Table Of ContentDESIGNING SERVICE PROCESSES F
IE
L
TO UNLOCK VALUE D
DDEESSIIGGNNIINNGG SSEERRVVIICCEE
Third Edition
Joy M. Field
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The service process design landscape is changing, with many of the previous limitations
disappearing on how and by whom services are delivered. Opportunities for new UUNNLLOOCCKK VVAALLUUEE
service design configurations are being supported, to a large extent, by technology-
enabled innovations; many tasks previously performed by the service provider may now
be performed by either the customer or the service provider. As a result, customers
are playing a more active role in the service process, not only through self-service but
D
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also by providing information to the service provider to create a more personalized S
I
service experience. G
N
Designing Service Processes to Unlock Value explores how service processes can IN
G
be designed to leverage the expanding range of opportunities for service providers
S
and customers to co-create value. Readers will learn about frameworks for value co- E
R
V
creation and models for designing all types of service processes, as well as the unique
I
C
challenges of designing knowledge-intensive services. And with the growing number E
P
of alternatives for designing service processes and determining who performs the R
O
various service tasks, service performance outcomes are increasingly dependent on C
E
the knowledge, skills, and abilities—that is, capabilities—of both service providers and S
S
E
customers. Thus, the book concludes with approaches to unlock these capabilities– S
and further boost value co-creation. TO
U
N
Joy M. Field is an associate professor of operations management in the Carroll School L
O
of Management at Boston College. She received an MBA, an MS in statistics, and a C
K
PhD in operations management from the University of Minnesota. Her work has been
V
A
published in leading journals such as Academy of Management Journal, Decision
L
U
Sciences, Journal of Operations Management, Journal of Service Management, E
Production and Operations Management, and Strategic Management Journal. She
is an associate editor for Decision Sciences, Journal of Service Management, and
Journal of Service Research.
Service Systems and Innovations in Business and Society Collection
Jim Spohrer and Haluk Demirkan, Editors
JOY M. FIELD
Designing Service
Processes to Unlock Value
Designing Service
Processes to Unlock Value
Third Edition
Joy M. Field
Designing Service Processes to Unlock Value, Third Edition
Copyright © Business Expert Press, LLC, 2021.
All rights reserved. No part of this publication may be reproduced, stored
in a retrieval system, or transmitted in any form or by any means—
electronic, mechanical, photocopy, recording, or any other except for
brief quotations, not to exceed 250 words, without the prior permission
of the publisher.
First published in 2021 by
Business Expert Press, LLC
222 East 46th Street, New York, NY 10017
www.businessexpertpress.com
ISBN-13: 978-1-95334-926-2 (paperback)
ISBN-13: 978-1-95334-927-9 (e-book)
Business Expert Press Service Systems and Innovations in Business
and Society Collection
Collection ISSN: 2326-2664 (print)
Collection ISSN: 2326-2699 (electronic)
Cover image licensed by Ingram Image, StockPhotoSecrets.com
Cover and interior design by S4Carlisle Publishing Services Private Ltd.,
Chennai, India
Third edition: 2021
10 9 8 7 6 5 4 3 2 1
Printed in the United States of America.
Dedication
To family and friends—the value co-creators in my life.
Abstract
The service process design landscape is changing, with many of the previ-
ous limitations disappearing on how and by whom services are delivered.
Opportunities for new service design configurations are being supported,
to a large extent, by technology-enabled innovations; many tasks previ-
ously performed by the service provider may now be performed by either
the customer or the service provider. As a result, customers are playing a
more active role in the service process, not only through self-service but
also by providing information to the service provider to create a more
personalized service experience. Designing Service Processes to Unlock Value
explores how service processes can be designed to leverage the expanding
range of opportunities for service providers and customers to co-create
value. Readers will learn about frameworks for value co-creation and
models for designing all types of service processes, as well as the unique
challenges of designing knowledge-intensive services. With the growing
number of alternatives for designing service processes and determining
who performs the various service tasks, service performance outcomes
are increasingly dependent on the knowledge, skills, and abilities—that
is, capabilities—of both service providers and customers. Thus, this book
concludes with approaches to unlock these capabilities and further boost
value co-creation.
The third edition of Designing Service Processes to Unlock Value was
written in the midst of the COVID-19 global pandemic. This pandemic
is having and will continue to have profound impacts on how services are
designed, delivered, and experienced by service providers and customers,
as well as the communities and world in which they live. I have included
a number of examples of how services have been adapted or changed dur-
ing the pandemic, some of which will likely translate to permanent shifts
in the service process design landscape. In fact, process design options for
all services are proliferating due to the explosive growth of evolving tech-
nologies such as robots, extended reality, artificial intelligence, Internet of
Things, and other smart technologies. This edition includes new and up-
dated examples of technology-enabled innovations that provide unprec-
edented flexibility in service process design and continue to transform
viii ABSTRACT
how service providers and customers co-produce services. At the same
time, readers will see how these and other service innovations can have
important—and sometimes surprising—impacts on the nature of the
benefit and cost trade-offs and synergies that determine value co-creation.
Keywords
customer; innovation; processes; self-service; services; service inventory;
service process design; service provider; technology; value co-creation
Contents
Acknowledgments ...................................................................................xi
Chapter 1 Introduction .....................................................................1
Chapter 2 The Changing Nature of Service Processes .......................11
Chapter 3 Value Co-Creation in Service Processes ...........................59
Chapter 4 Knowledge-Intensive Services ........................................105
Chapter 5 Unlocking Capabilities ..................................................129
References ...........................................................................................151
About the Author ................................................................................167
Index .................................................................................................169
