scholarly journals PROFESSIONAL SERVICES REDESIGN: A CHALLENGE TO NEW SERVICE DEVELOPMENT MODELS

2015 ◽  
Vol 12 (1) ◽  
pp. 40
Author(s):  
Frederico Medeiros Quaggio ◽  
Marcia Terra Silva
Keyword(s):  
New Technologies ◽  
Service Industry ◽  
Professional Services ◽  
Professional Service ◽  
Service Development ◽  
Front Line ◽  
New Service Development ◽  
Development Models ◽  
Core Competences ◽  
Mass Service

Service industry researchers argue that one of the core competences for a successful service company consists in its ability to change, innovate and incorporate new technologies in its production process. Most of the studies developed in theses area are focused mainly in mass service or service-shop industries. It’s not very well discussed that some of the NSD challenges are related to the difficult to anticipate and incorporate in the NSD process and in the new service’s specifications the influences of its own characteristics: intangibility, heterogeneity, inseparability and perishability. For instance, the users’ role as co-producer of service process can result in additional variability and unpredictability of demands and tasks that may affect significantly the delivery process; front-line personnel may be empowered to change some services’ specification to achieve specific client’s need. These paper aims to discuss how a new professional service can be affected by it own characteristics and it reveals the main obstacles that hinder the redesign of professional services.

scholarly journals CONCEPTUAL NEW SERVICE DEVELOPMENT MODEL

2018 ◽  
Author(s):  
Ilona Skačkauskienė ◽  
Asta Radzevičienė ◽  
Povilas Švogžlys
Keyword(s):  
Critical Evaluation ◽  
Development Model ◽  
Competitive Environment ◽  
Service Development ◽  
Technological Innovations ◽  
New Service Development ◽  
Or Management ◽  
Development Models ◽  
Favourable Environment

In order to stand out in a competitive environment, companies are forced to consider the develop-ment of new services. In the context of globalization changes, the development of new services is be-coming an effective tool for adapting to the changing needs of consumers through the introduction of technological innovations or management solutions. By using service development models, compa-nies create favourable environment for generating and selecting ideas, and can prepare more effec-tively for the deployment of a new service. After the critical evaluation of the new service develop-ment models, conceptual new service development model was formulated. The indicators of concep-tual new service development model were presented, also the unique features were highlighted. The results of this research revealed that new service development models are perceived as an unbroken cycle, that includes additional tasks for business subjects, consumers and company employees.

scholarly journals Service Innovation and Customers’ Involvement in Service Industry in Kosovo

2014 ◽  
Vol 4 (1) ◽  
pp. 169
Author(s):  
MSc. Vjosa Mullatahiri
Keyword(s):  
Service Industry ◽  
Service Providers ◽  
New Product ◽  
Service Development ◽  
Economic Power ◽  
Technological Changes ◽  
New Service Development ◽  
New Developments ◽  
Development Processes ◽  
The Cost

New developments in the economic arena and rapid technological changes have shifted the economic power from company to customer. As a result, companies changed their approach toward customers’ involvement in new product and/or service development.Usually, innovations are driven by inventions. But not all inventions are successful innovations. Hence, to be successful, inventions should be explored to meet customer needs and demands, and commercialized to make the company profitable (DTI - Occasional Paper No 9, 2007). According to Lowe and Marriott (2006) the innovation is a process of creating and transforming products, services, and organizational processes that are crucial for companies who want to compete in a highly dynamic and competitive market.In this regard, the paper aims to explore the interrelation between market and innovation in services industry, whilst analyzing both customers’ impact in new service development (NSD) and Kosovo’s service providers approach in including customers in service development processes.The findings highlight an increased customer power over the NSD processes as a result of their demand and unwillingness to bear the cost of or experiment with new, untested services. Given these developments service providers have started to change their approach of creating and transforming services, namely by involving customers in the service design and development processes, in order to stimulate interest for using and willingness to pay for new service.

