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The service concept plays a key role in service design and development. But while the term is used frequently in the service design and new service development literature, surprisingly little has been written about the service concept itself and its important role in service design and development. The service concept defines the how and the what of service design, and helps mediate between customer needs and an organization’s strategic intent. We define the service concept and describe how it can be used to enhance a variety of service design processes. As illustrations here, we apply the service concept to service design planning and service recovery design processes. Employing the service concept as an important driver of service design decisions raises a number of interesting questions for research which are discussed here.

Over the years manufacturing managers have been unified by their acceptance of certain terminology to describe generic production processes. This has facilitated the sharing of ideas and management techniques and the development of our understanding of process choice implications on manufacturing strategies. In the service literature, no process model has been so powerful or pervasive as the manufacturing model. Postulates that a service typology which transcends narrow industry boundaries may lead to some cross‐fertilization of ideas and to an understanding of the management methods and techniques appropriate to each service type. Proposes a model analogous to the production process model, which has achieved such universal recognition in the world of manufacturing. Just as production volume is used in the latter model to integrate a wide range of production process dimensions, so suggests that the volume of customers processed per business unit per day correlates with six classification dimensions developed from the service operations literature. Proposes that the three types of service process, professional service, service shop and mass service, give rise to different management concerns, and that service strategy, control and performance measurement will differ significantly between the three.

This article develops a new model depicting how organizations can help customers test out and experience a service prior to purchase and consumption or use. When customers buy a new car, for instance, they are allowed to test-drive it to get the feel of it. When customers wish to purchase services, it can be more difficult to provide customers with a “test drive.” In some service situations, service organizations can and do provide “test drives,” but it is suggested that such experiences take place in a simulated setting. This article introduces the notion of hyperreality, the simulated reality of a service experience. It also introduces the concept of the “experience room,” the place where the simulated experience takes place. Based on the existing literature, the authors apply six dimensions of experience rooms to demonstrate how organizations can cocreate value, in conjunction with the customer, through hyperreality in a preservice experience.

Structured abstractPurpose: This paper attempts to respond to the call to help organisations systematically engineer their customer experiences. Its objective is to investigate how organisations actually go about designing and improving their customer experiences.Design/methodology/approach: Four organisations were chosen for this exploratory study; one business-to-business company, one business-to-consumer company, one utility and one public sector organisation. This longitudinal study over a period of four years collected data from participant observation, discussions, internal reports and from secondary data.Findings: Despite the differences between the four organisations they appear to have taken, independently, the same approach to bring about improvements to their customer experiences. This paper proposes a ten stage "road map" to improvement which develops the existing models. Contribution:The study makes four theoretical contributions including a definition of a customer experience and its difference to a service, it provides some empirical support for the existing stage models which it has develops and extends into a ten stage model. It has also identified the "triple bottom line" as the outcome of customer experience design not simply an improved experience. Practical implications:This study identifies the critical importance of mindset change in the design of customer experience improvement programmes and the ways in which customers can be directly engaged in the design and improvement process. Importantly it provides a road map which organisations can use as a base for improving their customer experiences. It also suggests that it is useful to have clear objectives in three areas: customer, staff and cost efficiency and use them to assess the benefits of improving the customer experience. Originality/value:The study organises the current literature on the customer experience, distinguishes between "service" and "experience", and provides a research-based road map for improving the customer experience. Research limitations:Main limitations were that the in-depth, longitudinal study covered just four organisations and from a mix of sectors. Further work is needed to further test the findings in more organisations. Research PaperAccepted for publication in Managing Service Quality, 2011

Provides managers with an empirically derived framework to help them assess the likely impact of any service quality initiative. Categorizes quality factors in terms of their relative importance and their effect on satisfaction and dissatisfaction. States that the study is based on an analysis of over 200 customer anecdotes of incidents in the UK banking industry and 100 interviews. Research suggests that certain actions, such as increasing the speed of processing information and customers, are likely to have an important affect in terms of delighting customers, however other activities, such as improving the reliability of equipment, will lessen dissatisfaction rather than delight customers. Suggests that it is more important to ensure that the dissatisfiers are dealt with before the satisfiers. Also suggests that there are two areas where banks could achieve a distinct advantage, genuine commitment and attentiveness by front‐line staff. States that some other areas are not worth much attention and any time and money put into these areas might be better redirected elsewhere.

PurposeThis paper attempts to seek answers to four questions. Two of these questions have been borrowed (but adapted) from the work of Defee et al.: RQ1. To what extent is theory used in purchasing and supply chain management (P&SCM) research? RQ2. What are the prevalent theories to be found in P&SCM research? Following on from these questions an additional question is posed: RQ3. Are theory‐based papers more highly cited than papers with no theoretical foundation? Finally, drawing on the work of Harland et al., the authors have added a fourth question: RQ4. To what extent does P&SCM meet the tests of coherence, breadth and depth, and quality necessary to make it a scientific discipline?Design/methodology/approachA systematic literature review was conducted in accordance with the model outlined by Tranfield et al. for three journals within the field of “purchasing and supply chain management”. In total 1,113 articles were reviewed. In addition a citation analysis was completed covering 806 articles in total.FindingsThe headline features from the results suggest that nearly a decade‐and‐a‐half on from its development, the field still lacks coherence. There is the absence of theory in much of the work and although theory‐based articles achieved on average a higher number of citations than non‐theoretical papers, there is no obvious contender as an emergent paradigm for the discipline. Furthermore, it is evident that P&SCM does not meet Fabian's test necessary to make it a scientific discipline and is still some way from being a normal science.Research limitations/implicationsThis study would have benefited from the analysis of further journals, however the analysis of 1,113 articles from three leading journals in the field of P&SCM was deemed sufficient in scope. In addition, a further significant line of enquiry to follow is the rigour vs relevance debate.Practical implicationsThis article is of interest to both an academic and practitioner audience as it highlights the use theories in P&SCM. Furthermore, this article raises a number of important questions. Should research in this area draw more heavily on theory and if so which theories are appropriate?Social implicationsThe broader social implications relate to the discussion of how a scientific discipline develops and builds on the work of Fabian and Amundson.Originality/valueThe data set for this study is significant and builds on a number of previous literature reviews. This review is both greater in scope than previous reviews and is broader in its subject focus. In addition, the citation analysis (not previously conducted in any of the reviews) and statistical test highlights that theory‐based articles are more highly cited than non‐theoretically based papers. This could indicate that researchers are attempting to build on one another's work.

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