Cursuri FSS Merged

Master Program
Sisteme Software Avansate
Fundamentele Științei Serviciului
- Foundations of Service Science –

Sem. I 2021-2022
Monica Drăgoicea
monica.dragoicea@upb.ro
Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 1

Organizarea activităților
curs on-line, Microsoft Teams

laborator si tema de casa:
veți lucra cu licență academică (cloud) pentru Business Process Modelling
(https://www.signavio.com/, https://academic.signavio.com/p/login )
veți primi licențe academice pentru a înțelege modul de gândire în visual analytics, o topică de
business intelligence pentru analiza datelor în organizații (https://www.sas.com/)
evaluare: examen final – test (50%), tema de casă (30%), participare în timpul semestrului
(Q&A) (20%)
nota de trecere (cumulativ): 50% din toate activitățile
tema de casă și toate deadline-urile (pentru diverse secțiuni din tema): vor fi anunțate în
Moodle
toate componentele pentru nota finală se încarcă în Moodle

Cuvinte cheie pentru acest curs
• serviciu
• inovarea serviciilor
• servicii smart (smart services)
• servicii care utilizează intensiv informația (information-intensive services)
• logica economică bazată pe servicii (service dominant logic) și ecosisteme de servicii (service
ecosystems)
• sisteme de servicii (service systems) și sisteme de servicii smart (smart service systems)
• cum proiectăm un serviciu smart?
• modelarea procesului de tip serviciu (business process modelling pentru servicii)
• elemente de data engineering pentru servicii smart

Curs 1

De ce acest curs?

De ce acest curs?
Personal service
Foto: Jonn Leffmann CC BY 3.0
Self-service
Highly-individualized, Electronic service
face-to-face services Highly-standardized, https://bootstrapfashion.com/
customer-anonymous
self-services
Highly-individualized and
personalized electronic
services
J. Cardoso, H. Fromm, S. Nickel, G. Satzger, R. Studer, C. Weinhardt. Fundamentals of Service Systems, Springer,
Cham, 2015

Conținutul cursului
• ce înțelegem prin “serviciu”? Cum putem crea “documente de cerințe”

pentru servicii?
• cum înțelegem valoarea și cum putem descrie procesele de creare de
valoare? Ce înseamnă co-creare de valoare?
• unde și cum sunt implementate procesele de creare de valoare?
• sisteme de servicii (service systems)
• sisteme de servicii smart (smart service systems) – bazate pe tehnologii
digitale
• există teorii care ne ajută să înțelegem cum interacționează oamenii și
tehnologiile in astfel de sisteme?
• sisteme socio-tehnice (socio-technical systems)
• logica economică bazată pe servicii (Service Dominant Logic) și ecosisteme de
servicii (service ecosystems)
• Știința serviciului (Service Science)
• cum putem caracteriza o organizație ca fiind un sistem de servicii?

Conținutul cursului
• cursul se va baza pe analiza unor studii de caz, săptămânal, care vor fi

prezentate de studenți (se poate și în grup de max. 2 studenți)

O privire de nivel înalt asupra cursului

Ce înțelegem prin “serviciu”?

Exemple de servicii – unde este “serviciul” ?
• Transportation • Entertainment
• Trains, planes • Television, movies
• Hospitality • Professional Services
• Hotels, restaurants • Doctors, lawyers
• Infrastructure • Education
• Telephone, electricity • Colleges, universities
• Government • IT Services
• Police, fire • Outsourcing, consulting
• Financial • Business Services
• Banking, investments • Consulting, outsourcing

Ce înțelegem prin “serviciu /service”?
• Spre deosebire de ceea ce vom învăța în acest curs, în științele economice si în marketing, serviciul este
înțeles ca fiind echivalentul non-material al unui bun (good)
• furnizarea unui serviciu (service provision) = este o activitate economică care nu presupune
deținerea acestui serviciu (it does not result in ownership)
• aceasta este principala diferență intre furnizarea de servicii si furnizarea de bunuri fizice
(physical goods)
• e.g. telefonie mobilă – cum descriem acest “serviciu” ?

Terminologia pentru servicii
• “serviciu” este un concept care are diferite interpretări în domenii diferite, de exemplu în afaceri
(business science), științele informației (information science), cercetarea în domeniul sistemelor
informaționale, sau în știința calculatoarelor (computer science):
• de exemplu: când vorbim despre servicii (services) în computer science – vorbim de fapt despre paradigme
de programare fundamentale
• IT service:
• (def.) “software components of distinct functional meaning” (Krafzig, Banke, Slama, 2005)
• (def.) “software programs with distinct design characteristics” (Erl, 2005)
• Web Service:
• (def.) “self-describing, self-contained software modules” (Papazoglou, 2008)
• (def.) “software applications with a published programming interface” (Mittal, 1999)
• (def.) “… a software system designed to support interoperable machine-to-machine interaction over a network. It
has an interface described in a machine-processable format (specifically WSDL).” (W3C Working Group)
• (def.) “can be sold, too” !!! (Wilde, Pautasso, 2011)

• “serviciu” este un concept care are diferite interpretări în domenii diferite, de exemplu în
afaceri (business science), științele informației (information science), cercetarea în domeniul
sistemelor informaționale, sau în știința calculatoarelor (computer science):
• De exemplu, în computer science: service, electronic service, e-service, Web service, IT service, s.a.
• service: the meaning usually refers the definition within the scope of business science (economic)
• (def.) vom discuta mai târziu despre aceasta definiție
• e-Service: we refer to electronic service, or e-service (sometimes named also digital service), the
definition created also within the scope of business science
• (def.) “the provision of service over electronic networks” (Rust & Kannan, 2003)
• electronic networks: e.g. Internet, other electronic environments such as mobile networks, ATMs, and self-service kiosks
• Internet-based version of traditional services: e.g. online shopping (services that only use the Internet as an user-
interface but where actual service fulfilment might include non-electronic channels), music download (services that are
entirely delivered electronically)
• different business models: B2C, B2B, G2P(ublic), a.s.o.

Începem cu un exemplu pentru a înțelege cum poziționăm acest curs: Smart
Cities & smart city services

Cum putem analiza serviciile de tip Smart City
• bibliografie: Walletzky L., Buhnova B., Carrubbo L. (2018) Value-Driven Conceptualization of Services in the
Smart City: A Layered Approach. In: Barile S., Pellicano M., Polese F. (eds) Social Dynamics in a Systems
Perspective. New Economic Windows. Springer, Cham

Definiții - Smart City
• the use of smart computing technologies to make the critical infrastructure components and services of a city –
which includes city administration, education, healthcare, public safety, real estate, transportation and utilities –
more intelligent, interconnected and efficient
• where Smart Computing means: A new generation of integrated hardware, software, and network technologies
that provide IT systems with real-time awareness of the real world and advanced analytics to help people make
more intelligent decisions about alternatives and actions that will optimize business processes and business
balance sheet results
• Smart City is the set of services, using ICT in non-trivial way that enables city management and whole society to
meet the challenges of city development with the aim to improve its efficiency, habitation and sustainability, to bring
its citizens the highest value possible, formulated in understandable value proposition.
Doug Washburn, Usman Sindhu, Stephanie Balaouras, Rachel A. Dines, Nick Hayes, Lauren
Nelson, Helping CIOs Understand "Smart City" Initiatives, Defining The Smart City, Its Drivers,
And The Role Of The CIO, Forrester, February 11, 2010

Smart City: definiții & servicii (Frost & Sullivan)
• Smart Cities, Frost & Sullivan Value Proposition, https://ww2.frost.com/wp-

content/uploads/2019/01/SmartCities.pdf

Întrebări
• serviciile pentru Smart City au o anumită structură?
• cum putem proiecta si implementa servicii pentru Smart City, într-o manieră eficientă si
complexă?
• care sunt competentele si cunoștințele necesare pentru a înțelege complexitatea serviciilor?
• care sunt elementele esențiale cu care începem să analizăm aceste servicii, care sunt
procesele prin care implementăm, care sunt limitările, inclusiv cele financiare, sau ce alte
constrângeri există, pentru a crea o structură care să aducă o valoare mare serviciilor de tip
Smart City, pentru cetățeni / locuitori?
• cum putem formula regulile prin care să se poată crea servicii complexe, efective, flexibile,
care să asigure cerințe diverse: la nivelul administrației, cetățenilor, sau altor comunități de
interes (stakeholders)?

Servicii de tip Smart City
• conceptul de Smart City sugerează diverse servicii, care au roluri diferite pentru beneficiarii
acestora (service beneficiaries), e.g.
• Traffic control
• Route optimization
• Waste services
• aici pot fi implicate multe servicii IT (IT services), dar la nivelul de bază putem recunoaște
două elemente principale:
• Software
• Hardware
• cum sunt acestea conectate? ce taskuri îndeplinesc acestea in realitate?
• există vreo metodologie pe care o putem utiliza in mod unitar pentru a defini / crea /
implementa aceste servicii in accepțiunea conceptului Smart City?

Cum gândim aceste servicii? Cum le organizăm in mod structurat?
• elementul cheie care definește toate aceste servicii este

valoarea: IT services
• Valoare – cat de util este serviciul pentru beneficiarul acestuia
• Propunerea de valoare – este descrierea valorii in limbajul IT Supporting
beneficiarului serviciului services
• in consecință putem clasifica serviciile de tip Smart City pe Smart services

nivele, in funcție de propunerea lor de valoare (value
proposition)
Smart features
• Întrebarea de baza este următoare: cui servesc aceste servicii?

Servesc beneficiarul / utilizatorul final ( cetățean,
administrație) sau sunt doar „intrări“ pentru alte servicii?

Model pe nivele pentru serviciile de tip Smart City
Walletzky L., Buhnova B., Carrubbo L. (2018) Value-Driven

Conceptualization of Services in the Smart City: A Layered
Approach. In: Barile S., Pellicano M., Polese F. (eds) Social
Dynamics in a Systems Perspective. New Economic Windows.
Springer, Cham

Exemplu – MaaS – Mobility as a service

Mobility-as-a-Service (MaaS)
• MaaS means a holistic change in the entire transport system and in the roles of the transport
sector players
• MaaS combines transport options from different providers, handling everything from travel
planning to payments and offering real-time travel information
• MaaS is a mobility service offered to a customer
• a MaaS service provider brokers and integrates the services of several transport modes according
to the customer’s needs and sells the entire travel chain needed by the customer
• for customers, MaaS offers smoothness and ease of mobility because one service can provide a
broad selection of transport modes
• it combining public transport, taxis, on-demand ridesharing and the use of private cars in a single
digital service
https://futuremobilityfinland.fi/vision/mobility-as-a-service/

https://futuremobilityfinland.fi
/vision/mobility-as-a-service/

Exemplu mobilitate - analiza
pe nivele

Master Program

Sem. I 2021-2022
Monica Drăgoicea

Curs 2

Deci, ce înțelegem, de fapt, prin “serviciu”?
• serviciile = “produse” ale activităților economice, ceva care “you can’t drop on your foot” (“anything sold in
trade that cannot be dropped on your foot”)
• The Economist, http://www.economist.com/economics-a-to-z/s
• care este diferența între serviciu și produs? se face o bună distincție în limba engleză
• clienții întreabă despre un produs (something that can be measured and counted):
• "what can you make for me?"
• clienții întreabă despre un serviciu (the result of the application of skills and expertise towards an
identified need):
• "what can you do for me?"

Definițiile cu care vom lucra noi – serviciu

• serviciu: înțelesul este în scopul domeniului afacerilor (business science)
Reference Definition of service Perspective

(Hill, 1977) “A service may be defined as a change in the condition of a person, or of a good belonging to Economic
some economic unit, which is brought about as the result of the activity of some other economic
unit, with the prior agreement of the former person or economic unit.”
(Berry, 1980) “Services are deeds, acts or performances.” Service
marketing
(Kotler & Keller, “A service is an act of performance that one party can offer to another that is essentially Service
2011) intangible and does not result in the ownership of anything. Its production may or may not be marketing
tied to a physical product.”
(Lovelock & “A service is an act or performance offered by one party to another.” Service
Wright, 2001) marketing
(Fitzsimmons & “A service is a time‐perishable, intangible experience performed for a customer acting in the role Service
Fitzsimmons, of co‐producer.” management
2008)
(Vargo & Lush, Services are defined as “the application of specialized competences (knowledge and skills) through Marketing
2004) deeds, processes, and performances for the benefit of another entity or the entity itself.”

Triunghiul serviciului
A service aims at transforming the reality C owned or

used by a customer B, with the operation carried out
by a provider A on the request of B (and often in Gadrey, Jean (2002). The misuse of productivity concepts in services: Lessons from a comparison between France
interaction with him), but not ending in a final good and the United States. In J. Gadrey & F. Gallouj (Eds). Productivity, Innovation, and Knowledge in Services: New
Economic and Socio-economic Approaches. Cheltenham UK: Edward Elgar, pp. 26 –53.
likely to circulate independently from C.
Ciclul de dezvoltare a serviciilor - Who does What, When, Where and How?
• WHAT – Service Design

• …. should answer questions that start with ‘what’ and point to originality and newness
• “What else can we do?”: to focus research on new ways of exploring possibilities, of expanding the limits of
what is possible
• WHEN – Service Management

• to give answers to questions related to timing: “When should we start improving our service?”, “Is this the right
moment to do it?” or “What should we do NOW?”
• service management should supply answers based on ‘the lived moment’ of the organization, even indicating
whether managers should pursue solutions created by other disciplines
Mauricio Manhães, TP04-3P24 – Service Disciplines: Who does What, When, Where and How? –
http://service-science.info/archives/4074

Ciclul de dezvoltare a serviciilor - Who does What, When, Where and How?
• HOW – Service Engineering

• it has a stronger focus on efficiency, it should answer questions like “How can it be done better?” and “How can
we improve the efficiency of this service?”
• research focus on organizing best practices and procedures, building models and frameworks that can be
repeated by organizations with the best results possible
• it does not need to understand why something works, as long as it works repeatedly
• WHY – Service Science

• answer the question of “why”, to be able to improve the other disciplines
• necessary to know “Why did that workshop work?”, “Why did that model create that result?”, “Why was that the
best time for doing that?”, a.s.o.
• focus research on understanding the relation between elements, structures and mechanisms, and why particular
combinations create specific results
Mauricio Manhães, TP04-3P24 – Service Disciplines: Who does What, When, Where and How? –
http://service-science.info/archives/4074

Unde sunt serviciile?
• cum “gândim” idea unui nou serviciu?

1. direct, ne gândim doar la serviciu în sine, aplicând o anumită modalitate de lucru (e.g.
stakeholder maps, service blueprinting, smart service model canvas, etc.)
2. atașăm un serviciu unui produs deja existent (fabricat / manufactured)
• această modalitate se numește servitizare (se referă la produse)
• adică: servitization of manufacturing (vezi și conceptul Industry 4.0)
• https://www.emeraldgrouppublishing.com/realworldresearch/strategy_growth/what-is-servitization-of-
manufacturing.htm
• https://www.salesforce.com/uk/blog/2017/04/servitization-the-changing-face-of-manufacturing-and-
service.html
• Rolls-Royce and “power-by-the-hour” concept
• Roll Royce case study: http://www.r2piproject.eu/wp-content/uploads/2019/05/RollsRoyce-Case-
Study.pdf
• rolul tehnologiei în acest concept: https://core.ac.uk/download/pdf/30625023.pdf
Baines, T., Ziaee Bigdeli, A., Bustinza, O., Shi, V., Baldwin, J. and Ridgway, K. (2017), "Servitization: revisiting the state-of-the-art and
research priorities", International Journal of Operations & Production Management, Vol. 37 No. 2, pp. 256-278.
https://doi.org/10.1108/IJOPM-06-2015-0312

Servitization case studies – Rolls-Royce
• a successful manufacturing company who has evolved its business model to

generate significant revenue from the services they offer
• Rolls-Royce manufactures engines, and for some years has offered a service
package whereby customers pay by the hour according to the amount of time
an engine is in flight.
• This is a significant shift from traditional business models used by
manufacturers, in which the manufacturer sell a product, then charges for
repair work as often as it is needed. In such a model, manufacturers ultimately
profit from unreliable products that need more repairs – a poor arrangement
for clients.
• With the TotalCare® service package that Rolls-Royce offer to airlines, engines
are rented to customers. Rolls-Royce monitors data from the engines to
predict potential maintenance problems, meaning that maintenance work
is only carried out when necessary. This saves costs on unneeded maintenance
work, and also reduces the need for unplanned maintenance and engine Baines, T., Ziaee Bigdeli, A., Bustinza, O., Shi, V., Baldwin, J. and
downtime. Ridgway, K. (2017), "Servitization: revisiting the state-of-the-
art and research priorities", International Journal of Operations
• The greater alignment between the needs of the client and manufacturer that & Production Management, Vol. 37 No. 2, pp. 256-278
is enabled by this service has had proven business benefits for Rolls-Royce,
which has been covering the majority of engines with their service package https://www.emeraldgrouppublishing.com/realworldresearch
/strategy_growth/what-is-servitization-of-manufacturing.htm
since 2010.

Servitization case studies – Caterpillar
• another strong example of a servitized manufacturing company, offering a

portfolio of services beyond production.
• one such service is the Cat® Product Link, a remote tracking and
monitoring service.
• This service provides clients with updates on the location of equipment, and
preventative maintenance monitoring of components to extend the life of
components and reduce the need for downtime.
• Caterpillar remotely monitors the equipment, using data sent from Caterpillar
vehicles to help make decisions that optimize performance
• Video from Aston Business School - Servitization: Competing through services Baines, T., Ziaee Bigdeli, A., Bustinza, O., Shi, V., Baldwin, J. and
• https://www.youtube.com/watch?v=K8AhLazwuEw Ridgway, K. (2017), "Servitization: revisiting the state-of-the-
& Production Management, Vol. 37 No. 2, pp. 256-278
https://www.emeraldgrouppublishing.com/realworldresearch

Servitization case studies – Xerox
• Xerox is another manufacturing company that is now successfully offering

advanced services
• Xerox is a firm initially known for photocopiers, Xerox now positions itself as an
enterprise for business processes and management.
• today, over half of Xerox’s business comes from services
• in recent years, Xerox has branched out to offer document publishing and
production services, document management, and business process
outsourcing.
• Examples of services in practice include providing Hertz with learning solutions
including curriculum content, administration, and learner support services. For
Siemens Italy, Xerox created a digital archive and interface to improve document
control and reduce paper waste and usage.
Baines, T., Ziaee Bigdeli, A., Bustinza, O., Shi, V., Baldwin, J. and
Ridgway, K. (2017), "Servitization: revisiting the state-of-the-
• on the Xerox blog, the process Xerox has gone through is described as “the & Production Management, Vol. 37 No. 2, pp. 256-278
essence of servitization; utilizing technology to offer services tightly
coupled with existing products.” /strategy_growth/what-is-servitization-of-manufacturing.htm

Servitization case studies – Servitization, Big Data, and the Internet of Things (IoT)
• the Internet of Things and Big Data play an important role in the services that
are now being offered by many servitized manufacturing companies
• the above companies all, to differing extents, incorporate the use of networked
sensors to collect data in order to inform management decisions.
• this is achieved by the use of sensors connected to the Internet of Things, on
assets from aircraft engines, trucks and trains in order to collect data.
• the sensors gather data on the health of components, potential maintenance
issues, and other relevant performance indicators.
• this knowledge can then be used to inform decisions that drive efficiency, cost-
reductions, and other benefits for clients.
Baines, T., Ziaee Bigdeli, A., Bustinza, O., Shi, V., Baldwin, J. and
Ridgway, K. (2017), "Servitization: revisiting the state-of-the-
& Production Management, Vol. 37 No. 2, pp. 256-278

Servicii care utilizează intensiv informația / Information Intensive Services (IIS)

Tipuri de servicii
• we may identify today a new type of service, the Information Intensive Service (IIS)
• the information interactions within a service are digitized through IT artefacts
• it supports the creation of value via information interactions primarily, rather than physical and
interpersonal interactions, between the customer and the provider (Lim et.al., 2018)
• (def.) Information Intensive Services are those in which information processing or

information exchange, rather than physical or interpersonal actions, account for the greatest
proportion of the co-created value (Glushko, 2010)

Tipuri de servicii
• Information Intensive Services characteristics:

• include different proportions of physical actions, interpersonal actions, and information actions
“that involve the manipulation of symbols”
A. few or no requirements for physical and personal interactions, or where personal

interactions are narrowly focused on the information exchange needed to make decisions
and apply other information (Glushko, 2010)
• e.g. accounting, data entry and transcription, translation, insurance underwriting and claims
processing, legal and professional services, customer support, and computer programming
• they rely on various types of digitized artefacts: documents, databases, software applications,
explicit repositories or sources of information

Tipuri de servicii

B. entirely information-based, with no physical or interpersonal interactions required (Glushko,

2010)
• they rely mostly on the digitization of information and digital transformation (digitalization) of the
service business processes that can appear in various forms and combinations of information
systems, web services, computational agents, …

Tipuri de servicii

C. involving essential personal or physical interactions that usually requires information
exchanges to specify and co-produce the service (Glushko, 2010)
• e.g. traditional classroom education, emergency and surgical healthcare, logistics, sales, consulting,
and personnel resources administration, physical therapy, massage, restaurant dining, and
entertainment
• they are named “experience-intensive” too

Exemplu IIS
• bibliografie: Glushko, R.J., 2010. Seven contexts for service system design. In: Handbook of Service
Science (pp. 219-249). Springer, Boston, MA.

