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1 | Research papers and conceptual papers collected from the Journal of Service Research website January, 2019. Keyword search: metaphor. Results (26) *Note: This does not include commentary or book reviews | ||||||||||||||||||||
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4 | Retail Theater: The “Intended Effect” of the Performance | Retailers selling very different types of merchandise are adopting the phrase retail theater in their public descriptiopt in a given performance. Such an approach can be translated into retailing. Examples are given of the intended customer (audience) effects, which can be created from retailing versions of the four theater styles. | Baron, S., Harris, K., & Harris, R. (2001). Retail Theater: The “Intended Effect” of the Performance. Journal of Service Research, 4(2), 102–117. https://doi.org/10.1177/109467050142003 | ||||||||||||||||||
5 | My Customers Are in My Blind Spot Are They Changing and I cannot See It? | It is clearly recognized that service providers often have an incomplete and fragmentary understanding of their customers' relationship behaviors. Although it is clear that this incomplete understanding has serious implications for customer relationship management, and might even constitute a strategic risk, there have been no explicit attempts to analyze the phenomenon. The authors therefore introduce and develop the concept of the blind spot as a metaphor referring to situations where a service provider’s visual field is obscured. The authors examine the phenomenon of blind spots in a temporal and a relational context, determine their consequences, and outline the implications for customer relationship management. A number of blind spot scenarios are presented in order to illustrate how blind spots obstruct the service provider’s ability to make correct interpretations of customer relationships, and thereby also correct estimations of relationship stability. The conceptualization of blind spots as outlined in this article sheds light on the underlying mechanisms that drive customer behavior in terms of relationship stability and hence offers a deeper understanding of the dynamic nature of customer relationships. From a managerial point of view, proper monitoring systems and routines for analyzing relevant customer information play essential roles in understanding and managing blind spots. | Wägar, K., Roos, I., Ravald, A., & Edvardsson, B. (2012). My Customers Are in My Blind Spot: Are They Changing and I cannot See It? Journal of Service Research, 15(2), 150–165. https://doi.org/10.1177/1094670511435540 | ||||||||||||||||||
6 | Connectivity in Service Systems Does Technology-Enablement Impact the Ability of a Service System to Co-Create Value? | Does technology-enablement impact the ability of a service system to co-create value? In this study, we assess and compare the relative importance of Information and Communication Technology (ICT) and human relationships in service systems, by drawing on findings from a multiple case study in the consulting industry and subsequent analysis through a sociotechnical connectivity lens. We present a theoretical model and propositions which indicate that successful technology-enabled value co-creation is contingent upon the quantity and quality of interpersonal relationships, or social connectivity, between humans that interact and exchange resources by means of ICT. Our findings indicate that technology-enablement in service systems does not, in and of itself, influence human behavior, goals, or motivation regarding the value co-creation process, and argue that the ability of these service systems to co-create value is contingent on the levels of social connectivity between its human entities, more so than ICTs that enable the process. The ability to manage social connectivity therefore represents a prerequisite for the successful co-creation of value in technology-enabled environments, and we provide guidelines that help managing social connectivity on requisite levels. | Breidbach, C. F., Kolb, D. G., & Srinivasan, A. (2013). Connectivity in Service Systems: Does Technology-Enablement Impact the Ability of a Service System to Co-Create Value? Journal of Service Research, 16(3), 428–441. https://doi.org/10.1177/1094670512470869 | ||||||||||||||||||
7 | A Three-Dimensional Scale of Intangibility | As new information technologies are being developed, so have new generations of information products. Because these new products appear highly intangible, this renews the debate about intangibility as defined in the marketing literature, which has traditionally considered it as a unidimensional or two-dimensional construct and has associated it almost exclusively with services. The objective of this study is to show that intangibility is a three-dimensional construct. A survey was conducted, and structural equation modeling analyses were used to test the proposed scale. Results showed that intangibility is indeed composed of three dimensions: mental intangibility, physical intangibility, and generality. The scale was then applied to some goods and services, and it was found that some goods appear to be less tangible than many services. These results suggest the need for some changes in how service marketing research is carried out and how managers deal with the “intangibility” of their services. | Laroche, M., Bergeron, J., & Goutaland, C. (2001). A Three-Dimensional Scale of Intangibility. Journal of Service Research, 4(1), 26–38. https://doi.org/10.1177/109467050141003 | ||||||||||||||||||
