Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to use expanding opportunities for customers and service providers to create value together. Frameworks and models are given for designing various kinds of service processes and knowledge-intensive services. The text also takes COVID-19 into account, offering examples of how services adapted during the pandemic. Technology-enabled innovations are also discussed, which provide flexibility in service process design and influence how service providers and customers co-produce services. Readers will learn about the important impacts these service innovations can have on benefit and cost trade-offs and synergies that determine value co-creation. Chapter 1 begins by discussing and giving examples of service processes, which are defined as transformations that convert inputs to outputs. Two familiar service processes are ATMs and self-service checkouts. These two processes are compared and contrasted, looking at benefits and drawbacks for businesses and customers concerning aspects from value to technology. Value is when benefits are seen to be greater than the costs. The chapter ends by offering an outline of the rest of the text.

Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to use expanding opportunities for customers and service providers to create value together. Frameworks and models are given for designing various kinds of service processes and knowledge-intensive services. The text also takes COVID-19 into account, offering examples of how services adapted during the pandemic. Technology-enabled innovations are also discussed, which provide flexibility in service process design and influence how service providers and customers co-produce services. Readers will learn about the important impacts these service innovations can have on benefit and cost trade-offs and synergies that determine value co-creation. Chapter 2 explores three trends that are influential in the service process design landscape: the fast pace of technology-enabled service innovation, the customer's expanded role, and service inventory's increasing use. The impact of these trends are typically linked through supporting technologies. Many examples of these trends and how they intersect are given, such as self-service technologies helping to expand the customer's role. Other examples that are examined include remote monitoring to build a database and mining social media. Service inventory is a newer concept; however, physical versions of it have existed for a while. Pre-producing according to forecasted customer demand can lead to costs of excess inventory.

Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to use expanding opportunities for customers and service providers to create value together. Frameworks and models are given for designing various kinds of service processes and knowledge-intensive services. The text also takes COVID-19 into account, offering examples of how services adapted during the pandemic. Technology-enabled innovations are also discussed, which provide flexibility in service process design and influence how service providers and customers co-produce services. Readers will learn about the important impacts these service innovations can have on benefit and cost trade-offs and synergies that determine value co-creation. This chapter discusses the overall goal of service process design: to offer a mechanism for unlocking value co-creation. Co-creation is when service providers and customers meet through the service process design and co-create value. Ideas on how to do this are provided. In order to unlock value, benefits, costs, and value calculations need to be understood from the side of the customer and the service provider. These two perspectives are discussed in depth with examples. When thinking about the customer's perspective, it is important to keep in mind trade-offs and various factors that influence a customer's assessment of the service experience. With the service provider's perspective, sources of revenues and costs should be considered. These two perspectives are then combined to co-create value.

Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to use expanding opportunities for customers and service providers to create value together. Frameworks and models are given for designing various kinds of service processes and knowledge-intensive services. The text also takes COVID-19 into account, offering examples of how services adapted during the pandemic. Technology-enabled innovations are also discussed, which provide flexibility in service process design and influence how service providers and customers co-produce services. Readers will learn about the important impacts these service innovations can have on benefit and cost trade-offs and synergies that determine value co-creation. Chapter 4 narrows its focus to knowledge-intensive services - services that are centered on information, such as health care, legal services, and technology consulting. Specific challenges that come with knowledge-intensive services are described. Four foundational activities of knowledge-intensive services are identified: service provider information processing, customer information processing, service provider-to-customer information transfer, and customer-to-service provider information transfer. Information processing and information transfer are both essential to creating value. Because of the highly customized aspect of knowledge-intensive services, close collaboration between co-productive efforts of service providers and customers is vital.

Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to use expanding opportunities for customers and service providers to create value together. Frameworks and models are given for designing various kinds of service processes and knowledge-intensive services. The text also takes COVID-19 into account, offering examples of how services adapted during the pandemic. Technology-enabled innovations are also discussed, which provide flexibility in service process design and influence how service providers and customers co-produce services. Readers will learn about the important impacts these service innovations can have on benefit and cost trade-offs and synergies that determine value co-creation. Chapter 5 looks more closely at underlying capabilities that are the source of value co-creation. The service providers and customers both contribute resources to the service process; the resources make up the capabilities in the service process design that drive value. Improving current capabilities and creating new ones means that the value from the service delivery process can rise. How to "unlock" these capabilities is discussed, including how to unlock capabilities in a firm and how service providers can unlock customer capabilities. Customers can also unlock service provider capabilities; service inventory and customer-driven service innovation are explored with this in mind. The power of service providers and customers unlocking each other's capabilities comes from the synergies reached when they work together to improve their joint capabilities.