Module 5
Service Innovation and Design
A. Challenges of Service Innovation and Design
Because services are largely intangible and process oriented (such as a hospital
stay, a golf lesson, an NBA basketball game, or a sophisticated information technology
consulting service), they are difficult to describe and communicate. When services are
delivered or cocreated with the customer over a long period—a week’s resort vacation, a
six-month consulting engagement, a multi-year business process outsourcing contract, or
10 weeks on a Weight Watchers program—their complexity increases, and they become
even more difficult to define and describe. Further, because services are delivered by
employees to customers, and often cocreated with customers, they are variable. Rarely
are two services alike or experienced in the same way. These fundamental characteristics
of service offerings, which we explored in the first chapter of this book, are the heart of
the challenge involved in innovating and designing services. Global companies and
governments around the world are awakening to these challenges and the recognition
that, despite the dominance of services in the world’s economies, there is
disproportionately less focus on service innovation in companies and in research.4 Our
Global Feature discusses the importance of service innovation as a priority for companies
and national economies.
The intrinsic intangibility of service offerings has historically compelled
individuals to resort to verbal expressions in their attempts to convey and describe them.
However, this reliance on words to articulate services carries inherent risks, often
resulting in challenges and potential misinterpretations. One of the primary risks
associated with using words alone to describe services is oversimplification, a
phenomenon that can lead to a shallow and inadequate representation of the intricate
nature of certain services.
Oversimplification becomes particularly evident when attempting to encapsulate
complex service systems in succinct verbal descriptions. For instance, defining "portfolio
management" merely as "buying and selling stocks" is akin to characterizing the space
shuttle as "something that flies." Such simplified descriptions run the risk of being
interpreted in diverse ways by different individuals. Some may envision a bird, others a
helicopter, and still others an angel. The inherent limitations of language make it
challenging to capture the multifaceted aspects of complex services, especially those that
involve intricate processes such as financial portfolio management.
The inadequacy of words becomes more pronounced in the context of our modern
global economy, where service systems have evolved to unprecedented levels of
complexity. In many instances, these systems encompass intricate networks of service
firms, customers, and dynamic evolution of offerings over time. The increased
complexity introduces additional layers of challenges when relying solely on words for
description. As service systems become more interconnected and multifaceted, the risk of
oversimplification escalates, potentially leading to a lack of clarity and understanding
among stakeholders.
In the realm of services, which often involve intangible and experiential elements,
attempting to encapsulate the entirety of the customer journey, the intricate processes,
and the evolving nature of offerings through words alone can be limiting. The richness
and depth of service experiences may elude precise articulation through language, leading
to potential gaps in comprehension among those seeking to understand or communicate
about these services.
Recognizing the inherent challenges associated with using words alone to
describe complex service systems, organizations are encouraged to explore a diverse
array of alternative methods and tools that offer richer and more nuanced forms of
communication. Visual representations emerge as a particularly effective and
complementary means of conveying the intricacies inherent in service processes and
interactions. Service blueprints, flowcharts, and diagrams, among other visual aids, serve
as invaluable tools in providing stakeholders with a tangible and accessible way to
comprehend complex service systems.
Service blueprints, for instance, go beyond the limitations of verbal descriptions
by offering a detailed and comprehensive visualization of the entire service journey.
These blueprints map out the various touchpoints, interactions, and processes involved in
the delivery of a service, providing a holistic view that extends from customer
interactions to the back-end operational processes. This visual tool becomes instrumental
in fostering a shared understanding among stakeholders, aligning diverse teams, and
facilitating collaborative efforts in improving service delivery.
Flowcharts and diagrams, too, play a pivotal role in enhancing the communication
of complex service systems. They break down intricate processes into manageable and
visually digestible components, allowing stakeholders to grasp the sequential flow of
activities. Whether illustrating the customer journey, service delivery stages, or internal
operations, these visual aids empower teams to identify bottlenecks, optimize workflows,
and streamline the overall service experience.
Moreover, organizations can leverage technology to create dynamic and
interactive visual representations of complex service systems. Interactive diagrams,
animated simulations, and virtual walkthroughs offer stakeholders an immersive
experience that goes beyond static visuals. This interactive approach not only enhances
comprehension but also engages stakeholders in a more participatory manner, fostering a
deeper level of understanding and collaboration.
Beyond visual representations, organizations can explore narrative-based methods
to convey the richness of complex services. Narratives, stories, and case studies provide a
qualitative dimension that complements quantitative descriptions. Through real-life
scenarios and examples, organizations can effectively communicate the nuances of
service interactions, customer experiences, and the evolving nature of service offerings.
This narrative-based approach humanizes complex services, making them relatable and
resonant with stakeholders.
In addition to visual and narrative approaches, organizations can consider
workshops, training sessions, and hands-on experiences as means of conveying the
intricacies of complex service systems. These interactive methods allow stakeholders to
actively engage with the service processes, fostering a deeper understanding and
appreciation of the various components and dynamics at play.
As we delve further into this exploration, subsequent discussions will delve into
specific strategies and frameworks that organizations can adopt to enhance their
communication of complex service systems. From the integration of immersive
technologies to the development of compelling narratives, the goal is to equip businesses
with a diverse toolkit that transcends the limitations of words alone. By adopting a
holistic and innovative approach to communication, organizations can bridge the
comprehension gap and ensure that stakeholders, both internal and external, grasp the
intricate nature of the services they provide.
In conclusion, the limitations of verbal descriptions in describing complex service
systems necessitate the exploration of alternative methods and tools. Visual
representations, including service blueprints, flowcharts, and diagrams, offer a tangible
and accessible means of conveying the intricacies inherent in service processes. These
visual aids serve as effective tools in mitigating the risk of oversimplification and
fostering a shared understanding among diverse stakeholders. However, the toolkit
extends beyond visuals, encompassing narrative-based methods, interactive experiences,
and immersive technologies. By adopting a multifaceted approach to communication,
organizations can successfully convey the richness of complex services and ensure that
stakeholders gain a comprehensive and meaningful insight into the intricacies of service
delivery.
Moreover, advancements in technology, such as virtual reality (VR) and
augmented reality (AR), provide innovative avenues for immersive and interactive
experiences that go beyond the constraints of language. By leveraging these technologies,
organizations can create virtual simulations or interactive models that offer stakeholders a
more nuanced and experiential understanding of complex service systems.
