This list represents a summary of the past forty years of service design literature. The citations were compiled from the Emergence conference at Carnegie Mellon University as well as the Designing for Services project in the UK, service design syllabi at CMU and independent research. I've included the abstracts and introductions to the papers and cross-referenced examples and concepts so that it's easy to follow the development of ideas such as "service blueprinting" across multiple papers.
Select any underlined term to filter the list, showing only papers that share that particular concept, example, author, journal or decade. If you'd like to help fill in the gaps by suggesting other canonical papers, e-mail the citations to service at howardesign.com. Thanks!
From the article: "The service encounter frequently is the service from the customer's point of view. Using the critical incident method, the authors collected 700 incidents from customers of airlines, hotels, and restaurants. The incidents were categorized to isolate the particular events and related behaviors of contact employees that cause customers to distinguish very satisfactory service encounters from very dissatisfactory ones. Key implications for managers and researchers are highlighted."
Examples: Airlines, Hotels, Restaurants, Life Insurance
From the article: "In the new economics of service, frontline workers and customers need to be the center of management concern. Successful service managers heed the factors that drive profitability in this new service paradigm--investment in people, technology that supports frontline workers, revamped recruiting and training practices, and compensation linked to performance. The service-profit chain, developed from analyses of successful service organizations, establishes relationships between profitability, customer loyalty, and employee satisfaction, loyalty, and productivity. The authors provide a service-profit chain audit that helps companies determine what drives their profit and suggests actions that can lead to long-term profitability."
Examples: Pizza, Banc One, ServiceMaster, USAA, Taco Bell, MCI, Southwest Airlines, Xerox, Progressive
From the article: "Examines service provider behaviors that influence customer evaluation of service encounters. Develops a list of service provider behaviors relevant to customer evaluation of a service encounter. Examines performance of these behaviors in specific restaurant and medical transactions. Then examines the relationship between performance of each behavior and encounter satisfaction. Behaviors are grouped, using factor analysis from consumer surveys, into three dimensions: concern, civility, and congeniality. Each is defined using multiple behavioral measures. Measures include concepts not widely addressed in current services literature, including conversation, respect, genuineness, attitude and demeanor. These dimensions and constituent behaviors provide a framework for future research and service training and management."
Examples: Medical, Restaurant
From the article: "In a world of commoditized products, companies are turning to service offerings for growth. The key to success involves redefining markets in terms of customer activities and outcomes, not products and services."
Examples: Kodak, Ofoto, Noble House Custom Tailors, Batesville Casket Co., Florists, Bernina Sewing, McAfee, General Motors, OnStar, iFit.com, Costco Wholesale, eBay Inc., Elance Inc., United Parcel Service, Nike, DuPont, Flixrunner.com, Pizza, John Deere and Co., Smith Cogeneration Management, Gevalia Kaffe
From the article: "Service processes require the participation of the customer: Without the customer, service processes cannot take place. The fact that the service provider is dependent on customer participation causes difficulties in managing service processes efficiently and effectively because customer's contributions can only be influenced by the provider up to a certain extent. The article will stress the management of service process efficiency. Therefore, a production-theoretic view will be used to identify the sources of efficiency problems. Based on this approach, we will differentiate between customer-induced and customer-independent acivities for a better efficiency management. The well-known blueprinting technique will be used in a revised version based on the production-theoretic approach to identify starting points for improving process efficiency."
Examples: Banks, Acquisition
From the article: "Extensive study of the world's best service companies reveals the principles on which they're built."
Examples: Walmart, Starbucks, Commerce Bank, Progressive, Intuit, Airlines, Nestlé, Zipcar, Cleveland Clinic, Shouldice Hospital, Yum Brands, Omnicom, GE, Walmart, Starbucks, Commerce Bank, Progressive, Intuit, Airlines, Nestlé, Zipcar, Cleveland Clinic, Shouldice Hospital, Yum Brands, Omnicom, GE
From the article: "This paper explores the customer experience paradigm as it pertains to service operations strategy and design. First, we operationally define and discuss the concept of customer experience. In this context, we propose a reframing of the strategic role of operations strategy as one of choreographing experience-centric services. We then introduce the concept of services as destinations as an emerging business model for classifying experiential service strategies. [...] Using this conceptual typology, we develop five propositions and use multiple cases to illustrate firms' use of these experience strategies."
Examples: Winter Sports Resort, Shopping Mall, Department Store, Bookstore, Tourism