New service development: areas for exploitation and exploration
01 Apr 2002-Journal of Operations Management (No longer published by Elsevier)-Vol. 20, Iss: 2, pp 135-157
TL;DR: The management of new service development (NSD) has become an important competitive concern in many service industries as discussed by the authors, however, NSD remains among the least studied and understood topics in the service management literature.
About: This article is published in Journal of Operations Management.The article was published on 2002-04-01. It has received 688 citations till now. The article focuses on the topics: Service system & New product development.
Citations
More filters
TL;DR: Product service systems (PSS) have been heralded as one of the most effective instruments for moving society towards a resource-efficient, circular economy and creating a much needed "resource revolution" as mentioned in this paper.
1,345 citations
Posted Content•
TL;DR: In this paper, the authors identify 16 topics relevant to marketing science, which they classify under five research fields: consumer response to innovation, including attempts to measure consumer innovative-ness, models of new product growth, and recent ideas on network externalities.
Abstract: Innovation is one of the most important issues in business research today. It has been studied in many independent research traditions. Our understanding and study of innovation can benefit from an integrative review of these research traditions. In so doing, we identify 16 topics relevant to marketing science, which we classify under five research fields: - Consumer response to innovation, including attempts to measure consumer innovative-ness, models of new product growth, and recent ideas on network externalities - Organizations and innovation, which are increasingly important as product development becomes more complex and tools more effective but demanding - Market entry strategies, which includes recent research on technology revolution, exten-sive marketing science research on strategies for entry, and issues of portfolio manage-ment - Prescriptive techniques for product development processes, which have been transformed through global pressures, increasingly accurate customer input, web-based communica-tion for dispersed and global product design, and new tools for dealing with complexity over time and across product lines - Defending against market entry and capturing the rewards of innovating, which includes extensive marketing science research on strategies of defense, managing through metrics and rewards to entrants For each topic, we summarize key concepts and highlight research challenges. For pre-scriptive research topics, we also review current thinking and applications. For descriptive top-ics, we review key findings.
1,040 citations
TL;DR: In this paper, the authors identify 16 topics relevant to marketing science, which they classify under five research fields: consumer response to innovation, including attempts to measure consumer innovativeness, models of new product growth, and recent ideas on network externalities; organizations and innovation, which are increasingly important as product development becomes more complex and tools more effective but demanding.
Abstract: Innovation is one of the most important issues in business research today. It has been studied in many independent research traditions. Our understanding and study of innovation can benefit from an integrative review of these research traditions. In so doing, we identify 16 topics relevant to marketing science, which we classify under five research fields:
Consumer response to innovation, including attempts to measure consumer innovativeness, models of new product growth, and recent ideas on network externalities; Organizations and innovation, which are increasingly important as product development becomes more complex and tools more effective but demanding;.
Market entry strategies, which includes recent research on technology revolution, extensive marketing science research on strategies for entry, and issues of portfolio management;
Prescriptive techniques for product development processes, which have been transformed through global pressures, increasingly accurate customer input, Web-based communication for dispersed and global product design, and new tools for dealing with complexity over time and across product lines;
Defending against market entry and capturing the rewards of innovating, which includes extensive marketing science research on strategies of defense, managing through metrics, and rewards to entrants.
For each topic, we summarize key concepts and highlight research challenges. For prescriptive research topics, we also review current thinking and applications. For descriptive topics, we review key findings.
956 citations
TL;DR: In this paper, the authors present a framework for conducting case studies examining how smart cities were being implemented in San Francisco and Seoul Metropolitan City by integrating various practical perspectives with a consideration of smart city characteristics taken from the literature.
622 citations
Cites background from "New service development: areas for ..."
...[36] borrow March [33] notion of exploitation (meaning ‘persuading further leveraging and refinement’) and exploration (meaning the ‘identification of newareas or domains...
[...]
References
More filters
TL;DR: A product-process matrix for electronic B2C operations is developed and propositions relating customer value to positions on the product and process structures and on the matrix are presented.
Abstract: Electronic business-to-customer (B2C) operations are making it possible for companies to deliver service products—conceptualized as bundles of physical goods, offline services, and digital content—to customers almost anywhere and at any time. In this article, the authors develop a product-process matrix for electronic B2C operations. The building blocks of the matrix are an electronic service product structure and an electronic service process structure. The electronic service product structure, characterized by the digital content of service products and the target market segment, defines four service product categories. The electronic service process structure, characterized by the flexibility of process technologies, defines four service process stages. Positions on the matrix capture the product-process interrelationships in electronic B2C operations. The authors present propositions relating customer value to positions on the product and process structures and on the matrix. They also present illustr...
65 citations
TL;DR: A modeling frame work is developed to analyze the implications of setting managerial priorities for three commonly used new product performance metrics: time-to-market, product performance, and total development cost and shows that an overly ambitious product performance target leads to an upward bias in resource intensity usage and a delayed product launch that misses the window of opportunity.