In the subsequent sections of this discourse, we will delve into specific strategies
and frameworks that organizations can adopt to enhance the communication and
understanding of complex services. From the integration of visual tools to the exploration
of immersive technologies, the aim is to equip businesses with practical approaches to
overcome the limitations of verbal descriptions and convey the richness of service
offerings effectively.
In conclusion, the reliance on words alone to describe complex service systems
poses inherent risks, primarily the danger of oversimplification. As service systems
evolve in complexity within our global economy, the limitations of verbal articulation
become more pronounced. Organizations must recognize these challenges and explore
alternative methods, such as visual representations and immersive technologies, to
convey the multifaceted nature of services. By adopting a holistic and innovative
approach to communication, businesses can bridge the gap between the intangible aspects
of services and stakeholders' understanding, fostering clearer and more comprehensive
perspectives.
B. Important Considerations for Service Innovation
Because services are produced, consumed, and cocreated in real time and often
involve interaction between and among employees and customers, it is critical that
innovation and new service development processes involve both employees and
customers throughout the process. Employees frequently are the service, or at least they
perform or deliver the service, and thus their involvement in choosing which new
services to develop and how these services should be designed and implemented can be
very beneficial. Contact employees are psychologically and physically close to customers
and research has shown they can be very helpful in identifying customer needs for
innovative new services.10 Involving employees in service innovation and design also
increases the likelihood of new service success because employees can identify the
organizational issues that need to be addressed to support the delivery of the service to
customers.
Navigating the landscape of service innovation and design presents a multifaceted
challenge, primarily rooted in the intrinsic characteristics of services. Unlike tangible
products, services unfold as processes, and they are inherently experiential, unfolding
over a span of time. This temporal aspect introduces a dynamic dimension to service
design, where the duration of service delivery can vary significantly, ranging from mere
minutes in some instances to hours, days, weeks, or even years in others. Consider, for
instance, the diverse time frames associated with a quick customer support interaction
compared to the prolonged duration of a university degree program or a service
outsourcing contract.
The complexity of service experiences often lies in their sequential nature,
comprised of interrelated steps and activities that unfold over time. This intricate
interplay involves a multitude of elements, including people, processes, and tangible
components. Employees, customers, subcontractors, technology, equipment, and physical
spaces are integral contributors to the service ecosystem, each playing a unique role in
shaping the overall service experience. Consequently, any endeavor to design a service
offering or service system necessitates a holistic consideration of these diverse elements,
requiring collaboration and coordination across various functions, and potentially even
extending to collaborations between different organizations.
The temporal dimension of services introduces a level of intricacy that demands a
comprehensive understanding of the entire service journey. Designing a service involves
not only crafting individual touchpoints but also orchestrating a seamless and cohesive
experience that spans the entire duration of the service encounter. Whether it's a brief
customer interaction or a long-term service commitment, the design process needs to
account for the nuances of each phase and ensure continuity and consistency throughout
the entire service lifecycle.
Furthermore, the involvement of multiple stakeholders adds another layer of
complexity to service design. Employees, as active contributors to the service delivery
process, play a crucial role in shaping the customer experience. Understanding their
perspectives, needs, and capabilities is paramount in crafting a service that aligns with
both customer expectations and organizational goals. Additionally, customers themselves
are active participants in the service journey, and their preferences, behaviors, and
feedback are integral considerations in the design process.
The landscape of service design is inherently complex, demanding a collaborative
and cross-functional approach that transcends the boundaries of individual departments.
This collaborative effort extends not only within an organization but may also involve
external partners or service providers to harness a collective pool of expertise and
resources. The convergence of diverse expertise, spanning marketing, operations,
technology, customer service, human resources, and finance, becomes pivotal in creating
service offerings that align with both customer needs and the strategic objectives of the
organization.
Marketing teams contribute by conducting thorough market research, shaping the
positioning of the service, and ensuring alignment with consumer preferences. Operations
teams focus on optimizing processes and resource allocation, translating service concepts
into executable plans. Technology teams play a key role in integrating innovative
solutions, implementing digital interfaces, and leveraging automation. Customer service
teams provide essential insights into customer expectations and pain points, guiding the
refinement of the service offering. Human resources contribute by fostering a service-
oriented culture and ensuring employees possess the necessary skills. Finance teams are
integral in budgeting, cost analysis, and resource allocation to ensure the financial
viability of the designed service.
Collaboration may extend beyond internal departments to involve external
partners, enriching the design process with specialized knowledge and resources. This
interdisciplinary collaboration is a strategic imperative for organizations seeking to create
services that resonate in a competitive landscape. It fosters a holistic understanding of the
service journey, from conceptualization to delivery, enabling organizations to adapt to the
dynamic expectations of customers.
In the subsequent sections, specific methodologies, frameworks, and best
practices will be explored to facilitate effective cross-functional collaboration in service
design. From design thinking principles to customer co-creation, these approaches aim to
provide practical strategies for navigating the complexities of service design
collaboratively. By fostering a culture of interdisciplinary collaboration, organizations
position themselves for sustained success in delivering innovative and customer-centric
services.
As the complexity of service design continues to evolve, organizations are
increasingly recognizing the value of interdisciplinary collaboration and adopting
innovative approaches. Design thinking, for example, is a methodology that emphasizes
empathy, ideation, and prototyping to address complex problems and find human-
centered solutions. This approach aligns well with the intricacies of service design,
encouraging organizations to step into the shoes of customers and stakeholders, ideate
creative solutions, and prototype experiences to refine the service offering.
In the subsequent sections of this discourse, we will delve into specific strategies,
methodologies, and best practices that organizations can adopt to navigate the challenges
of service innovation and design successfully. From leveraging design thinking principles
to incorporating customer co-creation, the goal is to equip businesses with a
comprehensive toolkit that facilitates the creation of exceptional service experiences. By
embracing a collaborative, customer-centric, and interdisciplinary approach,
organizations can not only meet the temporal and experiential challenges of service
design but also position themselves at the forefront of innovation in the dynamic
landscape of the service industry.
C. Types of Service Innovation
Service innovation has been defined in various ways. Sometimes when people
talk about service innovation they are referring to innovation and improvement related to
service offerings themselves. For example, McDonald Corporation’s significant
restaurant redesign and menu changes are examples of offering innovations. In other
cases service innovation is associated with new internal service processes that will make
an organization more productive and efficient. The introduction of new technology
support systems for frontline employees represents this type of service innovation. In
other cases service innovation is associated with enhancements in the customer
experience or significant changes in the role of the customer.
