Purpose -Customer journeys has become an increasingly important topic in service management and design. The study reviews customer journey terminology and approaches within the research literature prior to 2013, mainly from the fields of design, management, and marketing.Design/methodology/approach -The study was conducted as a systematic literature review.Searches in Google Scholar, Scopus, Web of Knowledge, ACM Digital Library, and ScienceDirect identified 45 papers for analysis. The papers were analysed with respect to customer journey terminology and approaches, the relation to customer experience, the referenced background, and the use of visualizations.Findings -Across the reviewed literature, customer journeys are described not only as a means to take the viewpoint of the customer, but also to reach insight into their experiences. A rich and at times incoherent customer journey terminology is analysed and discussed, as are two emerging customer journey approaches: customer journey mapping (analysis of a service process "as is") and customer journey proposition (generative activities leading towards a possible service "to be"). Research limitations/implications -The review is limited to analysing and making claims on research papers that explicitly apply the term customer journey. In most of the reviewed papers, customer journeys are not the main object of interest but are discussed as one of several topics.Practical implications -A nuanced discussion of customer journey terminology and approaches is provided, supporting the practical application of a customer journey perspective.Originality/value -The review contributes a needed common basis for future customer journey research and practice.

Purpose-The purpose of this paper is to propose a framework based on customer journeys for a structured portrayal of service delivery from the customer's point of view. The paper also introduces customer journey analysis (CJA) for empirical investigation of individual service experiences in a multichannel environment. Design/methodology/approach-The paper presents case studies for onboarding new customers on broadband services. CJA starts with modeling of the service process in terms of touchpoints. The individual customer journeys are reconstructed through methodological triangulation of interviews, diary studies, and process tracking. Findings-The paper provides empirical insights into individual customer journeys. Four types of deviations during service delivery are identified: occurrence of ad hoc touchpoints, irregularities in the sequence of logically connected touchpoints, occurrence of failures in touchpoints, and missing touchpoints. CJA seems effective in revealing problematic and incoherent service delivery that may result in unfavorable customer experiences. Practical implications-For a service company, the proposed framework may serve as a unifying language to ease cross-departmental communication and approach service quality in a systematic way. CJA discloses the gap between the planned and actual service delivery and can be used as a tool for service improvement. Originality/value-The framework provides concepts, definitions, and a visual notation to structure and manage services in terms of customer journeys. CJA is a novel method for empirical studies of the service delivery process and the associated customer experience.

In this article, we provide in-depth insight into the process of adopting service design (SD) by a large service organization. We use an inductive interpretive approach and draw on rich longitudinal data collected in one of the world's major telecommunication companies that undertook a series of SD initiatives to improve its innovation capability. We find that instead of merely bringing new services, SD has far-reaching consequences for organizations, prompting significant changes in the organizational mindset and routines. Building on the institutional logics perspective and acknowledging the role of individuals' institutional work, we identify the macro-level and micro-level mechanisms of the organizational logic transformation that SD induces. Interestingly, the effects are bidirectional, as the organizational context has a considerable impact on SD as an innovation practice. As this study shows, managers and other practitioners can effectively overcome organizational hindrances to the adoption of SD by creating an SD-based corporate language, realigning key performance indicators, and facilitating learning and experimentation.

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