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The management concept of service science (SS), and its origins in the business sector through evolving customer service expectations are explored in this chapter. It proposes the concept’s utility—indeed its emerging necessity—as an administrative requisite to meet library users’ needs. The chapter is a conceptual one addressing SS and service design (SD) approaches to building customer service systems for libraries, the why and how of implementation in libraries regardless of the community served—that is to say, the why and how of implementation in libraries regardless of the community served. The changing outlook of customers and managers regarding commercial service expectations is not disputed in the business and management literature. Extreme customer service has become a norm. However, these service expectations can and have carried over into the public and nonprofit sectors. This chapter proposes that libraries become aware of changing service norms and utilize SD methods to meet users’ needs. Quite simply, libraries that do not investigate SD methods and implement community-specific design strategies, may begin to suffer patron dissatisfaction and even lose patronage. Alternatively, libraries which do adopt SD methods, may see increases in user satisfaction and patronage. SS and design are relatively novel subdisciplines of management studies. This, however, does not belie their importance. A broad introduction of the topics for library administration and planning considerations is warranted and necessary.

The aim of this chapter is to help library administrators understand the concept of Service Design, and to maintain that any consideration of the future of library spaces should begin with a service design focused approach.

The chapter is a combination of general review, literature review, case study, and conceptual paper. It focuses on describing the basics of the concept, highlighting essential resources for further understanding, highlighting service design specifically applied in libraries, and providing one case study of an academic library undergoing a master planning project utilizing the lens of Service Design. The chapter will conclude by emphasizing the importance of attaining an appropriate understanding and buy-in for the Service Design process by library administrators and staff in order for its effective implementation.

Practical implications to employing Service Design to library spaces are endless, and span that gamut from making smart decisions based on user input and evidence, to creating spaces and services that are relevant to library users. Employing a Service Design approach to library building projects helps administrators position themselves to advocate for needed technology and funding in the highly competitive resource arena. The ideas gleaned from this chapter can be applied in any library: academic, public, special, or school. The results will be different, because every library has a unique group of users, but the processes employed are the same.

Library literature related to Service Design is slim but slowly emerging. This chapter fills a gap in literature geared specifically to administrators as well as building design and redesign projects.

This chapter explores the relationship between emotional design and customer experience. It begins with an introduction to the concept of emotional design, comprising behavioral, visceral, and reflective elements. Next, the nature of service experiences is examined, leading to a framework that classifies services according to their functional and experiential positions. Understanding customer goals allows this framework to be used to design customer experiences, in terms of the journey that customers take when consuming a service. The chapter then discusses the cognitive traits associated with designers and argues that they are well suited to understanding the customer journey and designing the prerequisites for the desired experience. Two different approaches to understanding and acting on customer requirements are explored – user centered and design driven.

How do you efficiently design a global yet local user experience for Web sites? Arguably, the user-centered design approach has been one of the best methods in designing a successful user experience for Web services in the initial market, but why isn’t this process applied to international markets? This chapter makes a case for applying a user-centered design process to the international expansion of Web sites and discusses issues impacting the creation of a successful user experience for local audiences. Although this chapter primarily focuses on designing large scale Web services, many of the principles can be applied to any sites that undergo internationalization.

Operations management involves utilizing given resources as efficiently as possible to deliver services to customers and meet business goals. Developing efficient business operations requires a hospitality organization to design efficient service environments, as part of its mission. This chapter articulates the key design and planning strategies for the development of a successful hospitality organization. The first section covers the process of location selection, as the most important factor leading to the success of a hospitality organization. The second section discusses strategies for estimating the number of users (service employees and customers) during peak and idle times to justify a costly financial investment. The third section concerns the readers with the topic of layout planning, with the goal of service optimization for a targeted number of customers. The fourth section deliberates workflow conditions, and finally, the last section addresses the ambience and design of the physical hospitality environment, which is crucial for customer evaluation of a hospitality organization as it creates a first impression.

In the tourism sector, the differentiation is difficult in the commoditized market. The main challenge for businesses is to design the experiences which would create awareness and difference. With this foresight, this chapter aims to show an experience-based service design path built around various elements such as sensations, emotions, human relations, innovations, and values.

This chapter is based on extensive literature review, including books, journals, articles, conference papers, and search reports. Furthermore, the Singapore Airlines web page was used as an important source of information to examine the instructional path built suggested in the literature review.

As it has been determined by the general review, experience-based service design contains different components, and with these evaluations the experience-based service design was established in this chapter within three steps: explore, design, and positioning. Furthermore, on the case study of Singapore Airlines, the tracks of these three steps have been investigated. Especially, explore and design dimensions have been identified to be used mainly during the experience design.

From the highlights of the literature review, an instructional path for experience-based service design and implementation process is highlighted in three parts and this instructional path would guide business managers/experience engineers.

As the experience-based service design has been increasingly receiving the attention of the business’ managers in the tourism sector, an overview examination of experience design, and being instructional guide will direct them to implicate the dimensions in practice.

Performance management is the ‘Achilles heel’ of many reforms and public management practices and requires changes. Governance in general and co-production in particular impose an organizational setting which requires rethinking performance management, which is still conceptually embedded in New Public Management paradigm. This chapter builds on the latest co-production framework and service-dominant logic and outlines new challenges for rethinking performance measurement and management. It also discusses how public service design (PSD) may interact with them. As a result the need to shift between performance control loops has been emphasized, suggesting that service design may significantly support internal ex-nunc performance management. Although it should be facilitated in addressing some of the performance challenges, an outline of a framework for appropriate method has also been proposed.

This first paper examines total benefits and total costs of product–service designs as antecedents to customer value assessment. It introduces the reader to all the papers in this volume. The first half of the paper offers a model of customer value assessment. This section describes research studies in industrial marketing contexts that illustrate the core propositions in the model. The second half of the paper provides brief introductions to the papers in this volume; these papers offer further evidence supporting the view that discontinuous innovations offer superior customer value but customers tend to eventually become increasingly comfortable with the status quo and move away from adopting superior proven technologies. This paper advocates being mindful of the marketplace dynamics affecting value. The volume serves to increase knowledge and understanding of the dynamic forces affecting changes in customer value.