Yuan Ze University - Service Design Basics, 12/6/2012Stephen Kwan
The document discusses service design from a modeling perspective that incorporates service thinking, system thinking, design thinking, and business thinking to provide an integrated approach across disciplines in the service design process. It outlines key concepts in service science, service systems, value co-creation, design thinking, and business thinking to demonstrate how an integrated modeling approach can effectively manage information and knowledge from design to engineering of service systems.
Chinese University of Hong Kong Visit 8/2/2011Stephen Kwan
This document provides an overview of service systems, value propositions, and service innovation. It discusses the changing nature of work and global labor forces shifting towards service jobs. Service science is defined as the study of service systems, which are complex systems designed to co-create value through value propositions. Examples of value propositions and service value networks are provided. The stages of customer empowerment in value co-creation are outlined. Innovation is said to reside at the intersection of invention and insight.
Kwan & Muller-Grochs Cambridge Understanding Complex Service Systems Conferen...Stephen Kwan
The document discusses constructing effective value propositions for stakeholders in service system networks. It presents a framework for understanding value propositions through different lenses including service science, systems theory, and stakeholder perspectives. Examples are provided to illustrate how value propositions can be mapped for various types of service systems and networks involving customers, providers, partners and communities.
This document describes an international case study analysis competition on standardization that was held in 2011. The competition was open to university student teams and aimed to promote education about standardization issues. Teams analyzed a case study on developing a methodology for citizens to measure their energy footprint and presented their analysis to a panel of international judges. The winning team received a $2000 prize. Feedback from participants was positive, though some asked for clearer guidelines and more preparation time. Plans were announced to expand the competition internationally in 2012.
SJSU has several ongoing collaborations with IBM including a memorandum of understanding to establish a Center for Advanced Studies headed by Ronald Mak, an IBM employee and CS professor at SJSU. Students have worked on projects at IBM's Almaden Research Center and SJSU President Mo Qayoumi spoke there. Professors are teaching courses using IBM technologies and partnering with IBMers on research projects.
The document discusses the growing importance of the service sector in the US and global economy. It notes that the service sector currently accounts for over 80% of the US economy and 40% of the world economy. It also discusses how countries that previously had trade surpluses in manufacturing goods are now facing increasing trade deficits in services with the US. The document uses US and WTO data to analyze trends in US trade in services and examines whether countries are employing protectionist measures to create barriers to trade in services, as has been done with other sectors. It provides examples of the growth of the service sector in the economies of countries like China and discusses how trade in services impacts US competitiveness.
Yuan Ze University - Service Design Basics, 12/6/2012Stephen Kwan
The document discusses service design from a modeling perspective that incorporates service thinking, system thinking, design thinking, and business thinking to provide an integrated approach across disciplines in the service design process. It outlines key concepts in service science, service systems, value co-creation, design thinking, and business thinking to demonstrate how an integrated modeling approach can effectively manage information and knowledge from design to engineering of service systems.
Chinese University of Hong Kong Visit 8/2/2011Stephen Kwan
This document provides an overview of service systems, value propositions, and service innovation. It discusses the changing nature of work and global labor forces shifting towards service jobs. Service science is defined as the study of service systems, which are complex systems designed to co-create value through value propositions. Examples of value propositions and service value networks are provided. The stages of customer empowerment in value co-creation are outlined. Innovation is said to reside at the intersection of invention and insight.
Kwan & Muller-Grochs Cambridge Understanding Complex Service Systems Conferen...Stephen Kwan
The document discusses constructing effective value propositions for stakeholders in service system networks. It presents a framework for understanding value propositions through different lenses including service science, systems theory, and stakeholder perspectives. Examples are provided to illustrate how value propositions can be mapped for various types of service systems and networks involving customers, providers, partners and communities.
This document describes an international case study analysis competition on standardization that was held in 2011. The competition was open to university student teams and aimed to promote education about standardization issues. Teams analyzed a case study on developing a methodology for citizens to measure their energy footprint and presented their analysis to a panel of international judges. The winning team received a $2000 prize. Feedback from participants was positive, though some asked for clearer guidelines and more preparation time. Plans were announced to expand the competition internationally in 2012.
