Exploring product and service innovation similarities and differences

Nijssen, Edwin J.; Hillebrand, Bas; Vermeulen, Patrick; Kemp, Ron

doi:10.1016/j.ijresmar.2006.02.001

Cited by 328 publications

(272 citation statements)

References 56 publications

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“…However, this view had been expressed already in Aristotle's (384-322 B.C.E.) thinking: Use value has a purely subjective meaning and can vary across individuals and over time; exchange value derives from use value, as expressed through market demand (Gordon, 1964). 1995; Kelly and Storey, 2000;Lee and Chen, 2009;Nijssen et al, 2006;Olsen and Sallis, 2006). For example, little research makes a distinction between service innovation and new service development (NSD), yet for firms to succeed in their service innovation, they cannot simply develop one new service after the other but instead must broaden their horizons and alter their starting points.…”

Section: Service Innovation: Toward a Multidimensional Conceptmentioning

confidence: 99%

Service innovation in product-centric firms: a multidimensional business model perspective

Kindström

Kowalkowski

2014

Journal of Business &Amp; Industrial Marketing

357

326

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Purpose-This article investigates the nature and characteristics of business model elements required for successful service innovation. The authors examine which unique resources and capabilities product-centric firms should develop and deploy to pursue service innovation.Design/methodology/approach-Data collected from several research projects support iterations across empirical data and theory, in an abductive process. Empirical data come from product-centric firms; interviews and focus groups were the main data collection methods.Findings-Specific resources and capabilities are needed for the proposed business model elements, as defined by the overarching strategy and structure. Firms can approach the process of service innovation from different starting points and sequences, depending on the context.Research limitations/implications-Because it takes a synthesizing approach, this research lacks some detail. By taking a business model approach with a holistic perspective, it forgoes detailed descriptions to provide greater breadth.Practical implications-Managers can use business models as tools to visualize changes, which should increase internal transparency, understanding, and awareness of service opportunities and necessary changes. Dependencies exist among elements; a change in one element likely affects the others. This study provides insights into which efforts are necessary and offers managers a guiding framework.Originality/value-By providing a multidimensional perspective on service innovation, this study merges various previous research into a synthesized discussion. Combining a resources and capabilities perspective with a business model framework also leads to new insights regarding service innovation and associated activities. Paper type-Research paper

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Section: Service Innovation: Toward a Multidimensional Conceptmentioning

confidence: 99%

Service innovation in product-centric firms: a multidimensional business model perspective

Kindström

Kowalkowski

2014

Journal of Business &Amp; Industrial Marketing

357

326

View full text Add to dashboard Cite

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“…Thus, a service-based company must be agile, flexible and ready to handle growth to become and stay successful and at the same time be able to deliver cost-effective services, without compromising quality and consistency (Menor et al 2002;Nijssen et al 2006). This defines the challenge for service businesses to manage both customisation and standardisation (Birkinshaw & Gibson 2004;Chesbrough 2011;Kostopoulos et al 2012).…”

Section: A Service Business Must Be Agile Flexible and Prepared Formentioning

confidence: 99%

Towards a framework for modular service design synthesis

2016

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Abstract:This paper seeks to improve the understanding of how service-based companies can benefit from developing and delivering service offerings from a standardised core of service modules, which are organised through a service architecture.Research within the field is relatively sparse and there is scope for an explicit definition of elements related to the development of modular service platforms and architectures. A study of existing literature, combined with a comprehensive case study in a global engineering consultancy, has created the basis for development and evaluation of the conceptual model for modular service design synthesis presented in this paper. The case study is based on internal documentation and a high level of interview data. Inductive research methods have been used for the analysis. The presented conceptual model defines three suggested dimensions (Market Segmentation, Service Roadmap and Service Architecture Layout) to be included in development of modular service platforms and architectures. Testing indicates a significant standardisation potential for service configuration across service families. Our understanding is 3 that the approach can increase strategic flexibility and adaptability to changes in a quick evolving service market. The empirical part of this paper is exploratory in nature and is limited to one provider of high-end engineering consultancy services. Thus, further research will be needed to verify the aspects of the presented methodology to allow a further generalisation of our findings.Nevertheless, this paper contributes to the emerging literature on service modularity by presenting a specific operational approach for description and utilisation of modular service platforms and architectures.

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“…When the NSD process literature reviewed, only a few studies have been found in terms of transport industry. Nijssen et al, (2006) [44] tried to reveal differences between NSD and NPD, and they took into account the companies operated in different industries including transport industry as a sampling. Zhou and Wang (2012) [45] also referred the logistics enterprises in NSD process.…”

Section: Literature Reviewmentioning

confidence: 99%