeaways
      • Case: Creating a Customer-Centric Culture Through Service Design
        • Toward a sustainable customer-centric organization
          • Changing the emphasis
          • Learning by doing
          • An ongoing process
          • Broad involvement
          • Phased outcomes
      • Key Takeaways
      • Case: Building Up Service Design Knowledge Across Projects
        • Working with moving targets
          • Various levels of questions
          • Various speeds for exploration
          • Working with shared online platforms
          • Various layers of deliverables
          • Additional added value across projects
      • Key Takeaways
  • 13. Co-Authors
  • 14. Main Authors
  • A. This is Service Design Doing.
  • INDEX
    • A
    • B
    • C
    • D
    • E
    • F
    • G
    • H
    • I
    • J
    • K
    • L
    • M
    • N
    • O
    • P
    • Q
    • R
    • S
    • T
    • U
    • V
    • W
    • X
    • Y
    • Z

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