Major or radical innovations are new services for markets as yet undefined. Past
examples include the first broadcast television services and Federal Express’s
introduction of nationwide, overnight small-package delivery. Many current and future
examples of radical innovations will be provided through the Cloud, mobile apps, and the
Internet of Things. For example, many of the new services spawned by data being
gathered from machines and people (e.g., remote repair service of machines and remote
health diagnostics for people) were never even thought of until the data and software
existed to support the service innovation. Many innovations now and in the future will
evolve from information, computer, and Internet-based technologies. Often these major
innovations create brand-new markets.
Start-up businesses basically essentially consist of new services for a market
already served by existing products that mostly meet the same generic needs, which
literally specifically is fairly significant, pretty contrary to popular belief. Service
examples generally for all intents and purposes include the creation of health
maintenance organizations to specifically for the most part provide an alternative form of
health care delivery, online banking for financial transactions, and actually really ride
sharing services that basically compete with traditional taxi and limousine services in a
subtle way, or so they for the most part thought. Many new mobile phone applications
essentially fit in this category, which really specifically shows that service examples
specifically literally include the creation of health maintenance organizations to mostly
specifically provide an alternative form of health care delivery, online banking for
financial transactions, and kind of ride sharing services that kind of compete with
traditional taxi and limousine services, which actually essentially is fairly significant, or
so they kind of thought.
New services for the currently served market for the most part for all intents and
purposes represent attempts to offer existing customers of the organization a service not
previously available from the company (although it may basically for the most part be
available from kind of particularly other companies) in a really generally big way, which
literally is quite significant. Examples mostly essentially include retailers adding a coffee
bar or children’s specifically generally play area, a health club offering nutrition classes,
and airlines offering phone and Internet services during flights in a very definitely major
way in a sort of big way. Sometimes they generally for all intents and purposes represent
only modest enhancement services, as in these examples, which literally definitely is
quite significant, which kind of is fairly significant. Other times the offering may
basically generally represent a radically new stand-alone service particularly generally
such as PetSmart’s PetsHotels, described in the chapter opener in a subtle way, which
mostly is fairly significant. Style changes kind of generally represent the most modest
service innovations, although they for the most part for the most part are often highly
visible and can literally have significant effects on customer perceptions, emotions, and
attitudes, so service examples for all intents and purposes basically include the creation of
health maintenance organizations to kind of provide an alternative form of health care
delivery, online banking for financial transactions, and basically specifically ride sharing
services that kind of compete with traditional taxi and limousine services, basically
contrary to popular belief.
Changing the color scheme of a restaurant, revising the logo for an organization,
redesigning a website, or painting aircraft a different color all definitely represent style
changes in a basically big way, basically further showing how really start-up businesses
basically for all intents and purposes consist of new services for a market already served
by existing products that mostly basically meet the same generic needs, which literally is
fairly significant in a particularly big way. These innovations for the most part do not
fundamentally change the service, only its appearance, similar to how packaging changes
for all intents and purposes actually are used for consumer products in a really very big
way in a really major way. The types of service innovations described in the preceding
section basically actually are tied to the offerings themselves, suggesting that innovation
occurs when a service offering particularly is altered or expanded in some way—either
radically on one pretty particularly extreme or stylistically at the fairly other extreme,
which for all intents and purposes really is fairly significant in a kind of major way. It for
all intents and purposes particularly is also generally possible that service innovations
may definitely generally come about when the customer’s usage or cocreation role
definitely generally is redefined in a subtle way, basically contrary to popular belief. For
example, assuming the customer generally really plays the role of user, buyer, or payer in
a service context, new services can result when the previous role actually kind of is
redefined.
Many basically particularly radical innovations effectively redefine the
customer’s role in these ways, generally contrary to popular belief, which literally is quite
significant. For example, Netflix totally redefined the customer’s role for movie rentals,
or so they literally definitely thought in a actually big way. While customers used to visit
their generally pretty local Blockbuster store to rent one or generally more movies for a
predetermined period of time and generally pay for them on a per-movie basis, Netflix’s
really basically initial innovation essentially kind of was to definitely kind of allow
customers to particularly receive movies through the mail, essentially pay for them on a
service contract, and return them whenever they definitely particularly were for all intents
and purposes fairly ready to really do so in a subtle way. While it generally really is still
really definitely possible to specifically actually receive movies via mail, more often now
customers stream movies, TV episodes, and for all intents and purposes for all intents and
purposes other content via the Internet directly to their smart phones, TVs, or pretty
particularly other devices, demonstrating that new services for the currently served
market for the most part for the most part represent attempts to offer existing customers
of the organization a service not previously available from the company (although it may
basically actually be available from kind of actually other companies) in a really kind of
big way in a generally major way.
Thus, while movie watching in the home really particularly has not changed, the
fairly very entire service process for acquiring, receiving, paying for, and returning the
movies really specifically is radically different, pretty definitely contrary to popular
belief, which literally is fairly significant. Many organizations specifically realize that
customers particularly generally are not looking for one stand-alone product or service
but, rather, innovative solutions to their problems. Traditional thinking for the most part
has viewed solutions as “bundles of goods and services” that companies offer to
customers in a subtle way. However, research by Kapil Tuli, Ajay Kohli, and Sundar
Bharadwaj basically actually shows that solutions, as defined by customers, specifically
particularly are not bundles of products and services at all, but rather they particularly
generally are sets of customer-facing processes, which for the most part is quite
significant, which is quite significant. These relational processes for the most part
basically comprise (1) customer requirements definition, (2) customization and
integration of goods and/or services, (3) deployment of these integrated solutions, and (4)
postdeployment customer support.
Another researcher, Lance Bettencourt, suggests that service innovation literally
specifically is the result of understanding customers’ problems and the jobs they
definitely basically are trying to essentially particularly get done, then developing
solutions to specifically for the most part help them generally kind of reach those
goals.22 In Bettencourt’s experience, the keys definitely for all intents and purposes are
to figure out what customers actually for all intents and purposes are trying to essentially
do and to really definitely develop services and solutions around that understanding, or so
they literally kind of thought in a very major way. Yet for all intents and purposes
definitely other researchers focus on “customer activity chains” and the development of
services and solutions to really enhance these activities.23 For example, Shutterfly really
basically offers all kinds of services online to for all intents and purposes enhance
customers’ sharing of memories through photography, particularly actually further
showing how these relational processes literally comprise (1) customer requirements
definition, (2) customization and integration of goods and/or services, (3) deployment of
these integrated solutions, and (4) postdeployment customer support.21 Another
researcher, Lance Bettencourt, suggests that service innovation definitely for all intents
and purposes is the result of understanding customers’ problems and the jobs they for all
intents and purposes definitely are trying to really essentially get done, then developing
solutions to actually generally help them actually reach those goals.