SJSU has several ongoing collaborations with IBM including a memorandum of understanding to establish a Center for Advanced Studies headed by Ronald Mak, an IBM employee and CS professor at SJSU. Students have worked on projects at IBM's Almaden Research Center and SJSU President Mo Qayoumi spoke there. Professors are teaching courses using IBM technologies and partnering with IBMers on research projects.
The document discusses the growing importance of the service sector in the US and global economy. It notes that the service sector currently accounts for over 80% of the US economy and 40% of the world economy. It also discusses how countries that previously had trade surpluses in manufacturing goods are now facing increasing trade deficits in services with the US. The document uses US and WTO data to analyze trends in US trade in services and examines whether countries are employing protectionist measures to create barriers to trade in services, as has been done with other sectors. It provides examples of the growth of the service sector in the economies of countries like China and discusses how trade in services impacts US competitiveness.
Japan Institute for Design Promotion, December 21st, 2011, Tokyo, Japan.Stephen Kwan
This presentation discusses service design from a systems perspective, integrating system thinking, design thinking, and business thinking. It defines key concepts in service science like service systems and value co-creation. The presentation outlines a multi-disciplinary approach to service system design incorporating knowledge management. Finally, it examines stages in customer empowerment from traditional value chains to customer-driven service value networks.
Interntional Symposium On Service Systems Science 2012 KwanStephen Kwan
This document discusses information and knowledge management for service systems design and engineering. It presents perspectives including service thinking, design thinking, business thinking, and engineering disciplines that can be incorporated into a service system's life cycle from discovery to engineering. These perspectives include concepts like value propositions, service blueprints, and information technology platforms that support service systems.
Kwan & Muller-Gorchs 2011, Constructing Effective Value Propositions for Stak...Stephen Kwan
This document proposes a conceptual model called the Value Proposition Model (VPM) to help construct effective value propositions for stakeholders in service system networks. The VPM considers both the stakeholder and provider perspectives in determining value. It will be useful for developing business models for service systems to ensure stakeholder value systems are considered. The success of a service system depends on taking the stakeholder perspective from the front stage customer interface to the back stage technical implementation. The paper will develop the VPM using the customer as the prime stakeholder and illustrate its applicability with case studies.
Serviceology 2013: Fundamental Concepts and Premises of Service ScienceStephen Kwan
The document discusses the development of Service Science from SSME to including design, art, and public policy. It proposes a set of 10 Fundamental Concepts of Service Science like ecology, entities, and outcomes to facilitate communication across disciplines studying services. A preliminary set of Fundamental Premises is presented to allow reasoning about interactions between the concepts. The developments are reflected upon pioneering work in Service-Dominant Logic and its Fundamental Premises. There is seen to be a convergence between Service Science and Service-Dominant Logic with more work needed in the area of networks and systems.
Kwan SJSU IES Russian Group 10/26/2011Stephen Kwan
This document discusses service science and introduces some key concepts. It defines service science as the study of service systems, which are complex man-made systems designed to co-create value for stakeholders. The document provides examples of service systems and illustrates the relationships between various entities within a service system, including customers, employees, and partners. It also discusses the core components of a service system and different perspectives for analyzing them.
Stephen Kwan has had a long career in computing, from his early exposure to computers in high school through earning his PhD and working as a professor. He began by learning programming languages like FORTRAN and COBOL. Throughout his career, he has witnessed the transformation of the field from large proprietary systems to today's modular, distributed, and cloud-based systems. Currently, his research focuses on service patterns and service science, which studies service systems and how services are delivered to customers.
INFORMS 2014 - The Integration Quality Gap in Service System NetworksStephen Kwan
Service providers often have to construct networks of partners to fulfill service obligations to customers. We introduce an integration service quality gap that represents the difference between customer service quality expectation and perceived service quality in his service journey in a service system network. The integration service quality gap is incorporated with traditional service quality gaps to form a more complete treatment of service quality metrics in such an environment.
