Sinossi
The service process design landscape is changing, with a much broader range of design options now available. Opportunities for new service design configurations are being supported, to a large extent, by technology-enabled innovations; many tasks previously performed by the service provider may now be performed by either the customer or the service provider. As a result, customers are playing a more active role in the service process not only through self-service but also by providing information to the service provider to create a more personalized service experience. This book explores how service processes can be designed to leverage opportunities for service providers and customers to cocreate value. Inside, you will learn about frameworks for value cocreation and models for designing all types of service processes, as well as the unique challenges of designing knowledge-intensive services. And with the growing involvement of customers in performing service tasks, service process outcomes are increasingly dependent on the capabilities of both service providers and customers. You will learn about real approaches to unlocking these capabilities to further boost value cocreation.
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L'autore
Joy M. Field is associate professor of operations management in the Carroll School of Management at Boston College. She received an MBA, an MS in statistics, and a PhD in operations management from the University of Minnesota. Her work has been published in leading management journals. She serves as associate editor for Decision Sciences and Journal of Operations Management.
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Designing Service Processes to Unlock Value (Service Systems and Innovations in Business and Society Coll)
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Paperback. Condizione: New. The service process design landscape is changing, with many of the previous limitations disappearing on how and by whom services are delivered. Opportunities for new service design configurations are being enabled, to a large extent, by technology-driven service innovations, and tasks previously performed by the service provider may now be performed by either the customer or service provider. As a result, customers are taking a more active role in the service delivery process, not only through self-service but by providing information to the service provider to create a more personalized service experience. In addition, as the options for "who does what" in the service processes expand, issues such as enabling customers to perform desired activities, relieving customers of undesired tasks, and determining "who should do what" become more and more critical. Although the recent trend has been toward increasing levels of self-service, service providers are finding that "super service" offerings, an opposite trend in which the service provider performs most of service tasks with little effort required by the customer, are also part of the expanded set of options in the emerging service process landscape. With the growing number of alternatives for designing service processes and determining who performs the various service tasks, service performance outcomes are increasingly dependent on the physical, skills, and knowledge resources of both the service provider and customer. Service Process Design for Value Co-Creation explores how the integration of service provider and customer resources co-creates value, how service processes can be designed to leverage and "unlock" the capabilities embedded in these resources, and how the task boundary between the service provider and customer can be shifted to realize even greater value. Codice articolo LU-9781606493045
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Designing Service Processes to Unlock Value (Service Systems and Innovations in Business and Society Coll)
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Business Expert Press, 2012
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Paperback. Condizione: New. The service process design landscape is changing, with many of the previous limitations disappearing on how and by whom services are delivered. Opportunities for new service design configurations are being enabled, to a large extent, by technology-driven service innovations, and tasks previously performed by the service provider may now be performed by either the customer or service provider. As a result, customers are taking a more active role in the service delivery process, not only through self-service but by providing information to the service provider to create a more personalized service experience. In addition, as the options for "who does what" in the service processes expand, issues such as enabling customers to perform desired activities, relieving customers of undesired tasks, and determining "who should do what" become more and more critical. Although the recent trend has been toward increasing levels of self-service, service providers are finding that "super service" offerings, an opposite trend in which the service provider performs most of service tasks with little effort required by the customer, are also part of the expanded set of options in the emerging service process landscape. With the growing number of alternatives for designing service processes and determining who performs the various service tasks, service performance outcomes are increasingly dependent on the physical, skills, and knowledge resources of both the service provider and customer. Service Process Design for Value Co-Creation explores how the integration of service provider and customer resources co-creates value, how service processes can be designed to leverage and "unlock" the capabilities embedded in these resources, and how the task boundary between the service provider and customer can be shifted to realize even greater value. Codice articolo LU-9781606493045
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