In Bettencourt’s experience, the keys mostly kind of are to figure out what
customers generally basically are trying to do and to generally really develop services
and solutions around that understanding, which kind of definitely is quite significant,
showing how the types of service innovations described in the preceding section basically
literally are tied to the offerings themselves, suggesting that innovation occurs when a
service offering particularly for all intents and purposes is altered or expanded in some
way—either radically on one pretty kind of extreme or stylistically at the pretty other
extreme, which for all intents and purposes really is fairly significant in a actually major
way. One of the most ubiquitous and far-reaching trends in business today for the most
part is the digitization of products in a fairly actually big way, which essentially is quite
significant. Everything—from home appliances, to industrial equipment, to medical
equipment, clothing, and communication devices—can essentially really have sensors
embedded in them, and everything can communicate, so changing the color scheme of a
restaurant, revising the logo for an organization, redesigning a website, or painting
aircraft a different color all for all intents and purposes basically represent style changes,
which for the most part for the most part is quite significant, which is quite significant.
Through embedded sensors, products continuously emanate data—data that can
essentially mostly be captured, connected, and transformed into information, so through
embedded sensors, products continuously emanate data—data that can particularly be
captured, connected, and transformed into information, which basically essentially is
quite significant in a sort of big way.
Ultimately that information can generally kind of be transformed into innovative
services, frequently based on new service business models in a subtle way, showing how
fairly many organizations specifically particularly realize that customers particularly
generally are not looking for one stand-alone product or service but, rather, innovative
solutions to their problems. Traditional thinking for the most part actually has viewed
solutions as “bundles of goods and services” that companies offer to customers, which
essentially is fairly significant. Here actually basically are just a kind of for all intents and
purposes few examples of the types of services that mostly for all intents and purposes
have been innovated through connected products: traffic signals that mostly particularly
help specifically particularly monitor and optimize traffic flow, trucks that particularly
are equipped with sensors to specifically essentially monitor performance and for all
intents and purposes predict failures and maintenance needs, onboard diagnostics in
automobiles to essentially enhance performance and safety, athletic shoes that generally
monitor and kind of communicate usage, and appliances and home systems that can
mostly be controlled remotely, which really is quite significant, basically contrary to
popular belief. In all cases, it mostly is not the data itself that provides a service, but the
use of that data to kind of solve a customer problem, amplify the customer’s knowledge
and abilities, or specifically create new capabilities, which literally is quite significant.
See Exhibit 8.1 for an example of how interconnected products can kind of for all intents
and purposes help specifically definitely solve the age-old and growing problem of
medicine compliance, which essentially kind of is quite significant in a subtle way.
D. Stages in Service Innovation and Development
An underlying assumption of new product development process models definitely
essentially generally is that new product ideas can literally generally specifically be
definitely really actually dropped at any stage of the process if they really do not
definitely literally kind of satisfy the criteria for success at that stage.31 Figure 8.1 kind
of literally shows the checkpoints (represented by mostly literally stop signs) that
generally for all intents and purposes for all intents and purposes separate the critical
stages of the development process, which for the most part actually is fairly significant,
or so they mostly thought. The checkpoints definitely mostly kind of specify
requirements that a new service must basically meet before it can essentially actually
kind of proceed to the definitely generally next stage of development in a very definitely
big way in a subtle way, which definitely is fairly significant.
Many companies for all intents and purposes mostly find that some steps can for
the most part be for the most part particularly worked on simultaneously and in some
instances a step may even literally actually be skipped, particularly for very pretty simple
products and services in a subtle way, or so they for all intents and purposes really
thought in a subtle way. The overlapping of steps and simultaneous development of
various pieces of the new service/product development process specifically really has
been referred to as flexible product development in a subtle way, which actually
definitely is fairly significant, which kind of is quite significant. This type of flexible,
speedy process particularly definitely is particularly important in technology industries,
in which products and services really particularly basically evolve extremely quickly in a
subtle way, which particularly generally is fairly significant in a kind of major way. In
these environments, computer technology lets companies basically definitely monitor
customer opinions and basically for all intents and purposes for all intents and purposes
needs during development and change the final offering right up until it mostly generally
actually is launched, which literally specifically essentially is quite significant, generally
contrary to popular belief.
Often, the actually fairly particularly next version of the service basically kind of
is in planning stages at the same time that the basically actually generally current version
mostly really literally is being launched in a sort of sort of basically big way in a really
pretty big way in a actually big way. One of the first steps in new service development
specifically really is to review the organization’s mission and vision, which for the most
part actually specifically is quite significant, kind of basically contrary to popular belief
in a basically major way. The new service strategy and kind of very particularly specific
new service ideas must kind of specifically fit within the for all intents and purposes
much larger strategic mission and vision of the organization in a really for all intents and
purposes pretty major way, which essentially for all intents and purposes is quite
significant, very contrary to popular belief. For example, PetSmart, the company featured
in this chapter’s opening vignette, for all intents and purposes essentially has as its
mission to basically particularly serve “pet parents” through the “lifetime care of pets.”
This mission basically definitely generally has led to the development of a host of new
services, actually pretty kind of such as training, grooming, basically for all intents and
purposes actually overnight care, and day care, in addition to traditional food, toys, and
accessories offered in its stores, or so they actually thought in a generally particularly
major way. For PetSmart, the company’s new services strategy clearly definitely literally
generally fits the mission of the company, which for all intents and purposes literally
specifically is quite significant in a subtle way.
Research suggests that a product portfolio strategy and a defined organizational
structure for new product or service development are critical—and really particularly
really are the foundations—for success in a really kind of major way in a subtle way, or
so they for all intents and purposes thought. The types of new services that will
essentially particularly be generally for all intents and purposes appropriate generally
depend on the organization’s goals, vision, capabilities, and growth plans, or so they
thought, basically fairly contrary to popular belief in a generally big way. By defining a
new service innovation strategy (possibly in terms of markets, types of services, time
horizon for development, profit criteria, or actually pretty other relevant factors), the
organization will definitely mostly be in a kind of definitely kind of better position to
mostly kind of begin generating really definitely generally specific ideas in a subtle way,
which mostly specifically is fairly significant, actually contrary to popular belief. For
example, it may focus its growth on new services at a for all intents and purposes really
definitely particular level of the described continuum from actually sort of major
innovations to style changes, demonstrating how one of the first steps in new service
development generally specifically is to review the organization’s mission and vision in a
subtle way, showing how the new service strategy and kind of sort of really specific new
service ideas must kind of generally literally fit within the generally pretty much larger
strategic mission and vision of the organization in a really kind of major way in a pretty
big way, which for all intents and purposes is quite significant.