Maintaining Consistent Customer Experience in Service System NetworksStephen Kwan
This document discusses maintaining consistent customer experience in service system networks. It proposes a model to align value propositions between service providers and their partners to deliver the promised level and quality of service to customers. The success of service system networks depends on this alignment, otherwise customers may receive dissatisfying service. The document presents scenarios where value propositions can become misaligned, such as in outsourcing and when using channel partners. It proposes decomposing value propositions into components to better understand relationships between initiating and receiving stakeholders across different value dimensions. An outcome-based contracting model is also discussed as a way for service providers to combat commoditization.
Measuring Integration Service Quality Gap in A Service System NetworkStephen Kwan
This document discusses service quality gaps that can occur when multiple service providers are involved in fulfilling a customer's service experience. It introduces the concept of an "integration service quality gap" that represents the difference between a customer's expected quality of service and their perceived quality when multiple providers are involved. The document argues that service standards can help reduce this gap by ensuring a consistent level of service across the network of providers. It also discusses how value propositions must be effectively communicated across the network to maintain quality.
Service Science Research and Service Standards DevelopmentStephen Kwan
The document discusses the relationship between service science research and service standardization. It finds that while most existing ISO service standards focus on back-of-house service activities, there is a small increase in standards related to front-of-house activities. Upon analyzing definitions of "service" in standards, the document finds little commonality between how service is defined in standards and concepts in service science. It recommends further research to foster mutual benefits between service science and standards development.
Service Science Research and Service Standards DevelopmentStephen Kwan
The document presents an overview of service science research and service standards development. It discusses the definitions and functions of standards according to ISO and WTO. It shows data on the increasing importance of the services sector globally. Regarding service standardization, it outlines strategies used by some standards bodies and provides examples of existing service standards from ISO. It also presents preliminary results from an ongoing research project that examines service standards. The research aims to identify dominant functions in existing service standards and compare concepts in standards to those in service science to determine commonalities. Preliminary findings suggest a majority of standards focus on back-stage or enabling aspects of services while interest in front-stage standards is growing.
US and World Trade in Services - ISSIP Economics Community of Interest - 4/30/15Stephen Kwan
This presentation provides an overview of the US service sector and its trade in services with other countries. It discusses that the service sector now employs over 80% of the US workforce and has seen significant employment growth. The US runs a large trade surplus in services, exporting over $700 billion in services annually, with its largest trading partners being Canada, Europe, and Asia. However, global trade talks have stalled and countries are pursuing more bilateral and regional trade agreements to reduce barriers in services.
Using Analogies to Frame a Value PropositionStephen Kwan
The document discusses value proposition framing for services using analogy. It provides examples of analogies such as "pain killers", "vitamins", "beauty cream", "happy pills", "force multiplier", "mess for less", and "life saver" and "relationship saver" that can be used to describe the benefits of services. The document asks the reader to provide their own service examples for each analogy and consider if any services combine multiple analogies. It also prompts the reader to identify which analogy can describe their innovative service project and think of other possible analogies.
This document provides an overview of a workshop on service design for new faculty and PhD students. The workshop introduces participants to key concepts in service design, including what constitutes a service system, factors to consider when designing services, and various design methods. The workshop also discusses teaching service design and potential areas for future research. The target audience is new faculty, PhD students, and faculty teaching service science and design courses.
Tsring-hua University Workshop File 2 of 2 12/07/12Stephen Kwan
This document presents a lecture by Dr. Stephen K. Kwan on service systems, value propositions, and service innovation. It defines key concepts in service science like service systems and value co-creation. It describes a framework for understanding service systems and stages in customer empowerment. Finally, it discusses how this framework can be used to complement innovation methods and provides examples of applying these concepts to teaching and student projects.
