Service Design
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Service Design

Service design is the activity of planning and organizing people, infrastructure, communication and material components of a service in order to improve its quality and the interaction between the service provider and its customers. Service design may function as a way to inform changes to an existing service or create a new service entirely. The purpose of service design methodologies is to establish best practices for designing services according to both the needs of customers and the competencies and capabilities of service providers. If a successful method of service design is employed, the service will be user-friendly and relevant to the customers, while being sustainable and competitive for the service provider. For this purpose, service design uses methods and tools derived from different disciplines, ranging from ethnography (Segelström et al., Ylirisku and Buur, 2007, Buur, Binder et al. 2000; Buur and Soendergaard 2000) to information and management science (Morelli, 2006) to interaction design (Holmlid, 2007, Parker and Heapy, 2006). Service design concepts and ideas are typically portrayed visually, using different representation techniques according to the culture, skill and level of understanding of the stakeholders involved in the service processes (Krucken and Meroni, 2006, Morelli and Tollestrup, 2007).


In early contributions to service design (Shostack 1982; Shostack 1984), the activity of designing service was considered to be part of the domain of marketing and management disciplines. For instance, Shostack (1982), proposed the integration of the design of material components (products) and immaterial components (services). This design process, according to Shostack, can be documented and codified using a "service blueprint" to map the sequence of events in a service and its essential functions in an objective and explicit manner.

In 1991, service design was first introduced as a design discipline by Prof. Dr. Michael Erlhoff[1] at Köln International School of Design (KISD). In 2001, Livework, the first Service Design and Innovation consultancy, opened for business in London. In 2003 Engine, initially founded in 2000 as an Ideation company, positioned themselves as a Service Design consultancy. In 2004, the Service Design Network was launched by Köln International School of Design, Carnegie Mellon University, Linköpings Universitet, Politecnico di Milano and Domus Academy in order to create an international network for service design academics and professionals. Several authors (Eiglier 1979; Normann 2000; Morelli 2002) emphasize that services come to existence at the same moment they are being provided and used. In contrast, products are created and "exist" before being purchased and used. While a designer can prescribe the exact configuration of a product, s/he cannot prescribe in the same way the result of the interaction between customers and service providers (Holmlid, 2007), nor can s/he prescribe the form and characteristics of any emotional value produced by the service. In 2012, the Savannah College of Art & Design became the first college in the United States to offer an accredited BFA program in Service Design.

In the first joint manifest of the network,[clarification needed] the concept of service design was described in the following manner:

Service design is an emerging discipline and an existing body of knowledge, which can dramatically improve the productivity and quality of services.
Service design provides a systematic and creative approach to:
  • meeting the needs of service organizations so that they may be competitive
  • meeting the rising expectations of customers regarding choice and quality
  • making use of the technological revolution, which has vastly expanded the possibilities for creating, delivering and consuming services
  • addressing the pressing environmental, social and economic challenges of sustainability
  • fostering innovative social models and behaviors
  • sharing knowledge and learning
The service design approach is uniquely oriented to service specific design needs and is rooted in the design culture. Thus, the service designer contributes crucial competencies. The Service Designer can:
  • visualize, express and choreograph what other people can't see, and envisage solutions that do not yet exist
  • transform observed and interpreted needs and behaviors into service possibilities
  • express and evaluate the quality of design in the language of experiences
Service design...
  • aims to create services that are useful, usable, desirable, efficient and effective
  • is a human-centered approach that focuses on customer experience and the quality of services rendered as the key value for success.
  • is a holistic approach, considering the integrated way of strategic, systematic, process-oriented and touchpoint design decisions.
  • is a systematic and iterative process that integrates user-oriented, team-based, and interdisciplinary approaches and methods in ever-learning cycles.

While foundational, many of these definitions have since been developed and advanced.


Service design is the specification and construction of processes that delivers valuable capacities for action to a particular customer. Capacity for action in Information Services has the basic form of assertions. [clarification needed] In Health Services, it has the basic form of diagnostic assessments and prescriptions (commands). In Educational Services, it has the form of a promise to produce a new capacity for the customer to make new promises. [clarification needed]

Service design can be both tangible and intangible. It can involve artifacts or other elements such as communication, environment and behaviors.

Several authors (Eiglier 1979; Normann 2000; Morelli 2002) emphasize that services come to existence at the same moment they are being provided and used. In contrast, products are created and "exist" before being purchased and used. While a designer can prescribe the exact configuration of a product, s/he cannot prescribe in the same way the result of the interaction between customers and service providers (Holmlid, 2007), nor can s/he prescribe the form and characteristics of any emotional value produced by the service.

Consequently, service design is an activity that, among other things, suggests behavioral patterns or "scripts" to the actors interacting in the service. Understanding how these patterns interweave and support each other are important aspects of the character of design and service (Holmlid, 2012). This allows greater customer freedom, and better provider adaptability to the customers' behavior.