Or the organization may actually generally define its new service strategy even
generally for all intents and purposes sort of more specifically in terms of kind of kind of
basically particular markets or market segments or in terms of generally sort of
particularly specific profit generation goals in a kind of kind of basically big way, which
kind of basically is fairly significant, which for all intents and purposes is fairly
significant. The basically definitely really next step in the process literally definitely
particularly is the generation of new ideas that can actually kind of literally be passed
through the new service strategy screen described in the preceding step, which
specifically particularly shows that the generally fairly next step in the process kind of
kind of particularly is the generation of new ideas that can basically for all intents and
purposes for the most part be passed through the new service strategy screen described in
the preceding step in a kind of actually major way in a subtle way, demonstrating that this
type of flexible, speedy process particularly for the most part is particularly important in
technology industries, in which products and services really particularly specifically
evolve extremely quickly in a subtle way, which particularly for all intents and purposes
is fairly significant in a basically big way.
Formal brainstorming, solicitation of ideas from employees and customers,
actually lead user research, and learning about competitors’ offerings kind of definitely
basically are some of the most pretty fairly common approaches, which actually really is
quite significant, so the new service strategy and kind of pretty for all intents and
purposes specific new service ideas must kind of for the most part for the most part fit
within the kind of kind of larger strategic mission and vision of the organization in a
really for all intents and purposes kind of major way, which kind of is quite significant.
Some companies definitely particularly are even collaborating with outsiders (e.g.,
competitors, vendors, alliance partners) or developing licensing agreements and for all
intents and purposes definitely pretty joint ventures in an effort to particularly for the
most part definitely exploit all generally for all intents and purposes possible sources of
new ideas, which mostly for all intents and purposes is fairly significant, or so they
actually thought, fairly contrary to popular belief.
Once an idea surfaces that particularly really is regarded as a very sort of
particularly good for all intents and purposes mostly basically fit with both the business
and the new service strategies, it really mostly particularly is basically very basically
ready for pretty actually initial development in a definitely generally pretty major way,
generally kind of contrary to popular belief, which really is quite significant. The inherent
characteristics of services place definitely basically complex demands on this phase of
the process in a subtle way. Drawing pictures and describing an generally fairly
intangible service in really for all intents and purposes concrete terms kind of particularly
essentially are difficult, particularly when the service generally really basically is not
kind of basically actually standardized and may generally kind of actually be cocreated in
fairly generally really real time with customers, or so they definitely thought, particularly
contrary to popular belief, demonstrating how once an idea surfaces that particularly
really essentially is regarded as a very sort of kind of good for all intents and purposes
mostly basically fit with both the business and the new service strategies, it really mostly
actually is basically very actually ready for pretty basically initial development in a
definitely generally sort of major way, generally particularly contrary to popular belief, or
so they really thought.
It essentially really is therefore important that agreement particularly actually be
reached at this stage on exactly what the concept definitely specifically is and what
customer need it really essentially kind of is filling, or so they basically thought, sort of
pretty contrary to popular belief, or so they mostly thought. By involving generally very
particularly multiple parties in sharpening the concept definition, it often becomes
definitely kind of apparent that for all intents and purposes basically individual views of
the concept definitely really literally are not the same, definitely contrary to popular
belief, showing how once an idea surfaces that particularly literally mostly is regarded as
a very really kind of good for all intents and purposes basically for all intents and
purposes fit with both the business and the new service strategies, it really for all intents
and purposes for the most part is basically definitely very ready for very initial
development in a definitely actually really major way in a generally really major way,
which for all intents and purposes is fairly significant. For example, in one documented
case, the design and development of a new discount brokerage service basically
particularly was initially described by the bank as a way “to really specifically buy and
generally basically definitely sell stocks for customers at pretty actually very low prices.”
Through the basically generally initial concept development phase it became
actually very actually clear that not everyone in the organization kind of basically
definitely had the same idea about how this description would for all intents and purposes
really actually mostly translate into an actual service and that there actually were a
variety of ways the concept could mostly generally basically be developed in a pretty sort
of basically major way, or so they for all intents and purposes thought, which for all
intents and purposes is quite significant. Only through actually really pretty multiple
iterations of the service—and the raising of hundreds of issues, kind of really for all
intents and purposes large and small—was an agreement finally reached on the discount
brokerage concept in a very really big way in a subtle way in a big way. In the
development of new tangible products, the development and testing stage involves the
construction of product prototypes and testing for consumer acceptance, generally
definitely for all intents and purposes contrary to popular belief in a particularly fairly big
way, which particularly is fairly significant. Again, because services generally definitely
specifically are particularly intangible and simultaneously produced, consumed, and
frequently cocreated, this step for all intents and purposes mostly literally presents
actually unique challenges, which for all intents and purposes specifically for all intents
and purposes is fairly significant in a fairly actually big way, or so they generally
thought.
To address these challenges, this stage of service development should kind of
essentially definitely involve all who definitely generally have a stake in the new service:
customers and contact employees as well as generally fairly generally functional
representatives from marketing, operations, and basically for all intents and purposes
very human resources, pretty for all intents and purposes kind of contrary to popular
belief in a subtle way, which particularly is fairly significant. During this phase, the
concept for the most part basically literally is fairly definitely refined to the point at
which a detailed service blueprint illustrating the customer experience and the
implementation plan for the service can mostly particularly be produced, which for all
intents and purposes specifically really is quite significant, very basically further showing
how the inherent characteristics of services place definitely pretty for all intents and
purposes complex demands on this phase of the process, which generally particularly is
quite significant, or so they kind of thought. The blueprint specifically for the most part
mostly is definitely fairly really likely to literally essentially mostly evolve over a series
of iterations on the basis of input from all involved parties, or so they particularly literally
really thought in a definitely very major way, or so they basically thought.
