While co-design with users has evolved as a promising approach to service innovation, it remains unclear how it can be used in public service contexts. This article addresses this knowledge gap by applying a co-design framework during the ideation stage of six public service design projects. The findings provide insights into (a) recruiting and sensitizing suitable service users, (b) conditions enabling users to co-design ideas, and (c) requirements for implementation of user-driven ideas. The article contributes an approach that shifts public service design away from an expert-driven process towards enabling users as active and equal idea contributors.

Objective: The present study sought to identify both the ingredients for success and the potential impediments to social marketing effectiveness for healthy eating behaviour, focusing on studies conducted over the last 10 years.Design: A comprehensive literature review was undertaken examining seventeen databases to identify studies reporting the use of social marketing to address healthy eating. Thirty-four empirical studies were analysed to examine the effectiveness of social marketing interventions to improve healthy eating behaviour using Andreasen's (2002) social marketing benchmark criteria. Statistical analysis was undertaken to quantitatively evaluate whether effectiveness varied between study categories (subsets).Setting: Healthy eating empirical studies published from 2000 onwards.Subjects: Empirical studies that self-identified as social marketing.Results: Sixteen social marketing studies (subset 1) were identified in the review. These were systematic studies which sought to change behaviour through tailored solutions (e.g. use of marketing tools beyond communication was clearly evident) that delivered value to the target audience. For these sixteen studies, the mean number of criteria identified was five. Six studies met all six criteria. Positive change to healthy eating behaviour was found in fourteen of sixteen studies. The sixteen studies that met the definition of social marketing used significantly more of Andreasen's (2002) criteria and were more effective in achieving behavioural change than the eighteen studies in subset 2.Conclusions: Social marketing is an involved process and it is important that studies identifying as social marketing adopt social marketing benchmark criteria. Social marketing when employed to its full extent offers the potential to change healthy eating.

Purpose – The purpose of this paper is to explore the relationship between corporate social responsibility (CSR) and customer outcomes. Design/methodology/approach – This paper reviews the literature on CSR effects and satisfaction, noting gaps in the literature. Findings – A series of propositions is put forward to guide future research endeavours. Research limitations/implications – By understanding the likely impact on customer satisfaction of CSR initiatives vis-à-vis customer-centric initiatives, the academic research community can assist managers to understand how to best allocate company resources in situations of low customer satisfaction. Such endeavours are managerially relevant and topical. Researchers seeking to test the propositions put forward in this paper would be able to gain links with, and possibly attract funding from, banks to conduct their research. Such endeavours may assist researchers to redefine the stakeholder view by placing customers at the centre of a network of stakeholders. Practical implications – An understanding of how to best allocate company resources to increase the proportion of satisfied customers will allow bank marketers to reduce customer churn and hence increase market share and profits. Originality/value – Researchers have not previously conducted a comparative analysis of the effects of different CSR initiatives on customer satisfaction, nor considered whether more customer-centric initiatives are likely to be more effective in increasing the proportion of satisfied customers.

Customer satisfaction is an important issue for marketing managers, particularly those in services industries. However, it appears that achieving customer satisfaction is often the end goal, as evidenced by the emphasis on customer satisfaction surveys. This paper proposes that this focus is due to the assumption that satisfied customers are loyal customers and thus high levels of satisfaction will lead to increased sales. As a result of this assumption, customer satisfaction is often used as a proxy for loyalty and other outcomes. The authors empirically demonstrate that satisfaction is not the same as attitudinal loyalty and that there are instances where satisfaction does not result in loyalty. A business sample was selected due to the relevance of satisfaction and attitudes in settings of high risk where a high level of decision making is involved. A sample of 267 businesses was surveyed on their satisfaction and attitudinal loyalty levels towards an advertising service. The results indicate that satisfaction and loyalty in a business services setting are different constructs, and that, while the relationship is positive, high levels of satisfaction do not always yield high levels of loyalty.