Introduction to SSMED for 119A, Nov 2012Stephen Kwan
This document provides an introduction to service science, management, engineering, and design (SSMED). It defines key concepts such as service science, service systems, and value co-creation. It also discusses the growth of the global service sector and gives examples of industries engaging in SSMED. Finally, it outlines a proposed spring 2013 elective course on service systems management.
China and the World: Trade, Innovation and its role in the WTOStephen Kwan
This document discusses China's role in the World Trade Organization and its growing service sector. It provides background on the WTO and China's goals to increase the value of its service sector output. While China has the 4th largest service sector globally, challenges remain such as a lack of intellectual property protections and uneven enforcement of standards. The document also examines issues from global financial crises and stalled trade talks that impact world trade in services.
IJCSS 2012 Work Shop - An MBA Course on Service InnovationStephen Kwan
This document provides an overview of an MBA course on Service Innovation taught by Dr. Stephen K. Kwan at San José State University. The course targets graduate degrees in business administration, management information systems, and supply chain management. It covers topics such as service management, operations, strategy, and information technology. The course incorporates perspectives from fields including systems thinking, design thinking, business thinking, and engineering. It teaches frameworks for service systems modeling and design thinking.
IBM Service Science & Innovation Community of Practice 3/6/2012Stephen Kwan
This document discusses constructing effective value propositions for stakeholders in service system networks. It defines key terms like service science, service systems, and value co-creation. It presents models of service systems as networks and value chains. It also outlines four stages of customer empowerment in value co-creation, from traditional value chains to more collaborative customer-driven networks. Finally, it notes there is a variety of potential value propositions that can address different stakeholder needs.
Japan Institute for Design Promotion, December 21st, 2011, Tokyo, Japan.Stephen Kwan
This presentation discusses service design from a systems perspective, integrating system thinking, design thinking, and business thinking. It defines key concepts in service science like service systems and value co-creation. The presentation outlines a multi-disciplinary approach to service system design incorporating knowledge management. Finally, it examines stages in customer empowerment from traditional value chains to customer-driven service value networks.
Interntional Symposium On Service Systems Science 2012 KwanStephen Kwan
This document discusses information and knowledge management for service systems design and engineering. It presents perspectives including service thinking, design thinking, business thinking, and engineering disciplines that can be incorporated into a service system's life cycle from discovery to engineering. These perspectives include concepts like value propositions, service blueprints, and information technology platforms that support service systems.
Kwan & Muller-Gorchs 2011, Constructing Effective Value Propositions for Stak...Stephen Kwan
This document proposes a conceptual model called the Value Proposition Model (VPM) to help construct effective value propositions for stakeholders in service system networks. The VPM considers both the stakeholder and provider perspectives in determining value. It will be useful for developing business models for service systems to ensure stakeholder value systems are considered. The success of a service system depends on taking the stakeholder perspective from the front stage customer interface to the back stage technical implementation. The paper will develop the VPM using the customer as the prime stakeholder and illustrate its applicability with case studies.
Serviceology 2013: Fundamental Concepts and Premises of Service ScienceStephen Kwan
The document discusses the development of Service Science from SSME to including design, art, and public policy. It proposes a set of 10 Fundamental Concepts of Service Science like ecology, entities, and outcomes to facilitate communication across disciplines studying services. A preliminary set of Fundamental Premises is presented to allow reasoning about interactions between the concepts. The developments are reflected upon pioneering work in Service-Dominant Logic and its Fundamental Premises. There is seen to be a convergence between Service Science and Service-Dominant Logic with more work needed in the area of networks and systems.
Kwan SJSU IES Russian Group 10/26/2011Stephen Kwan
This document discusses service science and introduces some key concepts. It defines service science as the study of service systems, which are complex man-made systems designed to co-create value for stakeholders. The document provides examples of service systems and illustrates the relationships between various entities within a service system, including customers, employees, and partners. It also discusses the core components of a service system and different perspectives for analyzing them.