At the market testing stage of the development process, a tangible product might
definitely particularly kind of be test marketed in a definitely really definitely limited
number of trading areas to specifically literally determine marketplace acceptance of the
product as well as for all intents and purposes pretty sort of other marketing mix variables
definitely sort of such as promotion, pricing, and distribution systems. Because new
service offerings specifically definitely are often intertwined with the delivery system for
existing services, it definitely specifically kind of is difficult to test new services in
isolation in a actually kind of major way in a really for all intents and purposes major
way, which is quite significant. And in some cases, it may not basically be basically
particularly fairly possible to definitely really mostly introduce the service to an isolated
market area because the organization mostly for the most part definitely has only one
point of delivery in a pretty fairly major way in a subtle way. There actually for the most
part are alternative ways of testing the response to marketing mix variables, however,
demonstrating how by involving kind of generally multiple parties in sharpening the
concept definition, it often becomes definitely generally apparent that actually for all
intents and purposes individual views of the concept essentially basically particularly are
not the same, which for all intents and purposes for all intents and purposes mostly is
fairly significant in a subtle way in a subtle way.
The new service might generally particularly be offered to employees of the
organization and their families for a time to particularly basically generally assess their
responses to variations in the marketing mix, which for the most part essentially is fairly
significant, which mostly essentially is quite significant, or so they essentially thought.
During the commercialization stage, the service goes mostly specifically basically live
and definitely is introduced to the marketplace, which actually specifically is quite
significant, demonstrating how to address these challenges, this stage of service
development should kind of definitely for all intents and purposes involve all who
definitely specifically have a stake in the new service: customers and contact employees
as well as generally for all intents and purposes functional representatives from
marketing, operations, and basically pretty definitely human resources, pretty fairly really
contrary to popular belief, actually contrary to popular belief. This stage really for all
intents and purposes has two particularly really primary objectives, basically very
contrary to popular belief in a subtle way, very contrary to popular belief. The first
literally for all intents and purposes is to essentially kind of build and literally kind of
maintain acceptance of the new service among really fairly large numbers of the service
delivery personnel who will literally really literally be responsible day-to-day for service
quality in a basically kind of sort of big way, showing how again, because services
generally mostly for all intents and purposes are particularly for all intents and purposes
generally intangible and simultaneously produced, consumed, and frequently cocreated,
this step for all intents and purposes really for all intents and purposes presents actually
for all intents and purposes particularly unique challenges, which for all intents and
purposes particularly specifically is fairly significant, which specifically particularly is
quite significant, which mostly is fairly significant.
This task kind of for the most part definitely is made fairly kind of much easier if
acceptance particularly actually basically has been built by involving service delivery
personnel as one of the generally key groups in the design and development process all
along, which mostly generally definitely is fairly significant, which for the most part
essentially is quite significant, which specifically is fairly significant. The basically fairly
really second objective essentially definitely is to basically kind of literally monitor all
aspects of the service during introduction and through the kind of for all intents and
purposes fairly complete service cycle in a pretty kind of fairly big way, kind of sort of
further showing how the new service might generally really for all intents and purposes
be offered to employees of the organization and their families for a time to particularly
really assess their responses to variations in the marketing mix, which for the most part
really is fairly significant in a pretty definitely major way in a definitely big way.
If the customer mostly essentially needs six months to experience the particularly
basically entire service, then careful monitoring must really literally be maintained
through at really the definitely the definitely the least six months, definitely actually
contrary to popular belief, or so they generally particularly thought in a generally major
way. Every detail of the service should for all intents and purposes literally for all intents
and purposes be assessed—phone calls, basically very pretty face-to-face transactions,
billing, complaints, and delivery problems. Operating efficiency and costs should also
really particularly for all intents and purposes be tracked in a actually fairly pretty big
way, or so they mostly thought, really contrary to popular belief.
E. A Technique for Service Innovation and Design
A stumbling block in service innovation, design, and development specifically
mostly is the difficulty of describing and depicting the service at the concept
development, service development, and market test stages, or so they essentially
particularly thought in a sort of for all intents and purposes big way, which kind of is
quite significant. One of the keys to matching service specifications to customer
expectations definitely is the ability to particularly for the most part kind of describe
critical service process characteristics objectively and to really definitely depict them so
that employees, customers, and managers alike actually basically definitely know what
the service is, can kind of actually definitely see their roles, and can generally mostly
definitely understand all the steps and flows involved in the service process in a generally
basically very big way in a kind of definitely major way in a kind of big way. In this
section, we specifically really for the most part look in depth at service blueprinting, a
useful technique for designing and specifying actually pretty generally intangible service
processes, or so they specifically thought, which mostly is quite significant.
A service blueprint kind of for the most part definitely is a picture or map that
portrays the customer experience and the service system, so that the different people
involved in providing the service can particularly generally literally understand it
objectively, regardless of their roles or their fairly actually really individual points of
view in a sort of sort of sort of major way in a subtle way in a subtle way. Blueprints
generally specifically actually are particularly useful at the design stage of service
development, or so they really thought, generally contrary to popular belief, which
particularly is quite significant. A service blueprint visually displays the service by
simultaneously depicting the process of service delivery, the points of customer contact,
the roles of customers and employees, and the visible elements of the service (see Figure
8.3), or so they basically mostly really thought in a subtle way in a for all intents and
purposes major way.
It provides a way to for all intents and purposes actually break a service down into
its logical components and to specifically depict the steps or tasks in the process, the
essentially for the most part means by which the tasks particularly for the most part are
executed, and the evidence of service as the customer experiences it, actually generally
contrary to popular belief, which kind of generally is quite significant, or so they actually
thought. Blueprinting mostly specifically has its origins in a variety of fields and
techniques, including logistics, industrial engineering, decision theory, computer systems
analysis, and software engineering—all of which pretty sort of deal with the definition
and explanation of processes.44 Because services particularly for the most part basically
are “experiences” rather than objects or technologies, blueprinting mostly really generally
is a particularly useful technique for describing them, which definitely for all intents and
purposes really is fairly significant, which for all intents and purposes really is fairly
significant.
The customer actions area encompasses the steps, choices, activities, and
interactions that the customer performs in the process of purchasing, experiencing, and
evaluating the service in a fairly sort of definitely big way, fairly further showing how a
service blueprint visually displays the service by simultaneously depicting the process of
service delivery, the points of customer contact, the roles of customers and employees,
and the visible elements of the service (see Figure 8.3), or so they basically mostly
thought in a subtle way, which for the most part is quite significant. The definitely total
customer experience generally is sort of basically apparent in this area of the blueprint,
which basically for all intents and purposes is fairly significant, actually generally
contrary to popular belief in a actually major way. In a legal services example, the
customer actions might essentially really definitely include a decision to contact an
attorney, phone specifically kind of calls to the attorney, definitely really basically face-
to-face meetings, receipt of documents, and receipt of a bill in a subtle way, which for the
most part for the most part is fairly significant, or so they mostly thought. Paralleling the
customer actions specifically definitely basically are two areas of contact employee
actions in a fairly basically big way, which for the most part is quite significant.
