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New Service Development

The document discusses new service development, including the need for radical service innovation to stay competitive, the different approaches to incremental and radical innovation, factors to consider in service system design like facility location and layout, and tools for designing new services like service blueprints and customer utility models to help optimize the customer experience. It also provides an example of using conjoint analysis and other techniques to design a new ski service for Snowbird Ski Resort.

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vinit_shah90
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© Attribution Non-Commercial (BY-NC)
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432 views

New Service Development

The document discusses new service development, including the need for radical service innovation to stay competitive, the different approaches to incremental and radical innovation, factors to consider in service system design like facility location and layout, and tools for designing new services like service blueprints and customer utility models to help optimize the customer experience. It also provides an example of using conjoint analysis and other techniques to design a new ski service for Snowbird Ski Resort.

Uploaded by

vinit_shah90
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 17

New Service Development

Chapter 5
New Service Development Cycle
Execution Stage Planning Stage

Full People
Design
Launch
Products

Tech-
nology Systems

Develop
Analysis
-ment

Chapter 5 - New Service Development 1


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 2


Radical service innovation
• To compete in the marketplace and
maintain relevancy,
service companies need to innovate constantly
. But while there is a desire to innovate,
actually getting new services to market is
rare, and what we call radical innovation—
new services that dramatically change the
marketplace—is even rarer.
Incremental Innovation
• Incremental innovation is a new way of
doing something or "new stuff that is
made useful". It may refer to
incremental and emergent or radical
and revolutionary changes in thinking,
products, processes, or
organizations. ...
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 3


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 4
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 5


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 6
Service System Design and Innovation
Low Face to Face Delivery
Industrialization Level

Telephone or Courier Current Service Incremental Service


Delivery Innovation

Technology Based Technology-Driven Service Radical Service


Self-Service Innovation Innovation
High
Low High
Standardization of Service Offering

Chapter 5 - New Service Development 7


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 8


Service System Design Tools
Service Blueprint for Espresso and Coffee Shop
Seen by customer

Take Drink Collect Make Drink Deliver Drink


Order Payment

Materials
Fail
Poi (Coffee, flavors,
nt milk, cups, etc.)

Line of Visibility

Prepare Order
Mixes Supplies

Not seen by customer

Chapter 5 - New Service Development 9


Service System Design Tools
• Customer Utility Models
– Success depends upon customer’s
perceived utility or benefit provided by the
service’s 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


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 (β s)


using multinomial Logit or regression analysis

Profile N with Customer waiting


attributes, time
price, and cost

Feasibility
Evaluate Market
Share & Profit
& Profit
Chapter 5 - New Service Development 13
New Service Design for Snowbird Ski Resort
Ski AreaA Features Ski AreaB
Rugged terrain, sparselyforested, and Rugged terrain, sparselyforested,
dramatic rock peaks Physical Setting and dramatic rockpeaks
40 minutes drive fromhome Distance 40 minutes drive fromhome
70 inches SnowBase 70 i nches
12 inches newpowder NewSnow 12 inches newpowder
3,250 feet Vertical Drop 3,250 feet
Groomed trails withglades and bowls Type of Runs Groomed trails only
35 ski runs Size of Area 35 ski runs
25%Advanced,, 50%Intermediate, 25%Advanced,, 50%Intermediate,
25%Beginner Chall enge 25%Beginner
Ski shops, restaurants, night life, Ski shops, restaurants, night life,
boutiques, lodging Facilities boutiques, lodging
$50 per day Ticket Price $20 per day
30 minutes at peak time Lift Line Wait 30 mi nutes at peak time
Mostlytriples and quads Type of Lifts Mostlytriples and quads
Not allowed Snowboards Not allowed

Suppose the two ski areas described above were the onlyones available for your next ski outing. Please
check( ) one box belowto in dicate what you would most likelydo:

I would choose Ski Area A.


I would choose Ski Area B.
I would do somethingelse 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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