Publisher:
Springer Science+Business Media, LLC, Boston, MA
Service Design and Delivery provides a comprehensive overview of the increasingly important role played by the service industry. Focusing on the development of different processes employed by service organizations, the book emphasizes management of...
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EBS Universität für Wirtschaft und Recht, Learning Center, Standort Wiesbaden, Fachbibliothek Rechtswissenschaften
Signature:
E-Book
Inter-library loan:
No inter-library loan
Service Design and Delivery provides a comprehensive overview of the increasingly important role played by the service industry. Focusing on the development of different processes employed by service organizations, the book emphasizes management of service in relation to products. It not only explores the complexity of this relationship, but also introduces strategies used in the design and management of service across various sectors, highlighting where tools, techniques and processes applicable to one sector may prove useful in another. The implementation methods introduced in the book also illustrate how and why companies can transform themselves into service organizations. While the book is primarily intended as a text for advanced-level courses in service design and delivery, it also contains theoretical and practical knowledge beneficial to both practitioners in the service sector and those in manufacturing contemplating moving towards service delivery.
Electronic reproduction; Available via World Wide Web
Service Design and Delivery; Foreword; About the Editors; Acknowledgements; Contents; Contributors; Service Perspectives; Chapter 1: Understanding Services and the Customer Response; 1.1 Products and Services; 1.2 Scripted vs Customisable Customer Experiences; 1.3 Why Does This Matter?; 1.4 How Scripted? How Customisable?; 1.5 Customer Experience: It's All About Eliciting Emotions; 1.5.1 What Is the Ultimate Goal of Any Service or Product?; 1.5.2 But What Exactly Is a 'Favourable Customer Experience'?; 1.6 The Importance of Emotions to ServiceDesign and Delivery
1.7 Service Design and Delivery: Putting It All TogetherReferences; Chapter 2: Goods, Products and Services; 2.1 Introduction; 2.2 Goods; 2.3 Services; 2.4 Intangible, Heterogeneous, Inseparable & Perishable (IHIP) Characteristics; 2.4.1 Intangible; 2.4.2 Heterogeneous; 2.4.3 Inseparable; 2.4.4 Perishable; 2.5 Experience; 2.6 Quality; 2.7 Tradability; 2.8 A Change of Condition; 2.9 Goods and Services, or Is It All Service?; 2.10 What Are Products/Goods and Services?; References; Chapter 3: The IBM Story; 3.1 The IBM Story Until 1990; 3.2 A Crisis of Confidence 1990-1993
3.3 Recovery and Restatement 1994-20013.4 A New Strategy?; 3.5 Moving into the Twenty-First Century; 3.6 Looking to the Future; 3.7 Summary; Reference; Chapter 4: Rethinking Lean Service; 4.1 Introduction; 4.2 From Manufacturing to Operations Management; 4.3 Industrialised, Standardised Service; 4.4 The 'Core Paradigm' of Current Service Management; 4.5 The Emergence and Codification of 'Lean'; 4.6 But Is Service the Same as Manufacturing?; 4.7 'Lean' Arrives in Service Organisations; 4.8 Back to the Beginning; 4.9 Understanding Service Organisations; 4.10 Value and Failure Demand
4.11 The Better Alternative4.12 Counter-Intuitive Truths; 4.13 Change as Emergent, Not Planned; 4.14 Ohno Said: Do Not Codify Method; References; Chapter 5: Designing Competitive Service Models; 5.1 The Story; 5.1.1 ICI Explosives UK; 5.1.1.1 The Slurry Era; 5.1.1.2 The Emulsion Era; 5.1.1.3 The Blasting Service Era: From Supplying Explosives to Providing Rock on the Ground; 5.2 The Theory; 5.2.1 Value Proposition; 5.2.2 The Value Matrix; 5.2.3 Transformations Path of the ICI Explosive Business: In Search of New Value Propositions; 5.2.3.1 The First Change Trigger
5.2.3.2 The Second Change Trigger5.2.3.3 The Third Change Trigger; 5.2.3.4 Mapping the Value Propositions into the Value Matrix; From Innovators to Price Minimisers; From Price Minimisers to Process Simplifiers; From Process Simplifiers to Technological Integrators; 5.2.4 Value-in-Use; 5.2.4.1 Understanding Customer Value-in-Use; 5.2.5 The Strategic Value Creation Road Map; 5.3 Conclusions; References; Chapter 6: Shifting from Production to Service to Experience-Based Operations; 6.1 From Production to Service …; 6.2 … to Experiences; 6.3 Implication for Business Models