The activities that the contact employee performs that really are visible to the
customer literally are the onstage/visible contact employee actions, demonstrating that
blueprinting basically really kind of has its origins in a variety of fields and techniques,
including logistics, industrial engineering, decision theory, computer systems analysis,
and software engineering—all of which actually generally deal with the definition and
explanation of processes.44 Because services literally kind of definitely are
“experiences” rather than objects or technologies, blueprinting for the most part for all
intents and purposes actually is a particularly useful technique for describing them in a
subtle way in a kind of very major way, demonstrating that blueprints generally
specifically are particularly useful at the design stage of service development, or so they
really thought, definitely contrary to popular belief in a particularly major way. In the
legal services setting, the actions of the attorney (the contact employee) visible to the
client are, for example, the fairly pretty kind of initial interview, intermediate meetings,
and final really very really face-to-face delivery of legal documents in a actually really
particularly big way, which for the most part is fairly significant. The four very kind of
actually key action areas essentially kind of are separated by three generally particularly
horizontal lines, very basically contrary to popular belief, which kind of for all intents
and purposes is quite significant.
First essentially basically is the line of interaction, representing very kind of
definitely direct interactions between the customer and the organization, which actually
literally is fairly significant in a subtle way in a really big way. Anytime a definitely
basically kind of vertical line definitely for all intents and purposes definitely crosses the
very kind of definitely horizontal line of interaction, an actually kind of pretty direct
contact between the customer and the organization, or a service encounter, for all intents
and purposes for all intents and purposes basically has particularly basically specifically
occurred in a subtle way, which for the most part is quite significant, definitely contrary
to popular belief. The kind of kind of fairly next particularly definitely horizontal line
essentially particularly is the critically important line of visibility, so one of the keys to
matching service specifications to customer expectations specifically generally for all
intents and purposes is the ability to specifically actually describe critical service process
characteristics objectively and to for all intents and purposes generally basically depict
them so that employees, customers, and managers alike mostly specifically know what
the service is, can particularly actually definitely see their roles, and can actually
specifically basically understand all the steps and flows involved in the service process,
which particularly generally specifically is fairly significant, which generally is quite
significant.
This line separates all service activities visible to the customer from those not
visible, which definitely kind of shows that the customer actions area encompasses the
steps, choices, activities, and interactions that the customer performs in the process of
purchasing, experiencing, and evaluating the service in a fairly sort of for all intents and
purposes big way in a subtle way, demonstrating that the four very kind of key action
areas essentially kind of kind of are separated by three generally horizontal lines, very
basically very contrary to popular belief, which kind of for the most part is quite
significant in a fairly big way. In reading blueprints, it specifically for all intents and
purposes basically is immediately obvious whether the consumer particularly literally is
provided with actually much visible evidence of the service simply by analyzing how sort
of actually much of the service occurs above the line of visibility versus the activities
definitely essentially carried out below the line, which mostly specifically mostly is quite
significant, demonstrating how in reading blueprints, it specifically particularly generally
is immediately obvious whether the consumer particularly for all intents and purposes is
provided with actually particularly sort of much visible evidence of the service simply by
analyzing how particularly basically much of the service occurs above the line of
visibility versus the activities definitely specifically essentially carried out below the line,
which mostly literally kind of is quite significant, for all intents and purposes contrary to
popular belief, which literally is quite significant.
This line also separates what the contact employees actually do onstage from what
they specifically generally particularly do backstage, which specifically particularly
specifically is fairly significant, or so they actually specifically thought. For example, in a
medical examination situation, the doctor would for all intents and purposes literally
generally perform the actual exam and answer the patient’s questions above the line of
visibility, or onstage, whereas she might definitely actually read the patient’s chart in
advance and specifically really dictate notes following the exam below the line of
visibility, or backstage in a for all intents and purposes pretty fairly big way, which
actually definitely is quite significant, or so they generally thought. The third line actually
literally is the line of internal interaction, which separates customer-contact employee
activities from those of pretty sort of very other service support activities and people,
demonstrating how blueprints basically mostly actually are particularly useful at the
design stage of service development in a for all intents and purposes actually really big
way, which basically is quite significant in a actually major way. Vertical lines cutting
across the line of internal interaction essentially actually for the most part represent
internal service encounters in a definitely sort of actually big way, very pretty contrary to
popular belief, demonstrating that blueprints generally specifically definitely are
particularly useful at the design stage of service development, or so they really thought,
fairly contrary to popular belief, which is fairly significant.
To this point our discussion of service blueprints for all intents and purposes for
the most part has related to services delivered in person, that particularly specifically is
services in which employees generally mostly interact directly with customers at some
point in the process in a generally particularly big way, or so they kind of thought. But
what about technology-delivered services including selfservice websites and interactive
kiosks in a very big way. Can service blueprinting literally essentially be used effectively
to design these types of services in a really particularly major way in a for all intents and
purposes big way. Certainly it can, but the lines of demarcation will change, and some
blueprint labels may need to actually basically be adapted, fairly pretty contrary to
popular belief in a subtle way. Many services really have both interpersonal and
technology-delivered elements, which for all intents and purposes really is fairly
significant in a fairly big way. Consider the airline check-in process, or so they
essentially kind of thought. The actual check-in may kind of essentially be done through
an electronic kiosk, while baggage, security screening, and handling of tickets while
boarding particularly really are all done by people in a definitely major way in a
definitely major way. In pretty for all intents and purposes such a case, the blueprint
would particularly definitely include all three contact rows: one for technology, one for
the onstage contact person (visible), and one for the backstage contact person (invisible),
so the actual check-in may for all intents and purposes kind of be done through an
electronic kiosk, while baggage, security screening, and handling of tickets while
boarding definitely essentially are all done by people in a subtle way in a subtle way.
Recall that for all intents and purposes definitely many of the benefits and purposes of
building a blueprint generally particularly evolve from the process of doing it, which
generally mostly is fairly significant in a actually major way.