MANAGED FORMATION PROCESS OF R&D NETWORKS

2006 ◽  
Vol 10 (03) ◽  
pp. 271-298 ◽  
Author(s):  
MARKO T. HEIKKINEN ◽  
JAANA TÄHTINEN
Keyword(s):  
Research And Development ◽  
Formation Process ◽  
Process Model ◽  
New Technologies ◽  
Initial Conditions ◽  
Competitive Environment ◽  
Service Development ◽  
New Service Development

Because of fundamental changes in the competitive environment, the amount of resources and knowledge needed in research and development (R&D) activities has become overwhelming for a single organisation. Moreover, new technologies create lucrative new possibilities for new service development, which are out of reach for a single organisation. Thus, there is a strong need to perform R&D activities in networks. This study increases the understanding of R&D networks by presenting an empirically grounded process model of the formation of such networks. The model has three main elements: the initial conditions, the role of network webber and the sub-processes through which the formation progresses. The process model highlights the importance of the network webber both in triggering the formation process and in managing the process. Moreover, the model suggests a view of the process that is overlapping and iterative, i.e., the sub-processes of enabling the network, acquiring actors, assuring continuity, formal structuring, learning and developing commitment do not follow each other in a certain order.

New service development maturity model

2014 ◽  
Vol 24 (1) ◽  
pp. 86-116 ◽  
Author(s):  
Dayu Jin ◽  
Kah-Hin Chai ◽  
Kay-Chuan Tan
Keyword(s):  
Success Factors ◽  
Service Industry ◽  
Service Development ◽  
Diagnostic Model ◽  
Maturity Model ◽  
New Service Development ◽  
Model Concept ◽  
Content Type ◽  
Customer Involvement ◽  
Management Processes

Purpose – The purpose of this paper is to rigorously devise a new tool that helps analyze and improve NSD processes. Design/methodology/approach – An NSD maturity model (NSDMM) is theoretically developed through a combination of the maturity model concept and findings from NSD success studies. Findings – NSD success factors can be categorized into four management processes – strategy management, process formalization, knowledge management, and customer involvement. Maturity dimensions and levels are further devised for each process. It is hypothesized that a higher capability to handle these processes positively associates with higher NSD performance. Research limitations/implications – Studies on NSD success factors are often descriptive rather than prescriptive. This research identified four management processes which are important to focus on when implementing NSD projects. It is among the first to apply the maturity model in the service industry. That said, this research needs to be tested empirically. Practical implications – The proposed NSDMM enables companies to conduct evaluations of their NSD capabilities. By determining the desired maturity levels, companies can engage in continuous improvement so as to calibrate the NSD process. Originality/value – By integrating the concept of the maturity model and the NSD success studies, NSDMM serves not only as a diagnostic model to assess current NSD practices, but also as a guideline for continuous NSD process improvement.

scholarly journals Segmentation of quantity surveying professional services for focus strategy and diversification

2019 ◽  
Vol 24 (3) ◽  
pp. 294-308
Author(s):  
Michael Adesi ◽  
De-Graft Owusu-Manu ◽  
Frank Boateng
Keyword(s):  
Oil And Gas ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Professional Services ◽  
Professional Service ◽  
Service Firms ◽  
Professional Service Firms ◽  
Content Type ◽  
Quantity Surveying ◽  
Focus Strategy

Purpose Notwithstanding that numerous studies have focused on strategy in quantity surveying (QS) professional service firms, there is a paucity of investigation on the segmentation of QS professional services. The purpose of this study is to investigate the segmentation of QS services for diversification and a focus strategy formation. Design/methodology/approach This study adopts the positivist stance and quantitative approach in which a simple random sampling technique was used to select participants. In total, 110 survey questionnaires were administered to registered professional QS, out of which 79 completed questionnaires were returned for analysis. Findings The paper identifies three main QS service segments characterised by low, moderate and high competition. In addition, this study found that the concentration of traditional QS services in the building construction sector is due to the unwillingness of QS professional service firms to diversify into the non-construction sectors such as oil and gas. The diversification of QS services in the low competitive segment requires the adoption of agile approaches. Research limitations/implications The study was limited to numeric analyses and so would be complemented by qualitative research in the future. Practical implications This paper is useful to QS professional service firms interested in diversifying their services into the non-construction sectors to enhance the pricing of their services. Originality/value Segmentation of QS services is fundamental to the formulation of focus strategy for non-construction sectors such as oil and gas and mining to enhance the pricing of QS professional services.

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