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.
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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.
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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...
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References
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Book•
01 Mar 1995TL;DR: Schneider and Bowen as mentioned in this paper argue that people (customers, employees, and managers) still are a prominent key to success in service and that this should be fully recognized in the increasingly technical sophistication of service science.
Abstract: The chapter presents a summary and extension of our book, Winning the Service Game, published in 1995 by Harvard Business School Press (Schneider & Bowen , 1995). We summarize the “rules of the game” we had presented there concerning the production and delivery primarily of consumer services and note several advances in thinking since we wrote the book. We emphasize that people (customers, employees, and managers) still are a prominent key to success in service and that this should be fully recognized in the increasingly technical sophistication of service science . The foundation of this thesis is the idea that promoting service excellence and innovation requires an understanding of the co-creation of value by and for people. Further, that such co-creation is most likely to effectively occur when an appropriate psycho-social context is created for people as they produce, deliver and experience a service process. Such a context is the result of understanding the complexities of the people who are a central component of the service delivery system.
938 citations
TL;DR: In this paper, a new approach suggests that the basis of any service positioning strategy is the service itself, but marketing offers little guidance on how to craft service processes for positioning purposes.
Abstract: The basis of any service positioning strategy is the service itself, but marketing offers little guidance on how to craft service processes for positioning purposes. A new approach suggests that wi...
884 citations
"New service development: areas for ..." refers background in this paper
...Underlying this definition is the belief that services are essentially a series of interactions between participants, processes and physical elements (Johnston, 1999; Shostack, 1987)....
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...In NSD the idea of a “blueprint” or other specific means to describe the service concept may need to be especially emphasized (Shostack, 1987)....
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...…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…...
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TL;DR: In this article, Griffin and Page hypothesize that the most appropriate set of measures for assessing project-level success depends on the project strategy and that the appropriate measures of a product development program's overall success depend on the firm's innovation strategy.
871 citations
"New service development: areas for ..." refers background in this paper
...Managers typically evaluate the new product/service development efforts that result in such offerings based on financial criteria (e.g. revenue, profit, or profit margin) or other related quantifiable measures as sales volume and market share (Griffin and Page, 1996)....
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TL;DR: In this paper, the authors organize and integrate the innovation speed literature, develop a conceptual framework of innovation speed, and offer researchable propositions relating to the need for and antecedents and outcomes.
Abstract: There is a growing recognition that innovation speed is important to a firm's creating and sustaining competitive advantage amidst rapidly changing business environments. However, there has been little theoretical advancement or model building regarding when innovation speed is appropriate, what factors speed up innovations, and how differences in speed affect project outcomes. In this article, we organize and integrate the innovation speed literature, develop a conceptual framework of innovation speed, and offer researchable propositions relating to the need for and antecedents and outcomes of innovation speed. Specifically, we argue that innovation speed (a) is most appropriate in environments characterized by competitive intensity, technological and market dynamism, and low regulatory restrictiveness; (b) can be positively or negatively affected by strategic-orientation factors and organizational-capability factors; and (c) has an influence on development costs, product quality, and ultimately project ...
870 citations
"New service development: areas for ..." refers background in this paper
...An increasingly important performance measure across many development efforts is timeliness (Hendricks and Singhal, 1997; Kessler and Chakrabarti, 1996)....
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TL;DR: In this article, the authors examined the effect on product development of project scope, i.e., the extent to which a new product is based on unique parts developed in-house.
Abstract: This paper examines the effect on product development of project scope: the extent to which a new product is based on unique parts developed in-house. Using data from a larger study of product development in the world auto industry, the paper presents evidence on the impact of scope on lead time and engineering productivity. Studies of the automotive supplier industry suggest that very different structures and relationships exist in Japan, the U.S., and Europe. Yet there has been little study of the impact of these differences on development performance. Further, little is known about the effects of different parts strategies (i.e. unique versus common or carryover parts) on development. The evidence presented here suggests that project scope differs significantly in the industry, even for comparable products. These differences in strategy, in turn, explain an important part of differences in performance. In particular, it appears that a distinctive approach to scope among Japanese firms—high levels of un...
858 citations
"New service development: areas for ..." refers background in this paper
...A number of studies have focused exclusively on the projectlevel unit of analysis (Tatikonda and Rosenthal, 2000; 146 L.J. Menor et al. / Journal of Operations Management 20 (2002) 135–157 Hauptman and Hirji, 1996; Meyer and Utterback, 1995; Iansiti, 1995; Clark, 1989)....
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