Tóm tắt
There is some acceptance of the idea that services and products are
so intertwined that the process for development is the same, but there
has been no rigorous empirical evidence to support that contention. Uses
data collected in in‐depth interviews with 80 senior level managers in
16 different firms, 25 group discussion sessions with 388 executives in
241 additional firms, and from a mail survey of 217 senior managers in
firms from 11 differing service categories. In all three phases,
elements of the service innovation process were examined. Examines the
general similarity to new product development and concentrates on the
major factors differentiating successful from unsuccessful service
innovation. Concludes that there is some similarity between product and
service innovation processes, but that significant differences exist,
with the service arena demonstrating more of a lack of new service
strategic planning, reliance on competitive imitation for new concepts,
and less presence of innovation champions. Successful firms in new
service development more closely fit innovations with the current
business than do unsuccessful firms. They also present more of an
opportunity for a champion to stay and manage a new offering after
launch. There is no apparent difference in the formality of the process
between successful and unsuccessful managers, with most service firms
reporting a more ad hoc process.