The nature of service
• in the past, service only implied a face-to-face interaction between people, one offering the
service and the other receiving it
• e.g. person to person service encounters: tailor service, bakery, independent local bookstores
• today, service offerings cannot be imagined without intensively using technology and
information
• services are described as being IT-based, technology-driven, data-driven, information-intensive ….
• we interact by means of services in innovated ways, such as (Glushko, 2010):
• technology-enhanced encounters
• self-service,
• computational services
• multi-channel services
• multi-device services
• location-based and context-aware services
• … a.s.o.

The nature of service – case study
• person-to-person service encounters: independent local bookstore scenario (Glushko, 2010)
• [… uses frontline service employees able to provide highly personalized and empathetic service
• bookstore employees are motivated to recognize customers, they know their name, favorite subjects, authors,
prior purchases, spending budget a.s.o.
• this is information used to recommend new books
• they collect information about a new customer, to be able to suggest books …]
Provider Customer
Information exchange

• technology enhanced service encounters: independent Provider Customer

local bookstore scenario (Glushko, 2010) Assisted
Technology
• [… an old customer of the independent local bookstore comes
again to check for books, but the longtime employee who knows
him well isn’t there, there is a new clerk behind the counter Provider Customer
• the customer introduces himself, the new clerk looks him up in Facilitated
the bookstore’s computerized bookstore management application
• the new clerk sees the customer’s transactional history of prior Technology
purchases, along with notes about his reading tastes written by
the longtime employee
• the new clerk is now able to recommend some new books that
Provider Customer
have just arrived …] Customer improvised
Technology

• self-service: independent local bookstore scenario (Glushko, 2010)
Provider Customer
• [… a customer logs in to identify himself on Amazon.com or similar
Internet bookseller site, he uses a personalized catalogue that reflects his
shopping history and interests explicitly expressed in search queries, Technology
abandoned shopping carts and wish lists
• unlike the physical bookstore, where following the customer around Information exchange
would be obtrusive, the self-service context enables the easy capture of
No direct exchange
implicit preferences and interests based on the customer’s browsing
history
• Amazon.com and other Internet retailers employ very sophisticated
recommendation services that aggregate and analyze millions of
transactions and queries while also making dynamic adjustments to
catalog content and pricing based on the customer’s real-time browsing
behavior …]

• multi-channel services: independent local bookstore scenario (Glushko, 2010)
• [… a customer gets a recommendation for a new book in an online bookstore but wants it the same day. Can he
reserve it online for pickup the same day in the neighborhood bookstore store?
• When he arrives at the store, should the bookstore employees know what other books he looked online but
didn’t purchase so they can offer them at a discount?
• When the customer next visits the online store, are purchases he made in the neighborhood bookstore reflected
in his purchase history and recommendations there? …]
Provider Customer
Technology Customer

• services on multiple devices or platforms: independent local bookstore scenario (Glushko, 2010)
• [… an online bookstore can offer many services and a richer user experience to users on the home computers,
but it wants to enable them to browse for books using their mobile phones.
• how should the catalog content and user interface be designed for multiple platforms? …]
Device independent Technology 1 Customer

service
Technology 2 Customer
Technology n Customer
Service transformation

• “back stage-intensive” or “computational” services: independent local bookstore scenario

(Glushko, 2010)
• [… personal encounter: a customer in the local bookstore chooses a book (or accepts a recommendation for
one), pays for the book with a credit card, and leaves the store with it
• on-line service encounter: in the online bookstore he chooses a book (or accepts a recommendation), enters his
credit card number and address into the shopping cart form, and with a couple of mouse clicks completes the
check-out process
• on-line service encounter: fulfillment involves invisible physical actions by warehouse, shipping, and delivery
personnel
• these are back-stage fulfillment services, that may go wrong to service failure: wrong book can be picked
from the warehouse, or it can be lost, damaged, or delayed in delivery because of a human error, traffic
congestion, bad weather, or a host of other factors
• they are interconnected and coordinated by information exchanges among the online retailer and other
businesses. …]
Computational service Computational service

• location-based and context-aware services: independent local bookstore scenario (Glushko,

2010)
• [ … a customer is browsing the shelves in his neighborhood bookstore when he receives a text message on his
cell phone. The message directs him to the shelf where he can locate a book that he had recently viewed in the
online website of the bookstore. He locates the book, takes a photo of its bar code with the cell phone camera,
and launches a price check application. He learns that the book is available at a lower price in a competitor’s
bookstore a half mile away that will be open for another 45 minutes.
• The map application on his phone shows him the best route to the other store, and he buys the book there
instead. …]
Technology Customer
BaseComputational service
Computational service 1 Computational service 2 Computational service n

Master Program

Sem. I 2021-2022
Monica Drăgoicea

Curs 3

Unde sunt “serviciile”?
• Economia serviciilor / Service Economies

• Agriculture and manufacturing used to be the major productive elements of the world’s economies. Nowadays,
services are the new fundamental element driving economies to grow. Services represent 80% of the US
economy and account for more than 50% of the economies in countries such as Brazil, Germany, Japan, Russia,
and the UK
• Logica economică bazată pe servicii / Service-Dominant (S-D) Logic

• Recent theoretical contributions, such as S-D Logic, indicate that all markets are centered on the exchange of
services, and all economies and societies are service based. It views service as the focus of economic and social
exchange
• https://www.sdlogic.net/index.html
• Servicii electronice / Electronic Services (e-services)

• Several governments have already made the decision to invest in strategies to provide public services online in
a systematic manner. For example, the UK government launched the Government Digital Service (GDS)
initiative. The “Digital by Default” strategy was implemented in April 2014. The New Zealand government has
followed the same path and is also making their services online in a digital form (beta.govt.nz).

• Servicii mobile / Mobile Services

• increasing use of services from mobile devices: Facebook, Dropbox, Gmail, a.s.o. most people use one or more
mobile services in their personal lives
• mobile services to be used by companies to improve the efficiency of employees, as a new marketing and
delivery channel, and as a form to create new disruptive business models
• Servicii bazate pe tehnologii cloud / Cloud Services

• companies are using cloud services, which use the utility model, to outsource their applications, development
platforms, and infrastructures
• de exemplu, Signavio - un serviciu cloud prin care se expun funcționalitățile de modelare si management de
procese de lucru
• the main driving factors include cost reduction and the scalability offered
• important cloud computing companies include Amazon, IBM, Microsoft, Google, and Rackspace

• Service Marketplaces
• Several service marketplaces (such as ServiceMagic.eu, https://www.servicelive.com/, ServiceAlley.com,
RedBeacon.com) are growing very quickly to enable consumers to find local services through the internet
• e.g. RedBeacon.com, a platform that lets users search, browse, and hire local home service providers such as
painters and house cleaners (acquired in 2012 by The Home Depot, the largest home improvement retailer in
the US)

Crearea unei cerințe
• deși multe dintre aceste evoluții in cadrul economiei actuale sunt destul de recente, efectul lor este
pozitiv in societate.
• vezi statisticile despre servicii (Eurostat)
• din aceasta cauză, este nevoie de un efort susținut in continuare pentru dezvoltarea de noi teorii,
metode sistematice, instrumente pentru inovarea serviciilor, pentru proiectarea, implementarea,
analiza si optimizarea serviciilor
• datorită acestei noi perspective / cerințe s-a încercat crearea unei ramuri științifice (cum sunt fizica,
chimia, știința calculatoarelor) care să sistematizeze aceste cunoștințe
• astăzi o denumim știința serviciului = Service Science

• se folosește o nouă perspectivă de gândire – care are la baza noțiunea de “serviciu” (Service-
Dominant Logic)

Prezentare a Prof. Stephen L. Vargo, University of Hawaii at Manoa, USA – cel care a dezvoltat
SD-L împreună cu Robert Lush
• “Service Dominant Logic Theoretical Foundations and Recent Developments”, la CTF Service
Research Center at Karlstad University
• https://www.youtube.com/watch?v=YJ2uK3YMcds

Observație – “services” în Computer Science
• să ne amintim ceea ce am spus anterior:

• in computer science, “services” and “web services” are terms that describe fundamental programming
paradigms
• Services are “software components of distinct functional meaning”, or “software programs with distinct
design characteristics”
• Web services are “self-describing, self-contained software modules”, or “software applications with a
published programming interface”, and web services “can be sold, too”
• deci:
• computer scientists use the term services consistently in its resource dimension and
• their service has more the characteristics of a good (can be sold, can be stored) than of an activity or
transformation process

Producer vs. Provider și Consumer vs. Customer (definiții pentru servicii)
• definiție (Customer vs. Consumer):

• acești termini sunt utilizați de obicei interschimbabil, dar există o diferență importantă, pentru că
termenul nu se referă la aceeași entitate.
• un “customer” (also known as a client, buyer, or purchaser) este cineva care cumpără servicii sau
bunuri de la altă entitate
• un “consumer” este cineva care primește un anumit serviciu sau consumă un produs.
• deci, un customer nu este întotdeauna și consumer (trebuie definit in funcție de context)
• in raport cu serviciile, se folosește terminologia service provider – service customer (pentru că

in acest caz customer-ul are un rol activ in furnizarea serviciului, interacționând cu provider-ul, in
cadrul acestor interacțiuni spunem că se co-creeaza valoare)

Triunghiul serviciului
Gadrey, Jean (2002). The misuse of productivity concepts in services: Lessons from a comparison between France
and the United States. In J. Gadrey & F. Gallouj (Eds). Productivity, Innovation, and Knowledge in Services: New
Economic and Socio-economic Approaches. Cheltenham UK: Edward Elgar, pp. 26 –53.

Producer vs. Provider și Consumer vs. Customer (definiții pentru servicii)
• reprezentare a definiției serviciului:

• “A service is a change in the condition of a person, or a good belonging to some economic unit,
which is brought about as the result of the activity of some other economic unit, with the prior
agreement of the former person or economic unit.”

Realizarea interacțiunilor între client (service customer) și provider (service provider)
• a) a person (the provider) delivers a service to

another person (the customer)
• no belongings (things) are involved on either
side
• Person acting on person
• b) a person equipped with belongings (provider) acts

on another person (customer)
• E.g. a large variety of services encompassing
beauty services, medical services, education
services, etc., all targeted towards human beings.
• Person with belonging acting on person

• c) a service that is targeted towards the belonging of a person, exemplified by car repair
• the person on the provider’s side (mechanic) is equipped with belongings (tools)
• the customer is not involved in the actual repair process
• E.g. cleaning, maintenance and repair services, and for any kind of transportation or storage of
things (mail, cargo, parts)
• Person with belonging acting on belonging

• d) self-service, a service provided without or with little human involvement on the provider’s side.
• The provider typically sets up facilities or equipment that the customer can use to perform a
certain task.
• E.g. are self-service gas stations, ticket vending machines, rental cars, and electronic services.
• Belonging acting on person

• e) belongings (things) provide services to belongings (things).

• For example, computer programs (e.g. web services) can request services from and deliver services
to other computer programs.
• Belonging acting on belonging

Despre valoare
• Goods Dominant (G-D) Logic vs. Service Dominant (S-D) Logic
• procese de creare de valoare

Perspective de descriere a valorii
• value-in-exchange
• este denumită și “valoare nominala/nominal value”, i.e. prețul pe care trebuie să-l plătim pentru ceva
accesibil pe piață
• această denumire este generată de modelul de schimb economic bazat pe bunuri (good-centred model of
economic exchange), care este paradigma de gândire dominantă în disciplinele business-related, inclusiv
management, marketing, cercetări operaționale, information technology, etc.
• o denumim logică economică bazată pe bunuri - Goods-Dominant Logic (G-D Logic)
• value-in-use
• este considerată a fi “valoarea reala/real value”, i.e. este valoarea realizată și determinată de către un
individ, de fiecare beneficiar de servicii
• este considerată a fi munca depusă pentru a obține un beneficiu, în mod specific efortul de a-ti dezvolta
cunoștințe (knowledge) și competente (skills) specializate care pot fi aplicate în beneficiul altei persoane
/ individ / entitate și poate fi utilizată în schimbul economic
Smith, A., (1776). An Inquiry into the Nature and Causes of the Wealth of Nations. W. Strahan and T. Cadell,
London.
• deci: prin valoare reală înțelegem cunoștințe specializate, aplicate în acest schimb
• această noțiune, valoare reală, este utilizată în principal în logica economică bazată pe servicii - Service-
Dominant Logic (S-D Logic) – care este o perspectivă alternativă, marketing-based, centrată pe servicii,
de studiu al schimbului economic

Perspective de descriere a valorii: value-in-exchange
• value-in-exchange concept is compatible with the G-D Logic vision that considers value as something
“added” to products by the firm and other suppliers and intermediaries
• the customer is seen as exogenous to these value-adding activities, therefore
• the customer is seen as a destroyer (consumer) of value
• Obs: Traditional models of value creation focus on the firm’s output and price
• value-in-exchange model applied to service

• the customer (client) is actually a consumer who has no impact on the value creation process, and in that respect, this
type of model simulates the goods production and delivery model
• for a service the production and delivery of value occur concomitantly, but they are, in fact, two separate processes
• e.g. public transportation sector: the provider of a bus service creates the platform, comprising buses, drivers, stations,
routes and timetables, and the client utilizes and pays for the service

Perspective de descriere a valorii: value-in-use
• value-in-use concept represents a refocusing point in considering value as being co-created

with customers and determined by them (Prahalad & Ramaswamy, 2000), (Prahalad & Ramaswamy,
2004)
• value-in-use model applied to service

• the service provider produces and delivers the service to the service customer by providing the platform, i.e the
resources, facilities, effort and knowledge required for value delivery
• involvement of the service customer, who shares in the production and delivery of the service, in the process
transforming from mere consumer to service customer
• e.g. transportation sector: the use of a taxi service, which in contrast to public transportation, the exact time and
place that a taxi is ordered are determined by the service customer

Interpretarea pentru servicii a conceptului value-in-use interpretation for services:
co-creare
• a direct interpretation of the value in-use concept is that by means of service the value is always
co-created, jointly and reciprocally, in interactions among providers and beneficiaries using a
constellation of integrated resources and capabilities that service provider and service customer
share, combine and renew (Vargo, Maglio, Akaka, 2008)
• how can we explain co-creation of value (the S-D Logic perspective on value) ?
• basically, we distinguish between co-production and co-creation
• by co-production in services we understand the mere customer participation in the development of a
firm’s offering (e.g., design, assembly, self-service), for example, inviting the customer to participate in
production or design processes
• the service customer’s role in co-production is optional
• by co-creation of value in/through services we refer an integrative meaning to convey the customer’s (and
others) collaborative role in value creation
• the service customer’s role in value creation is not optional, here value is always co-created
• the customer is a co-creator, as well as a resource integrator

Exemple de procese de creare de valoare
• putem distinge, in general, trei tipuri de procese de creare de valoare (Vargo, Maglio, Akaka, 2008), (Kuusisto,
Päällysaho, 2008):
A. consumption or co-usage
B. co-performance or co-production
C. co-design

• procese de creare de valoare (Vargo, Maglio, Akaka, 2008), (Kuusisto, Päällysaho, 2008):
• the customers exploit a service and passively co-create value by creating the perception of value
• e.g. using of a full-service gasoline station, where the provider supplies and delivers the service
• the customers share in some of the tasks required to deliver the service
• e.g. self-use of a gasoline station, where the customers use the gas station to refill their tanks themselves
C. co-design
• a dialog between customers and service providers determines the types and form of service desired
• e.g. a gas station service that provides both the full- and self-service refilling modes in the same place, but
also other services like convenience store services

Master Program

Sem. I 2021-2022
Monica Drăgoicea

Curs 4

Despre valoare
• Goods Dominant (G-D) Logic vs. Service Dominant (S-D) Logic
• procese de creare de valoare

Perspective de descriere a valorii
• value-in-exchange
• este denumită și “valoare nominala/nominal value”, i.e. prețul pe care trebuie să-l plătim pentru ceva
accesibil pe piață
• această denumire este generată de modelul de schimb economic bazat pe bunuri (good-centred model of
economic exchange), care este paradigma de gândire dominantă în disciplinele business-related, inclusiv
management, marketing, cercetări operaționale, information technology, etc.
• o denumim logică economică bazată pe bunuri - Goods-Dominant Logic (G-D Logic)
• value-in-use
• este considerată a fi “valoarea reala/real value”, i.e. este valoarea realizată și determinată de către un
individ, de fiecare beneficiar de servicii
• este considerată a fi munca depusă pentru a obține un beneficiu, în mod specific efortul de a-ti dezvolta
cunoștințe (knowledge) și competente (skills) specializate care pot fi aplicate în beneficiul altei persoane
/ individ / entitate și poate fi utilizată în schimbul economic
Smith, A., (1776). An Inquiry into the Nature and Causes of the Wealth of Nations. W. Strahan and T. Cadell,
London.
• deci: prin valoare reală înțelegem cunoștințe specializate, aplicate în acest schimb
• această noțiune, valoare reală, este utilizată în principal în logica economică bazată pe servicii - Service-
Dominant Logic (S-D Logic) – care este o perspectivă alternativă, marketing-based, centrată pe servicii,
de studiu al schimbului economic

Perspective de descriere a valorii: value-in-exchange
• conceptul de value-in-exchange este compatibil logicii economice bazată pe bunuri - Goods-

Dominant Logic (G-D Logic), unde se considera ca valoarea este ceva “adăugat” unui produs
de cate firma sau de către alte entități, e.g. furnizori, intermediari
• clientul (customer) este văzut ca fiind ceva in afara (exogen) acestor activități de adăugare de valoare, de aceea
• clientul (customer) este considerat ca fiind un distrugător (consumator) de valoare
• Obs: modelele tradiționale de creare de valoare se concentrează asupra output-urilor unei forme si asupra
prețului acestora
• cum se aplica modelul value-in-exchange in servicii?

