Let’s (not) get (too) physical, physical • 5
While the shift from products to services – often referred to as servitization – is far from new, it remains a powerful framework for manufacturing companies and digital-first startups looking to embrace customer-centric, service-dominant business models. In this blog post, I explore the Inclusion Over Exclusion strategy, one of seven ways to think services instead of products.
5. Inclusion > Exclusion
The Inclusion Over Exclusion strategy is about removing discriminatory, socioeconomic, cultural, linguistic, physical, or financial barriers that prevent underrepresented and historically excluded groups from fully accessing, engaging with, and benefiting from products and brands (adapted from Linares, 2021).
The emphasis shifts from making physical products and built environments more universal or accessible to delivering supplementary services that reduce barriers and foster a sense of belonging throughout the customer journey. (Loosely based on Bau 2006, 2010, 2011, 2015.) The thinking applies broadly to digital experiences as well, albeit with some adjustments to the terminology.
Note: Compared to a product-centric and compliance-based approach to DEI, a genuine service design mindset pays careful attention to how experiences are envisioned, co-created, co-produced, and co-delivered across phases, moments, and touchpoints in the customer journey.
In this discussion, I highlight nine strategies for staging equitable experiences and advancing equitable outcomes.
Power tip: These strategies will help you systemically and systematically uncover opportunities for new or enhanced supplementary services across the entire customer journey, from ‘Learn & Buy’ to ‘Repurpose, Resell, or Recycle.’ For more context, see my blog posts on the Solutions Over Products strategy and the Journeys Over Transactions strategy.
Strategies for staging equitable experiences and advancing equitable outcomes throughout the journey
Ensure welcoming, respectful, and safe experiences for all, regardless of ability, identity, or cultural background. See my blog post Going for gold • 7.
Encourage customization and personalization of services, products, and touchpoints to meet individual needs. See my blog post on the Individualization Over Standardization strategy.
Deliver flexible and adaptive solutions that address individual needs in real-time. See my blog post on the Individualization Over Standardization strategy.
Democratize access to high-value assets and resources. See my blog post on the Access Over Ownership strategy.
Connect people with similar goals, interests, or challenges. See my upcoming blog post.
Give people from diverse backgrounds a voice and agency in shaping services and experiences. See my blog post Going for gold • 7.
Empower and equip employees to champion and drive the implementation of DEI initiatives. See my blog post Going for gold • 7.
Drive accountability by setting clear DEI goals, tracking progress, and ensuring transparent reporting.
Foster a culture of continuous feedback, learning, and adaptation to ensure ongoing relevance with evolving user needs and DEI practices.
Examples: Walmart offers sensory-friendly shopping hours for customers with autism and other sensory sensitivities (2023–present). Sephora provides multicultural and multilingual consultations, where beauty experts provide personalized advice in the customer’s native language and adapt recommendations to local beauty standards and cultural preferences (2015–present). Target invests in diversity and inclusion training to ensure employees are equipped to engage respectively and inclusively with customers of all backgrounds, identities, and abilities (2013–present). Makani Homes offers a platform for Muslim travelers to swap homes or book accommodations that cater to their cultural values and preferences (2024–present). Inclusive Design Research Centre helps organizations make their offerings more universal or inclusive (1993–present).
Benefits
Expands market reach by catering to previously underserved or overlooked segments
Transforms products into holistic solutions that support customers at every phase, moment, and touchpoint of their journey
Reduces customer friction by addressing barriers and pain points throughout the entire journey
Creates potential for new and recurring revenue streams through innovative supplementary services
Increases switching costs and reduces customer churn
Builds strong, lasting relationships that enhance NPS, increase CLV, and drive loyalty
Encourages innovation in value creation, value co-creation, and value facilitation (see my blog post Get the balance right! • 2)
Drives differentiation and builds brand equity
See also
Solutions > Products
Journeys > Transactions
Individualization > Standardization
Members > Audiences
The Connection Over Isolation strategy will be covered in the next blog post.
References
Bau, R. (2006). Design av tjänster och upplevelser [Design for services and experiences]. Part of Executive education in Design Management [unpublished training material]. Berghs School of Communication.
Bau, R. (2010, December). Ten strategy paradoxes in service Innovation and design. Paper presented at ServDes 2010 (Service Design and Innovation Conference), Linköping, Sweden.
Bau, R. (2011, December). Strategy paradoxes in service innovation and design. In: Cai et al. (Eds.), Design Management: Toward a new era of innovation. Proceedings from the 2011 Tsinghua-DMI International Design Management Symposium, Hong Kong, China. IDMA.
Bau, R. (2015). Thinking services instead of products. In: Service Design Boot Camp, Day 1 [unpublished training material]. Veryday.
