Service designer Petri Aaltonen notes that the core of service business is not how valuable the customer is to the company, but what is the value the company brings to the customer. Hence, focus in service design should first and foremost be on the value experience, combining different levels of feeling and meaning. This lead me thinking more of the meaning of word value(s) in business.
Lately, I have been following one of my friends in LinkedIn, noting how he has become a professional in encouraging others. One update and post after another, be it work or free-time related, he is giving positive feedback and appreciation to his co-workers, colleagues, customers and friends. I could say, my friend’s activity and communication is led by the value of encouragement. The leading thought does not seem to be how much his actions bring value to the company he represents, but how much his actions are bringing meaning and value to his network and people he personally encounters – online or offline. He has internalized a value and attitude – or a personal brand – which reaches people on levels of both feeling and reason.
If service and service leadership is about value experience, I would say it is exactly the personal level appreciation and valuing that should be in a bigger role when building up the firm-level value for customers. It would not be primarily about competing for the value the customers brings to the company (cashflow), but the meaningfulness and feeling of working with that particular company that brings value (experience) to the customer. Like Aaltonen notes, service designing in companies must be based on knowing and seeing the customer and their needs; one must go close to the human: “Leaders’ attitude should be that I am here to learn, not leading.”
Because service business is growing its percentage in overall business activities, it is meaningful to take notion of how value experience and services are lead in family businesses. Not least, because values serve as the anchor for family firms, grounding much of its organizational culture, leadership, activities and objectives. Therefore, family firms as the kind of value leaders have the great position to be encouraging and showing their customers and other stakeholders how they reflect on values as assets in their operations e.g. in designing and producing services.