by Jenni Aranko and Ainokaisa Kostamo
This blog post examines the evolution of Service Science which aims to be a new, interdisciplinary approach to study and innovate in service. First we’ll examine what is actually meant when discussed about service and provide a definition of service as a framework for further reading. We’ll continue with arguing why there is a need for generally approved Service Science.
Then we’ll introduce the foundations of Service Science through a selection of chapters from articles and books that were published in the late 1970s. The writers have brought the key elements from their previous studies and reflected those to today’s world.
Lastly we’ll take a look at the modern Service Science which has its foundation in the Service-Dominant logic (introduced by Vargo & Lusch in 2004) and present the most essential concepts related to it. The distinction between services and goods as one of the key questions and sources of misinterpretations in the field of Service Science is also discussed.
by Jenni Aranko
It is widely acknowledged, that services will gain ground from the traditional manufacturing and product-based approaches. As a part of this change, it has been recognized that market value is equally important focus point for the operations of a company as revenues and profits. Intangible assets such as knowledge, customer relationships and employee alignment are valued as much if not more than hard assets. These intangible assets contribute to the overall value and competitiveness of the company and are considered as facilitators to success.
In a report by Tekes, “The Future of Service Business Innovation”, the core competencies required for driving the service innovation of the future have been described in a clear manner. They are called as the “Forerunner Attributes”. In order to survive in the future and to create significant growth, companies will need to change their way of thinking. The key lies within design principles for creating and delivering new value. It is a completely different mindset that encourages engaging with customers in ways that expand the definition of value. Ongoing interactions, collaboration and co-creation are all examples of the tools that a Forerunner company would use. Continue reading