8 | Characterizing Value as an Experience Implications for Service Researchers and Managers | Within contemporary discourse around service-dominant logic, phenomenologically (experientially) determined value has been placed at the center of value discussion. However, a systematic characterization of value in the experience has not been presented to date. In this article, the authors outline four theoretical propositions that describe what value in the experience is, which are then illustrated using a narrative data set. The propositions consider both lived and imaginary value experiences and posit that current service experiences are influenced by previous and anticipated service experiences. The article contributes to the service literature by characterizing value in the experience as an ongoing, iterative circular process of individual, and collective customer sense making, as opposed to a linear, cognitive process restricted to isolated service encounters. The authors recommend that service researchers should consider the use of interpretive methodologies based on the four theoretical propositions outlined in order to better understand the many ways that service customers experience value in their lifeworld contexts, which extend well beyond the service organization’s zone of influence. Service managers should also consider how a richer understanding of past, current, and imaginary value in the context in service customers’ individual lifeworld contexts might generate novel insights for service innovations. | Helkkula, A., Kelleher, C., & Pihlström, M. (2012). Characterizing Value as an Experience: Implications for Service Researchers and Managers. Journal of Service Research, 15(1), 59–75. https://doi.org/10.1177/1094670511426897 | ||||||||||||||||||
9 | Feed People First A Service Ecosystem Perspective on Innovative Food Waste Reduction | Service research highlights the utility of adopting a service ecosystem approach to studying service innovation. It suggests that service innovations can arise from challenging and developing the institutions (i.e., norms, rules, practices, meanings, and symbols) which underpin an ecosystem. Also, recent emphasis on consumer well-being posits that studies of service provision to poor consumers are needed. Reflecting these research priorities, the context of this case study on service innovation is the food waste ecosystem, whereby service innovations can contribute to the alleviation of food poverty for thousands of citizens. The central actor of the ecosystem is the leading UK charity organization fighting food waste. The paper’s contribution lies in using data from ecosystem actors to clarify the distinctions between institutions, thereby enhancing understanding of the application of institutional theory within the ecosystem and highlighting some theoretical implications for service innovation both within- and between-system levels. An actor institutions matrix is offered as a fruitful outcome of the analysis of the institutions, and suggested recommendations for operationalizing service ecosystem studies are outlined. | Baron, S., Patterson, A., Maull, R., & Warnaby, G. (2018). Feed People First: A Service Ecosystem Perspective on Innovative Food Waste Reduction. Journal of Service Research, 21(1), 135–150. https://doi.org/10.1177/1094670517738372 | ||||||||||||||||||
10 | Service Design for Experience-Centric Services | Service organizations are increasingly managing customer experiences to promote differentiation and customer loyalty. This article examines the design of experience-centric services, particularly the design of their context. Drawing on relevant literature in service and experience design, the authors develop a theory-based set of propositions for experience design.The propositions are then investigated empirically by means of 17 case studies of design agencies, consulting firms, and experience-centric service providers in different industries. Strong support was found for the designing of “customer journeys” and “touchpoints,” for sensory design, and for the designing of a dramatic structure of events. In addition, the engagement of employees, the management of fellow customers, and the close coupling of backstage employees and frontstage activities represent promising new frontiers in experience design. By identifying the current design practices of leaders in experience design, this study both informs this practice and presents a unique perspective on the design of service delivery systems. | Zomerdijk, L. G., & Voss, C. A. (2010). Service Design for Experience-Centric Services. Journal of Service Research, 13(1), 67–82. https://doi.org/10.1177/1094670509351960 | ||||||||||||||||||