Together with the most traditional methods used for product design, service design requires methods and tools to control new elements of the design process, such as the time and the interaction between actors. An overview of the methodologies for designing services is proposed by (Morelli 2006), who proposes three main directions:

  • Identification of the actors involved in the definition of the service by means of appropriate analytical tools
  • Definition of possible service scenarios, verifying use cases, and sequences of actions and actors' roles in order to define the requirements for the service and its logical and organizational structure
  • Representation of the service by means of techniques that illustrate all the components of the service, including physical elements, interactions, logical links and temporal sequences

Analytical tools refer to anthropology, social studies, ethnography and social construction of technology. Appropriate elaborations of those tools have been proposed with video-ethnography (Buur, Binder et al. 2000; Buur and Soendergaard 2000) and different observation techniques to gather data about users' behavior (Kumar 2004) . Other methods, such as cultural probes, have been developed in the design discipline, which aim to capture information on customers in their context of use (Gaver, Dunne et al. 1999; Lindsay and Rocchi 2003).

Design tools aim at producing a blueprint of the service, which describes the nature and characteristics of the interaction in the service. Design tools include service scenarios (which describe the interaction) and use cases (which illustrate the detail of time sequences in a service encounter). Both techniques are already used in software and systems engineering to capture the functional requirements of a system. However, when used in service design, they have been adequately adapted to include more information concerning material and immaterial components of a service, as well as time sequences and physical flows (Morelli 2006). Other techniques, such as IDEF0, just in time and total quality management are used to produce functional models of the service system and to control its processes. However, it is important to note that such tools may prove too rigid to describe services in which customers are supposed to have an active role, because of the high level of uncertainty related to the customer's behavior.

Because of the need for communication between inner mechanisms of services and actors (such as final users), representation techniques are critical in service design. For this reason, storyboards are often used to illustrate the interaction of the front office.[2] Other representation techniques have been used to illustrate the system of interactions or a "platform" in a service (Manzini, Collina et al. 2004). Recently, video sketching (Jegou 2009, Keitsch et al. 2010) and prototypes (Blomkvist 2014) have also been used to produce quick and effective tools to stimulate customers' participation in the development of the service and their involvement in the value production process.

In the public sector

Due to new investments in hospitals, schools, cultural institutions and security infrastructures in the last few years, the public sector has expanded. The number of jobs in public services has also grown; such growth can be associated with the large and rapid social change that is calling for a reorganization of the welfare state. In this context, governments are considering service design for a reorganization of public services.

Some recent documents from the British government (United Kingdom Prime Minister Strategy Unit 2007; Public Administration Select Committee, 2008) explore the concept of "user-driven public services" and scenarios of highly personalized public services. The documents propose a new view on the role of service providers and users in the development of new and highly customized public services.

This view has been explored through an initiative in the UK. Under the influence of the European Union, the possibilities of service design for the public sector are being researched, picked up, and promoted in countries such as Belgium.[3]

Clinical service redesign is an approach to improving quality and productivity in health. A redesign is clinically led and involves all stakeholders (e.g. primary and secondary care clinicians, senior management, patients, commissioners etc.) to ensure national and local clinical standards are set and communicated across the care settings. By following the patient's journey or pathway, the team can focus on improving both the patient experience and the outcomes of care.

A practical example of service design thinking can be found at the Myyrmanni shopping mall in Vantaa, Finland. The management attempted to improve the customer flow to the second floor as there were queues at the landscape lifts and the KONE steel car lifts were ignored. To improve customer flow to the second floor of the mall (2010) Kone Lifts implemented their 'People Flow' Service Design Thinking by turning the Elevators into a Hall of Fame for the 'Incredibles' comic strip characters. Making their Elevators more attractive to the public solved the people flow problem. This case of service design thinking by Kone Elevator Company is used in literature as an example of extending products into services.[4]


See also


  1. ^ Moritz 2005, p. 66.
  2. ^ E.g. Albinsson, L., M. Lind, et al. (2007). Co-Design: An approach to border crossing, Network Innovation. eChallenges 2007, The Hague, The Netherlands.
  3. ^ Thoelen and Cleeren (ed.), Public Service Design. A guide for the application of service design in public organisations, 2015
  4. ^ Stickdorn, Marc; Schneider, Jakob (2011). This is Service Design Thinking (2015 ed.). Hoboken New Jersey: John Wiley and Sons. pp. 63-64. ISBN 9781118156308. 

