3. What are we aiming for when creating services?
Experience Economy, Pine and Gilmour
4. Service Design
Service design: The application of design methods and tools to the creation of
new service systems and service activities with special emphasis on perceptions
of quality, satisfaction and experience.
Service design requires an understanding of the customer outcome and
customer process, the way the customer experience unfolds over time
through interactions at many different touch-points.
5. Services…
- Are not tangible
- Are note separable from consumption
- Cannot be stored
- Cannot be owned
- Are complex experiences
- Quality is difficult to measure
6. Dominant view of Services
IHIP (intangibility, heterogeneity, inseparability, and perishability) View:
Service should be defined and studied as different from and a complement to
products.
SDL (service dominant logic) view: Service should be defined and studied as
everything involving purposeful value-co creation between entities. Value co
created in use by resource integrators.
PSS (product Service System) view: Services should be defined as a flow of
resources (human, goods, finance) between systems and subsystems. An
operative perspective for a supplier.
IfM and IBM. (2008). Succeeding through service innovation: A service perspective for education, research, business and government. Cambridge, United Kingdom: University of Cambridge Institute for
Manufacturing.
7. Intangibility
Services cannot be seen, felt, tasted or
touched in the same manner in which
goods can be sensed
Inseparability
Most services require the presence of
customers for the production of services
Heterogeneity
The quality of the performance may vary
from time to time, depending on the
situation and service participants
Perishability
Most services can’t be stored and
therefore depend upon the ability to
balance and synchronise demand with
supply capacity
9. Example: Citizen M
CitizenM started as an observation: the world has seen the evolution of a
new type of traveler. These modern individuals are
explorers, trekkers, professionals and shoppers. They are
independent, share a respect for different cultures and are
young at heart. You might be one of them. If so congratulations: you
are what we call a Mobile Citizen of the World. You’re so important to us
that we named our hotel after you.
12. Example: Dabbawallas of Mumbai
The transport of lunch boxes from home to office. Daily 4000-5000
dabbawallas carry 1,75,000 – 2,00,000 tiffin boxes everyday .
That’s one error in every 8 million deliveries, or 16 million if you include the
return trip.
15. Service blueprinting
“Just as architects use blueprints to communicate their designs to engineers, building
occupants and owners, service blueprinting can be used as a communcative tool
between those who consume services and those who design, enable, track and
deliver services”
- SusanSparagen, IBM
Blueprinting=Theater production
1. Onstage:
• What the user sees/feels/is aware of
2. Backstage:
• Necessary provider actions the customer is not exposed to
3. Line of Visibility:
• Curtain
• Conscious guide of what the customer should see or not see
Service Blueprinting: A Practical Tool for Service Innovation , Mary Jo Bitner
17. Onstage Employee Actions
“Actions of frontline contact employees that
occur as part of a face-to-face encounter” (Bitner et al., 2008)
Customer Actions
“All of the steps that customers take as part of the service
delivery process” (Bitner et al., 2008)
18. Physical Evidence
“Tangibles that customers are exposed to
that can influence their quality perceptions” (Bitner et al., 2008)
Process Evidence
Completion Evidence
19. Support Processes
“Activities carried out by individuals and
units within the company who are not
contact employees” (Bitner et al., 2008)
Backstage Employee Actions
“Employee actions that occur „behind the
scenes‟” (Bitner et al., 2008)
22. Service blueprinting
Importance:
- Critical for capturing the intangible nature of service
- Visual depiction reduces complexity when designing
- Highlights the steps (the highs and lows in user experience)
- Establishes key ‘contact points’ (touch-points) with the user and the physical
artifacts, spaces and human actors that form a part of the service
- Service providers can identify fail points (broken journeys), but also leverage
points at which user experience (or profit!) can be enhanced
