A powerful mix of e-commerce and social media strategies enables shoppers to see the new season catwalk show through live streaming and to order personalised versions of clothes and handbags within minutes of seeing them. There were 1, seats in the specially built show space in Kensington Gardens in London, but the audience potentially was more than Runway to Reality. When the buy-direct service first started in it took six months to deliver the catwalk clothes to the customer but now Burberry has reduced this to eight weeks for a specific range, making the acquisition all the more exciting for the customer.
Trench coats being the first in line for the latest made to order smart personalisation service. Burberry offers a truly innovative approach to delivering customer service, offering not only e-commerce and social media experience but also increasingly immersive content-rich experiences for the customer.
- Solid State Physics for Metallurgists!
- THE CO-PRODUCTION OF INNOVATION: A CASE STUDY IN A REHABILITATION HOSPITAL.
- Women clubs & Associations in Britain (Woburn Education Series);
- GATS and the Regulation of International Trade in Services: World Trade Forum;
Burberry plc reports that it :. The software industry was oriented towards the needs of developers rather than users and was slow to deliver the flexibility and functionality that users required. The software industry has undergone a revolution and change continues apace as development tools, such as App builders, are placed in the hands of enterprising youngsters, and a new generation of children are being introduced to software development through accessible languages such as those taught in codecademy.
Users have evolved from passive consumers to active participants; software has become more pervasive underpinning not only business but also social, governmental and entertainment applications. At the same time the IT, telecoms, media and entertainment industries have converged. The future of software is no longer simply in the hands of the traditional software companies but is the concern of governments and society. Governments began asking questions about control and future economic value of the industry and in the World Economic Forum began working on scenarios for the future to help governments understand the policy and regulatory challenges.
Possible scenarios were developed for the year Scenario 1: Safe Havens describes a digital world in which online security concerns create a clamour from consumers, businesses and governments for virtual safe havens. Industry responds by vertically integrating to create secure walled environments that provide all digital services.
Scenario 2: Middle Kingdoms describes a digital world in which consumers, governments and forward-looking businesses push for interoperability, enabling a bewilderingly wide array of niche offerings to become viable propositions — and a digital ecosystem dominated by intermediaries that effectively connect users to like-minded individuals and to their highly specialised suppliers that can best meet their needs. Scenario 3: Youniverse describes a digital world in which the rise of organic grassroots communities as powerhouses of economic value creation turns traditional business thinking on its head.
This leads to the rise of new organisational structures and to digital experiences that are highly personalised. This short 5 minute video explains the scenarios in more depth.
Case Studies in Service Innovation
To some extent all three scenarios are in existence today with the community groups in scenario 3 being somewhat uncomfortable with the industry controlled, closed environment in scenario 1. The winner in scenario 2 is the IT consultant who matches the wide range of offerings to the requirements of specific companies. What happens next in the software industry depends on the next generation and it is heartening to see a growth in coding classes in local communities and total overhaul of the ICT curriculum in schools. Consumers are increasingly interacting via Apps which can be built by relatively inexperienced developers.
Have you ever seen a keyboard made from bananas? Playing with technology can stimulate creative thinking: a much needed quality in the field of Service Innovation. The picture shows a keyboard made from bananas, one example of what a creative thinker could do with Makey Makey; an invention kit which can be used to turn everyday objects into touchpads and link them to the internet. Play can increase creativity and decrease the time taken to weigh up alternative designs; thus potentially reducing the cost and increasing the quality of the chosen design. This impressive collection of 29 case studies includes excellent examples of the transformative power of service innovation.
For example, case study 15 presents Innovation City Ruhr where an existing city with about 50, residents in the Ruhr Region of Germany is being rebuilt as a low-energy city. The case studies were used as evidence by an expert panel looking forward to and contributing to policy making for a smarter, sustainable, more inclusive Europe in Case Studies in Service Innovation provides the reader fresh insight into how innovation occurs in practice, and stimulates learning from one context to another. The volume brings together contributions from researchers and practitioners in a celebration of achievements with the intention of adding to the wider understanding of how service innovation develops.
Each of the 21 cases presents a brief description of the context in which the innovation occurred, the opportunity that led to the innovation and an overview of the innovation itself, also addressing how success was measured, what success has been achieved to date and providing links to further information. The book is organized around five major themes, each reflecting recognized sources of service innovation:.
The final part of the book is given to four extended cases allowing for a more in-depth treatment of innovation within a complex service system. The extended cases also illustrate two important and growing trends, firstly the need for, and benefits of, a more customer centric approach to service innovation and secondly the need for better understanding of public services and the role of public-private partnerships in identifying and achieving innovation.
service innovation cases
Case studies in Service Innovation is also available as an e-book. The council provides social housing to over 17, tenants and as you can imagine that also involves responsibility for an awful lot of repair work and repair workers. Not unreasonable!