11 | Moving Forward and Making a Difference: Research Priorities for the Science of Service | Given the significant, sustained growth in services experienced worldwide, Arizona State University’s Center for Services Leadership embarked on an 18-month effort to identify and articulate a set of global, interdisciplinary research priorities focused on the science of service. Diverse participation from academics in a variety of disciplines working in institutions around the world—in collaboration with business executives who lead organizations ranging from small startups to Global 1000 companies—formed the basis for development of the priorities. The process led to the identification of the following 10 overarching research priorities: • Fostering service infusion and growth • Improving well-being through transformative service • Creating and maintaining a service culture • Stimulating service innovation • Enhancing service design • Optimizing service networks and value chains • Effectively branding and selling services • Enhancing the service experience through cocreation • Measuring and optimizing the value of service • Leveraging technology to advance service For each priority, several important and more specific topic areas for service research emerged from the process.The intent is that the priorities will spur service research by shedding light on the areas of greatest value and potential return to academia, business, and government. Through academic, business, and government collaboration, we can enhance our understanding of service and create new knowledge to help tackle the most important opportunities and challenges we face today. | Amy L. Ostrom, Mary Jo Bitner, Stephen W. Brown, Kevin A. Burkhard, Michael Goul, Vicki Smith-Daniels, Haluk Demirkan, Elliot Rabinovich, Journal of Service Research, vol. 13, 1: pp. 4-36. | ||||||||||||||||||
12 | Who Wants a Relationship Anyway? Conditions When Consumers Expect a Relationship With Their Service Provider | Prior research suggests that consumers may vary in the degree to which they wish to engage in a relationship with their service providers. The authors identify previously found and new factors that influence whether consumers expect a service provider to form a relationship with them. The authors then use these factors to segment consumers based on the relationship expectations they have with three universal categories of service providers: phone companies, banks, and doctors. Depending on the service type, either two or three segments emerge, ranging from consumers who are keen to have a relationship to those who are indifferent about relationships, down to those who are averse to forming relationships with service providers. Although there are always consumers who are keen to form a relationship with their service provider, there is no “hard core” group of consumers keen on relationships with all service providers. | Danaher, P. J., Conroy, D. M., & McColl-Kennedy, J. R. (2008). Who Wants a Relationship Anyway?: Conditions When Consumers Expect a Relationship With Their Service Provider. Journal of Service Research, 11(1), 43–62. https://doi.org/10.1177/1094670508319095 | ||||||||||||||||||
13 | Relating Brandand Customer Perspectives on Marketing Management | What is the difference between brand equity and customer equity? Does the distinction matter? Is there a difference between the firm’s brand asset and customer asset? What are the implications of taking a brand perspective versus a customer perspective when designing and implementing marketing programs? The objective of this article is to examine these two perspectives in depth so that researchers and managers can improve their understanding and use of customer and brand perspectives on marketing. The authors seek to determine the relationship between the two assets and perspectives in terms of similarities and differences. They examine the development of customer and brand perspectives and describe how each adds value to the firm and to the customer. Subsequently, they delineate possible approaches for measuring marketing assets. They discuss key issues researchers and practitioners should consider in managing marketing assets, particularly for multibrand companies. They conclude by suggesting future research directions. | Ambler, T., B., C., Edell, J., Keller, K. L., Lemon, K. N., & Mittal, V. (2002). Relating Brandand Customer Perspectives on Marketing Management. Journal of Service Research, 5(1), 13–25. https://doi.org/10.1177/1094670502005001003 | ||||||||||||||||||