• clientul (customer) este un consumator care nu are impact in procesul de creare de valoare, astfel încât in acest caz
acest tip de model simulează la nivelul serviciilor producția si livrarea de bunuri
• astfel, deși pentru un serviciu producția si livrarea de valoare apar concomitent, aplicând acest model ele apar ca fiind
doua procese separate
• e.g. public transportation sector: the provider of a bus service creates the platform, comprising buses, drivers, stations, routes and
timetables, and the client utilizes and pays for the service

Perspective de descriere a valorii: value-in-use
• conceptul de value-in-use reprezintă o refocalizare a gândirii asupra valorii, prin care se

consideră că valoarea este întotdeauna co-creată împreună cu clienții (customers) si este
determinată de către aceștia întotdeauna (Prahalad & Ramaswamy, 2000), (Prahalad & Ramaswamy, 2004) si este
compatibila logicii economice bazată pe servicii - Service-Dominant Logic (S-D Logic)
• cum se aplică modelul value-in-use in servicii?
• furnizorul de servicii (service provider) produce si livrează serviciul către beneficiarii serviciului (service customer) punând la
dispoziție “platforma”, i.e resursele, facilitățile, efortul si cunoștințele necesare pentru crearea de valoare
• N.B folosim cuvântul “provider” in loc “supplier”

Sistem de servicii =
• astfel, beneficiarul serviciului (customer) va fi implicat in producerea si livrarea serviciului service system
• spunem că in acest proces el se transformă dintr-un simplu consumator (consumer) in client (service customer)
• e.g. transportation sector: the use of a taxi service, which in contrast to public transportation, the exact time and place that a taxi is
ordered are determined by the service customer

Interpretarea pentru servicii a conceptului value-in-use: co-creare
• o interpretare directă a conceptului de value in-use în servicii este aceea că valoarea este
întotdeauna co-creată, împreună (jointly) și prin reciprocitate, în interacțiuni între service
providers și service beneficiaries, utilizând o constelație de resurse integrate și capabilități pe care
service provider și service customer le utilizează în comun (share), le combină și le reînnoiesc
(Vargo, Maglio, Akaka, 2008)
• cum putem explica co-crearea de valoare, aceasta fiind viziunea S-D Logic asupra valorii?
• trebuie să înțelegem mai intâi care este diferența între co-producere (co-production) și co-creare (co-
creation)
• prin co-producere în servicii înțelegem simpla participare a service customer în dezvoltarea ofertei
firmei (e.g. în activități cum sunt design, assembly, self-service), de exemplu, invitând clientul (customer)
să participe în procesul de design
• în acest caz, rolul service customer este opțional
• prin co-crearea de valoare în/prin serviciu dăm un sens integrativ rolului de colaborare între customer
și alți actori care participă la furnizarea respectivului serviciu în crearea de valoare
• rolul service customer în crearea de valoare nu este opțional, aici valoarea este întotdeauna co-creată
• service customer este un co-creator și un integrator de resurse

• putem distinge, in general, trei tipuri de procese de creare de valoare (Vargo, Maglio, Akaka, 2008), (Kuusisto,
Päällysaho, 2008):
C. co-design

• procese de creare de valoare (Vargo, Maglio, Akaka, 2008), (Kuusisto, Päällysaho, 2008):
• the customers exploit a service and passively co-create value by creating the perception of value
• e.g. using of a full-service gasoline station, where the provider supplies and delivers the service
• the customers share in some of the tasks required to deliver the service
• e.g. self-use of a gasoline station, where the customers use the gas station to refill their tanks themselves
C. co-design
• a dialog between customers and service providers determines the types and form of service desired
• e.g. a gas station service that provides both the full- and self-service refilling modes in the same place, but
also other services like convenience store services

Service Dominant (S-D) Logic (logica economică bazată pe servicii)

Service Dominant (S-D) Logic: http://www.sdlogic.net/
• a apărut ca fiind noua logică în marketing

• S-D Logic este o noua paradigmă de gândire asupra resurselor, schimbului economic și
activităților umane
• principalele idei continue în S-D Logic sunt următoarele:
✓ conceptualizarea serviciului ca fiind un proces, nu ca o unitate de produs
✓ focus asupra resurselor dinamice, cum sunt cunoștințele (knowledge) și aptitudinile

(skills), acestea fiind denumite operant resources, nu asupra resurselor statice, cum sunt
resursele naturale, acestea fiind denumite operand resources
✓ înțelegerea valorii ca fiind un proces colaborativ între service providers și service

customers

• toate aceste aspecte sunt concentrate în așa-numitele premise fundamentale ale S-D Logic - 11
Foundational Premises (FP)– dintre care 5 au valoare de axiomă:
• aceste premise definesc serviciul ca fiind noua logică a schimbului economic
• serviciul implică întotdeauna cel puțin două entități, una dintre ele aplicând competențe și cealaltă
integrând competențele furnizate de prima cu alte resurse (co-creare de valoare), determinând
astfel valoarea prin interacțiune

Service Dominant (S-D) Logic: 11 Foundational Premises (FP)
Foundational Service-dominant logic 2025 2008
Premise
FP1/Axiom 1 Service is the fundamental basis of exchange - || -
FP2 Indirect exchange masks the fundamental basis of exchange - || -
FP3 Goods are distribution mechanisms for service provision - || -
FP4 Operant resources are the fundamental source of strategic benefit Operant resources are the fundamental
source of competitive advantage
FP5 All economies are service economies - || -
FP6 / Axiom 2 Value is co-created by multiple actors, always including the beneficiary The customer is always a co-creator of
value
FP7 Actors cannot deliver value but can participate in the creation and offering of The enterprise cannot deliver value, but
value propositions only offer value propositions
FP8 A service-centered view is inherently beneficiary oriented and relational A service-centered view is inherently
customer oriented and relational
FP9 / Axiom 3 All social and economic actors are resource integrators - || -
FP10 / Axiom 4 Value is always uniquely and phenomenologically determined - || -
by the beneficiary
FP11 / Axiom 5 Value cocreation is coordinated through actor-generated institutions and - || -
institutional arrangements
S-D Logic: axiome

• să ne amintim
Prezentare a Prof. Stephen L. Vargo, University of Hawaii at Manoa, USA – cel care a dezvoltat
SD-L împreună cu Robert Lush
• “Service Dominant Logic Theoretical Foundations and Recent Developments”, la CTF Service
Research Center at Karlstad University
• https://www.youtube.com/watch?v=YJ2uK3YMcds

Modelul Goods-Dominant (G-D) Logic: producerea si consumul valorii

S-D Logic: Inceputurile

Cum gandim despre serviciu: service vs. service(s)

Goods Dominant (G-D) Logic
• S-D Logic vs. G-D Logic

http://www.sdlogic.net/
• the Goods Dominant Logic (G-D Logic) model:

• it represents the traditional view of economic exchange and value creation, primarily involving goods (tangible
products)
• here, services are conceptualized relative to goods, either as add-ons to (e.g., after-sale service) or a special type (i.e., intangible products)
• “services” are seen as different (from goods), usually inferior, units of output (products)
• it focuses on the efficient production of goods that are embedded with value through a change in form during the
manufacturing process
• its concern is on design for efficiency and not on market effectiveness
• the value creation in G-D Logic model is concerned with the production of units of output
• economic exchange is based on the production and distribution of units of output that acquire value during the design and
manufacturing process, such as to enable maximum efficiency on operations
• this output is tangible, separately produces from interference of customers, standardizable, capable of being inventoried until
sold

Service characteristics: din perspectiva G-D Logic
• in G-D Logic, “services” are conceptualized as outputs characterized by (Vargo & Akaka, 2009), (Kotler & Keller,
2007), (Zeithaml, Parasuraman, Berry, 1985):
• Intangibility
• a service cannot be seen / touched / experienced before delivery
• Inseparability
• a service is simultaneously delivered and consumed, and the customer participates in the process
• Perishability
• a service cannot be stored, all tangible resources involved in its realization are assigned for a definitive time
during delivery
• Heterogeneity
• a wide variability of service; the delivery of a service cannot ever be repeated in exactly the same way because of
different customer experience (i.e. supplier, customer, place, and time change)

S-D Logic vs. G-D Logic
http://www.sdlogic.net/
• G-D Logic is oriented toward operand resources
• operand resources are static and inert that require dynamic resources to make them useful
• the nations that accumulated the largest stockpile of operand resources are considered the
wealthiest
• S-D Logic concentrates on operant resources; value creation occurs when a potential resource
is turned into a specific benefit, an activity known as resourcing
• resource creation (operand and operant resources) involves human knowledge and ingenuity (Nam
& Lee, 2010)
G-D Logic S-D Logic

Purpose Producing, selling Value co-creation
Exchange unit Goods and services, outputs Servicing and experiencing
Resource used Operand resources Operant resources
Value chain Supply chain Value creation network
The role of customer Purchaser or consumer Co-producer

Service Dominant (S-D) Logic - clarificări
• service is considered in its own right, without reference to goods, it is central to economic
exchange and value creation, even though goods still play a central role in service provision
• e.g. Apple iPod / Ipad and iTunes on-line music & movie & books library
• S-D Logic is a service-centered view that suggests that market exchange is the process of parties
using their specialized knowledge for each other’s benefit – that is, for mutual service provision
• this view is much more aligned to the Smith’s notion of real value, by which it is understood the applied,
specialized knowledge and value-in-use
• “service” is conceptualized as a process that represents the basis of social and economic
exchange
• service can be provided directly or through a good (vehicle for service provision) but it is always the
common denominator of social and economic exchange
• the term service is used at singular – to refer a process
• when we use the plural, “services”, we refer different processes, we do not refer an intangible output
created internally by the firm

Service Dominant (S-D) Logic - clarificări
• service definition in S-D Logic:
• (def.) Service represents “the application of specialized competences (knowledge and skills) through
deeds, processes, and performances for the benefit of another entity or the entity itself.” (Vargo & Lush,
2004)
• i.e. service is an activity with benefit for another party
• Obs: this is a shift from focusing on “services” as intangible units of output to “service” as the
process of applying one’s competences to benefit another; it moves the emphasis of exchange to
operant, rather than operand, resources
• the most basic principle in S-D logic is that service is the basis of all exchange – service is
exchanged for service

• G-D Logic: • S-D Logic:

• primary focus of the firm as the • focus on the interaction between the firm and
production of outputs to be sold to the the customer
customers. • the supply chain is viewed as a network of
• this output-centered thinking was so service systems
powerful that even “services” firms were • focus on the effectiveness of responding to
advised to become more manufacturing- the customer’s purpose for contacting the
like firm, rather than the efficiency of producing the
services
• focus on the “productivity” and experience of
the customer, not only on employees’
productivity
S-D Logic: The significance of the interaction is not found in the transfer
of the ownership of output, but in servicing the needs of the customer

• G-D Logic:
• it says that value is created by the firm and delivered to customers
• this informs the firm to focus attention on revenue chasing as a dominant pursuit
• firms therefore conclude that to produce more revenue they need to manufacture and sell more
units of output
• S-D Logic:
• it views the customer not as a buyer of valuable output created by the firm, but as an integrator of
inputs provided by the firm with its other resources to create value
• because it is the customer who integrates resources to create value (a value that is uniquely
determined by the customer), S-D logic recognizes that a firm cannot create value
• if firms cannot create value (can only co-create it) they can only make value propositions and then,
with the customer as a collaborator, co-create value if the proposition is accepted


• customers are usually viewed as operand • the customer is an operant resource and
resources that can be persuaded to buy a someone with whom the firm can co-create
product through promotion value
• this promotion, which is one-sided and
intended to persuade the customer to • this implies developing a dialog between
purchase the output of the firm, can be parties that is founded on trust, learning
viewed as propaganda, rather than a two- together, and adaptation to each other
way exchange between the producer and • this dialog is not the one-to-one dialog but
the consumer ‘‘many to many”
• G-D Logic oriented firms try to maximize • S-D Logic oriented firms place a strong
profits through price setting, and the emphasis on the value in use, value co-
customers they serve are viewed as creation and value in exchange, especially
rational, utility maximizing actors since exchange is made between the firm and
its customers


• the resources necessary for value
• the supply chain is viewed as a network of available
creation were conceptualized in service systems, each representing distinct (mostly
terms of a linear supply chain operant) resources
• it sees the customer as an operand
• because networks are not limited to linear, vertical
resource arrangements, but can be arranged in an infinite number
• this is a “marketing to” approach of ways, their configuration can become a major source
(it treats the customer as of innovation and competitive advantage
exogenous) • it views the customer as an operant resource and, thus,
a collaborative partner with whom value is co-created
• this implies a ‘‘marketing with’’ approach (it views
the customer as endogenous and as a collaborative
value-creation partner)
Note: in the early 1900s, marketing was defined as the set of
business activities that direct the flow of goods and services from
producer to consumer

Co-crearea de valoare prin integrarea de resurse și & service exchange

Sumar: G-D Logic vs. S-D Logic, co-crearea de valoare
Stephen L. Vargo, Paul P. Maglio, Melissa Archpru Akaka, On value and value co-creation: A service systems and service logic perspective, European
Management Journal (2008) 26, 145– 152

Sumar S-D Logic: Ce este Service-Dominant Logic
• A mindset for a unified understanding of the market exchange and the nature of organizations,
markets and society. Its foundational proposition is that organizations, markets, and society are
fundamentally concerned with exchange of service intended as the applications of competences
(knowledge and skills) for the benefit of a party ( http://sdlogic.net/ ).
• Barile, Sergio, and Marialuisa Saviano. "Resource Integration and Value Co-Creation in Cultural Heritage Management." In
Handbook of Research on Management of Cultural Products: E-Relationship Marketing and Accessibility Perspectives. edited by
Lucia Aiello, 58-82. Hershey, PA: IGI Global, 2014. https://www.igi-global.com/chapter/resource-integration-and-value-co-
creation-in-cultural-heritage-management/104859
• A concept explaining value creation in service-exchange between actors through intangible

resources. Thus, no physical goods are exchanged.
• Eklund, Andreas Aldogan. "Gamifying a Car's Servicescape." In Utilizing Gamification in Servicescapes for Improved Consumer
Engagement. edited by Miralem Helmefalk , and Leif Marcusson, 148-174. Hershey, PA: IGI Global, 2020. https://www.igi-
global.com/chapter/gamifying-a-cars-servicescape/249382
• One of the main theories that describe value co-creation between firms and customers. It
considers customers as the operant resources which have capabilities of combining their skills,
experiences and knowledge in the co-creation process for the advantage of another actor or the
self. The main cause of the empowerment of customers is the advanced internet-based
technologies that have forced businesses to be more customer-centric.
• Sahni, Kamna, and Kenneth Appiah. "The Dynamics of Social Media and Value Co-Creation." In Leveraging Computer-Mediated
Marketing Environments. edited by Gordon Bowen , and Wilson Ozuem, 22-42. Hershey, PA: IGI Global, 2019. https://www.igi-
global.com/chapter/the-dynamics-of-social-media-and-value-co-creation/221502

Sumar S-D Logic: What is Service-Dominant Logic
• Service-Dominant logic is a perspective that introduces a new way for synthesizing and
articulating an alternative view of exchange and value creation in markets. It is centered on the
idea service—the application of competences for the benefit of another—is the basis of all social
and economic exchange.
• Aquilani, Barbara and Costanza Nosi, and Tindara Abbate. "Co-Creation Emerging in Markets and with Consumers: Contrasting Service-
Dominant Logic and Value Co-Creation." In Handbook of Research on Strategic Alliances and Value Co-Creation in the Service Industry.
edited by Shai Rozenes , and Yuval Cohen, 37-58. Hershey, PA: IGI Global, 2017. https://www.igi-global.com/chapter/co-creation-
emerging-in-markets-and-with-consumers/175034
• A new paradigm of marketing thinking introduced by Vargo and Lusch (2004 , 2008 ) that has
been the subject of great conceptual debate over the last decade. SDL asserts that marketing is
moving away from a ‘goods-dominated’ view that centers on transactions of tangible goods, to a
‘service-dominant’ view which focuses on intangible resources and relationships as the
fundamental source of value. SDL is based on several Foundational Propositions (FP). One of those
propositions (i.e., FP6) states that the customer is always a co-creator of value. In other words,
there is no value until an offering is used. In education, students co-create their own value through
integrating their operant resources (i.e., skills, knowledge) with the resources of the university
and staff.
• Tuzovic, Sven. "Value Co-Creation in Faculty-Led Study Abroad Programs: A Service-Dominant Logic Approach." In Handbook
of Research on Study Abroad Programs and Outbound Mobility. edited by Donna M. Velliaris , and Deb Coleman-George, 325-
348. Hershey, PA: IGI Global, 2016. https://www.igi-global.com/chapter/value-co-creation-in-faculty-led-study-abroad-
programs/164124

Bibliografie
• Vargo, S. L., & Akaka, M. A. (2009). Service-dominant logic as a foundation for service science: clarifications. Service
Science, 1(1), 32-41.

Ce înțelegem prin serviciu smart (smart service)?

• atributul “smart” este utilizat foarte mult astăzi, a devenit chiar un buzzword ☹️
• de fapt, ce înțelegem când spunem că un artefact, i.e. serviciu, este “smart”?
““Smart” has become a new buzzword to describe technological, economic

and social developments fueled by technologies that rely on sensors, big
data, open data, new ways of connectivity and exchange of information
(e.g., Internet of Things, RFID, and NFC) as well as abilities to infer and
reason.”
Gretzel, U., Sigala, M., Xiang, Z. et al. Smart tourism: foundations and developments. Electron
Markets 25, 179–188 (2015). https://doi.org/10.1007/s12525-015-0196-8


• situații în care este folosit – exemple:
• smart infrastructures, smart systems, smart cities, smart products, the smart world, etc.
• înțelesul este heterogen și depinde de background-ul autorilor:
• Alt, R., Demirkan, H., Ehmke, J.F. et al. Smart services: The move to customer orientation. Electron Markets 29, 1–6 (2019).
https://doi.org/10.1007/s12525-019-00338-x
• în domeniul smart cities: o perspectivă tehnologică, se analizează senzori, arhitecturi de interfețe sau platforme
care descriu / creează diverse cazuri de utilizare intr-un mediu urban
• Puiu, D., Barnaghi, P., Tönjes, R., Kümper, D., et.al, (2016). CityPulse: Large scale data analytics framework for
smart cities. IEEE Access, 4, 1086–1108. https://doi.org/10.1109/ACCESS.2016.2541999
• pentru smart products și topicile asociate cyber-physical systems: cam aceeași perspectivă
• “A Smart Service is a digital service that reacts on collected and analyzed data based on networked,
intelligent technical systems and platforms. In contrast to the technology of Industry 4.0 which can exist in
just one specific sector, Smart Services require cross-functional areas. These areas provide services which
respond to analyzed data of other areas. Areas can be different departments in one company or more
typically different companies which function as players in a network. The following figure describes the
relation of the interaction between the different players and the technological progress and the resulting
product of Smart Services. In contrast to normal products, "Smart Products" are products or components
with embedded systems, which can collect, communicate and network data (Jasperneite & Pöppelbuß). “
• Carsten, S., Monika, J., Jörg, N. and Benedikt, R., 2018. Smart Services. Procedia-Social and Behavioral Sciences,
238, pp.192-198.


https://doi.org/10.1007/s12525-019-00338-x
• în domeniul de cercetare sisteme informaționale (information systems): atenția se focalizează pe creșterea

capabilităților sistemelor calcul computerelor și a modului in care acestea pot efectua din ce in ce mai mult
lucruri pe care doar oamenii le pot / puteau face
• în perspectiva acestei definiții, mașinile smart (smart machines) pot obține și îndeplini capabilități “umane”, cum ar fi
recunoașterea de voce, procesarea limbajului natural, învățare (learning), interacțiunea cu lumea fizica prin
sisteme/componente speciale de vedere (vision), miros (smell), touch, și alte “simțuri”, mobilitate și control al mișcării
(mobility and motor control), utilizând algoritmi de speciali de computational intelligence (impropriu denumiți “artificial
intelligence”) și date (“data”)
• Demirkan, H., Spohrer, J., & Welser, J. J. (2016). Digital innovation and strategic transformation. IT Professional,
18(6), 14–18. https://doi.org/10.1109/MITP.2016.115.
• Matzner, M., Büttgen,M., Demirkan, H., Spohrer, J., Alter, S., Fritzsche, A., Ng, I. C. L., Jonas, J.M.,Martinez, V.,Möslein,
K. M., & Neely, A. (2018). Digital transformation in service management. Journal of Service Management Research,
2(2), 3–21. https://doi.org/10.15358/2511-8676-2018-2-3.
• Sindhgatta R., Barros A., Nili A. (2019) Modeling Conversational Agents for Service Systems. In: Panetto H.,
Debruyne C., Hepp M., Lewis D., Ardagna C., Meersman R. (eds) On the Move to Meaningful Internet Systems: OTM
2019 Conferences. OTM 2019. Lecture Notes in Computer Science, vol 11877. Springer, Cham.
https://doi.org/10.1007/978-3-030-33246-4_34


https://doi.org/10.1007/s12525-019-00338-x
• pentru servicii de tip smart (smart services):

