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 service design configurations are being enabled, to a large extent, by technology-driven service innovations, and tasks previously performed by the service provider may now be performed by either the customer or service provider. As a result, customers are taking a more active role in the service delivery process, not only through self-service but by providing information to the service provider to create a more personalized service experience. In addition, as the options for "who does what" in the service processes expand, issues such as enabling customers to perform desired activities, relieving customers of undesired tasks, and determining "who should do what" become more and more critical. Although the recent trend has been toward increasing levels of self-service, service providers are finding that "super service" offerings, an opposite trend in which the service provider performs most of service tasks with little effort required by the customer, are also part of the expanded set of options in the emerging service process landscape. 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 physical, skills, and knowledge resources of both the service provider and customer. Service Process Design for Value Co-Creation explores how the integration of service provider and customer resources co-creates value, how service processes can be designed to leverage and "unlock" the capabilities embedded in these resources, and how the task boundary between the service provider and customer can be shifted to realize even greater value.

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 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 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. And 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, the book concludes with approaches to unlock these capabilities-and further boost value co-creation.

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 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 also through 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. The book concludes with approaches to unlock these capabilities-and further boost value Co-Creation. This second edition includes new and updated examples of technology-enabled innovations that provide unprecedented flexibility in service process design and continue to transform how service providers and customers co-produce services. At the same time, readers will see how these innovations can have important-and sometimes surprising-impacts on the nature of the benefit and cost tradeoffs and synergies that determine value Co-Creation.