14 | The Relationships between Culture and Service Quality Perceptions Basis for Cross-Cultural Market Segmentation and Resource Allocation | The authors argue that perceptions of service quality vary across cultural groups, as defined by each culture’s position on Hofstede’s dimensions. They explicitly map the relationship between service quality perceptions and cultural dimension positions and draw the implications for international service market segmentation. They also test the hypotheses constituting their theoretical analysis. They show that the importance of SERVQUAL dimensions is correlated with Hofstede’s cultural dimensions. They also used the correlation coefficients to compute a Cultural Service Quality Index that could be used to segment international service markets and allocate resources across segments. | Furrer, O., Liu, B. S.-C., & Sudharshan, D. (2000). The Relationships between Culture and Service Quality Perceptions: Basis for Cross-Cultural Market Segmentation and Resource Allocation. Journal of Service Research, 2(4), 355–371. https://doi.org/10.1177/109467050024004 | ||||||||||||||||||
15 | Linking Customer Assets to Financial Performance | As more firms adopt a customer asset management approach to their business, it has become increasingly important to understand how customer management efforts relate to the financial performance of the firm. Of specific interest to shareholders is the relationship between traditional financial measures and customer-centric measures. The customer-centric measure that has received the most attention is customer lifetime value (CLV). In this article, the authors argue that the basic CLV model represents a useful foundation from which to begin to fill the gap between marketing actions and shareholder value. However, much work remains to be done before appropriate models can be developed that reflect the true value of a customer to the firm. Specifically, this article elaborates on how factors such as risk associated with customer behavior dynamics, social and competitive effects, and the effect of the product life cycle can be incorporated into the basic CLV model. | Hogan, J. E., Lehmann, D. R., Merino, M., Srivastava, R. K., Thomas, J. S., & Verhoef, P. C. (2002). Linking Customer Assets to Financial Performance. Journal of Service Research, 5(1), 26–38. https://doi.org/10.1177/1094670502005001004 | ||||||||||||||||||
16 | Analytics for Customer Engagement | In this article, we discuss the state of the art of models for customer engagement and the problems that are inherent to calibrating and implementing these models. The authors first provide an overview of the data available for customer analytics and discuss recent developments. Next, the authors discuss the models used for studying customer engagement, where they distinguish the following stages: customer acquisition, customer development, and customer retention. Finally, they discuss several organizational issues of analytics for customer engagement, which constitute barriers for introducing analytics for customer engagement. | A., T. H., H., P. S., Block, F., Eisenbeiss, M., S., B. G., Lemmens, A., & Saffert, P. (2010). Analytics for Customer Engagement. Journal of Service Research, 13(3), 341–356. https://doi.org/10.1177/1094670510375603 | ||||||||||||||||||
17 | Cocreating Customer Value Through Hyperreality in the Prepurchase Service Experience | This article develops a new model depicting how organizations can help customers test out and experience a service prior to purchase and consumption or use. When customers buy a new car, for instance, they are allowed to test-drive it to get the feel of it. When customers wish to purchase services, it can be more difficult to provide customers with a “test drive.” In some service situations, service organizations can and do provide “test drives,” but it is suggested that such experiences take place in a simulated setting. This article introduces the notion of hyperreality, the simulated reality of a service experience. It also introduces the concept of the “experience room,” the place where the simulated experience takes place. Based on the existing literature, the authors apply six dimensions of experience rooms to demonstrate how organizations can cocreate value, in conjunction with the customer, through hyperreality in a preservice experience. | Edvardsson, B., Enquist, B., & Johnston, R. (2005). Cocreating Customer Value Through Hyperreality in the Prepurchase Service Experience. Journal of Service Research, 8(2), 149–161. https://doi.org/10.1177/1094670505279729 | ||||||||||||||||||
18 | The Impact of Service System Design and Flow Experience on Customer Satisfaction in Online Financial Services | Prior research examines customer satisfaction in retailing and e-commerce settings, yet online financial services have received little research attention. To understand customer satisfaction with this fast-growing service, this study investigates the role of flow experience, a sensation that occurs as a result of significant cognitive involvement. The study examines how service system characteristics affect the cognitive states of the flow experience, which determines customer satisfaction. The flow construct and total experience design suggest a structural model that is empirically tested using responses from a large sample of online investors. In support of the model and most of the hypotheses it suggests, the empirical results clarify the important antecedents and consequence of flow experience in online financial services and suggest the viability of using a dual-layer experience construct to investigate customer satisfaction.These findings can help researchers and service providers understand when, where, and how flow experience is formulated in online financial services. | Ding, D. X., Hu, P. J.-H., Verma, R., & Wardell, D. G. (2010). The Impact of Service System Design and Flow Experience on Customer Satisfaction in Online Financial Services. Journal of Service Research, 13(1), 96–110. https://doi.org/10.1177/1094670509350674 | ||||||||||||||||||