• Dreyer, S., Olivotti, D., Lebek, B. et al. Focusing the customer through smart services: a literature review. Electron
Markets 29, 55–78 (2019). https://doi.org/10.1007/s12525-019-00328-z
• “ … Smart services are characterized by the fact that the service provider and the customer interact to create value. This
process is called value co-creation and enables service providers to continuously adjust to a customer’s individual and
constantly changing needs. Customers are supported, and new business models are realized via smart services. …”
• impulsionate de dezvoltarea Internetului: Internet of Things (IoT) și Internet of Services (IoS)
• Georgakopoulos, D., & Jayaraman, P. P. (2016). Internet of things: From internet scale sensing to smart services.
Computing, 98(10), 1041–1058.
• Smart services co-create value by the customers and providers via connected systems and machine intelligence
• Gavrilova, T., & Kokoulina, L. (2015). Smart services classification framework. In Proceedings of the Federated
Conference on Computer Science and Information Systems, Lodz, Poland, September 13-16, 2015 (pp. 203–207).
• interacțiunea dintre service customer și service provider este necesară, suplimentar față de funcționalitatea oferită prin
intermediul tehnologiei
• pentru servicii de tip smart (smart services):
• Dreyer, S., Olivotti, D., Lebek, B. et al. Focusing the customer through smart services: a literature review. Electron
Markets 29, 55–78 (2019). https://doi.org/10.1007/s12525-019-00328-z
• “ … (def.) Smart services are individual, highly dynamic and quality-based service solutions that are
convenient for the customer, realized with field intelligence and analyses of technology, environment
and social context data (partially in real-time), resulting in co-creating value between the customer
and the provider in all phases from the strategic development to the improvement of a smart
service.”
• ce se înțelege prin field intelligence: un concept care descrie modul prin care conectarea unor diverse
sisteme și dispozitive conduce la obținerea unei “inteligențe” mai mari decât cea a părților individuale;
este susținut de informația contextuală și dinamica cu care aceasta evoluează; există tehnologii de suport,
e.g. ICT; asigură posibilitatea de reacție la un context individual – smart; se pot folosi senzori “inteligenți”,
adică senzori care nu doar colectează date, ci și execută o preprocesare și chiar o prelucrare a acestor date
– sunt utilizați pentru a determina contextul actual, combinat cu posibilitatea de comunicare continuă și
feedback; informația (impropriu spus informație – de fapt se colectează date care vor fi prelucrate) este
colectată din mai multe surse, din mediu, din context social, medii tehnologice, este prelucrată, apoi este
utilizată pentru a formula sugestii, poate fi analizată prin tehnici de analiză de date, etc.
Acest tip de utilizare a tehnologiilor digitale generează astăzi mari probleme de etică: este un fel de automatizare a
activităților care nu poate fi centralizată de corporații (firme), ci trebuie supusă unor decizii responsabile de utilizare a
tehnologiilor digitale, inclusiv din zona “inteligenta artificială”:
• Au fost necesari 20 de ani pentru a se impune GDPR si pentru a stopa colectarea si utilizarea iresponsabilă a datelor personale
• Scandalul Facebook: Frances Haugen, răspândirea de fakenews, utilizarea non-etică a algoritmilor, etc.
Studiu de caz pentru întregul curs: mobilitate, transport, servicii bazate
intensiv pe informație (IIS)

Bibliografie pentru studiul de caz
• Ferreira, M.C., Nóvoa, M.H. and Dias, T.G., 2013, February. A proposal for a mobile ticketing solution for metropolitan area of
Oporto public transport. In International Conference on Exploring Services Science (pp. 263-278). Springer, Berlin,
Heidelberg.
• e Cunha, J.F. and Galvão, T., 2014. State of the art and future perspectives for smart support services for public transport. In
Service Orientation in Holonic and Multi-Agent Manufacturing and Robotics (pp. 225-234). Springer, Cham.
• Sobral, T., Dias, T.G. and Borges, J.L., 2015, February. Towards a conceptual framework for classifying visualisations of data
from urban mobility services. In International Conference on Exploring Services Science (pp. 228-242). Springer, Cham.
• Sobral, T.; Galvão, T.; Borges, J. Visualization of Urban Mobility Data from Intelligent Transportation Systems. Sensors 2019, 19,
332. https://doi.org/10.3390/s19020332
• Torre-Bastida, A. I., Del Ser, J., Laña, I., Ilardia, M., Bilbao, M. N., & Campos-Cordobés, S. (2018). Big Data for transportation
and mobility: recent advances, trends and challenges. IET Intelligent Transport Systems, Volume 12, Issue 8, October 2018, p.
742 – 755
• Monica Drăgoicea, João Falcão e Cunha, et.al., Self-organising socio-technical description in service systems for supporting
smart user decisions in public transport, Expert Systems with Applications, Volume 42, Issues 17–18, 2015, Pages 6329-6341,
https://doi.org/10.1016/j.eswa.2015.04.029
• Nunes, A.A., Galvão, T. and e Cunha, J.F., 2014. Urban public transport service co-creation: leveraging passenger's knowledge to
enhance travel experience. Procedia-Social and Behavioral Sciences, 111, pp.577-585.
• Pitt, Jeremy. "Transparent ownership of mobility-as-a-service." IEEE Technology and Society Magazine 38, no. 2 (2019): 5-8.
• https://futuremobilityfinland.fi/vision/mobility-as-a-service/
• Goodall, Warwick, Tiffany Dovey, Justine Bornstein, and Brett Bonthron. "The rise of mobility as a service." Deloitte Rev 20
(2017): 112-129, https://wellryde.com/wp-content/uploads/2018/03/deloitte-nl-cb-ths-rise-of-mobility-as-a-
service.compressed.pdf

Servicii smart și sisteme de servicii smart în transport
• în general, pentru orice domeniu, în acest moment NU există modele de referință care să
poată fi urmate pentru a descrie și proiecta servicii smart și sisteme de servicii smart
• (Q) ce înseamnă serviciu smart?

• (Q) ce înseamnă sistem de servicii smart?
• N.B. (mai târziu în curs):
• (def.) sistemele de servicii sunt caracterizate ca fiind “configurații de creare de valoare formate din
oameni, tehnologie, propuneri de valoare și informație partajată”
• este de așteptat ca participanții într-un sistem de servicii să experimenteze și să descrie diferit un
astfel de sistem de servicii (un exemplu în alt curs)
• (Q) putem privi această problemă din perspectiva unui ecosistem de servicii în care actorii
sunt integratori de resurse, descriind acel tip specific de servicii bazate intensiv pe
informație (IIS) și sistemele de servicii asociate?

Cum descriem situația generală
• transportation industry
• mobility challenges – new strategies required: “Smart Cities”
• providing safer, cleaner and more efficient transport means, as well as for users to personalize their
transport experience
• multiple and heterogeneous transportation/mobility application scenarios that nowadays hold in practice
• volume and speeds at which data is generated today occurs at unprecedented scales; “Big Data”
• specific use cases referring to routing, planning, infrastructure monitoring, network design, resource
scheduling and mobility pattern detection, among
• design and implementation of Intelligent Transportation Systems (ITS)
• data-intensive tasks such as integration, visualization, querying and analysis for large-scale real-time
systems
• solutions and tools within the new technological paradigm “Big Data” can capture, manage and analyze
huge volumes of structured and unstructured data to improve transport domain and to solve different
challenges
• Q: how to get improved o new value from these data?

• building new ITS systems and mobility services based on the principles and technologies of the “Big Data”
paradigm, and extracting the value and knowledge of the new huge amount of available data

• Q: how to get improved new value from these data?

• data-intensive applications
• building new ITS systems and mobility services based on the principles and technologies of the “Big Data”
paradigm, and extracting the value and knowledge of the new huge amount of available data
• applications leveraging the use of “Big Data” in transport include infrastructure monitoring, the
development of mobility added-valued services, a better understanding of the users’ needs or the
visualization of people flows

• transportation and mobility

• (def.) Big Data blends together the collection of large volumes of high-velocity, heterogeneous, evolving domain
data and the use of advanced techniques and models to store, retrieve, manage, process and analyze the
captured information
• (def.) Big Data are high volume, high velocity, and/or high variety information assets that require new forms of
processing to enable enhanced decision making, insight discovery and process optimization
M. Beyer, D. Laney. The importance of ‘Big Data’: A Definition. Stamford, CT:
Gartner, pages 2014–2018, 2012
• for transportation:
• Big Data can be thought of as a portfolio of technologies that allow managing effectively (store, process,
and access) all data required to develop new ways to provide safer, cleaner and more efficient transport,
as well as for users to personalize and customize their transport experience
• new information intensive services (IIS)

Exemplul nostru: model pe nivele pentru serviciile de tip Smart City

Springer, Cham

• Smart Features sunt servicii complexe care sunt obținute pe baza mai multor servicii
specifice
• de exemplu, Transport - Smart Feature poate fi obținut utilizând serviciile
specifice Electric mobility, Traffic control și / sau Public transport services; aceste
servicii specifice pot avea una sau mai multe propuneri de valoare, deoarece ele
pot aduce valoare / pot fi utilizate atât in contextul diverselor Smart Features (e.g.
Electric mobility contribuie la Mobility si Energy), cat și direct de către locuitorii
orașelor, care le pot utiliza independent, separat de aceste Smart Features
• dacă un serviciu special este utilizat direct, spunem că are o unică propunere de valoare,
formulată in aceeași manieră in care formulăm propunerea de valoare a unui Smart
Feature
• serviciile care au mai mult de o propunere de valoare pot fi denumite Smart Services
• dacă mergem mai jos in structura și analizăm procesul de creare de valoare la nivelul
serviciilor pentru Smart City, poate fi identificat un nivel de servicii suport (supportive
services), fără de care nu putem obține nici un fel de smart service sau smart feature
• și acestea sunt destul de complexe, dar este dificil, dacă nu chiar imposibil, să
formulăm vreo propunere de valoare pentru cetățeni dacă acestea ar lucra in
izolare fată de alte servicii, din această cauză le denumim servicii suport
• e.g. Traffic monitoring, Charging services, Route planning, Smart Grid
maintenance.

Exemplu mobilitate - analiza
pe nivele

Referințe
• Walletzky L., Buhnova B., Carrubbo L. (2018) Value-Driven Conceptualization of Services in the Smart City: A Layered Approach. In:
Barile S., Pellicano M., Polese F. (eds) Social Dynamics in a Systems Perspective. New Economic Windows. Springer, Cham
• Dreyer, S., Olivotti, D., Lebek, B. and Breitner, M.H., 2019. Focusing the customer through smart services: a literature review. Electronic
Markets, 29(1), pp.55-78.
• Doug Washburn, Usman Sindhu, Stephanie Balaouras, Rachel A. Dines, Nick Hayes, Lauren Nelson, Helping CIOs Understand "Smart
City" Initiatives, Defining The Smart City, Its Drivers, And The Role Of The CIO, Forrester, February 11, 2010
• Smart Cities, Frost & Sullivan Value Proposition, https://ww2.frost.com/wp-content/uploads/2019/01/SmartCities.pdf

Master Program

Sem. I 2021-2022
Monica Drăgoicea

Curs 5

Să ne întoarcem la exemplul nostru: model pe nivele pentru serviciile de tip Smart City


Springer, Cham
Avem nevoie de tehnologii digitale

pentru a obține aceste Smart Features:
• servicii software avansate
• “Big Data”
Resurse de cunoaștere necesare:
• proiectare sisteme informaționale
(information systems design – IS)
• cum proiectam servicii bazate
intensiv pe informație (information
intensive services - IIS)
• tehnici de procesare de date,
extragere de informație, analiza și
luare de decizii
• Data Science și Data
Engineering

N.B. ce înseamnă sistem informațional (information system)?
• conform teoriei sistemelor, orice sistem (complex) este format din trei sub-sisteme fundamentale:
• (1) un sub-sistem fizic, i.e. partea operațională, care conține componente fizice, incluzând oameni, tehnologie,
precum și fluxuri de materiale și alte elemente fizice
• (2) un sub-sistem de decizie, i.e. partea de conducere (control), unde se implementează acțiunile de organizare,
planificare, decizie și monitorizare
• (3) un sub-sistem informațional, i.e. acea parte care execută toate activitățile legate de procesarea datelor și
managementul fluxurilor informaționale, incluzând și toate activitățile de procesare (processing), stocare
(storage), identificare și extragere (retrieval) executate asupra datelor (data), informațiilor (information) și
chiar cunoștințelor (knowledge)
• în orice domeniu de activitatea economică sau socială, există un flux informațional pe baza căruia se desfășoară orice
activitate. La nivelul unui agent economic, sistemul informațional asigură legătura dintre sistemul decizional și cel
operațional (sistem de conducere și sistem de execuție); astfel, funcționarea sistemului informațional presupune
desfășurarea următoarelor activități:
• introducerea datelor cu privire la sistemul operațional
• prelucrarea datelor în scopul asigurării de informații utile în procesul de decizie
• obținerea informațiilor solicitate, pe baza cărora se vor adopta ulterior decizii ce vor fi transmise sistemului
operațional
• efectuarea controlului și urmăririi respectării deciziilor.

N.B. ce înseamnă sistem informațional (information system)?
• Enterprise Systems (ES), este un termen din domeniul afacerilor prin care descriem sistemul complex care se
creează în jurul unei companii, firme, etc.
• este un sistem socio-technical-economic complex, deci putem spune că este format / putem identifica cele trei
componente menționate mai sus
• în prezent, orice organizație (enterprise) utilizează un sistem informațional (Enterprise Information System -
EIS)

Sistem informațional vs. sistem informatic
• (def.) Prin sistem informațional se înțelege ansamblul de elemente implicate în procesul de colectare, de
transmisie, prelucrare de informație, informației revenindu-i rolul central din sistem
• în cadrul sistemului informațional se regăsesc : informația vehiculată, documentele purtătoare de informații,
personalul, mijloace de comunicare, sistemele de prelucrare (de regulă, automată) a informației, etc.
• printre posibilele activități desfășurate în cadrul acestui sistem: achiziția de informații din sistemul de bază,
completarea documentelor și transferul acestora între diferite compartimente, centralizarea datelor, etc.
• în cadrul unui sistem informațional, majoritatea activităților se pot desfășura cu ajutorul tehnicii de calcul,
transferul datelor si informațiilor către alte activități se poate face cale electronică prin intermediul diverselor
tehnologii digitale de comunicație, rețele de calculatoare, etc.
• (def.) Ansamblul de elemente implicate în tot acest proces de prelucrare și transmitere a datelor pe cale electronică
alcătuiesc un sistem informatic
• într-un sistem informatic pot intra: calculatoare, sisteme de transmisie a datelor, componente hardware și
software, datele prelucrate, personalul ce exploatează tehnica de calcul, teoriile ce stau la baza algoritmilor de
prelucrare, etc.

Sistem informațional vs. sistem informatic
Enterprise System (ES)
Sistem decizional
date informație Sistem

informațional
Sistem informatic
Decizii
Informație si decizii
date
automatizate
Sistem operațional
Oameni

Serviciu bazat intensiv pe informație
• serviciu bazat intensiv pe informație – information intensive service (IIS)

• vezi in cursul 2 definiția pe care o utilizam

Un istoric scurt al “serviciului”
• în trecut, a oferi un serviciu implica doar interacțiunea față-în-față între oameni, unul oferind serviciul
iar celălalt primind acest serviciu
• e.g. interacțiunea între entități prin intermediul unui serviciu se numește “service encounter”: de
exemplu, în cazul acesta este un service encounter în persoană, întâlnit la croitor, brutărie, librăria
de la colțul străzii, etc.
• astăzi, nu putem gândi serviciile fără utilizarea intensivă datelor /informației si a tehnologiilor digitale
cu care prelucrăm această informație
• astfel, descriem serviciile în diverse moduri, cu cuvinte diferite, de fapt spunând același lucru ..
• …. serviciile sunt IT-based, technology-driven, data-driven, information-intensive ….
• … de asemenea, interacționăm prin intermediul serviciilor în diverse, noi moduri, inovatoare uneori,
ca de exemplu (Glushko, 2010):
• technology-enhanced encounters, self-service, computational services, multi-channel services,
multi-device services, location-based and context-aware services, … s.a.

• astfel, în mod natural a apărut un nou tip de serviciu, pe care îl putem identifica din ce în ce mai des în
jurul nostru – serviciul bazat intensiv pe utilizarea informației, i.e. Information Intensive Service (IIS)
• interacțiunile bazate pe informație disponibile prin intermediul serviciului sunt realizate /
digitalizate prin intermediul artefactelor IT
• crearea de valoare între service provider și service customer se realizează în mod esențial prin
interacțiunile bazate pe informație (information interactions), chiar daca exista și interacțiuni
interpersonale și fizice (Lim et.al., 2018)
• (def.) Serviciile bazate intensiv pe informație (Information Intensive Services) sunt acele servicii în care
co-crearea de valoare este obținută în principal prin procesarea de informației și / sau schimbul de
informație, mult mai puțin prin intermediul acțiunilor fizice sau interpersonale (Glushko, 2010)

• Caracteristici IIS:
• un IIS include in diverse proporții acțiuni fizice, interpersonale, si utilizare a informației
A. puține sau fără interacțiuni fizice si interpersonale, sau acolo unde interacțiunile personale
se axează strict pe schimb de informații necesare pentru a lua decizii sau pentru a folosi
aceasta informație mai departe (Glushko, 2010)
• e.g. accounting, data entry and transcription, translation, insurance underwriting and
claims processing, legal and professional services, customer support, and computer
programming
• se utilizează diverse artefacte digitizate: documents, databases, software applications,
explicit repositories or sources of information

B. sunt bazate complet pe utilizarea informației, fără interacțiuni fizice sau interpersonale
(Glushko, 2010)
• se bazează aproape exclusiv pe digitizarea informației si transformarea digitala
(digitalizarea) proceselor de business pentru furnizarea serviciului IIS, care pot apare in
diverse forme si combinații de information systems, web services, computational agents,
…

C. implică o proporție importantă, esențială de interacțiune fizică sau interpersonală, care
necesită schimb de informație pentru a specifica si co-produce serviciul (Glushko, 2010)
• e.g. educația in format tradițional, in clasă, emergency and surgical healthcare, logistics,
sales, consulting, and personnel resources administration, physical therapy, massage,
restaurant dining, entertainment
• sunt denumite si servicii bazate intensiv pe experiență, “experience-intensive”

Exemplu IIS
• am folosit bibliografia: Glushko, R.J., 2010. Seven contexts for service system design. In: Handbook of
Service Science (pp. 219-249). Springer, Boston, MA.

• Smart Features sunt servicii complexe care sunt obținute pe

baza / prin compunerea mai multor servicii specifice
• de exemplu, Mobility - Smart Feature poate fi obținut
utilizând serviciile specifice Electric mobility (E-
mobility), Traffic control și / sau Public transport
• aceste servicii specifice pot avea una sau mai multe
propuneri de valoare, deoarece ele pot aduce valoare
/ pot fi utilizate în contextul diverselor Smart Features
• e.g. E-mobility contribuie atât la Mobility-Smart Feature
și Energy-Smart Feature, cât și direct de către locuitorii
orașelor, care le pot utiliza independent, separat de aceste
Smart Features
• dacă un serviciu specific este utilizat direct, spunem că are o

unică propunere de valoare, formulată în aceeași manieră în
care formulăm propunerea de valoare a unui Smart Feature
• putem spune că serviciile specifice care au mai mult de o
propunere de valoare pot fi denumite servicii smart (Smart
Services)

• dacă mergem mai jos în structură și analizăm

procesul de creare de valoare la nivelul serviciilor
pentru Smart City, poate fi identificat un nivel de
servicii suport (Supporting Services), fără de care
nu putem obține nici un fel de smart service sau
smart feature
• și acestea sunt destul de complexe, dar este
dificil, dacă nu chiar imposibil, să formulăm
vreo propunere de valoare pentru cetățeni
dacă acestea ar lucra în izolare față de alte
servicii, din această cauză le denumim
servicii suport
• e.g. Traffic monitoring, Charging services,
Route planning, Smart Grid maintenance

Exemplu mobilitate - analiza pe
nivele pentu Mobility-Smart
Feature

Referințe
• Walletzky L., Buhnova B., Carrubbo L. (2018) Value-Driven Conceptualization of Services in the Smart City: A Layered Approach. In:
Barile S., Pellicano M., Polese F. (eds) Social Dynamics in a Systems Perspective. New Economic Windows. Springer, Cham
• Dreyer, S., Olivotti, D., Lebek, B. and Breitner, M.H., 2019. Focusing the customer through smart services: a literature review. Electronic
Markets, 29(1), pp.55-78.
• Doug Washburn, Usman Sindhu, Stephanie Balaouras, Rachel A. Dines, Nick Hayes, Lauren Nelson, Helping CIOs Understand "Smart
City" Initiatives, Defining The Smart City, Its Drivers, And The Role Of The CIO, Forrester, February 11, 2010
• Smart Cities, Frost & Sullivan Value Proposition, https://ww2.frost.com/wp-content/uploads/2019/01/SmartCities.pdf

Tema:
• Să se analizeze studiul de caz “mobile ticketing service” și să se identifice:
• Q: care este Smart Feature?