Abstract: For most firms, new product development is the engine for growth and profitability. A firm's new product success depends on its ability to manage the product development process in a way that employs scarce resources to achieve the goal of the firm as well as the specific project's objectives. Simple and measurable performance metrics have been proposed and applied to monitor and compensate the development teams. In this paper, we develop a modeling frame work to analyze the implications of setting managerial priorities for three commonly used new product performance metrics: (1) time-to-market, (2) product performance, and (3) total development cost. We model new product development as a "product performance production" process that requires scarce development resources. Setting a target for development teams for each of these performance metrics can constrain this performance production process and, thereby, affect the other performance metrics. We model the constrained process as a restricted case of a general process that does not have such constraints. We benchmark each constrained process against the optimal, unrestricted process with respect to the level of the resource intensity employed during the development process, the time-to-market, and the performance level of the new product at launch. We show that an overly ambitious time-to-market target leads to an upward bias in resource intensity usage and a downward bias in product performance (i.e., evolutionary product innovation). In addition, our results suggest that the target time-to-market approach may ignore the effect of cannibalization and, thus, can perform suboptimally if a significant degree of cannibalization in the existing product market is expected. Given a target product performance, we show that the coordination between marketing and R&D is easier because the resulting development resource intensity and time-to-market decisions becomes separable. However, an overly ambitious product performance target leads to an upward bias in the development resource intensity and a delayed product launch that misses the window of opportunity. Finally, we show that the target development cost approach can lead a downward bias in product performance and a premature product launch. The above analyses are performed for a monopolistic firm, and they are extended to passive and active competitive environment.
64 citations
"New service development: areas for ..." refers background in this paper
...Cohen et al. (2000, 1996) add a third objective to that mix, namely total development cost....
[...]
...Cohen et al. (2000, 1996) add a third objective to that mix, namely total development cost....
[...]
TL;DR: Examining the results of an industry gathered survey in light of three proven service models offers valuable insight into factors requiring consideration when designing automated service delivery systems and contrasts in the success of the implementation of technology in the two service sectors studied.
59 citations
"New service development: areas for ..." refers background in this paper
...As we have suggested, technology is changing the way services are both delivered (Dabholkar, 2000, 1994; Haynes and Thies, 1991) and designed (Gaimon and Napoleon, 2000)....
[...]
TL;DR: Organizations that emphasize the accumulation of system-level knowledge of product and production process and its use in technology evaluation and selection are associated with high productivity and short development lead times, according to an empirical study of product development in a complex and novel environment.
Abstract: This paper reports on the results of an empirical study of product development in a complex and novel environment. The work is based on field investigations of recent product development projects performed by all leading mainframe computer producers. The projects focused on the development of complex products based on advanced technologies and probed deeply into their science base. The results show striking differences in development lead time and research and development productivity between different projects. The analysis relates these performance differences to the process for the integration of new technology. Organizations that emphasize the accumulation of system-level knowledge of product and production process and its use in technology evaluation and selection are associated with high productivity and short development lead times. This appears to have a greater impact on development performance in this novel environment than more traditional factors, such as processes for effective crossfunctional integration and for overlapping problem solving.
59 citations
01 Jan 1993
TL;DR: In this article, a methodological framework called Service Quality Deployment is proposed to enable the creation of quality services by cross-functional efforts geared to incorporating the customer's views, which is a synthesis of the Japanese Quality Function Deployment design system and the SERVQUAL instrument for measuring service quality.
Abstract: The service-dominated and product-dominated sectors are just awakening from a service slumber to find a new generation of quality activities that call for systematic approaches to design and improvement. This paper proposes a methodological framework called Service Quality Deployment, to enable the creation of quality services by cross-functional efforts geared to incorporating the customer’s views. The approach is a synthesis of the Japanese Quality Function Deployment design system and the SERVQUAL instrument for measuring service quality. It is customer-driven in that perceived quality is directly coupled to the factors that affect the corresponding service quality attributes. The approach lends itself to the redesign of existing services for continuousimprovement in quality, and to designing-in quality in new services.
47 citations
"New service development: areas for ..." refers background in this paper
...…customer contact (Kellogg and Chase, 1995; Chase and Tansik, 1983), service blueprinting (Shostack, 1987, 1984), and service quality (Harvey, 1998; Behara and Chase, 1993) to less frequently mentioned—though important—constructs such as service recovery (Miller et al., 2000; Hart et al., 1990)…...
[...]
...Some of these service design constructs range from the familiar like customer contact (Kellogg and Chase, 1995; Chase and Tansik, 1983), service blueprinting (Shostack, 1987, 1984), and service quality (Harvey, 1998; Behara and Chase, 1993) to less frequently mentioned—though important—constructs such as service recovery (Miller et al....
[...]
...For example, Behara and Chase (1993) applied quality function deployment to services....
[...]