19 | Key Skills for Crafting Customer Solutions Within an Ecosystem A Theories-in-Use Perspective | A growing body of marketing and service research analyzes the processes inherent in the creation of customer solutions. This work is increasingly important as vendors and customers alike strive to differentiate themselves from competitors. However, research is often limited because data do not take into consideration the system of the customer’s stakeholders. The present study is an expansive discovery-oriented, theories-in-use inquiry consisting of 117 depth interviews across 59 key account service evaluations. Study results are contextualized within the system of stakeholders involved in the solution development and implementation process termed ecosystem. Working from the understanding that customers consist of sets of interrelated stakeholders, the authors identify key skills for crafting customer solutions within an ecosystem. The findings advance the marketing service field by providing a rich lens by which to conceive of solutions development and implementation, enhancing the ability to understand and design customer solutions. | Friend, S. B., & Malshe, A. (2016). Key Skills for Crafting Customer Solutions Within an Ecosystem: A Theories-in-Use Perspective. Journal of Service Research, 19(2), 174–191. https://doi.org/10.1177/1094670515617154 | ||||||||||||||||||
20 | Archetypes of Service Innovation Implications for Value Cocreation | Service innovation is a key source of competitive differentiation across firms and markets. Despite growing attention from practitioners and academics alike, systematic scholarly inquiry into service innovation’s diverse theoretical foundations has to date been limited. This article explores different approaches to service innovation and proposes a typology of four archetypes, each informed by a distinct theoretical perspective and by different underlying assumptions. Process-based and output-based archetypes focus on value-adding phases and output value, respectively. Experiential and systemic archetypes have attracted less attention but become central for firms seeking to cocreate phenomenologically determined value within the service ecosystem. The article also contributes to service innovation research and practice by bringing together the existing archetypes, which were previously treated separately. Juxtaposing these archetypes and emphasizing value and value cocreation, the article proposes an integrative view of how novel value cocreation can be enhanced in service innovations. Finally, we develop an agenda for future research, encouraging researchers and managers to plan service innovations systematically, deploying each archetype in value cocreation, and combining them within an integrative approach. | Helkkula, A., Kowalkowski, C., & Tronvoll, B. (2018). Archetypes of Service Innovation: Implications for Value Cocreation. Journal of Service Research, 21(3), 284–301. https://doi.org/10.1177/1094670517746776 | Service experience as sensemaking. Research question in areas for future research...ow can sensemaking be added to service innovation, based onwhat customers and other actors experience as valuable in theirlived business or private lives, and what they are willing tococreate? | CSI research | ||||||||||||||||
21 | Why Do Donors Donate? Examining the Effects of Organizational Identification and Identity Salience on the Relationships among Satisfaction, Loyalty, and Donation Behavior | With an empirical study in two nonprofit industries (a money-collecting and blood-collecting organization), the authors investigate how organizational identification and identity salience together function in relation to satisfaction, loyalty, and behavior. They develop and test a model that best represents relationships featuring donor-nonprofit identification and donor identity salience in existing satisfaction-loyalty studies. Overall, the study empirically confirms that donor-nonprofit identification and donor identity salience are distinct constructs and that both have direct positive effects on loyalty, but not that much on donations. Within the money donation context, both identification constructs have stronger total effects on donor loyalty than donor satisfaction, whereas in the blood donation context, donor satisfaction has a stronger effect on loyalty. In testing the causal direction between donor-nonprofit identification and donor satisfaction, the