1、4-1,Copyright 2006 by The McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,Chp4,New Service Development,4-3,Chapter outline,New service development Service design elements Service blueprinting Strategic positioning through process structure Taxonomy for service process design Gener

2、ic approaches to service system design Customer Value Equation,4-4,SUPPLEMENTARY MATERIALS,James A. Fitzsimmons and Mona J. Fitzsimmons, New Service Development: Creating Memorable Experiences, Editors, Sage Publications, 2000 Leonard A. Schlesinger and James L. Heskett, The Service-Driven Service C

3、ompany, Harvard Business Review, September-October 1991, pp. 71-81. Case: Taco Bell Corporation (HBS Case 9-692-058): Taco Bell is a fast food restaurant chain serving Mexican food that is formulated to appeal to the American general public. As of 1991, the company had gone through a remarkable tran

4、sformation and was hailed by the press and industry experts as having revolutionized the fast food world. The new delivery process, referred to as K-minus (kitchen moved out of the restaurant to a central facility), illustrates the design strategy of separating physically the front-and back-office o

5、perations. The impact on employees, managers, and the firm are explored.,4-5,Discuss the new service development process. Prepare a blueprint for a service operation. Use the taxonomy of service processes to classify a service operation. Compare and contrast the generic approaches to service system

6、design.,Learning Objectives,4-6,Key terms,Radical innovation（根本創(chuàng)新） Incremental innovation（附加創(chuàng)新） Service blueprint（服務(wù)藍(lán)圖） line of visibility（可視線） Complexity（復(fù)雜性） Divergence（差異性） Production-line approach（生產(chǎn)線方法） Coproducer（合作生產(chǎn)者） Customer contact（顧客接觸）,4-7,.New service development,classification of serv

7、ice innovation Radical innovation（根本創(chuàng)新）：are offerings not previously available to customers or new delivery systems for existing services. E.g. the Barnes & Noble website. Incremental innovation（附加創(chuàng)新）: are changes to existing services that are valued as improvements. E.g. the addition of playscapes

8、at fast-food restaurants.,4-8,.New service development,Radical Innovations Major Innovation: new service driven by information and computer based technology Start-up Business: new service for existing market New Services for the Market Presently Served: new services to customers of an organization I

9、ncremental Innovations Service Line Extensions: augmentation of existing service line (e.g. new menu items) Service Improvements: changes in features of currently offered service Style Changes: modest visible changes in appearances,Table 4-1: Levels of service innovation,4-9,.New service development

10、,Ideas for new service innovations Customers (e.g., menu additions at a restaurant) Front-line employees (e.g., listening posts) Customer databases (e.g., additional financial services) Trends in customer demographics (e.g., long-term health care) New advances in technology,4-10,.New service develop

11、ment,Table 4-2: Technology Driven Service Innovation,4-11,.New service development,Figure 4-1: The NSD process cycle,Planning phase,Implementation phase,4-12,. Service Design Elements,Structural Delivery system（傳遞系統(tǒng)）: Front and back office, automation, customer participation. Facility design（設(shè)施設(shè)計(jì)）:

12、Size, aesthetics, layout. Location（地點(diǎn)）: Customer demographics, single or multiple sites, competition, site characteristics. Capacity planning（能力設(shè)計(jì)）: Managing queues, number of servers, accommodating average or peak demand.,4-13,. Service Design Elements,Managerial Service encounter(服務(wù)接觸): Service cu

13、lture, motivation, selection and training, employee empowerment. Quality（質(zhì)量）: Measurement, monitoring, methods, expectations versus perceptions, service guarantee. Managing capacity and demand（管理能力和需求）: Strategies for altering demand and controlling supply, queue management. Information（信息）: Competi

14、tive resource, data collection. Example: Shouldice Hospital (,4-14,. Service Blueprinting,Service blueprint（服務(wù)藍(lán)圖）: a diagram of the service process showing activities, flows, fail points, customer waits, and a line of visibility.,4-15,Figure 4-2: Service blueprint for Luxury Hotel,Note: Line of visi

15、bility (可視線)：is a line drawn on the service blueprint showing separation of front-office from back-office activities.,4-16,Complexity（復(fù)雜性）: a dimension of service process structure that measures the number and intricacy of steps in the process. Divergence（差異性）: a dimension of service process structu

16、re that measures the degree of customization or decision making permitted of service employees. Degree of Complexity: Measured by the number of steps in the service blueprint. For example a clinic is less complex than a general hospital. Degree of Divergence: Amount of discretion permitted the serve

17、r to customize the service. For example the activities of an attorney contrasted with those of a paralegal.,. Strategic Positioning Through Process Structure,4-17,. Strategic Positioning Through Process Structure,Figure 4-3: Structural positioning of financial services,4-18,Table 4-3: Structural alt

18、ernatives for family restaurant,4-19,. Taxonomy for Service Process design,Figure 4-4: Taxonomy of service processes,4-20,. Taxonomy for Service Process design,Degree of divergence(差異化程度) A standardized service is designed for high volumes with a narrowly defined and focused service. Objects of the

19、service process（服務(wù)過(guò)程的客體） When goods are processed, a distinction must be made between goods that belong to the customer and goods that are provided by the service firm. Type of customer contact（顧客接觸類(lèi)型） There are three basic ways that customer contact with the service delivery system. customer presen

20、t and interact directly customer indirect and occur via electronic media no customer contact,4-21,Production-line （生產(chǎn)線方法）：a service design analogous to that in a manufacturing system with tight control, use of low-skilled labor, and the offering of a standard service. Standardize the Service（標(biāo)準(zhǔn)化服務(wù)）

21、Substitute Technology for People（用技術(shù)代替人力） Division of Labor（勞動(dòng)分工） Limit Discretion of Personnel（個(gè)人有限的自主權(quán)） Customer as Co-producer（顧客作為合作生產(chǎn)者）: the productive role a customer can play in the service delivery process. Self Service Smoothing Service Demand Customer Contact（顧客接觸）：a measure of the physica

22、l presence of the customer in the system as a percentage of the total service time. Degree of Customer Contact Separation of High and Low Contact Operations,. Generic Approaches to Service Design,硬技術(shù),軟技術(shù),4-22,. Generic Approaches to Service Design,Information Empowerment（信息授權(quán)） Employee Customer,4-23

23、,. Customer Value Equation,Results produced(服務(wù)結(jié)果) Process quality (過(guò)程質(zhì)量） Price (給顧客的價(jià)格) Costs of acquiring the service (獲得服務(wù)的成本),4-24,Discussion Questions,What are the limits in the production-line approach to service? Give an example of a service in which isolation of the technical core would be in

24、appropriate. What are some drawbacks of customer participation in the service delivery process? What ethical issues are raised in the promotion of sales during a service transaction?,4-25,Prepare a service blueprint for the 100 Yen Sushi House. What features differentiate 100 Yen Sushi House and how do they create a competitive advantage? How has the 100 Yen Sushi House incorporated the just-in-time system into its operations? Suggest other services that could adopt the 100 Yen Sushi House service delivery concept.,100 Yen Sushi House,4-26,100 Yen Sushi House Layout,4-27,Commuter