- Kinder Than Solitude.
- Large-Scale Visual Geo-Localization.
- Venture (Tales from Aeowal - The Orla Cycle).
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Alarmingly, the start to finish time for a repair was a lengthy 24 days, and some repairs required 4 or more visits before the job was complete. Activation; and 5. The author deploys the first stage in four conditions: environmental macro conditions, consumer related to factors, product related to factors, situational factors.
Among these, conditions related to consumers and situational factors are highlighted. Regarding consumers, Etgar defines as background of co-production the factors: capacity, time, involvement, coordination ability and dialogical capacity. Situational factors refer to the interaction and are managers' beliefs, truth, confidence, opportunistic behavior, cultural compatibility and empathy. A gap of research pointed by Etgar is the knowledge of how consumers choose to engage in co-production and the corresponding decision-making process, suggesting still that co-production is a strategy used to improve the customization.
Chesbrough says that there is a conflict between customization and standardization. In the view of the author, internal processes must be standardized and customer relationship customized. According to Fitzsimmons and Fitzsimmons , the involvement of the client in the process of service maintains a competitive strategy of cost leadership with some customization, when focused on customers interested in self-care, i. Examples: banks less involvement, greater standardization, lower costs and hospitals greater involvement, less standardization, higher costs.
Chen, Tsou and Ching maintain that the co-production between producers and users is fundamental to the process of innovation in services. Greater customer involvement in innovation process results in better quality products. The model proposed by the authors is applied in the business-to-business context, besides being developed based on service dominant logic and the theory of vision based on resources. Bitner, Faranda and Hubbert list the levels of participation of clients in the service experience: low participation customer presence required in the service delivery , average customer inputs required for the creation of the service and high customer co-creates the service.
It is also highlighted the role of the customer in the service experience: the customer as a productive resource; the client as a contributor to the quality, satisfaction and value; the client as a competitor to the organization of services. The marketing area also developed the concept of co-production, mainly from the approach to the service-dominant logic SDL under this logic; the term co-creation is used more frequently.
The co-creation is wider than the co-production in the context of marketing, as it relates to a product that is not necessarily a service. On the other hand, it can be ended that, in services, from the integrative approach, which does not distinguish between goods and services, value co-created and value co-produced. The co-production and co-creation constructs should be seen more as a continuum than as dichotomous categories or mutually exclusive. Dadfar and Brege had the purpose to explore the role of customer involvement in the production of the service and the possible effect on the quality of service delivery, as well as customer satisfaction.
The innovation process in hospital services: a case study in an occupational therapy
Being an exploratory study, case study approach was used. For the authors, the customer involvement ranges from silent participation to a high degree of user involvement as part of the production process. The process of innovation in services is dependent on co-production between users and producers. Greater involvement results in better quality products or services Chen et al. To achieve the purpose of this study, a descriptive research was carried out using qualitative approach and case study strategy.
The CRER was founded in and is managed by a social organization.
For data collection, it was used documentary collection and interviews. The documentary collection was conducted by consultation in the webpage of the hospital. The interview is described by Bardin as not-directives and semi-directives or semi-structured. Ten interviews were made: 3 representatives of senior management hospital decision-makers ; 3 managers of healthcare services - doctors and other health professionals users ; 1 technology internal area manager user ; 2 billing area representatives users ; 1 representative of the foreign supplier of technology service provider.
The interviews were single, recorded and then transcribed. The analysis of the data was developed from the technique of content analysis, developed by Bardin Content analysis is divided into phases: 1. For the operationalization of these phases, a fluctuating reading was initially made. The text generated by the interviews was the corpus, which was subjected to analytical procedures. After reading the interviews transcribed, the highlight of keywords and phrases that contain descriptions of the analytical categories was made.
The reports were classified according to such categories. As the nature of this study is exploratory, the qualitative approach was used and considered that the presence of words in the report, quoted at least by one participant, would be enough for the description of the variable researched and, therefore, there were not registered frequencies. Then, the data was analyzed according to the literature addressed.
Decision makers, i.
The decision-making process for the adoption of technology was of the senior management, but all respondents made reference to the reason for the adoption, i. The decision was based on what Koch et al. At the individual level, the motivations verified were prestige and idealism. Idealism is noticeable at the talks of senior management, also present at the talks from all other respondents, without exception, the idea of a paperless hospital. At the organizational level, the motivations were troubleshooting.