authors also find that the path should be conceptualized from satisfaction to identification. The study contributes to the theory of organizational identification and identity salience by highlighting the advantages of taking a combined theoretical approach. Finally, the study suggests several means to implement donor identification management, including group activities, development of online communities, donor events, and more long-term-oriented tactics, all of which treat the donor as a cocreator of value. | Boenigk, S., & Helmig, B. (2013). Why Do Donors Donate?: Examining the Effects of Organizational Identification and Identity Salience on the Relationships among Satisfaction, Loyalty, and Donation Behavior. Journal of Service Research, 16(4), 533–548. https://doi.org/10.1177/1094670513486169 | ||||||||||||||||||
22 | Transactions vs. Relationships: What Should the Company Emphasize? | The relevance of transactional and relational marketing variables in relational exchanges is now well established in the marketing literature. However, the knowledge about their relative effectiveness and their optimal mix over time remains very sparse. An analytical model is proposed to help determine optimal decision rules for transactional and relational marketing efforts. Some of the main results are as follows: (a) If the seller benefits from the interaction between the transactional marketing effort and buyer’s commitment, then the seller’s optimal decision rules change over time and depend on the level of the partners’commitment. (b) Otherwise, the seller’s optimal decision rules for the two types of marketing are constant over time. (c) The seller should allocate more resources to relational marketing at the beginning of a relational exchange and, later on, should allocate more resources to transactional marketing. | Fruchter, G. E., & Sigué, S. P. (2005). Transactions vs. Relationships: What Should the Company Emphasize? Journal of Service Research, 8(1), 18–36. https://doi.org/10.1177/1094670505276629 | ||||||||||||||||||
23 | Service Customization Through Employee Adaptiveness | Customization strategies aimed at providing customers with individually tailored products and services are growing in popularity. In a service context, the responsibility for customization frequently falls on the shoulders of front-line customer contact employees. Few marketing scholars, however, have considered what it means to be adaptive in these roles and how customization behaviors can be encouraged. Drawing on marketing, organizational behavior, and psychology literatures, the authors define and empirically test antecedents of two distinct dimensions of employee adaptive behavior: interpersonal adaptive behavior and service-offering adaptive behavior. Results indicate that an employee’s level of customer knowledge, certain personality predispositions, and intrinsic motivation positively influence the propensity to adapt both their interpersonal style and the actual service offering. Implications for market segmentation, employee selection, training, and motivation are offered. | Gwinner, K. P., Bitner, M. J., Brown, S. W., & Kumar, A. (2005). Service Customization Through Employee Adaptiveness. Journal of Service Research, 8(2), 131–148. https://doi.org/10.1177/1094670505279699 | ||||||||||||||||||
24 | Biologically Inspired Approaches to Strategic Service Design Optimal Service Diversification Through Evolutionary and Swarm Intelligence Models | This article introduces nature-inspired modeling to strategic service management. It determines optimal service diversification through an evolutionary mechanism of natural selection and population genetics as well as a model of cooperative behavior and collective intelligence in swarms. Specifically, we design and implement Genetic and Particle Swarm Optimization algorithms to stated-preference data derived from a conjoint experiment measuring consumer preferences for service attributes in a retail setting. The proposed procedure provides key insights to strategic service management such as optimal service design, optimal mix of service offerings in terms of consumer demand, and local adaptation of service portfolios. It demonstrates how diversification meets heterogeneous customer preferences and how localized solutions address cross-country differences. The findings suggest that variation in service portfolios elevates customer utility, in the sense that diversified offerings better match heterogeneous customer needs. In an intuitive fashion, consumer diversity is such that a uniform service portfolio is inferior to differentiated offerings, especially with regard to salient service attributes. The results also illustrate that localized diversification strategies are necessary for multistore, multimarket operations. Our method has valuable implications for managers aiming to improve how they design their services. A new tool is introduced which handles tangible and intangible service elements and allows service design optimization by predicting which elements create the most compelling service contexts from a customer perspective. The tool also facilitates localized diversification decisions by adapting critical service attributes to local markets. Bio-inspired models shed new light on marketing phenomena and reveal opportunities for empirical research. | Baltas, G., Tsafarakis, S., Saridakis, C., & Matsatsinis, N. (2013). Biologically Inspired Approaches to Strategic Service Design: Optimal Service Diversification Through Evolutionary and Swarm Intelligence Models. Journal of Service Research, 16(2), 186–201. https://doi.org/10.1177/1094670512468215 | ||||||||||||||||||