• Q: care este / sunt smart service(s)?
• Q: care este / sunt supporting services?
• Q: care sunt IT services (hardware/software/infrastructure)?
• vă puteți imagina ce servicii software avansate sunt necesare la acest nivel?

Ce înțelegem prin propunere
de valoare (value
proposition)?
• (def.) A value proposition statement is

a promise of value to be delivered by
your service.
• briefly explain how your service
solves your client's problems or
improves their situation.

Ce înțelegem prin propunere de valoare (value proposition)?
How to understand the patterns of value creation?

Value proposition
Canvas
• Value Proposition Canvas focuses on
how to create value to customers
• download de la
https://www.strategyzer.com/
• N.B. value proposition canvas nu este

acelasi lucru cu business model canvas

Exemplu - Airbnb
• Airbnb’s value proposition is different for each segment:
• For Host: the biggest value proposition here is just being able to make money through the platform.
In addition, there are the benefits of doing so comfortably and safely, with total control over
bookings and even insurance against damage and accidents. It also has the advantage of being able
to check the profile of those who are requesting a reservation and even declining the offer. All this
with 24/7 support via phone, email and chat with Airbnb.
• For Guest: the biggest value proposition here is to save money on rent. In addition, the convenience
of being able to choose a place according to all your preferences, only with the help of a device and
without having to negotiate with anyone. Furthermore, the traveler can also check the owner’s
profile and, in some cases, exchange experiences with them during the stay. And, finally, you have
payment security, intermediated by Airbnb.
• https://businessmodelanalyst.com/airbnb-business-model/

Exemplu - Uber
• Value Proposition of Uber

• For customers, the greatest value proposition is the convenience of not having to look for a taxi –
the car comes to you. Cars are available 24/7 and their route can be tracked. In addition, fares are
generally lower than those charged by taxi drivers and the rider can estimate how much the ride
will cost before calling the driver.
• For drivers, it is a source of income (main or additional), a job that doesn’t require experience, with
flexible working schedules and easy access to passengers.
• And let’s not forget that the passenger informs the destination on the app, which avoids
misunderstandings when we are talking about people who do not speak the same language, which
is a positive point for both sides.
• https://businessmodelanalyst.com/uber-business-model/

Mai multe exemple:
• 7 of the Best Value Proposition Examples We’ve Ever Seen

• https://www.wordstream.com/blog/ws/2016/04/27/value-proposition-examples

Exemplu – Business Process Modelling
• Paul Harmon, “Business Process Change. A Business Process Management Guide for Managers and Process
Professionals”, MK/OMG Press, Third Edition, 2014
• Capitolul 14, “The Rental Cars-R-Us Case Study”

Master Program

Sem. I 2021-2022
Monica Drăgoicea

Curs 6

Service Blueprinting

Metoda Service Blueprinting
• Service Blueprinting este o metodă practică foarte utilizată pentru design-ul serviciilor
• permite descrierea și vizualizarea unui proces de tip serviciu, precum și activitățile asociate, din
punctul de vedere al service customers
• focus on the customer as the center and foundation of the business
• https://wpcarey.asu.edu/research/services-leadership/services-blueprinting
• (def.) Service Blueprinting

• A technique to help organizations understanding their service offerings and delivery processes by
enabling to examine service processes from a customers’ point of view.

Metoda Service Blueprinting
• Service Blueprint
– este output-ul modelarii utilizând metoda service blueprinting
– descrie natura și caracteristicile interacțiunilor de serviciu suficient de detaliat
– reprezintă grafic:
– activitățile,
– punctele de interacțiune între service customer și service provider, precum și
– rolurile: service customer și employees
• de asemenea, sunt documentate și aliniate cu experiența utilizatorului:
• procesele / activitățile din front-stage, i.e. toate punctele de interacțiune dintre aceștia (touchpoints - )
• procesele / activitățile din back-stage

Metoda Service
Blueprinting
• cum desenăm un service blueprint?
• https://servicedesigntools.org/tools/service-
blueprint
• A service blueprint is a diagram that displays the
entire process of service delivery, by listing all the
activities that happen at each stage, performed by the
different roles involved.
• The service blueprint is built by first listing all the
actors involved in the service process on a vertical axis,
and all the steps required to deliver the service on the
horizontal axis.
• The resulting matrix allows to represent the flow of
actions that each role needs to perform along the
process, highlighting the actions that the user can see
(above the line of visibility) and the ones that happen
in the back-office (below the line of visibility).
• Roles can be performed by human beings or other
types of entities (organizations, departments, artificial
intelligences, machines, etc.)

Structura și componentele unui service blueprint
• un service blueprint are o structură și niște componente specifice

• Structura - two-dimensional:
• vertical axis: contains several swimlanes which identify various areas of action and
• horizontal axis: identifies the timeline of activities conducted by the customer and service provider
• Componente - five main vertical components:
• four swimlanes separated by what is called a line, and a special area capturing any physical evidence of
the occurrence of customer actions
Feldmann N., Cardoso J. (2015) Service Design. In: Cardoso J., Fromm H., Nickel S.,
Satzger G., Studer R., Weinhardt C. (eds) Fundamentals of Service Systems. Service
Science: Research and Innovations in the Service Economy. Springer, Cham.
https://doi.org/10.1007/978-3-319-23195-2_4

• componentele unui service blueprint:

• Physical evidence: identifiable and visible outcomes that result from executing activities; a way to
recognize that a service exists, it attests the progress of a service delivery process
• e.g. the registration desk, a central point of contact between service providers and customers
where requests can be made
https://doi.org/10.1007/978-3-319-23195-2_4


• Customer actions: the steps that customers are required to take as part of the process of service
delivery; drawn sequentially from left to right and are located above the line of interaction which
separates the interactions between customers and providers
• e.g. . to request for a specific service, customers know that they must make a phone call, send
an email, or go to the service/registration desk.
https://doi.org/10.1007/978-3-319-23195-2_4

• Onstage contact: activities taken by employees that are visible to customers as part of the service
process; located above the line of visibility. Every time the customer and provider interact, the line
of interaction is crossed and a moment of truth occurs
• e.g. when a clerk receives a request from a customer, the first step is to register the request
with the management systems. Then, the request is categorized and prioritized for a better
utilization of the resources and the support staff time
https://doi.org/10.1007/978-3-319-23195-2_4


• Backstage contact: activities taken by employees that are not visible to customers. They happen
behind the scenes to support onstage activities. The line of internal interaction separates the
onstage contact employee activities from support processes and activities.
• e.g. the staff that takes a food order by phone may not be visible to customers. In such a case,
they are classified under the label backstage contact.
https://doi.org/10.1007/978-3-319-23195-2_4


• Support processes: activities carried out that are not directly related to a particular customer but
that need to exist for a service to be delivered. Thus, they are located below the line of internal
interaction.
• e.g. the activity registration calls for a support process managed by an information system
which will determine if the record of a customer already exists, what are his preferences
concerning the view of the room, and what rooms are available.
https://doi.org/10.1007/978-3-319-23195-2_4

Exemplu Service Blueprinting
• Exemplu: un service
blueprint care modelează un
service process (cazare la un
hotel)
• dreptunghiurile
reprezintă activități
Feldmann N., Cardoso J. (2015) Service Design. In: Cardoso J., Fromm H., Nickel S., Satzger G., Studer R., Weinhardt C. (eds)
Fundamentals of Service Systems. Service Science: Research and Innovations in the Service Economy. Springer, Cham.
6 pași:
Sumar: pași • 1. Identifică serviciul pentru care se va realiza blueprint-ul

• 2. Identifică service customer sau segmentul de clienții al acestui serviciu
• 3. Mapează procesul de tip serviciu din punctul de vedere al clientului (service
pentru
customer)
• 4. Mapează activitățile angajatului cu care interacționează clientul (contact employee)
și / sau activitățile bazate pe tehnologie
• 5. Creează legătura între activitățile pe partea de contact (front-stage) de funcțiile de
realizarea
suport necesare (back-stage)
• 6. Adaugă evidența fizică legată de livrarea serviciului de fiecare acțiune a clientului.
unui
OBSERVATIE:
service
metoda service blueprinting este focalizată asupra procesului /
activităților serviciului de pe partea de client; de aceea acestea vor fi
identificate primele
blueprint abia apoi vor fi definite / identificate celelalte taskuri astfel încât ele
să susțină propunerea de valoare oferită clienților (service
customers)

15
Monica Drăgoicea
Blueprint
Exemplu
Service
Fundamentele Stiintei Serviciului, Sem. I, 2021-2022
16
Monica Drăgoicea
Blueprint
Exemplu
Service
17
Monica Drăgoicea
Blueprint
Exemplu
Service
• Analizați acest exemplu self-paced: Service Blueprinting - A

Case Study of Car Parking Services
Exemplu Service • Thomas Wreiner, Ingrid Mårtensson, Olof Arnell,

Natalia Gonzalez, Stefan Holmlid, Fabian Segelström,
“Exploring Service Blueprints for Multiple Actors: A
Blueprint Case Study of Car Parking Services”, In Conference
Proceedings ServDes. 2009; DeThinking Service;
ReThinking Design; Oslo Norway 24-26 November
2009 (No. 059, pp. 213-223). Linköping University
Electronic Press.
Monica Drăgoicea 18
• Să se realizeze un service blueprint

pentru studiul de caz pentru mobilitate
Tema pe care l-ați ales din bibliografia
prezentată
Monica Drăgoicea 19
Sumar modelare procese

• Paul Harmon, “Business Process Change. A Business
Process Management Guide for Managers and Process
Professionals”, MK/OMG Press, Third Edition, 2014
• Capitolul 9, “Modeling Service Processes”
Sumar modelare de
procese de lucru • Atenție: Figurile prezentate in acest capitol NU reprezintă o
diagrama de proces de lucru completă - este doar o schiță
• pentru a crea corect diagrama de proces in Signavio, va trebui să
folosiți corect elementele de limbaj din BPMN
• toate elementele de modelare din BPMN sunt prezentate in
laboratoarele 1-5.

Master Program

Sem. I 2021-2022
Monica Drăgoicea
Monica Drăgoicea Fundamentele Științei Serviciului, Sem. I, 2021-2022 1

Curs 7

Studiu de caz – transportation industry
• servicii smart în transport

https://futuremobilityfinland.fi/vision/mobi
lity-as-a-service/
“Mobility as a Service (MaaS) is the

integration of various forms of
transport services into a single mobility
service accessible on demand.”

Componente cheie MaaS
• întregul concept MaaS se bazează pe

trei componente cheie:
• offering a service with
customer/user/traveler transport
needs as the main focus
• offering mobility rather than
transport
• offering integration of transport
services, information, payment
and ticketing

Situația generală în transport
• mobility challenges – new strategies required (“Smart Cities”) and new value propositions
• for users: providing safer, cleaner and more efficient transport means, personalization of transport
experience
• for managers: multiple and heterogeneous transportation/mobility application scenarios
• “Big Data” - volume and speeds at which data is generated today occurs at unprecedented scales
• for operational management - specific use cases for
• routing, planning, infrastructure monitoring, network design, resource scheduling, and mobility
pattern detection

• Q: how to get improved new value from these data?

• building new I/ATS systems and mobility services based on the principles and technologies of the “Big
Data” paradigm
• extracting the value and knowledge of the new huge amount of available data in
• data-intensive applications
• design and implementation of Intelligent / Autonomous Transportation Systems (I/ATS)

• possible to implement data-intensive tasks:
• integration, visualization, querying and analysis for large-scale real-time systems
• solutions and tools within the new technological paradigm “Big Data”
• capture, manage and analyze huge volumes of structured and unstructured data to address different
challenges

• applications leveraging the use of “Big Data” in transportation include:

• infrastructure monitoring
• development of mobility added-valued services
• a better understanding of the users’ needs
• visualization of people flows

• transportation and mobility
• (def.) “Big Data blends together the collection of large volumes of high-velocity, heterogeneous, evolving domain
data and the use of advanced techniques and models to store, retrieve, manage, process and analyze the captured
information”
• (def.) “Big Data are high volume, high velocity, and/or high variety information assets that require new forms of
processing to enable enhanced decision making, insight discovery and process optimization”
M. Beyer, D. Laney. The importance of ‘Big Data’: A Definition. Stamford, CT:
Gartner, pages 2014–2018, 2012
• for transportation:
• Big Data can be thought of as a portfolio of technologies that allow managing effectively (store, process,
and access) all data required to develop new ways to provide safer, cleaner and more efficient transport,
as well as for users to personalize and customize their transport experience
• new information intensive services (IIS)

Exemple - transportul public și informarea călătorilor
• Planificare operațională
• GIST
• HeyBus
• Informații pentru călători

• InfoPub Web
• Spider Maps
• InfoBoard
• MOVE-ME

Ce înseamnă planificare operațională?
• planificarea operațională cuprinde acel set de activități care permit unei companii (în cazul nostru, de
transport) să:
• digitalizare: implementarea proceselor si activităților pentru managementul si optimizarea
sistemului de transport utilizând tehnologii digitale
• utilizarea unui sistem de decizie (DSS - Decision Support System) pentru toate operațiunile din
cadrul sistemului de transport, i.e. planificarea activităților, mentenanță vehicule, ture de lucru,
înmatricularea / alocarea echipajului / șoferilor și a vehiculelor (crew and vehicles rostering )

GIST
• GIST is an integrated decision support system for

optimized operational planning that offers these
functionalities:
• network information management
• route information management
• timetabling management
• vehicle scheduling
• crew scheduling and crew rostering
• main benefits:
• a dynamic decision-making process
• high level interactivity with the user, the
parameterization facilities, the automation
of planning processes and the integrated https://www.opt.pt/en/gist-4/
data management
• at any time, the company’s management and https://www.youtube.com/watch?v=9Bz99NUgszo
the passengers have access to updated and
consistent information

GIST are 4 componente
• The Network Module

• Creating and Managing Transport Network Information
• The Planning Module
• Operational planning process of the resources in a public
transport company
• The Rostering Module
• Consists in assigning Drivers and Vehicles
• Drivers App
• App used by drivers to access roster operations

GIST – Network Module
• the Network Module function is to create and manage information about the
transport network, information that will serve as a basis for planning and public
information tasks, as well as for the management of other modules
• the network consists of:
• Nodes, which correspond to the most important points of the network, such as,
for example, bus pick-up stations, bus line terminals and driver change points;
• Segments and their durations per period of the day;
• Routes and Lines of the planning network that support the creation of trip
schedules and driver and vehicle services.
• as well, used to:
• work with the physical network maps (stops, routes and tracks) where it is
possible to import maps in several formats, including online maps
• parametrization of the types of vehicles used in the network

GIST – Planning Module
• for the company: this is the main module of

the GIST system that helps to implement the
process of operational planning of the
resources of the public transport company
• it works based on the information provided
by the Network module
• it allows to create the timetables for the
public, and the allocation of the resources
required for the operation of the transport
service
• operational planning can be executed
simultaneously for vehicles and crew
members (in any order), using specific
optimization algorithms

GIST – Rostering Module
• This is the software module that the company can use

to for resource management (crew and vehicles) and
management of daily schedules of crew and vehicles
• it works based on the information provided by the
Network module
• it allows to create the timetables for the public, and
the allocation of the resources required for the
operation of the transport service
• operational planning can be executed simultaneously
for vehicles and crew members (in any order), using
specific optimization algorithms
• References:
• Ramalhinho Dias Lourenço, Helena and Paixao, José P.
and Portugal, Rita, The Crew-Scheduling Module in the
Gist System. UPF Economics Working Paper No. 547,
Available at SSRN: https://ssrn.com/abstract=310113
or http://dx.doi.org/10.2139/ssrn.310113
• Portugal, R., Lourenço, H.R. & Paixão, J.P. Driver
scheduling problem modelling. Public Transp 1, 103–
120 (2009). https://doi.org/10.1007/s12469-008-
0007-0

• Rostering Management: basically, it assures

assignment to crew to vehicles based on some
predefined rules and models, daily or multiple
basis
• Creation and generation of daily schedules
containing the rostering of drivers and vehicles to
vehicle;
• Manipulation of daily schedules through
operations to change the daily availability of crew
members and vehicles, assignment of crew
members and vehicles;
• Use of optimized automatic assignment processes
of crew and vehicles to services through
assignment rules;
• some cost effectiveness calculations:
• Definition of comparison indicators to obtain
comparative analyses between the various
states
• Accounting for scale-related costs user-
defined calculations formula
• Maintenance of Vehicles:
• allows the management of the planned
maintenance of vehicles, and maintenance plans
can be prepared based on the history of Km and
types of maintenance.
• Definition of inspection rules and Km usage;

• Definition of maintenance types by time or Km;
• Visualization of predicted maintenance map;
• Dynamic management of predicted maintenance
or its manual definition;
• Daily maintenance management interface.

GIST 3 – Crew App
• The drivers can use this app to access roster operations

• to improve the two-way communication between
them and the company
• It allows several consultations, namely about rostering:
• Service query of the posted roster and its details;
• Creation of situation requests and visualization of
the status of this request;
• Creation of requests for situation changes (between
days) and viewing the status of this request;
• Creating and viewing applications for
extraordinary service;
• Sending notifications to the mobile user.

HeyBus - a solution for Demand Responsive Transport
• Heybus – Technology platform

for flexible passenger
transport (TPF)
• to support a more
inclusive mobility system
in low density areas, an
alternative to individual
transport, with increased
coverage of public
transport service
• https://www.opt.pt/en/heybus-2/

Informații pentru călători prin smart services
• The quality of public information on the service delivery directly influences the perception and experience of end
customer.
• In this way, five major strategic objectives of Public Information can be formulated:
• Promote the service
• Motivate to use the service
• Support the decision with information about the available offer
• Improve customer satisfaction
• Promote a change in behavior

InfoPub Web – automatic solutions for Public Transport Information
• Automatic generation of maps and schedules

specific for each stop
• rapid production of consistent and up-to-date
information that is adapted to the context
• timetables are adapted to the passage times at
each stop
• timetables and routes are found in a single
information repository
• This application is capable of automatically
generating maps and timetables for each of the
stops, with a layout previously defined by the
customer
• https://www.opt.pt/en/infopubweb-2/

• the InfoPub Web system consists of a data

repository, a module for the centralized
management of this data, a module for
establishing the interface between InfoPub
Web and other external systems, and two
documentation generators that can be
available digitally or later posted at bus
stops
• BusMap/Schematic Maps at Stop
• BusSched/Schedules to Stop (or Line)

• the InfoPub Web system consists of a

data repository, a module for the
centralized management of this data,
a module for establishing the
interface between InfoPub Web and
other external systems, and two
documentation generators that can
be available digitally or later posted
at bus stops
• BusMap/Schematic Maps at
Stop
• BusSched/Schedules to Stop
(or Line)

InfoPub Web – outputs
• New outputs design

• BusMap/Schematic Maps at
Stop
• BusSched/Schedules to Stop
(or Line)

BusSched – old design
• For each stop a different and

specific map with schedules
information is automatically
produced
• Each linear route map presents
all bus stops of that route. Each
linear route map may contain
information about fares and
average travel times.
• Stop-specific timetables may be
presented according to the type
of day.

