Identify Function

 

This activity is to identify the core function of the service. At this stage, it is important to recognise the possible uses of the service that are not directly embedded in the design of the service if, and where, such is probable. In the context of technology the possible gap (difference) between the intention of the design and the actual application (use) of the final artifact is known as “interpretive flexibility” (Orlikowski, 1992). This means that even where there was a specific design direction for a product that was targeting a specific function – deviations from the use of that function are still possible.

 

History

Although, customers of the service might find a non-obvious uses for the service, the service design and description must revolve around the core function of the service (Kuusisto, 2008, Lovelock 1985, Su et al. 2008). It is important to recognise the possible uses of the service that are not directly embedded in the design of the service if, and where, such is probable. In the context of technology, the gap (difference) between the intention of the design and the actual application (use) of the final artifact is known as “interpretive flexibility” (Orlikowski, 1992, Doherty et al. 2006). This means that even where there was a specific design direction for a product that was targeting a specific function – deviations from the use of that function are still possible. To attain focus in this activity, it is practical to start from the “leading users” (Lilien et al. 2002) who by their purpose will help to articulate in the simplest terms the long-term purpose of the service.

Example

  • Identify function examples

References

  • Doherty, N.F., Coombs, C.R. and Loan-Clarke, J., 2006. A re-conceptualization of the interpretive flexibility of information technologies: redressing the balance between the social and the technical. European Journal of Information Systems, 15(6), pp.569-582.
  • Kettinger, W.J. and Lee, C.C., 1994. Perceived service quality and user satisfaction with the information services function. Decision sciences, 25(5‐6), pp.737-766.
  • Kuusisto, A. and Päällysaho, S., 2008. Customer role in service production and innovation–looking for directions for future research.
  • Lilien, G.L., Morrison, P.D., Searls, K., Sonnack, M. and Hippel, E.V., 2002. Performance assessment of the lead user idea-generation process for new product development. Management science, 48(8), pp.1042-1059.
  • Lovelock, C.H., 1985. Developing and managing the customer-service function in the service sector. The Service Encounter: Managing Employee Customer Interaction in Service Business, Lexington Books, Lexington, MA, pp.265-80.
  • Magnusson, P.R., 2009. Exploring the contributions of involving ordinary users in ideation of technology‐based services. Journal of Product Innovation Management, 26(5), pp.578-593.
  • Orlikowski, W.J., 1992. The duality of technology: Rethinking the concept of technology in organizations. Organization science, 3(3), pp.398-427.
  • Su, Q., Li, Z., Song, Y.T. and Chen, T., 2008. Conceptualizing consumers’ perceptions of e-commerce quality. International Journal of Retail & Distribution Management, 36(5), pp.360-374.