25 | Internal Branding: Social Identity and Social Exchange Perspectives on Turning Employees into Brand Champions | Prior research acknowledges employees' crucial role in building strong service brands, yet empirical research on how to turn employees into brand champions remains scarce and has been largely approached from an internal branding perspective. Drawing on social identity and social exchange theories, this study takes a broader organizational perspective to link internal branding outcomes (employee-brand fit, brand knowledge, and belief in the brand) and employees' perceptions of organizational support to a range of employee brand-building behaviors, with organizational identification as the key mediating mechanism. Both cross-sectional and longitudinal analyses of employee data from a major retail bank reveal organizational identification as a strong motivational force for employees to become brand champions, largely mediating the effects of internal branding outcomes. When organizational identification is low, perceived organizational support (as a quality indicator of employees' exchange-based relationship with the organization) constitutes an alternative, external motivator of on-the-job brand building behaviors; when organizational identification is high, perceived organizational support boosts employees' voluntary participation in brand development and positive word-of-mouth. These findings highlight the managerial relevance of the employee-organization relationship for turning employees into brand champions and show how organizational identification can be stimulated by means of internal branding. | Löhndorf, B., & Diamantopoulos, A. (2014). Internal Branding: Social Identity and Social Exchange Perspectives on Turning Employees into Brand Champions. Journal of Service Research, 17(3), 310–325. https://doi.org/10.1177/1094670514522098 | ||||||||||||||||||
26 | Multilevel Service Design: From Customer Value Constellation to Service Experience Blueprinting | The proliferation of complex service systems raises new challenges for service design and requires new methods. Multilevel Service Design (MSD) is presented as a new interdisciplinary method for designing complex service systems. MSD synthesizes contributions from new service development, interaction design, and the emerging field of service design. MSD enables integrated development of service offerings at three hierarchical levels: (a) Designing the firm’s service concept with the customer value constellation of service offerings for the value constellation experience; (b) Designing the firm’s service system, comprising its architecture and navigation, for the service experience; and (c) Designing each service encounter with the Service Experience Blueprint for the service encounter experience. Applications of the MSD method are described for designing a new retail grocery service and for redesigning a bank service. MSD contributes an interdisciplinary service design method that accommodates the cocreative nature of customer experiences and enables experience integration from the design of the service concept through the design of the service system and service encounter. | Patrício, L., Fisk, R. P., Falcão, J., & Constantine, L. (2011). Multilevel Service Design: From Customer Value Constellation to Service Experience Blueprinting. Journal of Service Research, 14(2), 180–200. https://doi.org/10.1177/1094670511401901 | Service design is an emerging field (Mager 2009) whose meth-ods are still being developed and are often borrowed fromrelated areas. Service design has been traditionally viewed asa specific stage of the new service development process(Edvardsson et al. 2000). However, the new service designfield has adopted a broader approach, involving understandingusers and their context, understanding service providers andsocial practices, and translating this understanding into thedevelopment of evidence and service systems interaction(Evenson 2008). When designing complex systems, thinkingwith models helps bridge the gap between problem and solution(Dubberly, Evenson, and Robinson 2008). Models synthesizethe understanding of users’ needs and possible solutions inways that help different stakeholders explore new ideas.Human ActivityModeling (Constantine 2008) provides a hierarchical view of useractivity, decomposed into tasks and operations, such as applyingfor a mortgage loan and interacting with a sales representativeto get advice on that loan. Service design involves different com-ponents, such as the definition of the service concept, the servicesystem, and the service process (Edvardsson et al., design method, a design lan-guage, and design tools 2000).Although these components do not represent hierarchical levels,the service concept and the service system concept can be adaptedfor designing the different levels of service systems. | |||||||||||||||||
