Developing New Services: Improving the Process Makes it
Better

Bowers, Michael R.

doi:10.1108/eum0000000002478

Cited by 115 publications

(90 citation statements)

References 1 publication

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This stream is based on the wellknown sequential stage gate model introduced by the management consultancy firm Booz, Allen and Hamilton in the 1960s. According to this model, service innovation processes are generally described as rational and sequential, distinguishing between phases such as idea generation, idea assessment, design, testing and validation, and market launch (see, for example, Bowers 1989;de Brentani, 2001;Papastathopoulou and Hultink 2012;Scheuing and Johnson 1989). In the structured view of the service innovation process, "service is treated as a kind of good (subset of product)" (Vargo and Lusch 2006, p. 47) with embedded value providing both the customers and stakeholders, e.g.…”

Section: The Process Of Service Innovationmentioning

confidence: 99%

Exploring value propositions and service innovation: a service-dominant logic study

Skålén

Gummerus

Koskull

et al. 2014

J. of the Acad. Mark. Sci.

345

365

View full text Add to dashboard Cite

This paper has been peer-reviewed but does not include the final publisher proof-corrections or journal pagination. Citation for the original published paper (version of record):Skålen, P., Gummerus, J., Koskull, C., Magnusson, P. (2015) Exploring value propositions and service innovation: a service-dominant logic study. Journal of the Academy of Marketing ABSTRACTThis paper presents an eight-firm study, conducted from the service-dominant logic perspective, which makes a contribution regarding knowledge of the anatomy of value propositions and service innovation. The paper suggests that value propositions are configurations of several different practices and resources. The paper finds that 10 common practices, organized in three main aggregates, constitute and fulfill value propositions: i.e. provision practices, representational practices, and management and organizational practices.Moreover, the paper suggests that service innovation can be equated with the creation of new value propositions by means of developing existing or creating new practices and/or resources, or by means of integrating practices and resources in new ways. It identifies four types of service innovation (adaptation, resource-based innovation, practice-based innovation, and combinative innovation) and three types of service innovation processes (practice-based, resource-based, and combinative). The key managerial insight provided by the paper is that service innovation must be conducted and value propositions must be evaluated from the perspective of the customers' value creation, the service that the customer experiences.Successful service innovation is not only contingent on having the right resources, established methods and practices for integrating these resources into attractive value propositions are also needed.

show abstract

Section: The Process Of Service Innovationmentioning

confidence: 99%

Exploring value propositions and service innovation: a service-dominant logic study

Skålén

Gummerus

Koskull

et al. 2014

J. of the Acad. Mark. Sci.

345

365

View full text Add to dashboard Cite

show abstract

“…However, researchers have indicated that it would be useful to incorporate the study of product development when dealing with service development (Lovelock 1984). As a result, all of the models of NSD that have been developed are similar (Bowers 1989). These models can be divided into partial, translation, and comprehensive models.…”

Section: A Review Of the Nsd Processesmentioning

confidence: 99%

A SAT View on New Service Development

Lin

Hsieh

2011

Service Science

View full text Add to dashboard Cite

ew service development (NSD) is getting important for companies that wish to gain a competitive advantage on service-driven markets. While research on NSD has grown rapidly over the last decade, many studies have been highly fragmented and concentrated on different innovation issues. Few studies have focused on the stages, activities, and techniques of NSD. In addition, the NSD process is delivered through service value net, and can often be carried out by multiple companies. Therefore, this study aims to provide a SAT (Stage-Activity-Technique) framework for NSD stages, activities, and techniques based on a literature review and trend analysis. This study divides the NSD process into five stages: service identification, service value net formation, service modeling, service implementation, and service commercialization. In addition, the NSD process is more likely to be spiral in form for new services that are examined. The NSD process is also likely to be refined by service providers and customers to incorporate their detailed requirements and integrate service value into future development processes. The SAT model can assist service designers and engineers in developing new services by providing a structured NSD process and identifying techniques for activities in the NSD process.

show abstract

“…Opinions differ regarding the relevance of such models for service industries. 13,14,15 The subject of new service development was explored with interviewees first by asking them to identify the most recent service established within their organisation and then exploring what (if any) process underpinned the development of this sample new service. In the majority of cases, the source of ideas for new services was a member of staff or trustee.…”

Section: Developing New Servicesmentioning

confidence: 99%