BusMap – old design
• useful and complete maps for

each stop can be created
• each map only presents the most
important stops for each route
(key points).
• representation of each route
preserves its geographic
orientation
• maps may contain information
about possible connections
(transfer) at each key point and
average travel times.

Spider Maps
• Local information for complex transports’

networks
• Emphasis client's perception of the transport
network as a whole.
• These maps are primarily intended to areas
where there are different transport
opportunities.
• Spider Maps has the ability to gather, so
noticeable, in the same document, information
from several operators.
• https://www.opt.pt/en/spidermap-2/
• References:
• Maciel, Francisco, and Teresa Galvão Dias.

"Challenging user interaction in public
transportation spider maps: A cobweb solution for
the city of Porto." In 2016 IEEE 19th International
Conference on Intelligent Transportation Systems
(ITSC), pp. 181-188. IEEE, 2016.

Spider Maps - old design
• Local information for complex

transports’ networks
• Emphasis client's perception of the
transport network as a whole.
• These maps are primarily intended
to areas where there are different
transport opportunities.
• Spider Maps has the ability to gather,
so noticeable, in the same document,
information from several operators.

Integrarea
informației
pentru călători

InfoBoard
• this information service is

available in the airports
• it offers Transport Information
displayed in Real Time
• a dynamic system that provides
real time information in large
screens about timetables, routes,
destinations, stops and waiting
time for next services, for a
referenced location
• https://www.opt.pt/en/infoboard-3/

InfoBoard
• this information
service is available in
the airports

InfoBoard
• this information
service is available
in the airports

MOVE-ME
• Transport Information on mobile devices

(Android/IOS)
• the user has mobile access to global and
diversified information about public
transports
• Functionalities:
• Next departures in real time
• Route calculation
• Points of interest
• Schedules by operator
• Vehicle arrival notifications
• Favourites and history access

MOVE-ME
• the design focused on the users’ needs

• a mobile application that allows users to
access personalized information about the
multimodal transport offer
• it displays a map that automatically indicates
the closest stops and arrival times of vehicles
at the stops or stations
• https://www.move-me.mobi/
• https://www.opt.pt/en/move-me/
• References:
• Cunha J.F.., Galvão T. (2014) State of the Art
and Future Perspectives for Smart Support
Services for Public Transport. In: Studies in
Computational Intelligence, vol 544.
Springer, Cham.
https://doi.org/10.1007/978-3-319-04735-
5_15

Anda
• this is the ticketing service firstly described in:

Ferreira, Marta Campos, Maria Henriqueta Nóvoa, and Teresa
Galvão Dias. "A proposal for a mobile ticketing solution for
metropolitan area of oporto public transport." In International
Conference on Exploring Services Science, pp. 263-278. Springer,
Berlin, Heidelberg, 2013.

Anda
• Mobile application to help travel without having to know all

the fare rules, optimized price at the end of the month, the
lowest amount possible for the trips made
• an account is needed; two payment methods available: ATM
card or credit/debit card
• Validate before you start your travel by bus, metro and train
via the Andante network … with the mobile phone
• during the trip you can follow the route in the application
• when you get out of the vehicle, Anda realizes that it is no
longer traveling, and automatically ends the journey
• at any time, you can check the trips you have already taken
and the amount charged for them

Anda
• References:
• M. C. Ferreira, T. G. Dias and J. Falcão e Cunha, "Anda: An Innovative Micro-
Location Mobile Ticketing Solution Based on NFC and BLE Technologies," in
IEEE Transactions on Intelligent Transportation Systems, doi:
10.1109/TITS.2021.3072083.
• Ferreira, Marta Campos, Teresa Galvão Dias, and João Falcão e Cunha. "Real-
time monitoring of a mobile ticketing solution." Journal of Traffic and
Logistics Engineering Vol 7, no. 2 (2019).
• Ferreira, Marta Campos, Teresa Galvão Dias, and João Falcão e Cunha. "An
in-depth study of mobile ticketing services in urban passenger transport:
state of the art and future perspectives." Smart Systems Design,
Applications, and Challenges (2020): 145-165.
• Nunes, António A., Teresa Galvão Dias, and João Falcão e Cunha. "Passenger
journey destination estimation from automated fare collection system data
using spatial validation." IEEE transactions on intelligent transportation
systems 17, no. 1 (2015): 133-142.

Indicații pentru realizarea temei de casă

https://futuremobilityfinland.fi/vision/mobi
lity-as-a-service/
“Mobility as a Service (MaaS) is the

integration of various forms of
transport services into a single mobility
service accessible on demand.”

Mobility - Smart
Feature
• servicii Smart City-

descompunerea pe
nivele

Sumar - ce presupune dezvoltarea unui serviciu smart de acest tip:
• selecția tehnologiilor care pot fi folosite, e.g. comunicații Bluetooth, NFC (Near-field communication), BLE
(mecanism de comunicație wireless, pentru short-range communication), etc.
• evaluarea disponibilității utilizatorilor pentru a utiliza serviciul propus, inclusiv tehnologia – TAM (Technology
Acceptance Model)
• cui se adresează serviciul? – în etapa de proiectare a serviciului trebuie înțeles care sunt grupurile de utilizatori,
denumite generic stakeholders - stakeholders maps
• colectarea datelor
• vizualizarea datelor – data visualization
• algoritmi de optimizare a alocării resurselor pentru management operațional
• înțelegerea pattern-urilor de utilizare – data analytics
• înțelegerea modului de interacțiune cu serviciul din punctul de vedere al utilizatorului – service blueprinting
• evaluarea experienței utilizatorului – text analytics & sentiment analysis
• modelarea proceselor de lucru pentru activitățile furnizorului / integratorului de servicii de mobilitate – Business
Process Modeling
• descrierea interacțiunilor de serviciu între service provider și service customer – modelul ISPAR
• managementul resurselor pentru provizionarea și furnizarea serviciului – sistem de servicii / sistem de servicii smart
• descrierea furnizorului / integratorului de servicii de mobilitate ca un sistem de servicii – Service Science canvas

Master Program

Sem. I 2021-2022
Monica Drăgoicea

Curs 8

Sisteme de servicii (service systems)

• de ce trebuie sa înțelegem ce este un sistem de servicii?
• we need to understand how services are conceived, designed, developed,

delivered, managed, … and how the value co-creation interactions
between the service provider and service customer may be described,
created, evaluated … and that can be used to understand how value is
co-created
• using current technology developments there are various forms in

which new “service” offerings may be imagined, in …
Sisteme de servicii • complex situations in Society
• astfel, s-a introdus conceptul abstract “service system” – sistem de

servicii
• to take into consideration how to combine and integrate the

value created in different design contexts to implemented
services: e.g. person-to-person encounters, technology enabled
self-service, computational services, a.s.o.

• de ce trebuie sa înțelegem ce este un sistem de servicii?
• we need to understand how services are conceived, designed, developed,

delivered, managed, … and how the value co-creation interactions
between the service provider and service customer may be described,
created, evaluated … and that can be used to understand how value is
co-created
Sisteme de servicii
• there are variations of the definition of a service system, but it is

important to have an integrative view
• this integrative view is brought by a system thinking

System thinking
A SYSTEM IS A SET OF A SYSTEM HAS A A SYSTEM HAS A IT MIGHT BE POSSIBLE TO

INTERACTING UNITS OR BOUNDARY DELINEATING STRUCTURE DEFINING ITS DESCRIBE THE BEHAVIOR
ELEMENTS THAT FORM THE ELEMENTS WHICH ELEMENTS AND THEIR OF A SYSTEM THAT IS
AN INTEGRATED WHOLE ARE INSIDE THE SYSTEM RELATIONSHIPS. INTENDED TO FULFILL A
[…]. AND WHICH ARE OUTSIDE FUNCTION OR PURPOSE
- PART OF THE SYSTEM’S […].
SURROUNDINGS OR
ENVIRONMENT.
THE SYSTEM BEHAVIOR IS THERE MIGHT BE A SET OF AN OPEN SYSTEM A CLOSED SYSTEM IS
OFTEN DESCRIBED AS A RULES THAT GOVERN USUALLY INTERACTS WITH ISOLATED FROM ITS
PROCESS OR MECHANISM. BEHAVIOR AND SOME ELEMENTS IN ITS ENVIRONMENT.”
STRUCTURE. ENVIRONMENT.
INCOSE: International Council on Systems Engineering, http://www.incose.org/

• Sistem de servicii
• (def.) Service systems are “value co-creation configurations of people,
technology, value propositions connecting internal and external service
systems, and shared information” (Maglio & Spohrer, 2008)
• (def.) Service systems are “diverse, interconnected, complex human-

centered value-cocreation systems in business and society”, they are
“human-serving systems”, http://www.issip.org/about-issip/
In ce termeni • (def.) “A service system consists of elements (e.g., people, facilities,

înțelegem ce este un tools, and computer programs) that have a structure (i.e. an
organization), a behavior (possibly described as a process), and a
sistem de servicii? purpose.” (Cardoso, Fromm et.al., 2015)
• (def.) Service system is a “configuration of resources (including people,

information, and technology) connected to other systems by value
propositions”;
• it is “the proper unit of analysis for service-for-service exchange”

(Vargo, Maglio, Akaka, 2008)

• functia normativa a unui sistem de servicii:
• to connect people, technology and information through value

propositions with the aim of co-creating value for the service systems
In ce termeni participating in the exchange of resources within and across systems
înțelegem ce este un • every service system has a unique identity, and is an instance of a
sistem de servicii? type or class of service systems (e.g. people, businesses, government
agencies, etc.)
• e.g. o universitate este un sistem de servicii

Sisteme de servicii smart (smart service systems)

• “A smart service system is a service system that controls things based on the resources for
connected network, sensing, context-aware computing, and wireless communications”.
• Lim C, Maglio PP (2018) Data-driven Understanding of

Smart Service Systems through Text Mining. Service
Science 10(2): 154–180.
• Smart service systems are service systems in which value co-creation between customers,
providers, and other stakeholders are automated or facilitated based on a connected network, data
collection (sensing), context-aware computation, and wireless communications.
Sisteme de servicii
Lim, Chiehyeon, and Paul P. Maglio. "Clarifying the Concept
smart •
of Smart Service System." In Handbook of Service Science,
Volume II, pp. 349-376. Springer, Cham, 2019.
• A "smart" service system is a system that amplifies or augments human capabilities to identify,
learn, adapt, monitor and make decisions. The system utilizes data received, transmitted, or
processed in a timely manner, thus improving its response to future situations. These capabilities
are the result of the incorporation of technologies for sensing, actuation, coordination,
communication, control, etc.
• https://www.nsf.gov/funding/pgm_summ.jsp?pims_id=50
4708

• Information-intensive service systems often include Web-based
services, sensors, or devices (e.g., smartphones) that can collect,
communicate, and exchange information
• Service systems
• appear in various activity and economic domains, such as
Sisteme de servicii transportation, retail, healthcare, entertainment, hospitality,
and other areas
smart – de ce “smart”?
• they are defined as configurations of people, information,
organizations, and technologies that operate together for
mutual benefit
• Maglio PP, Vargo SL, Caswell N, Spohrer J (2009)
The service system is the basic abstraction of
service science. Information Systems and e-
Business Management 7(4): 395-406.

• Service systems have become “smarter” over time with the
increasing use of technology in the systems
• today, more and more, the concepts of service system and

smartness intertwine
• e.g. Smart Cities & smart city services
• smart service systems can be found in homes (Smart Homes) as
Sisteme de servicii well as the energy (Smart Energy), healthcare (e-Health), and
smart – de ce “smart”? transportation sectors (Smart Transportation; Mobility-as-a-
service) etc.
• The concept of smart service systems is meaningful in developing

and using technology, such as the Internet of Things (IoT) and
artificial intelligence (AI), because it represents the application
and integration of technology for value creation for people (Ng and
Vargo 2016).

Service system example
• A package delivery company viewed as service system:
• the package delivery company transports objects from other companies or individuals;
• value is co-created in that results depend on both transportation contributed by the delivery
service and objects and locations contributed by the clients.

Cum putem descrie o organizație ca fiind un sistem de servicii?

• au fost definite 10 principii fundamentale pentru a înțelege diversitatea si
complexitatea co-creării de valoare (Spohrer & Maglio, 2010)
1. Entități / Entities
2. Ecologie / Ecology
3. Interacțiuni / Interactions
4. Rezultate / Outcomes
Basic concepts 5. Interacțiuni bazate pe propuneri de valoare / Value proposition-
based interactions
6. Interacțiuni bazate pe mecanisme de guvernanta / Governance
mechanism-based interactions
7. Părți interesate / Stakeholders
8. Masuri / Measures
9. Resurse / Resources
10. Drepturi de acces / Access rights

Service Science canvas
Pavlov O.V., Hoy F. (2019) Toward the Service

Science of Education. In: Maglio P., Kieliszewski C.,
Spohrer J., Lyons K., Patrício L., Sawatani Y. (eds)
Handbook of Service Science, Volume II. Service
Science: Research and Innovations in the Service
Economy. Springer, Cham.
https://doi.org/10.1007/978-3-319-98512-1_24

• case study: academic library as a service system (Lyons & Tracy, 2013)
• [… The library is situated within one faculty in the university and

connects to the larger university library system. Organizationally,
it exists within the faculty’s Information Services (IS) department,
which provides IT services in addition to library services. We define
Sisteme de servicii – un the service system boundary to include services of the library but
studiu de caz not those of IT portion of the IS department …]
• in order to describe an organization as a service system, we need

to address and describe the foundational principles

Basic concepts - Resources
• resources are anything with a name that is useful (Barile & Polese, 2010)
• resources are either tangible or intangible “functions of human ingenuity and appraisal” (Vargo & Lusch, 2004)
• operant resources (those that produce effects) are often the core competences or processes of an organization (Vargo &
Lusch, 2006)
• skills and knowledge
• four types of key resources all of which are part of core competences and organization processes: people, technology,
organizations, and shared information (Maglio & Spohrer, 2008)
• three types of shared information: language; laws, and measures (Spohrer, Maglio, Bailey, & Gruhl, 2007)
• resources can be classified as one of four types: physical with rights, not physical with rights, not physical with no rights, and
physical with no rights (Spohrer, Anderson, et al., 2008)
• the notion of rights refers to the resource’s freedoms or entitlements to carry out activities

Service Systems - a case study
• Resources
• Operant – act on …
• Operand – acted upon …
Concepts Academic Library

Physical: staff, students, faculty members, space, books/collections, classrooms,
desks, computers, shelves
Conceptual: website, digital content, information (library staff are also

Resources
information resources), reference knowledge, ideas, catalogues, policies
Measures: feedback from clients (survey), usage statistics

Basic concepts – access rights
• Access rights refer to the “social norms and legal regulations that determine access and use of resources” (Barile &
Polese, 2010)
• four types of access rights that a resource or group of resources may have:
• owned outright
• leased or contracted
• shared access
• privileged access
• people are physical resources with legal rights

• organizations (such as businesses) are conceptual resources with legal rights
• shared information is a conceptual resource treated as property
• technology is a physical resource that is treated as property

• Access rights

Open access material, owned (furniture, equipment, books, some
policies), leased (equipment, loaned books), shared access (objects
Access rights
in partner libraries, some policies), privileged access (material
made available for students in a class)

Basic concepts - entities
• Entities are resource integrators that enable exchange for the purpose of value co-creation within or between
service systems (Barile & Polese, 2010)
• service system are entities that interact in intentional value co-creation interactions
• examples: business, customer, and government entities (Gummesson & Polese, 2009)
• five types of entities, unique role and contribution to service outcomes (Katzan, 2009):
• Service principal: the legally recognized holder or owner of the service system as a whole
• Service producer: is responsible for back-end production of the service offering (e.g., infrastructure,
availability)
• Service provider: is responsible for the application of resources for the benefit of a service customer
• Service client (customer): the beneficiary
• Service object: “may be the direct recipient of the result of the service processes”

• Entities

Principal: the faculty in which the library exists
Producer: publishers, e-resource providers, library staff
Entities Provider: university library, faculty members, university
Clients: faculty members, students, staff, alumni, wider community
Object: courses materials, research project results

Tema
• Identificati aceste elemente in studiul de caz transport si mobilitate

Master Program

Sem. I 2021-2022
Monica Drăgoicea

Curs 9

Sumarul cursurilor anterioare
• conform S-D Logic, “serviciul” reprezintă aplicarea competentelor (unei entități / actor) in beneficiul altei
entități / actor
• deci, “serviciul” implica cel puțin doua entități / actori, dintre care una aplica competente, iar cealaltă
integrează aceste competente cu alte resurse (aceasta înseamnă value co-creation) si determina
beneficiul
• (def.) Definim aceste entități astfel: entități de tip sistem de servicii
• (def.) A service system as a dynamic value-cocreation configuration of resources, including people,
organizations, shared information (language, laws, measures, methods), and technology, all connected
internally and externally to other service systems by value propositions
• Spohrer J, Maglio PP, Bailey J, Gruhl D (2007) Towards a science of service systems. Computer 40(1):71–77. doi:10.1109/MC.2007.33
• E.g.: People - physical resources with legal rights; Organizations (such as businesses) - conceptual
resources with legal rights; Shared information - a conceptual resource treated as property;
Technology - a physical resource that is treated as property

Sumarul cursurilor anterioare
• Service dominant logic:

• is a new paradigm for thinking about resources, exchange, and human action
• Service:
• is the fundamental basis of economic exchange, according to the service dominant logic
• represents the application of competences for benefit of others
• can be defined as a business arrangement in which one party does something for another and that has
benefit for both
• is the application of resources for the benefit of another (Vargo and Lusch 2006)
• is a process of doing something for and with another party
• Service system:
• is a configuration of people, technologies, and other resources that interact with other service systems to
create mutual value
• service systems are dynamic configurations of resources that can create value with other service systems
through shared information (Spohrer et al. 2007)
• service systems interact to co-create value
• is a new basic unit of analysis of service
• Service Science:
• brings scientific understanding, management principles, and engineering discipline needed for effective
service innovation (Spohrer and Maglio 2008)

• au fost definite 10 principii fundamentale pentru a înțelege diversitatea si
complexitatea co-creării de valoare (Spohrer & Maglio, 2010)
1. Entități / Entities
2. Ecologie / Ecology
3. Interacțiuni / Interactions
4. Rezultate / Outcomes
Concepte de bază 5. Interacțiuni bazate pe propuneri de valoare / Value proposition-
based interactions
6. Interacțiuni bazate pe mecanisme de guvernanta / Governance
mechanism-based interactions
7. Părți interesate / Stakeholders
8. Masuri / Measures
9. Resurse / Resources
10. Drepturi de acces / Access rights

Service Science Canvas

Pavlov O.V., Hoy F. (2019) Toward the Service

Science of Education. In: Maglio P., Kieliszewski C.,
Spohrer J., Lyons K., Patrício L., Sawatani Y. (eds)
Handbook of Service Science, Volume II. Service
Science: Research and Innovations in the Service
Economy. Springer, Cham.
https://doi.org/10.1007/978-3-319-98512-1_24

Cum putem utiliza Service Science canvas pentru a proiecta un sistem de
servicii?

Acest exemplu este creat pe baza următoarelor materiale:
Pavlov O.V., Hoy F. (2019) Toward the Service Science of Education. In: Maglio P., Kieliszewski C., Spohrer J., Lyons K., Patrício L., Sawatani Y. (eds)
Handbook of Service Science, Volume II. Service Science: Research and Innovations in the Service Economy. Springer, Cham.
https://doi.org/10.1007/978-3-319-98512-1_24
Lyons, Kelly, and Stephen Tracy. "Characterizing organizations as service systems." Human Factors and Ergonomics in Manufacturing & Service
Industries 23, no. 1 (2013): 19-27.