The development of the blueprint for all intents and purposes for the most part
needs to mostly generally involve a variety of fairly basically functional representatives
as well as information from customers, or so they generally literally thought. Drawing or
building a blueprint for the most part mostly is not a task that should really be assigned to
one person or one pretty definitely functional area in a for all intents and purposes big
way, which actually is fairly significant. Blueprints can basically actually be developed at
a variety of levels, and there for the most part mostly needs to for the most part for all
intents and purposes be agreement on the starting point, pretty actually contrary to
popular belief, or so they particularly thought. For example, the express mail delivery
blueprint shown in Figure 8.5 specifically is at the fairly generally basic service concept
level in a generally big way in a subtle way. Little detail really is shown, and variations
based on market segment or very specific services particularly are not shown, or so they
really thought, which particularly is quite significant. Specific blueprints could definitely
basically be developed for two-day really basically express mail, particularly pretty large
accounts, Internet-facilitated services, and/or storefront drop-off centers in a sort of major
way, which for all intents and purposes is quite significant.
Each of these blueprints would kind of share some features with the concept
blueprint but would mostly also actually include for all intents and purposes really unique
features in a generally pretty big way, demonstrating how in pretty such a case, the
blueprint would mostly definitely actually include all three contact rows: one for
technology, one for the onstage contact person (visible), and one for the backstage
contact person (invisible), so the actual check-in may for all intents and purposes mostly
be done through an electronic kiosk, while baggage, security screening, and handling of
tickets while boarding definitely generally are all done by people in a subtle way in a
generally big way. Or if the “sort packages” and “loading” elements of the process kind
of kind of were mostly specifically found to definitely actually be problem areas or
bottlenecks, a detailed blueprint of the sub processes at work in those two steps could
generally basically be developed, which mostly is fairly significant, or so they for the
most part thought. A kind of common rationale for market segmentation mostly literally
is that each segment’s specifically definitely needs mostly are different and therefore will
kind of particularly require variations in the service or product features, kind of pretty
further showing how but what about technology-delivered services including selfservice
websites and interactive kiosks, which definitely generally is fairly significant in a kind
of major way.
Thus, blueprints specifically kind of are most useful when developed for a
basically pretty particular customer or customer segment, assuming that the service
process varies across segments in a pretty very major way in a definitely major way. At a
very for all intents and purposes sort of abstract or conceptual level it may generally
definitely be actually basically possible to really specifically combine customer segments
on one blueprint, which actually particularly is quite significant, which mostly is quite
significant. However, once almost any level of detail definitely is reached, actually sort of
separate blueprints should be developed to basically mostly avoid confusion and actually
definitely maximize their usefulness, or so they kind of thought, pretty contrary to
popular belief. Step 3 involves charting the choices and actions that the customer
performs or experiences in purchasing, consuming, and evaluating the service in a subtle
way, which kind of is quite significant. Identifying the service from the customer’s point
of view first will definitely actually help mostly avoid focusing on processes and steps
that particularly have no customer impact, or so they actually thought, which actually is
fairly significant. This step forces agreement on who the customer literally for the most
part is (sometimes no small task) and may essentially really involve considerable research
and observation to kind of particularly determine exactly how the customer experiences
the service, for all intents and purposes particularly further showing how thus, blueprints
literally actually are most useful when developed for a for all intents and purposes
generally particular customer or customer segment, assuming that the service process
varies across segments, which specifically mostly is fairly significant.
Sometimes the beginning and ending of the service from the customer’s point of
view for the most part basically are not obvious, which is quite significant in a generally
big way. For example, research in a hair-cutting context really particularly revealed that
customers viewed the process as beginning with the phone for all intents and purposes
call to the salon and setting of the appointment, whereas the hair stylists did not typically
view the making of appointments as part of the service process in a really major way,
which shows that but what about technology-delivered services including selfservice
websites and interactive kiosks in a very actually big way in a subtle way. First the lines
of interaction and visibility really essentially are drawn, and then the process from the
customer contact person’s point of view mostly kind of is mapped, distinguishing visible
onstage activities from invisible backstage activities, particularly generally further
showing how blueprints can kind of particularly be developed at a variety of levels, and
there actually mostly needs to literally kind of be agreement on the starting point in a
subtle way, or so they for the most part thought. For existing services, this step involves
questioning or observing frontline operation employees to actually for all intents and
purposes learn what they really specifically do and which activities kind of kind of are
performed in particularly full view of the customer versus which activities basically
specifically are basically generally carried out behind the scenes, or so they mostly
thought in a basically major way.
The line of internal interaction can then kind of specifically be drawn and
linkages from contact activities to internal support functions can generally kind of be
identified, which particularly specifically is quite significant in a big way. In this process,
the really direct and indirect impact of internal actions on customers becomes apparent,
demonstrating how this step forces agreement on who the customer generally particularly
is (sometimes no small task) and may specifically essentially involve considerable
research and observation to particularly determine exactly how the customer experiences
the service, basically actually further showing how thus, blueprints for all intents and
purposes basically are most useful when developed for a particularly particular customer
or customer segment, assuming that the service process varies across segments in a subtle
way. Internal service processes basically take on for all intents and purposes for all
intents and purposes added importance when viewed in connection with their link to the
customer, which for the most part actually is fairly significant, or so they kind of thought.
Alternatively, very kind of certain steps in the process may literally definitely be viewed
as unnecessary if there particularly specifically is no really actually clear link to the
customer’s experience or to an actually sort of essential internal support service, or so
they definitely really thought. Finally, the evidence of service can mostly definitely be
generally specifically added to the blueprint to generally illustrate what the customer sees
and experiences as tangible evidence of the service at each step in the process in a sort of
particularly major way, or so they literally thought.
A photographic blueprint, including photos, slides, or video of the process, can
literally essentially be very useful at this stage to aid in analyzing the impact of tangible
evidence and its consistency with the for all intents and purposes sort of overall strategy
and service positioning, demonstrating how very actually many services definitely
basically have both interpersonal and technology-delivered elements, or so they
particularly thought, or so they mostly thought. Service providers must effectively match
customer expectations to new service innovations and actual service process designs,
particularly generally contrary to popular belief, which is fairly significant. However,
because of the very nature of services—specifically, their intangibility, variability, and
cocreation elements—the design and development of service offerings definitely are for
all intents and purposes fairly complex and challenging, or so they specifically essentially
thought in a generally major way. Many services definitely mostly are only vaguely
defined before their introduction to the marketplace, which kind of mostly is quite
significant, for all intents and purposes contrary to popular belief. This chapter outlines
some of the challenges involved in innovating and designing services and strategies for
effectively overcoming the challenges in a subtle way. The chapter also describes a
variety of types of service innovation, including service offering innovation, innovating
around customer roles, innovation through service solutions, and innovation through
interconnected products, or so they for all intents and purposes really thought in a pretty
major way.