Stephen Kwan has had a long career in computing, from his early exposure to computers in high school through earning his PhD and working as a professor. He began by learning programming languages like FORTRAN and COBOL. Throughout his career, he has witnessed the transformation of the field from large proprietary systems to today's modular, distributed, and cloud-based systems. Currently, his research focuses on service patterns and service science, which studies service systems and how services are delivered to customers.
INFORMS 2014 - The Integration Quality Gap in Service System NetworksStephen Kwan
Service providers often have to construct networks of partners to fulfill service obligations to customers. We introduce an integration service quality gap that represents the difference between customer service quality expectation and perceived service quality in his service journey in a service system network. The integration service quality gap is incorporated with traditional service quality gaps to form a more complete treatment of service quality metrics in such an environment.
Maintaining Consistent Customer Experience in Service System NetworksStephen Kwan
This document discusses maintaining consistent customer experience in service system networks. It proposes a model to align value propositions between service providers and their partners to deliver the promised level and quality of service to customers. The success of service system networks depends on this alignment, otherwise customers may receive dissatisfying service. The document presents scenarios where value propositions can become misaligned, such as in outsourcing and when using channel partners. It proposes decomposing value propositions into components to better understand relationships between initiating and receiving stakeholders across different value dimensions. An outcome-based contracting model is also discussed as a way for service providers to combat commoditization.
Measuring Integration Service Quality Gap in A Service System NetworkStephen Kwan
This document discusses service quality gaps that can occur when multiple service providers are involved in fulfilling a customer's service experience. It introduces the concept of an "integration service quality gap" that represents the difference between a customer's expected quality of service and their perceived quality when multiple providers are involved. The document argues that service standards can help reduce this gap by ensuring a consistent level of service across the network of providers. It also discusses how value propositions must be effectively communicated across the network to maintain quality.
Service Science Research and Service Standards DevelopmentStephen Kwan
The document discusses the relationship between service science research and service standardization. It finds that while most existing ISO service standards focus on back-of-house service activities, there is a small increase in standards related to front-of-house activities. Upon analyzing definitions of "service" in standards, the document finds little commonality between how service is defined in standards and concepts in service science. It recommends further research to foster mutual benefits between service science and standards development.
Service Science Research and Service Standards DevelopmentStephen Kwan
The document presents an overview of service science research and service standards development. It discusses the definitions and functions of standards according to ISO and WTO. It shows data on the increasing importance of the services sector globally. Regarding service standardization, it outlines strategies used by some standards bodies and provides examples of existing service standards from ISO. It also presents preliminary results from an ongoing research project that examines service standards. The research aims to identify dominant functions in existing service standards and compare concepts in standards to those in service science to determine commonalities. Preliminary findings suggest a majority of standards focus on back-stage or enabling aspects of services while interest in front-stage standards is growing.
US and World Trade in Services - ISSIP Economics Community of Interest - 4/30/15Stephen Kwan
This presentation provides an overview of the US service sector and its trade in services with other countries. It discusses that the service sector now employs over 80% of the US workforce and has seen significant employment growth. The US runs a large trade surplus in services, exporting over $700 billion in services annually, with its largest trading partners being Canada, Europe, and Asia. However, global trade talks have stalled and countries are pursuing more bilateral and regional trade agreements to reduce barriers in services.
Using Analogies to Frame a Value PropositionStephen Kwan
The document discusses value proposition framing for services using analogy. It provides examples of analogies such as "pain killers", "vitamins", "beauty cream", "happy pills", "force multiplier", "mess for less", and "life saver" and "relationship saver" that can be used to describe the benefits of services. The document asks the reader to provide their own service examples for each analogy and consider if any services combine multiple analogies. It also prompts the reader to identify which analogy can describe their innovative service project and think of other possible analogies.
This document provides an overview of a workshop on service design for new faculty and PhD students. The workshop introduces participants to key concepts in service design, including what constitutes a service system, factors to consider when designing services, and various design methods. The workshop also discusses teaching service design and potential areas for future research. The target audience is new faculty, PhD students, and faculty teaching service science and design courses.