• the Service Science Canvas incorporates elements and principles common to all service
systems
• it is a convenient tool for identifying components of a service system
• Pavlov O.V., Hoy F. (2019) Toward the Service Science of Education. In: Maglio P., Kieliszewski C., Spohrer J., Lyons K.,
Patrício L., Sawatani Y. (eds) Handbook of Service Science, Volume II. Service Science: Research and Innovations in the
Service Economy. Springer, Cham. https://doi.org/10.1007/978-3-319-98512-1_24
• an organization can be characterized as service systems

• Lyons, Kelly, and Stephen Tracy. "Characterizing organizations as service systems." Human Factors and Ergonomics in
Manufacturing & Service Industries 23, no. 1 (2013): 19-27.
• Let’s remember that:

• Service systems are value co-creation configurations of people, technology, internal and external service
systems connected by value propositions and shared information (such as language, laws, measures,
models)
• in Service Science, dynamic networks of resources that produce and deliver value to stakeholders are
called service systems (Spohrer et. al. 2007)
• e.g. of service systems include academic libraries (Lyons and Tracy, 2013) and the Bay Area Rapid
Transit (BART) system in San Francisco (Glushko, 2013)

• Service Science
• aims to understand service production (Spohrer et. al. 2007)
• it emphasizes co-creation of value by all stakeholders
• in the Service Science view, all service systems can be described based on 10 foundational concepts
• the Service Science canvas is a generic service science template that can be used to describe
any service system
• e.g. according to Service Science, education is a service delivered by universities, which are
complex service systems


• [… The library is situated within one faculty in the university and

connects to the larger university library system. Organizationally,
it exists within the faculty’s Information Services (IS) department,
which provides IT services in addition to library services. We define
Sisteme de servicii – un the service system boundary to include services of the library but
studiu de caz not those of IT portion of the IS department …]


• case study: an academic program as a service system (Pavlov & Hoy,
2019)
Sisteme de servicii – un
studiu de caz • [… adapt the generic Service Science Canvas for entrepreneurship education
by conceptualizing an academic program as a service system…]


Service Science
canvas -
Resurse
• Resources
• anything that can be used in
service production is a
resource.
• Examples include people,
technology, information, and
organizations
• Financial resources can be
converted into real resources
- a building can be leased,
and additional staff can be
hired

Concepte de bază - Resurse
• resources are anything with a name that is useful (Barile & Polese, 2010)
• resources are either tangible or intangible “functions of human ingenuity and appraisal” (Vargo & Lusch, 2004)
• operant resources (those that produce effects) are often the core competences or processes of an organization (Vargo &
Lusch, 2006)
• skills and knowledge
• four types of key resources all of which are part of core competences and organization processes: people, technology,
organizations, and shared information (Maglio & Spohrer, 2008)
• three types of shared information: language; laws, and measures (Spohrer, Maglio, Bailey, & Gruhl, 2007)
• resources can be classified as one of four types: physical with rights, not physical with rights, not physical with no rights, and
physical with no rights (Spohrer, Anderson, et al., 2008)

Sisteme de
servicii – un
studiu de caz
• case study: academic library as a
service system (Lyons & Tracy,
2013)
• Resources

Sisteme de
servicii – un
studiu de caz
• case study: educație
antreprenorială (Pavlov & Hoy,
2019)
• Resources

Service Science
canvas - drepturi
de acces
• Access rights control resource availability and use
• Service science differentiates between several
fundamental access rights: owned, shared, leased
and privileged
• We can own outright private property
(putem deține proprietăți private)
• An example of a leased resource is a rental
car.
• Common resources such as air and roads
are governed by shared access rights.
• Knowledge has privileged access rights.
• While describing a library as a service
system, Lyons and Tracy (2013) suggest the
fifth category of access rights - open access.

Concepte de bază – drepturi de acces
• Access rights refer to the “social norms and legal regulations that determine access and use of resources” (Barile &
Polese, 2010)
• four types of access rights that a resource or group of resources may have:
• owned outright
• leased or contracted
• shared access
• privileged access
• people are physical resources with legal rights

• organizations (such as businesses) are conceptual resources with legal rights
• shared information is a conceptual resource treated as property
• technology is a physical resource that is treated as property

Sisteme de
servicii – un
studiu de caz
2013)
• Drepturi de acces

Sisteme de
servicii – un
studiu de caz
2019)
• Drepturi de acces

Service Science
canvas - entități
• Entities
• Resources can be combined
into configurations called
entities, which are capable of
value creation
• Entities can be formal or
informal, they can emerge
and disappear over time

Concepte de bază - entities
• Entities are resource integrators that enable exchange for the purpose of value co-creation within or between
service systems (Barile & Polese, 2010)
• service system are entities that interact in intentional value co-creation interactions
• examples: business, customer, and government entities (Gummesson & Polese, 2009)
• five types of entities, unique role and contribution to service outcomes (Katzan, 2009):
• Service principal: the legally recognized holder or owner of the service system as a whole
• Service producer: is responsible for back-end production of the service offering (e.g., infrastructure,
availability)
• Service provider: is responsible for the application of resources for the benefit of a service customer
• Service client (customer): the beneficiary
• Service object: “may be the direct recipient of the result of the service processes”

Sisteme de
servicii – un
studiu de caz
2013)
• Entities

Sisteme de
servicii – un
studiu de caz
2019)
• Entities

Service Science
canvas -
stakeholders
• Parties affected by service production and
delivery are called stakeholders.
• Based on stakeholders’ roles, service science
specifies four fundamental stakeholder types:
customers, providers, authority and
competitors.
• Customers receive the service. Service
systems receive resources from
providers.
• Providers also produce the service.
• Rules and laws are enforced by
authorities.
• Competitors are alternative producers of
services; they drive innovation.

Concepte de bază - stakeholders
• a service system entity can maintain multiple stakeholder perspectives (stakeholder concept is seen as a
perspective rather than an entity)
• e.g. shareowners, employees, customers, suppliers, lenders, and society
• they are redefined as social and economic Actors that interact to integrate resources

Sisteme de
servicii – un
studiu de caz
service system (Lyons & Tracy, 2013)
• Stakeholders

Sisteme de
servicii – un
studiu de caz
• case study: educație antreprenorială
(Pavlov & Hoy, 2019)
• Stakeholders

Service Science
canvas – co-creare
de valoare
• Value co-creation
• in service systems, value is
created through collective
activities of stakeholders,
which builds up confidence
and trust in the service system.
• The value co-creation principle
sustains service excellence in
the long term by giving a sense
of direction to all activities,
which is crucial for the
extended successful operation.

Concepte de bază– interactiuni pentru co-creare de valoare
• two types of interactions (Barile & Polese, 2010):

• value co-creation interactions: involve a set of processes, either formal or informal, that define the
nature of the exchange and establish the prerequisites for value cocreation
• prerequisites are established by the provider and communicated through a value proposition; the parties
exchange something characterized as applied specialized resources (skills and knowledge)
• governance interactions: refer to the system interactions that take place as a means to ensure the
system is efficient and viable
• involve entities, generally authoritative, that exist either within or outside of the service system
• exist to ensure compliance to internal or external
• policies or regulations, to continuously seek opportunities
• for growth and innovation, or to serve as a
• dispute resolution

Sisteme de
servicii – un
studiu de caz
2013)
• Value co-creation interactions

Sisteme de
servicii – un
studiu de caz
2019)
• Value co-creation interactions

Service Science
canvas – rețea
de interacțiune
• Networks refer to patterns of interactions
between service systems, entities and
stakeholders
• examples of interactions over networks
are communications between the
authority entity and other entities and
the exchange of skills and knowledge
between stakeholders
• Networks may include nested entities,
such as divisions and departments in
organizations, and counties and cities in
states

Sisteme de
servicii – un
studiu de caz
2019)
• rețea de interacțiune

Service Science
canvas –
ecologie
• A service ecology is a network of
service systems and service entities
• Ecologies vary in size, access rights,
network patterns, governing
arrangements and the types of service
systems and entities that they include
• A service ecology may consist of the
intermixed populations of diverse types
of service system entities interacting in
complex networks, including some
entities nested within others as well as
entities that fill roles in multiple service
systems simultaneously (see, for
example, Fig. 24.2 in Spohrer et al.
2012).

Service Science canvas – ecology
• Obs: Ecology – some definitions

• Ecology is the study of the relationships between organisms and their environment;
• Ecology deals with the organism and its environment.
• The concept of environment includes both other organisms and physical surroundings.
• It involves relationships between individuals within a population and between individuals of different
populations.
• These interactions between individuals, between populations, and between organisms and their
environment form ecological systems, or ecosystems.
• Ecology has been defined variously as “the study of the interrelationships of organisms with their
environment and each other,” as “the economy of nature,” and as “the biology of ecosystems.”

Service Science canvas – ecology
• Obs: Ecology – some definitions

• ENVIRONMENT
• the relationship between living things and their environment – ecologie de mediu
• WORKPLACE, COMMERCE
• the relationship between the people working within a company or the relationship between different
companies working together:
• E.g. Business ecology (ecologie de business) deals with the relationships between stakeholders, corporate
decision makers, and their environments.
• the set of relationships existing between organisms and their environment: desert ecologies.
• the set of relationships existing between any complex system and its surroundings or environment

Service Science
canvas – ecologie
de servicii
• Ecologie de servicii

Basic concepts - ecology
• Ecology is more characteristic of a group of service systems (Spohrer, Anderson, et al. 2008)
• service-system ecology is the population of all types of service system entities (entități de tip sistem de servicii) that
interact over time to create outcomes (Spohrer & Maglio, 2010)
• exemple entități de tip sistem de servicii: individuals (people), collectives (organizations), …

Sisteme de
servicii – un
studiu de caz
2013)
• Ecologie

Sisteme de
servicii – un
studiu de caz
2019)
• Ecologie

Service Science
canvas -
outcomes
• Among the many outcomes of service
systems, the main is the value produced
for customers
• While this is the intended and desired
outcome, systems also generate
unintended outcomes such as pollution
or property disputes.
• Depending on the industry and
particular cases, additional outcomes
may include contracts between
organizations, earned revenue,
depleted fish populations, a culture
change within a university and so on.

Concepte de bază - outcomes
• service is accomplished through the interaction of entities that seek value cocreation
outcomes
• ISPAR model with 10 possible outcomes (in cursul urmator)

Sisteme de
servicii – un
studiu de caz
2013)
• Outcomes

Sisteme de
servicii – un
studiu de caz
2019)
• Outcomes

Service Science
canvas - măsuri
• Stakeholders evaluate the performance of service
systems against benchmarks that are important to
them. To do so, they rely on measures of hard and
soft variables.
• A number of widgets produced or a number
of students who graduated with a certain
major would be examples of easily
quantifiable outcomes.
• Satisfaction surveys and other proxies could be
used to capture values of soft variables.
• Service science identifies four important measures:
• productivity, compliance, quality and the
level of innovation

Concepte de bază
- măsuri
• Measures represent a type of shared information that is
exchanged for the purpose of value co-creation, or they
can be viewed as part of a governance mechanism
• four primary types of measures (Spohrer, Anderson, et al.

2008):
• Quality: relates to Customer dominant stakeholder
perspective
• Productivity: relates to Provider dominant
stakeholder perspective
• Compliance: relates to Authority dominant
stakeholder perspective
• Sustainable innovation: relates to Competitor
dominant stakeholder perspective

Sisteme de
servicii – un
studiu de caz
2019)
• masuri

Service Science
canvas -
guvernanță
• Governance mechanisms, that range
from informal social norms to formal
contracts, laws, and regulations, direct
service systems towards certain
objectives
• Rules and laws reduce ambiguity and
ensure efficiency of service systems as
well as their viability
• Governing is carried out by authority
stakeholders who measure
performance and communicate
directives to providers.

Sisteme de
servicii – un
studiu de caz
2019)
• guvernanță

Service Science
Canvas – un
instrument
metodologic generic
• poate fi aplicat in diverse cazuri, Smart Cities
in diverse vertical de sectoare de
servicii
• am evidențiat trei exemple:
educație, banking, si turism
• aplicabil si pentru “Smart
City” – servicii de tip Smart
City
• acest instrument poate fi utilizat si
pentru a analiza cazuri specific pe
fiecare verticala

Tema
• Identificati aceste elemente in studiul de caz transport si mobilitate

Bibliografie sisteme de servicii si Service Science canvas
• Pavlov O.V., Hoy F. (2019) Toward the Service Science of Education. In: Maglio P., Kieliszewski C., Spohrer J., Lyons K., Patrício L.,
Sawatani Y. (eds) Handbook of Service Science, Volume II. Service Science: Research and Innovations in the Service Economy.
Springer, Cham. https://doi.org/10.1007/978-3-319-98512-1_24
• Weaver S., Pavlov O. (2019) Using the Service Science Canvas to Understand Institutional Change in a Public School System. In: Yang
H., Qiu R. (eds) Advances in Service Science. INFORMS-CSS 2018. Springer Proceedings in Business and Economics. Springer, Cham.
https://doi.org/10.1007/978-3-030-04726-9_10
• Lyons, Kelly, and Stephen Tracy. "Characterizing organizations as service systems." Human Factors and Ergonomics in Manufacturing
& Service Industries 23, no. 1 (2013): 19-27
• http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.700.230&rep=rep1&type=pdf
• Spohrer, J., Maglio, P.P., Bailey, J., & Gruhl, D. (2007). Steps toward a science of service systems. Computer, 40(1), 71–77.
• Nota: in acest curs s-au folosit infographics, https://slidesgo.com/

Master Program

Sem. I 2021-2022
Monica Drăgoicea

Curs 10

• “the service system is the basic abstraction of service
science”
• Maglio, P.P., Vargo, S.L., Caswell, N. and Spohrer, J.,

2009. The service system is the basic abstraction of
service science. Information Systems and e-business
In ce termeni Management, 7(4), pp.395-406.
înțelegem ce este un
• Spohrer, J., Vargo, S.L., Caswell, N. and Maglio, P.P.,
sistem de servicii? 2008, January. The service system is the basic
abstraction of service science. In Proceedings of the
41st Annual Hawaii International Conference on
System Sciences (HICSS 2008) (pp. 104-104). IEEE.

• Observație: ne interesează transferul si partajarea
resurselor in interiorul si intre sistemele de servicii –
acestă este de fapt scopul Științei Serviciului
• Categorii de resurse:
Cum descriem un • (1) resurse cu drepturi,
sistem de servicii?
• (2) resurse ca proprietate,
• (3) entități fizice,
• (4) entități construite pe baze sociale

Interacțiuni între sistemele de servicii

Interacțiuni intre
sistemele de servicii
• de-a lungul existentei sale, un sistem de servicii trece printr-o
succesiune de episoade de interacțiune (interaction episodes) cu alte
sisteme de servicii
• (def.) An interaction episode is a series of activities jointly
undertaken by two service systems.
• (def.) Interacțiunile de serviciu (service interactions) sunt
interacțiunile de co-creare de valoare intre sistemele de servicii
• OBSERVATIE: nu toate interacțiunile care apar intre sistemele de

servicii sunt service interactions
• Modelul ISPAR (Interact-Serve-Propose-Agree-Realize)

• este un model care explica in mod general acest model de
interactiune (episoadele de interactiune)
Paul P. Maglio, Stephen L. Vargo, Nathan Caswell, Jim Spohrer, “The service system is the
basic abstraction of service science”, Inf Syst E-Bus Manage (2009) 7:395–406, DOI 10.1007/s10257-008-
0105-1

Interacțiuni intre sistemele de servicii
• Fiecare sistem de servicii poate fi implicat in 3 activități principale care compun o interacțiune de serviciu:
• (1) Proposal: proposing a value-cocreation interaction to another service system
• (2) Agreement: agreeing to a proposal
• (3) Realization: realizing the proposal
• E.g. A proposal might be for a single well-defined value-cocreation interaction (e.g., notarizing a document), or for
an ongoing series of interactions not completely defined (e.g., signing an employment agreement).
• E.g. Agreements can either be formal, codified in an explicit or tacit legal contract (e.g., corporate onboarding), or
informal (e.g., nodding to the next person in line to have a document notarized), in which case dispute resolution
may become an open issue to be negotiated.
• Special types of proposals:

• (1) to co-create a new instance of a service system, or
• (2) to co-create a new type of service system (e.g., opening a new business, or establishing a new hybrid public -
private agency that establishes a barter currency to promote volunteerism in the community)

• Fiecare sistem de servicii poate fi implicat in 3 activitati principale care compun o interactiune de serviciu:
• (1) Proposal: proposing a value-cocreation interaction to another service system
• (2) Agreement: agreeing to a proposal
• (3) Realization: realizing the proposal
• Proposals can either be agreed-to or rejected

• Agreed-to proposals either can be successfully realized to the mutual satisfaction of both service systems, or can
fail to realize the hoped-for potential, as expected and determined by one or both service systems

• este un model care explica in mod general service systems interaction episodes
• interactions can be service interactions (interactions that aim to co-create value) or non-service interactions
• For an interaction to be a service interaction, a proposal must be made by one party to another, agreement must
be reached between the parties, and value must be realized by both
• If value is not realized, there may be a dispute, which in turn may or may not be resolved to the satisfaction of
both parties
• If an interaction is not a service interaction, it may be welcome or unwelcome, and some unwelcome interactions
may be illegal interactions


• este un model care explica in mod general service systems interaction episodes
• is a normative model that aims to cover the space of possible interactions between systems with a total of ten
different outcomes
• defines ten possible outcomes of service interaction, which can be regarded as final states of a decision process

Service
interaction
outcomes:
modelul ISPAR

Exemplu: aplicarea
modelului ISPAR
• IT outsourcing as an example of service interaction (S)

• Suppose an IT service provider proposes to take over the web hosting for a retailer doing business on the web so the retailer
can focus on its core business - selling its goods - rather than on running its systems.
• The value proposition might be that the provider can use its expertise to deliver IT services more effectively and more
cheaply than the retailer can itself. In large outsourcing deals, the proposal process is very formal and results from months
of work by teams on both the provider and client sides (P).
• There may be cases in which the proposal does not effectively communicate the value proposition to the client, as when the
provider does not use the business language of the client (-P).
• In any event, given a proposal, provider and retailer must come to an agreement about what IT systems are to be to run,
what kinds of performance are to be measured, and what price is to be paid (A).
• The parties may not reach an agreement (outcome -A) in every case, for instance if the client does not want to pay the price
set by the provider, or the provider cannot agree to the performance metrics required by the client.

Exemplu: aplicarea
modelului ISPAR
• Over time, the retailer may realize the proposed value (systems running effectively as agreed, R), or it may not realize the value
(systems not running as agreed, -R).
• The goal of course is to realize value on all sides, a win-win outcome. If the value is not realized, the retailer may bring the problems
to the provider’s attention (D), and work together with the provider to resolve the problems.
• In the end, any problems may (K) or may not (-K) be resolved satisfactorily for both parties, and for any additional stakeholders (such
as suppliers or governments).
• Disputes may arise from the provider side as well. The IT service provider might not be able to deliver on the agreed-to services at the
agreed-to price if the retailer underestimated the number of servers or other aspects of the size of the job.
• In this case, the provider may bring the problems to the attention of the client (D), and they can work together to solve them (e.g.,
renegotiate the contract taking a more realistic size into account, K).
• If a private resolution cannot be found, a law suit, and external governance mechanisms may be invoked to resolve the dispute.

Exemplu: aplicarea
modelului ISPAR
• Now, consider non-service interactions in which two service systems do not co-create value effectively. All kinds of casual interactions
between people or between organizations are non-service interactions, including informal conversations or inquiries. Often, these are
welcome interactions (W), as when one walks into a store to ask about the price of an item displayed in the window—the both the
customer and store owner welcome the opportunity to discuss the item, as it may lead to future business.
• Even if this is not a win–win interaction, it is at least neutral, and may set up potential for the future. Sometimes interactions between
systems are not welcome (-W), as when one firm attempts a hostile takeover of another. In this case, the target firm might not welcome the
interaction if the bidder is offering too little or has intentions to change the mission or composition of the target firm.
• At least one of the parties sees itself losing as the result of the interaction. Some unwelcome interactions may actually be criminal
interactions (C) in which one of the parties stands to lose substantially because the other does not play by commonly accepted rules of
behavior (such as laws).
• For example, the company attempting a hostile takeover may have illegally learned secret financial information about the target firm that
it can then use to its advantage in negotiations (-J). If the target firm of the governing authority discovers this illegal activity, it can take the
firm to court to see justice done (J).

