While service designers like to speak about attributes and benefits; many service providers prefer to speak about ROI; value creation; revenue generation; cost savings; productivity gains; brand building; etc. Innovation and design projects should achieve an acceptable ROI and create corporate value. Let‚Äôs call this approach ‚Äúdesigning for ROI and corporate value‚ÄĚ
According to my experience; neither the ‚Äúdesigning for attributes and benefits‚ÄĚ approach nor the ‚Äúdesigning for ROI and corporate value‚ÄĚ approach provides enough information; inspiration and direction in the fuzzy front-end of service innovation and design projects.
A third approach; ‚Äúdesigning for strategy dichotomies and paradoxes‚ÄĚ; may be the answer. Inspired by dichotomies and paradoxes in strategic management literature; I have developed a theoretical framework for ten service strategy dichotomies and paradoxes. The dichotomies and paradoxes have been carefully selected to reflect strategic perspectives; issues and mega-trends in service management; service marketing; service innovation; and service design.
This is an explorative study. The findings need to be validated by further research.
Keywords: Service innovation; service design; service strategy; strategy paradoxes; strategy dichotomies