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CH 05

The document discusses new service development and design. It outlines the planning and execution stages of the service development cycle. When developing new services, firms must consider factors like customer contact level, industrialization, standardization, and how much labor is substituted with customer participation. Tools for service design include service blueprints to map customer and back-office processes, and customer utility models to understand attributes that increase customer satisfaction and loyalty. Conjoint analysis is used to understand customer preferences for attributes and develop new service concepts.

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Adi Susetyo
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© © All Rights Reserved
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Download as PPT, PDF, TXT or read online on Scribd
25 views

CH 05

The document discusses new service development and design. It outlines the planning and execution stages of the service development cycle. When developing new services, firms must consider factors like customer contact level, industrialization, standardization, and how much labor is substituted with customer participation. Tools for service design include service blueprints to map customer and back-office processes, and customer utility models to understand attributes that increase customer satisfaction and loyalty. Conjoint analysis is used to understand customer preferences for attributes and develop new service concepts.

Uploaded by

Adi Susetyo
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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New Service Development

Chapter 5

New Service Development Cycle


Execution Stage
Full
Launch

Planning Stage
People

Design

Products
Technology

Develop
-ment

Chapter 5 - New Service Development

Systems

Analysis

Service Innovation
Radical Service Innovation
Requires a different process and design approach
than incremental innovation
Innovative service firms require enablers to
facilitate the process
Nature of change will dictate where resources are
allocated
Radical innovations imply increased risk and
resource investment

Chapter 5 - New Service Development

Service System Design


Service Decision Factors
Facility Location (based upon proximity to customers)
Facility Layout (depends on the presence of the
customer at the location)
Product and Process Design (Covers both the
intangible and tangible aspects of the service offering)
Scheduling (how the workers are assigned to the
service)
Quality Control, Measures and Time Standards (focus
is on the needs of the customer)

Chapter 5 - New Service Development

Service System Design


Service Decision Factors
Demand/Capacity Planning (depends on the type
of service and the immediacy of matching supply
to demand)
Customer Contact Level (physical presence and
length of time that a customer spends with a
service provider)
Industrialization (the substitution of technology for
people)
Front Line Personnel Discretion (denotes the
flexibility of the service employee while interacting
with a customer)
Chapter 5 - New Service Development

Service System Design


Service Decision Factors
Worker Skills (depend on service strategy and
concept, customer contact level and
industrialization level)
Sales Opportunities (coincide with high customer
contact and employee discretion)
Standardization of Service Offering (level of
uniformity provided in the service)
Customer Participation (substitution of consumer
labor for provider labor)

Chapter 5 - New Service Development

Service System Design and Innovation


Supporting facilities must be in place prior to
offering a service
Facilitating goods such as a product or other
tangible features are part of the service
Sensual and psychological benefits are
associated with the service offering
Services might be bundled into one
supporting facility
Must differentiate between core and ancillary
services
Chapter 5 - New Service Development

Service System Design and Innovation

Industrialization Level

Low

Face to Face Delivery

Current Service

Telephone or Courier
Delivery

High

Technology Based
Self-Service

Incremental Service
Innovation

Technology-Driven Service Radical Service


Innovation
Innovation
Low

High
Standardization of Service Offering

Chapter 5 - New Service Development

Service System Design Tools


Service Blueprinting
Design tool based on the process flow
diagram
Delineate front office from back office operations
Determine standard or maximum execution
times, materials and the exact process for each
step
Identify potential failure points and generate
mitigation plans to prevent or recover from a
failure

Chapter 5 - New Service Development

Service System Design Tools


Service Blueprint for Espresso and Coffee Shop
Seen by customer
Take Drink
Order

Collect
Payment

Make Drink

Deliver Drink

Fail
Poi
nt

Materials
(Coffee, flavors,
milk, cups, etc.)

Line of Visibility
Prepare
Mixes

Order
Supplies

Not seen by customer

Chapter 5 - New Service Development

Service System Design Tools


Customer Utility Models
Success depends upon customers
perceived utility or benefit provided by the
services price or non-price attributes
Promise of customer utility measurement is
the ability to optimize the design of a
service
Satisfaction with the quality of service
affects customer loyalty and repurchase
intent

Chapter 5 - New Service Development

10

Service System Design Tools


Customer Utility Models
Service quality can be measured along five
principle dimensions
Reliability, responsiveness, assurance, empathy
and the tangible aspect of the service
Improving reliability can result in increased labor
and training costs
Responsiveness may be enhanced by reducing
queue times
Empathy and assurance can be influenced by the
ability of service providers to convey knowledge,
courtesy and impressions of caring
Enhancing the tangible attributes of a service
increases costs of consumables
Chapter 5 - New Service Development

11

Service System Design Tools


Customer Utility Models
Conjoint analysis (CJA) and discrete choice
analysis (DCA) are used to model customer
behavior
Discrete choice experiments involve careful design
of service profile choice sets
Design of a new airport restaurant requires the
following

Identification of important attributes


Specification of attribute levels
Experimental design
Presentation of alternatives of respondents
Estimation of choice model

Chapter 5 - New Service Development

12

New Service Design for Snowbird Ski


Resort
Determine Appropriate Service Attributes
(e.g., Price, Service Time, Intangible, & Tangibles)

Determine all variables and costs related to Service Attributes


& demand -capacity matching strategies

Collect Customer Attribute Information using


choice-based or ratings-based conjoint analysis

Solve for Customer Segments and Utility Weights (s)


using multinomial Logit or regression analysis
Profile N with
attributes,
price, and cost

Customer waiting
time
Feasibility

Evaluate Market
Share & Profit

Chapter 5 - New Service Development

& Profit

13

New Service Design for Snowbird Ski Resort


Ski Area A

Features

Rugged terrain, sparsely forested, and


dramatic rock peaks

Physical Setting

40 minutes drive from home

Distance

Ski Area B
Rugged terrain, sparsely forested,
and dramatic rock peaks
40 minutes drive from home

70 inches

Snow Base

70 inches

12 inches new powder

New Snow

12 inches new powder

3,250 feet

Vertical Drop

3,250 feet

Groomed trails with glades and bowls

Type of Runs

Groomed trails only

35 ski runs

Size of Area

25% Advanced,, 50% Intermediate,


25% Beginner

Challenge

Ski shops, restaurants, night life,


boutiques, lodging
$50 per day

Facilities
Ticket Price

35 ski runs
25% Advanced,, 50% Intermediate,
25% Beginner
Ski shops, restaurants, night life,
boutiques, lodging
$20 per day

30 minutes at peak time

Lift Line Wait

30 minutes at peak time

Mostly triples and quads

Type of Lifts

Mostly triples and quads

Not allowed

Snowboards

Not allowed

Suppose the two ski areas described above were the only ones available for your next ski outing. Please
check () one box below to indicate what you would most likely do:
I would choose Ski Area A.
I would choose Ski Area B.
I would do something else and not ski.

Chapter 5 - New Service Development

14

Summary
Challenges to service design
Intangible nature of service encounters
Inability to prototype and test new concepts
Propensity to use ad-hoc methods

Innovations come through incremental


and radical new services
The two approaches address the same
factors (i.e. customer contact and
industrialization)

Chapter 5 - New Service Development

15

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