27 | The Transformative Value of a Service Experience | The pursuit of upward social transformation through service design and practice demands rigorous thinking about what this kind of change looks like and how it comes about. To advance these two goals, this study conceptualizes transformative value, defined as a social dimension of value creation which illuminates uplifting changes among individuals and collectives in the marketplace. Conceptual development draws on structuration theory and the service-dominant logic to articulate the spheres of transformative value as well as four distinctions between habitual and transformative value. Ethnographic analysis with a nonprofit service, which focuses on mitigating the inequalities of poverty, explores how service providers can facilitate transformative value. Findings highlight the roles of holistic value propositions, an anti-structural servicescape, and communal service practices. Beyond micro-level social impact, findings also reveal the macro-level reach of transformative value by demonstrating how services can contest and transform dominant social structures and stimulate social action. Discussion highlights the implications of transformative value for human agency and ways to design services that promote well-being among vulnerable populations. | Blocker, C. P., & Barrios, A. (2015). The Transformative Value of a Service Experience. Journal of Service Research, 18(3), 265–283. https://doi.org/10.1177/1094670515583064 | ||||||||||||||||||
28 | Mobilizing the Brand The Effects of Mobile Services on Brand Relationships and Main Channel Use | Mobile devices and services are proposed to be powerful channels for both distribution and marketing communication. In this article, the authors study the effects of mobile channel additions on consumer-brand relationship dimensions. Surveys of three different brands reveal positive effects of mobile channel addition (SMS/MMS) usage on brand satisfaction, direct relationship investments, indirect relationship investments, and main channel usage. The results suggest that SMS channel additions are perceived as complements to the brands’ main channel, whereas MMS channel additions today primarily are perceived as supplementary channels. Moreover, the findings suggest that a promising strategy for increasing consumption of the brand’s main channel is facilitation of the consumers’ direct relationship investment in the mobile services. Implication for service researchers and industry players are discussed. | Nysveen, H., Pedersen, P. E., Thorbjørnsen, H., & Berthon, P. (2005). Mobilizing the Brand: The Effects of Mobile Services on Brand Relationships and Main Channel Use. Journal of Service Research, 7(3), 257–276. https://doi.org/10.1177/1094670504271151 | ||||||||||||||||||
29 | Substituting Information for Interaction A Framework for Personalization in Service Encounters and Service Systems | We compare person-to-person service encounters with those in which the service provider is an information system to identify the capabilities needed to personalize a service encounter. We suggest “substituting information for interaction” as a principle that unifies these different types of encounters whenever the information needed to create value in a service system accumulates incrementally through human or automated customer interactions. We review research and practice in computer science, artificial intelligence, data mining, machine learning, and information systems design to bring an interdisciplinary robustness to our conceptual proposal. Human service providers and automated service systems both need (1) a service model manager that stores information about how a customer requests a service; (2) a customer model manager that stores information about customers and preferences; (3) a recommendation system manager that uses service models, customer models, and contextual information to adapt the service at delivery time; (4) a learning system that analyzes previous service encounters to refine service and customer models, and a (5) service monitoring system that monitors the status of service delivery. The substitution concepts and mechanisms we propose highlight the range of design choices and help managers evaluate whether a human interaction or information exchange creates or undermines value in a service system. | Glushko, R. J., & Nomorosa, K. J. (2013). Substituting Information for Interaction: A Framework for Personalization in Service Encounters and Service Systems. Journal of Service Research, 16(1), 21–38. https://doi.org/10.1177/1094670512463967 | ||||||||||||||||||
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