"performance as experience and performance as value"

"A fundamental characteristic of services is that they create value only when we use them.
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Product-oriented organizations often fail to see the potential of using their customers to make a service more effective.
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The biggest missed opportunity in development is that organizations don’t think about their customers as valuable, productive assets in the delivery of a service, but as anonymous consumers of products.
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One way to understand services better— and what makes them different from products— is to examine what it is that people get from services.
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Core service offerings can be grouped into three primary spheres: care, response, and access.
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Healthcare is the most obvious case of a service focused on care, but many maintenance services also have care as the core value.
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Many services enable people to use something, or a part of something, temporarily.
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Other kinds of access services are those that give access to infrastructure over many years.
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These services are often a fundamental part of people’s lives that are typically noticed only when they are disrupted
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People expect the infrastructure to always be there for them. As individuals, we understand that we all have our own experiences of the specific access we have to this infrastructure -  this is the service layer that enables us to access our bit of the larger whole.
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The third category is services that respond to people’s (often unforeseen) needs. These services are usually a mix of people and things that are able to assist us.
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Sometimes these “response” services are anticipated and people buy the right to them in advance through insurance policies, social welfare, or simply by their choice of brand experience.
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In many respects, response is the default understanding of what service is
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In this sense, response services are fundamentally different from products in that they are not predesigned but created in the moment in reaction to a request...
The point of difference for any specific service is how it is delivered. We think of this as the performance of the service.
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“Performance” is a helpful word, because it means two things: performance as experience and performance as value.
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This “experience” aspect of performance is the delivery of the service to the service user on the “front stage."
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The other meaning of the word “performance," equally useful to service design, is service performance as a measure of value. How well is the service performing? This measure is both outward and inward facing. Outward-facing value measurement asks how well the service is achieving the results promised to the service users
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This value aspect of performance is the “backstage” measure of the service by the business— all the things that happen behind the scenes that help create or run the service experience for customers but that they don’t see."

Trechos retirados de "Service Design" de Andrew Polaine, Lavrans Løvlie, and Ben Reason