My discussion of The structure of the service concept is the most popular post on my old blog On Service Design. When I wrote it almost six years ago the topic didn’t seem to get much attention. Academic services marketing and service operations literature mentioned the term frequently, but almost no-one bothered to define it or describe its structure or content.
The Service operations management textbook by Johnston & Clark (the recent edition is by Johnston, Clark & Shulver) is by far the most thorough discussion I was able to find.
I still like the idea of a service concept very much, in particular for its effectiveness. A well-written service concept can communicate a wealth of information in a very small space.
I typically use the service concept in a fairly casual form when exploring initial ideas for digital services with clients and colleagues. Interestingly, I’m back to the earlier (2005) version of the concept’s structure (although the differences aren’t huge).
It’s useful for me to revisit the fundamentals and relate it to other relevant concepts, including some of the popular design canvases. Furthermore, I want to dig into its elements in more detail. I’ll be doing this in a series of future posts.
Watch this space for updates…but don’t hold your breath.
Interested in the idea of a well-defined service concept? Let’s talk, please!
Other posts in this series
- The service concept revisited #2: service name and organising idea
- The service concept revisited #3: where are the people?
- …more to come…maybe…
Related older posts
- The structure of the service concept was my first post discussing the structure of the service concept in (some) detail)
- Explicitly stating intent is about the importance of specifying one’s intent when defining objectives or setting direction
- Non-experiential service results talks about the service outcomes in addition to the service experience
- Are we moving to outcome-driven services? continues the outcomes vs./and experience discussion
- Service experience is more than just customer experience makes the case for considering the experience of employees and others in addition to the customer experience
- The need for shared-value propositions makes a similar point with respect to considering a service’s value not only in relation to customers and business owners, but also in relation to employees, suppliers and even society at large
- The need for shared-value propositions revisits this thought and suggests we take the other stakeholders’ perspectives when thinking about and defining value
- Service results need to be considered in their context suggests just that, triggered by a Tweet by Chris Potts
Johnston, R., Clark, G. & Shulver, M. (2012) Service operations management: improving service delivery. 4th ed., Pearson.
Johnston, R. & Clark, G. (2005) Service operations management: improving service delivery. 2nd ed., Pearson.