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G. Verstoep Service Innovation Businesspreneur Linked In
 

G. Verstoep Service Innovation Businesspreneur Linked In

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service innovation perspectives

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    G. Verstoep Service Innovation Businesspreneur Linked In G. Verstoep Service Innovation Businesspreneur Linked In Presentation Transcript

    • FAN OF YOUR SERVICE CONCEPT customers as fans: change the rules of the service game Businesspreneur © 2008
    • COMPELLING SERVICECONCEPT & MEANINGFULL CUSTOMER EXPERIENCE • Gertjan Verstoep is managing partner of Businesspreneur, a service innovation consultancy company. Businesspreneur helps you understand changing customer needs and desires. We use (new) customer insights to innovate the service offerings, create product-services that are aligned with their customers’ needs and desires. Do you know the next generation service concept for your customers? • Together with Maarten Blankenberg, he developed the service personality approach, a pragmatic method tot create a excellent, dynamic service culture in the moments of truth between service employee and customers. Businesspreneur© 2008
    • COMPELLING SERVICECONCEPT & MEANINGFULL CUSTOMER EXPERIENCE Reconnect your service to the world of your customer. • A system thinking perspective; • Organizations must have a a clear view on (unique) customer insights; • Understanding of the building process of service concepts. Key question ”Is your organization really interested in the world of the customer (customer centricity) and will it accept the consequences, new ways of working, new ways of co-creation with the customer, to find new relevant customer insights and new value propositions”. Businesspreneur© 2008
    • Describe your dream service! ------------------------------------------------------------------------------------------------------- ------------------------------------------------------------------------------------------------------ Businesspreneur © 2008
    • COMPELLING SERVICECONCEPT & MEANINGFULL CUSTOMER EXPERIENCE Concept/ New service offerings Developing concepts that combine multiple elements of innovation (from business model, IT platform to the Channel, etcetera,) change in the way in which revenues and profits are earned. Interaction New customer/delivery interfaces/delivering experiences Improving the dynamic exchange of information between the customer and a service provider . Process Processes that add value, more transparency, simplifying the process, open innovation, Employee engagement, empowering the customer etcetera Technology ICT in renewing business processes and models Solutions for next-generation information networks Embedded ICT in renewing products and systems Management of networked information and knowledge Businesspreneur© 2008
    • PLAYING FIELDS of SERVICE CONCEPTS Perspectives on service value propositions Businesspreneur © 2008
    • Unique customer insights 1 Businesspreneur © 2008
    • COMPELLING SERVICECONCEPT & MEANINGFULL CUSTOMER EXPERIENCE “Much attention for the dreams, emotions, feelings, life of the customer. Solutions/ new services must be meaningful for the life of customers. The focus is not the product or additional services but the customer, the life of customers. How can we help the customer to manage the complexity of life, is an example of this broader perspective. “ Customer insights: organizations must adopt new ways to investigate customers. The new methods are available, like ethnographic study, observing customers, photo-study, user diaries, storyboards, service metaphors, social probes. Organizations must stop to copy customer insights from each other. New market leaders, service champions will introduce new services based on new, unique insights. Businesspreneur© 2008
    • Value creation approach 2 Businesspreneur © 2008
    • COMPELLING SERVICECONCEPT & MEANINGFULL CUSTOMER EXPERIENCE CONCEPTUAL MODEL OF SERVICE EXPERIENCE CONCEPT COMPONENTS , Brian Fynes; Ann Marie Lally 2004 Businesspreneur© 2008
    • Shift customer needs domain 2 Businesspreneur © 2008
    • COMPELLING SERVICECONCEPT & MEANINGFULL CUSTOMER EXPERIENCE SERVICE CONCEPT FRAMEWORK BASED ON MASLOWS NEEDS HIERARCHY, Katora Nakamura 2007 Levels of needs met by the service: mind level, knowledge level, cognitive level, information level, material level; dynamic shift to different need levels for the different target users. Businesspreneur© 2008
    • Service driven business models 3 Businesspreneur © 2008
    • COMPELLING SERVICECONCEPT & MEANINGFULL CUSTOMER EXPERIENCE SERVICE BLUE PRINT Businesspreneur© 2008
    • COMPELLING SERVICECONCEPT & MEANINGFULL CUSTOMER EXPERIENCE BUSINES MODELING, Alexander Osterwalder (picture ATOS NL) Businesspreneur© 2008
    • Breaking the rules in the service system (the service logic) 4 Businesspreneur © 2008
    • COMPELLING SERVICECONCEPT & MEANINGFULL CUSTOMER EXPERIENCE The service system is the framework that connects the touchpoints from the perspective of the customer. The framework enables the customer to have a compelling service experience and to achieve the goals. Businesspreneur© 2008
    • COMPELLING SERVICECONCEPT & MEANINGFULL CUSTOMER EXPERIENCE Businesspreneur© 2008
    • COMPELLING SERVICECONCEPT & MEANINGFULL CUSTOMER EXPERIENCE FIVE DISRUPTIVE CUSTOMER EXPERIENCE STRATEGIES, FORRESTEER RESEARCH 2006 AND EXPERENCIE-BASED DIFFERENTIATION, bRUCE, D. Temkin.. obsess about customer needs; reinforce brands with every interaction; and treat customer experience as a competence, not a function. • Ultra simplicity: stripping away features to better meet the needs of customers. Companies often compete with each other by squeezing new features into their offerings. Over time, this process of “continuous enhancement” can lead to products and services with more capabilities than most customers need. So there’s an opportunity to develop a simplified version of existing offerings. [examples: ING Direct and JetBlue] ; • Online infusion: integrating online features into core offerings. The number of US households with broadband more than doubled in the last few years - growing from 20 million in 2003 to almost 45 million in 2005. The increasing willingness of consumers to do things online has outpaced most companies’ online efforts. That’s why there’s an opportunity to disrupt the status quo by designing offerings that natively incorporate online capabilities as part of the core product definition. [examples: Netflix and Disney Mobile] ; • Service infusion: integrating service features into core offerings. Companies often think of service independently of the products that they deliver. But customer needs are best met with a strong combination of both. That’s why firms can create a distinct advantage when they blend together product and service offerings. [examples: iPod/iTunes and Panasonic Plasma Concierge program] ; • Service amplification: investing in distinctly high levels of service. For many companies, “human” service is viewed as pure cost - putting service capabilities on the chopping block whenever they face cost pressures. With this relentless marketplace squeeze on services, firms can differentiate themselves by bucking the trend and making a significant investment in raising their service levels. [examples: Mandarin Oriental hotels and The Container Store] ; • Value repositioning: offering a radically different value proposition. One of the things that Starbucks’ success has taught us is that coffee shops don’t have to compete based solely on their coffee. When companies take a closer at a targeted set of customers, they’ll often find an opportunity to appeal to a different, less obvious set of needs and desires. [examples: Starbucks and Umpqua Bank] Businesspreneur© 2008
    • COMPELLING SERVICECONCEPT & MEANINGFULL CUSTOMER EXPERIENCE Treat customer experience as a competence, research Businesspreneur 2007 Businesspreneur© 2008
    • Your Fan, your formula Design your own service concept box YOUR Businesspreneur © 2008