Further reading

  • Bechmann, Søren (2010): "Servicedesign", Gyldendal Akademisk.
  • Blomkvist, J. 2014. Representing Future Situations of Service. Prototyping in Service Design. PhD, Linköping University.
  • Brand Flu, M., Løvlie, L., Reason B. (2016) Service Design for Business: A Practical Guide to Optimizing the Customer Experience. John Wiley & Sons. ISBN 1118988922
  • Buur, J., T. Binder, et al. (2000). "Taking Video beyond "Hard Data" in User Centred Design." Design. Participatory Design Conference (PDC 2000).
  • Buur, J. and A. Soendergaard (2000). "Video Card Game: An augmented environment for User Centred Design discussions." Designing Augmented Reality Environments (DARE 2000), Helsingør.
  • Eiglier, P., Langeard,P (1977). Marketing Consumer Services: New Insights. Cambridge, Mass. Marketing Science Institute, 1977. 128 P.
  • Gaver B., Dunne T., Pacenti E., (1999). "Design: Cultural Probes." Interaction 6(1): 21-29.
  • Hollins, G., Hollins, Bill (1991). Total Design : Managing the design process in the service sector. London, Pitman.
  • Holmlid, S. (2007). Interaction design and service design: Expanding a comparison of design disciplines. In proceedings from Nordic Design Research Conference, Nordes 2007, Stockholm.
  • Holmlid, S. (2012). Designing for Resourcefulness in Service. Some Assumptions and Consequences. Chapter in Miettinen, Valtonen (eds), Service Design with Theory, pp151-172. Univ of Lapland press.
  • Jegou, F. 2009. Co-design Approaches for Early Phases of Augmented Environments. In: LALOU, S. (ed.) Designing User Friendly Augmented Work Environments: From Meeting Rooms to Digital Collaborative Spaces, Computer Supported Cooperative Work. London: Springer.
  • Krucken, L. & Meroni, A. 2006. "Building Stakeholder Networks to Develop and Deliver Product-Service-Systems: Practical Experiences on Elaborating Pro-Active Materials for Communication". Journal of Cleaner Production, vol 14 (17)
  • Kumar, V. (2004). User Insights Tool: a sharable database for user research. Chicago, Design Institute at IIT.
  • Leadbeater, C. and H. Cottam (2008). The User Generated State: Public Services 2.0.
  • Løvlie, L., Polaine, A., Reason, B. (2013). Service Design: From Insight to Implementation. New York: Rosenfeld Media. ISBN 1-933820-33-0.
  • Lindsay, C. and S. Rocchi (2003). "'Highly Customerised Solutions' - The Context of Use Co-Research Methodology". Innovating for Sustainability. 11th International Conference of Greening of Industry Network, San Francisco.
  • Manzini, E., L. Collina, et al. (2004). Solution Oriented Partnership. How to Design Industrialised Sustainable Solutions. Cranfield, Cranfield University. European Commission GROWTH Programme.
  • Miettinen, Satu and Koivisto, Mikko (Eds.): Designing Services with Innovative Methods. Publication series University of Art and Design Helsinki B 93. Kuopio Academy of Design. Taitemia Publication Series 33. Otava. Keuruu. 2009"[1]
  • Miettinen, Satu and Valtonen, Anu (eds.): Service Design with Theory. Discussion on Value, Societal Change and Methods. Lapland University Press 2013 [2]
  • Morelli, N. (2002).Designing product/service systems. A methodological exploration." Design Issues 18(3): 3-17.
  • Morelli, N. (2006). "Developing new PSS, Methodologies and Operational Tools." Journal of Cleaner Production 14(17): 1495-1501.
  • Morelli, N. & Tollestrup, C. (2007). "New Representation Techniques for Designing in a Systemic Perspective". Nordes 07. Stockholm.
  • Moritz, S. (2005). Service Design: Practical access to an evolving field. London.
  • Normann, R. (2000). Service management : strategy and leadership in service business. Chichester ; New York, Wiley.
  • Normann, R. and R. Ramirez (1994). Designing Interactive Strategy. From Value Chain to Value Constellation. New York, John Wiley and Sons.
  • Osterwalder, A. and Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. New Jersey, John Wiley and Sons.
  • Public Administration Select Committee (2008). User Involvement in Public Services, House of Commons: 37.
  • Ramaswamy, R. (1996). Design and management of service processes. Reading, Mass., Addison-Wesley Pub. Co.
  • Segelström, F., Raijmakers, B. & Holmlid, S. "Thinking and Doing Ethnography in Service Design". Linköping, Sweden: Linköping University, Department of Computer and Information Science Sweden
  • Shostack, L. G. (1982). "How to Design a Service." European Journal of Marketing 16(1): 49-63.
  • Shostack, L. G. (1984). "Design Services that Deliver." Harvard Business Review(84115): 133-139.
  • United Kingdom Prime Minister Strategy Unit (2007). [3]. HM Government Policy Review, Government of United Kingdom.
  • de Reuver, M.; Bouwman, H.; Haaker, T.: Mobile business models: organizational and financial design issues that matter, in: Electronic Markets, 19, 1, 2009, pp. 3-13.
  • van de Kar, E.; den Hengst, M.: Involving users early on in the design process: closing the gap between mobile information services and their users, in: Electronic Markets, 19, 1, 2009, pp. 31-42.
  • Ylirisku, S. & Buur, J. 2007. Designing with Video - Focusing the user-centred design process, London, Springer.

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