服务管理PPDesign.ppt

Chapter outline New service development Service design elements Service blueprinting Strategic positioning through process structure Taxonomy for service process design Generic approaches to service system design Customer Value Equation 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 Company, 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 transformation 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 operations. The impact on employees, managers, and the firm are explored. Learning Objectives 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 design. Key terms Radical innovation（根本创新） Incremental innovation（附加创新） Service blueprint（服务蓝图） line of visibility（可视线） Complexity（复杂性） Divergence（差异性） Production-line approach（生产线方法） Coproducer（合作生产者） Customer contact（顾客接触） Ⅰ.New service development classification of service innovation Radical innovation（根本创新）：are offerings not previously available to customers or new delivery systems for existing services. E.g. the Barnes Noble website. Incremental innovation（附加创新）: are changes to existing services that are valued as improvements. E.g. the addition of playscapes at fast-food res