Master Program

Sem. I 2021-2022
Monica Drăgoicea

Curs 11

Cum putem descrie un sistem de servicii?

Exemple
• în continuare vom discuta câteva exemple de:

• sisteme de servicii
• Bay Area Rapid Transit (BART) service system
• the “Bookland” service system
• smart service systems
• Caracteristici
• e.g. smart transportation and mobility as a service

• cum putem înțelege mai bine un sistem de servicii? cum putem descrie diversele aspecte ale unui sistem de servicii?
• pot fi utilizate diverse cadre / reprezentări normative (normative frameworks), care sunt caracteristice unor discipline
diverse, de exemplu:
• normativ înseamnă că ar trebui să folosim niște construcții/elemente specifice pentru a descrie unele aspecte ale
unui sistem de servicii, tipul de informații necesare în acea construcție și notațiile/reprezentările convenționale
care trebuie utilizate pentru descrierea sistemului
• diferitele cadre diferă în domeniul lor (organizațional) – adică sunt dezvoltate din diferite puncte de vedere
• uneori poate fi nevoie să folosim mai multe cadre pentru același sistem de servicii, pentru a descrie unele
aspecte/perspective diferite
• de exemplu. uneori dorim să reprezentăm interacțiunile dintre actori (furnizori de servicii și clienți de servicii,
de-a lungul timpului), uneori dorim să subliniem fluxul/schimbul sau resursele sau informațiile ca mecanism de
creare a valorii
• OBS: în proiectarea sistemelor de servicii, punctul de plecare este întotdeauna valoarea și modul în care
valoarea poate fi co-creată
• e.g. unele cadre captează proprietățile statice ale sistemului de servicii, distingând componentele vizibile și
invizibile (e.g. front stage vs. back-stage) – ca in service blueprint
• nu în ultimul rând trebuie menționată utilizarea fundamentelor din Știința Serviciului – prin aplicarea Service
Science canvas, în care exemplificam cele 10 principii / elemente

• uneori este util să descriem sistemele de servicii într-o perspectivă/punct de vedere „naturală” („subiectiv”, „insider”,
„participant”)
• e.g. auziți pentru prima dată definiția unui sistem de servicii, ca fiind o „configurație de co-creare a valoare de
oameni, tehnologie, propuneri de valoare și informații partajate”
• cum ați instanția acești termeni cu propria experiență, pentru a descrie un sistem de servicii?
• este clar că nu toți participanții la un sistem de servicii l-ar descrie în același mod

• cadre / framework-uri normative care pot fi utilizate pentru a descrie un sistem de servicii
• framework-uri fizice sau topologice
• framework-uri experiențiale
• framework-uri funcționale sau bazate pe proces
• framework-uri bazate pe lanțuri de valoare
• framework-uri data-driven, bazate pe simulare
• Service Science canvas & cele 10 principii fundamentale
• aceste framework-uri descriptive normative sunt predate pe scară largă la cursurile universitare de management și
strategie de afaceri, cercetări operaționale, inginerie industrială, informatică, și proiectarea sistemelor
informaționale

Framework-uri fizice sau topologice
• descriu mediul fizic al sistemului de servicii, inclusiv descrierea regiunilor sau locațiilor în care au loc service
encounters
• e.g. „Servicescape”, definit ca descrierea contextului fizic creat de om, în care sunt livrate serviciile
• sunt utilizate pe scară largă pentru a descrie sistemele de servicii din business, spitale, muzee, aeroporturi și alte
locuri unde clientul serviciului trece printr-un mediu fizic atent proiectat
• in general, aceste framework-uri sunt proiectate din perspectiva furnizorului de servicii, explică cum sunt modelate
experiențele utilizatorilor prin organizarea spațială specifica a locațiilor unde se livrează serviciul, precum si a
constrângerilor care susțin aceasta mișcare
• de exemplu, aranjarea cozilor de așteptare în bănci, supermarketuri și oficii poștale sau utilizarea sistemelor de
tip „take a number” – toate acestea influențează in mod important service encounters
• de asemenea, a fost folosite pentru a descrie lumi virtuale sau medii online similare care transmit o experiență
asemănătoare aceleia din spațiul fizic sau care sunt concepute pentru a completa mediile fizice

Framework-uri experiențiale
• sunt similare cu celor fizice / topologice, pentru că și ele descriu mediul în care au loc service encounters
• pentru a descrie secvența tipica de service encounters, folosesc metafore de genul “service journey”, “customer
corridor”, “experience cycle”
• scot in evidentă clientul serviciului sau perspectiva consumatorului asupra sistemului de servicii, evidențiind „front
stage”-ul și punctele specifice de interacțiune ale acestuia cu furnizorii de servicii
• înseamnă că serviciile din „back stage” sunt invizibile pentru clientul serviciului, de aceea ele trec in planul doi
de interes sau chiar omise din descriere, chiar dacă pot să fie contribuitori esențiali la experiența serviciului
• E.g. service blueprint – care reprezintă o descriere hibridă, care scoate in evidenta punctele specifice de
interacțiune între clienții serviciilor și furnizorii de servicii
• in plus, descriu si „linia de vizibilitate” care separă partea din serviciu cu care clientul interacționează in
mod direct de părțile din serviciu / servicii care creează valoare în mod invizibil (cele din back-stage, care
sunt vizibile doar furnizorului de servicii)
• E.g. stakeholders map (in continuare in curs)

Framework-uri funcționale sau bazate pe proces
• descriu sistemul de servicii din punct de vedere al funcțiilor sau componentelor organizatorice
• uneori, funcțiile sunt orientate spre obiective și sunt descrise în funcție de ceea ce sistemul de servicii trebuie
să obțină, fără nicio sugestie despre cum s-ar putea obține acest rezultat dorit; aceste descrieri de nivel înalt
sunt uneori numite business architectures sau business motivation models
• unele pot fi mai abstracte, mai generale
• E.g. compară sistemele de servicii din diferite domenii (de exemplu, asistența medicală și producția de avioane)
în termenii numărului relativ de firme prestatoare de servicii, gradul în care colaborează în furnizarea de
servicii, precum și alte proprietăți structurale ale sistemului de servicii
• in alte cazuri, un model de referință high-level, goal-oriented, este îmbunătățit cu modele de proces mai detaliate,
care specifica in mod normal intrările și ieșirile exacte pentru o funcție
• analiștii de afaceri compară adesea descrierea unui sistem de servicii existent cu un model de referință la
niveluri scăzute de abstractizare, pentru a identifica care funcții sau procese ar putea fi îmbunătățite.
• există multe metode de modelare a proceselor și notații care sunt aplicabile sistemelor de servicii, în special:
• diagramele de activități (activity diagrams) și diagramele de secvențe (sequence diagrams) din UML
• limbajul si notația de modelare a proceselor de afaceri BPMN, propus de către Object Management Group

Framework-uri bazate pe lanțuri de valoare
• descriu modul în care este creată valoarea într-un sistem de servicii, ca urmare a unei secvențe standard de activități
dependente cauzal sau logic
• valorii care se desfășoară / creste / evoluează în timp, astfel încât acest mod de descriere normative are
asemănări cu cea experiențială, dar elementul distinctiv este acela ca explica modul în care fiecare activitate
crește valoarea totală în un mod cauzal, plauzibil
• sunt cel mai adesea aplicate în sistemele de produse-servicii (product-service systems) unde tangibilitatea
componentelor produsului și ciclurile standard de viață ale acestora facilitează identificarea atât a etapelor de
adăugare de valoare în procesul de fabricație, precum si a oportunitățile de adăugare / creare de servicii care
adaugă valoare, cum ar fi finanțarea, instalare, întreținere, instruire și reciclare, servicii care pot fi oferite pentru mai
multe tipuri de produse
• vezi discuția despre valoare, co-creare de valoare, propuneri de valoare din Service-Dominat Logic, cu care am
început cursul

Framework-uri data-driven, bazate pe simulare
• descriu aranjamentul sau circulația informațiilor, a persoanelor sau a altor resurse dintr-un sistem de servicii
• pentru proiectarea sistemelor de servicii, folosesc modele specifice din domeniul cercetărilor operaționale
(operations research) si inginerie industriala (industrial engineering): queuing, scheduling, and multiobjective
optimization models
• deoarece utilizează formulări precise, care pot fi calculate (computable) despre parametri și variabile, pot face
predicții pentru a sprijini diverse decizii de proiectare, e.g. locația sau amenajarea facilităților de serviciu,
servicescapes, capacity planning, planificarea resurselor umane si fizice, materiale, planificarea stocurilor,
stabilirea prețurilor și managementul randamentului(yield management, o strategie de prețuri variabile pentru
maximizarea profitului)

• normativ vs. natural
• punctul de vedere “normativ” (echivalent cu “objective,” “outsider, “observer,” sau “etic”) utilizează categoriile si
descrierile caracteristice aplicate unui domeniu
• punctul de vedere “natural” (echivalent cu “subjective,” “insider, “participant,” sau “emic”) presupune ca
oamenii își impun propria perspectiva / folosesc elemente de descriere din perspectiva proprie, care poate sa
semene sau nu cu cea normativa
OBS: În antropologie, folcloristică și științele sociale și comportamentale, emic și etic se referă la două tipuri de
cercetări de teren efectuate și puncte de vedere obținute[1]: emic, din cadrul grupului social (din perspectiva
subiectului) și etic, din exterior (din perspectiva observatorului).

Stakeholder Maps

Metode de proiectare a conceptului unui serviciu
• metode de proiectare care pot fi utilizate în faza de explorare a procesului de proiectare a serviciului
• aceste metode demonstrează cum să observăm și să interpretăm mai bine nevoile oamenilor, să vizualizam și să
exprimam ceea ce alții nu pot vedea și să observam serviciile din perspectiva experienței create de acestea
pentru service customer
• stakeholder map
• conceptul persona
• hărțile “customer journey”
• service blueprinting

Stakeholder Map
• este o metodă de design care se utilizează in etapa de explorare a unui service design process
• oferă o imagine de ansamblu asupra celor mai importante grupuri de luat în considerare în proiectul serviciului
• aceste grupuri sunt denumite generic stakeholders (părți interesate)
• definiții:
• Stakeholder. “A stakeholder [. . . ] is [. . . ] any group or individual who can affect or is affected by the
achievement of the firm’s objectives”
• Stakeholder Map. A stakeholder map for a service design project is a visual representation of groups or
individuals who either affect or are affected by an organization’s objectives naming the stakeholders and
showing essential relations between them

Stakeholder Map
• sunt 2 pași:
• identificarea stakeholder-ilor
• interesează doar cei relevanți, daca e nevoie se grupează, si apoi se poziționează pe harta
• primary stakeholder = those groups without whose participation an organization cannot survive:
• e.g. customer, suppliers, and investors
• secondary stakeholders = those groups who have mutual influence with the organization but are neither critical
for the survival of the organization nor do they engage in transactions with it:
• e,.g. experts, skeptics, extreme users, misusers, early adopters, etc.
• desenarea relațiilor
• relations = mutual stakes
• visualize relations between the various parties (stakeholders)
• represent all types of stakes between stakeholders as arrows in the map and simply label arrows in natural
language rather than category names
• relațiile intre stakeholders se definesc in funcție de perspectiva, de exemplu:
• owning equity, economic impact, and political influence

Stakeholder Map
• Exemplu: Accomodation Service
• Exemplu Accomodation Services.pdf
• Stakeholder maps.pdf

Stakeholder Maps
• Exemplu stakeholder map: Accomodation Service
From: Chapter 4, Service Design, N. Feldmann, J. Cardoso, In: Fundamentals of Service Systems, Springer, 2015

Exemplu: Sistemul de servicii BART (Bay Area Rapid Transit)
- acest exemplu este prezentat in: Glushko, Robert J. "Describing service systems." Human Factors and Ergonomics in
Manufacturing & Service Industries 23, no. 1 (2013): 11-18.

Sistemul de servicii BART (Bay Area Rapid Transit)
• Bay Area Rapid Transit (BART) system

• BART trains interconnect the San Francisco peninsula with the East Bay, and many Berkeley students frequently
take BART trains between Berkeley and San Francisco instead of driving across the notoriously congested Bay
Bridge.
• Assignment:
• to describe BART as a service system from the perspective of people who ride BART trains
• to identify at least 10 services and describe their function or value in the service system, to organize or
categorize the services, and to depict the service system using one or more diagrams that represented the
relationships among the services

• Bay Area Rapid Transit (BART) system
• 2.2. Results: Identifying Services

• 2.3. Results: Scoping the Service System
• 2.4. Results: Classifying Services
• 2.5. Results: Diagramming or Depicting the Service System

• Bay Area Rapid Transit

(BART) system:
• 2.5. Results:
Diagramming or
Depicting the Service
System

Exemplu: the “Bookland” service system
- acest exemplu este prezentat in: Glushko, Robert J. "Seven contexts for service system design." In Handbook of service
science, pp. 219-249. Springer, Boston, MA, 2010.

Sistemul de servicii “Bookland”
• Design case study: “Smart Multi-Channel Bookstore” service system
• The design should better integrate the online and offline customer experiences, that uses RFID technology to
enhance operational and customer services, and that incorporates the requirements of a broader range of
stakeholders beyond the bookstore customer
• The design must explicitly provide services that target both frontline and backstage bookstore employees and
the bookstore manager.
• this is a case study in information-intensive services design

• Design case study: “Smart Multi-Channel Bookstore” service system
• OBS (def.):
• “A smart service system is a service system that controls things based on the resources for connected network,
sensing, context-aware computing, and wireless communications”.
• Lim C, Maglio PP (2018) Data-driven Understanding of Smart Service Systems

through Text Mining. Service Science 10(2): 154–180.
• Smart service systems are service systems in which value co-creation between customers, providers, and other
stakeholders are automated or facilitated based on a connected network, data collection (sensing), context-
aware computation, and wireless communications.
• Lim, Chiehyeon, and Paul P. Maglio. "Clarifying the Concept of Smart Service System."
In Handbook of Service Science, Volume II, pp. 349-376. Springer, Cham, 2019.

Sistemul de servicii “Bookland”– fluxul de informatie

• Service blueprint
• să ne amintim:
• [… Service blueprints are a hybrid description type that emphasize the specific points of interaction
between service customers and service providers. …]
• Bitner, Mary Jo, Amy L. Ostrom, and Felicia N. Morgan. "Service blueprinting: a
practical technique for service innovation." California management review 50, no. 3
(2008): 66-94.
• [… service blueprints also depict the “line of visibility” that separates customer facing services from those
that invisibly create value through those services and apply an analogous distinction to subclassify the
services that are visible and invisible to employees of the service provider. …]

Sistemul de servicii “Bookland”ookland” service system
Physical Evidence
• acesta este un service Welcome
Member
blueprint care descrie Kiosk Screen /
Member profile profile / Book Directions
Books Books / Receipt
experienta clientului in screen Search / Map, Coupon
members card
librarie (in-store Interface
experience):
• este un customer-centric Customer Customer
Customer Custome walks
User Actions
Customer Customer prints book discards one
Service Blueprint pentru Customer swipes
considers searches for location map
to book
book and
sistemul de servicii approaches members card, locations and
bookstore logs in to kiosk suggestions book and coupon purchases the
“Bookland” retrieve books
kiosk discounts rest
Members
Front Stage
Book location
Welcome profile scren, Kiosk search Checkout and
and tailored
screen Suggestions, interface registers
promotions
Promotions
Kiosk returns
Kiosk returns
Back Stage
Kiosk book location, System logs

Kiosk software user profile,
software bundled customers
queries suggestions,
queries promotional purchases
promotions
discounts
Support
Customer Marketing Inventory DB Customer DB /

database database / Location DB Inventory DB

Physical Evidence
Employee Employee Employee Employee
Map / Book Map / Books
dashboard dashboard dashboard dashboard
• service blueprint
pentru angajat /
vanzator:
Employee Employee sees Employee Employee sees Employee retrieves
User Actions
• acesta este un checks Employee Employee clicks
zombie book retreves book restocking copies from stock and
employee-centric computer action alert
clicks on alert
and replaces it action alert
on alert
replenishes shelf
service blueprint screen
pentru sistemul de
Employee Employee Map with stock room
Front Stage
servicii “Bookland” Alert details Map with current Alert details

dashboard dashboard alert and shelf book
link book location link
alert section section locations
Enterprise
ESB integrates
Service Bus Kiosk returns book's
Employee Kiosk returns RFID data,
Back Stage
(ESB) Employee location in stock room

system zombie book's identifies book
integrates RFID system queries and target shelf
queries current location that needs
data, identifies location
restocking
zombie book
Event Stream
Processing ESP, RFID
Support
(ESP), RFID Location DB Tracking tool, Location DB

Tracking Tool, Inventory DB
Inventory DB
Ce este Știința Serviciului / Service Science?
• Service Science is the study of service and service systems

• Stiinta Serviciului studiaza serviciile si sistemele de servicii
• main keywords (cuvintele cheie):

• Service (service)
• utilization of specific competencies such as knowledge, skills and technologies of one economic entity for
the benefit of another entity
• [… the application of resources for the benefit of another …]
• value co-creation (co-creare de valoare)
• it occurs when a resource is turned into a specific benefit
• service systems (sistem de servicii)
• it is the main value creation entity
• they are the entities that interact to co-create value
• (def.) a new basic abstraction to understand how value is co-created

Știința Serviciului
• so … what is Service Science?

✓ it is defined as a science of service systems
✓ it aims at a scientific understanding of service systems
✓ it aligns the traditional disciplines (marketing, operations, etc.) and economic sectoral research and practice
(service sector, as residual of agriculture and manufacturing) around the concept of service system
✓ its vision is to discover the underlying principles of complex service systems and the value propositions that
interconnect them
✓ it is a distinctive field of study that places the co-creation of value between service provider and customer at its
core
✓ it cannot emerge from any singular discipline but rather from the integration of research across these
disciplines, that is, it should be transdisciplinary

Știința Serviciului
• so … what is Service Science?
✓ it is an integrative discipline of engineering, technological and, social sciences (including business and law) for
the purpose of value co-creation with customers
✓ [… a transdisciplinary approach to study, improve, create, scale, and innovate in service …]
✓ [… the systematic search for principles and approaches that can help understand and improve all kinds of value
co-creation between interacting service systems …] (Maglio, Kieliszewski, Spohrer, 2010)

End of lecture 2021-2022

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Fundamentele Științei Serviciului

- Foundations of Service Science –

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 1

curs on-line, Microsoft Teams

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 2

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 3

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 4

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 5

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 6

• ce înțelegem prin “serviciu”? Cum putem crea “documente de cerințe”

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 7

• cursul se va baza pe analiza unor studii de caz, săptămânal, care vor fi

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 8

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 9

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 10

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 11

• e.g. telefonie mobilă – cum descriem acest “serviciu” ?

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 12

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 13

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 14

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 15

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 16

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 17

• Smart Cities, Frost & Sullivan Value Proposition, https://ww2.frost.com/wp-

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 18

• serviciile pentru Smart City au o anumită structură?

• care sunt competentele si cunoștințele necesare pentru a înțelege complexitatea serviciilor?

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 19

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 20

• elementul cheie care definește toate aceste servicii este

• in consecință putem clasifica serviciile de tip Smart City pe Smart services

• Întrebarea de baza este următoare: cui servesc aceste servicii?

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 21

Walletzky L., Buhnova B., Carrubbo L. (2018) Value-Driven

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 22

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 23

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Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 25

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 26

Sisteme Software Avansate

Fundamentele Științei Serviciului

- Foundations of Service Science –

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 1

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 2

• "what can you make for me?"

• "what can you do for me?"

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 3

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 4

• serviciu: înțelesul este în scopul domeniului afacerilor (business science)

Reference Definition of service Perspective

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 5

A service aims at transforming the reality C owned or

• WHAT – Service Design

• WHEN – Service Management

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 7

• HOW – Service Engineering

• WHY – Service Science

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 8

• cum “gândim” idea unui nou serviciu?

Monica Drăgoicea Fundamentele Stiintei Serviciului, Sem. I, 2021-2022 9

• a successful manufacturing company who has evolved its business model to