Tsring-hua University Workshop File 2 of 2 12/07/12Stephen Kwan
This document presents a lecture by Dr. Stephen K. Kwan on service systems, value propositions, and service innovation. It defines key concepts in service science like service systems and value co-creation. It describes a framework for understanding service systems and stages in customer empowerment. Finally, it discusses how this framework can be used to complement innovation methods and provides examples of applying these concepts to teaching and student projects.
Introduction to SSMED for 119A, Nov 2012Stephen Kwan
This document provides an introduction to service science, management, engineering, and design (SSMED). It defines key concepts such as service science, service systems, and value co-creation. It also discusses the growth of the global service sector and gives examples of industries engaging in SSMED. Finally, it outlines a proposed spring 2013 elective course on service systems management.
China and the World: Trade, Innovation and its role in the WTOStephen Kwan
This document discusses China's role in the World Trade Organization and its growing service sector. It provides background on the WTO and China's goals to increase the value of its service sector output. While China has the 4th largest service sector globally, challenges remain such as a lack of intellectual property protections and uneven enforcement of standards. The document also examines issues from global financial crises and stalled trade talks that impact world trade in services.
IJCSS 2012 Work Shop - An MBA Course on Service InnovationStephen Kwan
This document provides an overview of an MBA course on Service Innovation taught by Dr. Stephen K. Kwan at San José State University. The course targets graduate degrees in business administration, management information systems, and supply chain management. It covers topics such as service management, operations, strategy, and information technology. The course incorporates perspectives from fields including systems thinking, design thinking, business thinking, and engineering. It teaches frameworks for service systems modeling and design thinking.
IBM Service Science & Innovation Community of Practice 3/6/2012Stephen Kwan
This document discusses constructing effective value propositions for stakeholders in service system networks. It defines key terms like service science, service systems, and value co-creation. It presents models of service systems as networks and value chains. It also outlines four stages of customer empowerment in value co-creation, from traditional value chains to more collaborative customer-driven networks. Finally, it notes there is a variety of potential value propositions that can address different stakeholder needs.
Dr. Stephen K. Kwan is a professor of service science at San José State University. His current research projects focus on topics related to service systems design and engineering. Some of his research questions examine how to link key performance indicators to value propositions and service level agreements. Another question looks at how to demonstrate to executives that design thinking can improve service system design and engineering. Additional questions explore knowledge sharing among service providers and partners, co-production process quality management, and defining and measuring service productivity.
This document discusses constructing effective value propositions for stakeholders in service system networks. It begins by introducing service systems and service system networks. It then discusses value co-creation through value propositions and stages in customer empowerment in value co-creation, from value chains to customer-driven service value networks. The document presents a variety of value propositions and how they can be bi-directional. It introduces a Value Proposition Model (VPM) that starts with the service system and provides common and individual/community examples of VPM.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
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Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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Service System Modelling Workshop, Manchester Business School, 9/20/2011
1. Constructing Effective Value Propositions for Stakeholders in Service System Networks Dr. Stephen K. Kwan Professor, Service Science Management Information Systems College of Business Administration San José State University, CA, USA http://www.sjsu.edu/ssme Contact: stephen.kwan@sjsu.edu MercèMüller-Gorchs Karlsruhe Service Research Institute Karlsruhe Institute of Technology Karlsruhe, Germany Presented at the Service System Modeling Workshop Manchester Business School, September 20th, 2011, Manchester, UK. Download these slides at: http://www.slideshare.net/StephenKwan
2. Service System Worldview1 Service Provider Customer Service Experience A Service System and Its Entities 1Kwan, S. K. & Min, J. H. (2008) “An Evolutionary Framework of Service Systems”. Presented at the International Conference on Service Science, Beijing, China, April 17-18. Kwan & Müller-Gorchs 2011 2
3. Service System Worldview Employees & Stockholders Community Service Provider Customer Service Experience Partners Competition Service System Society Kwan & Müller-Gorchs 2011 3
4. Value Co-Creation Through Value Propositions Value Employees & Stockholders Community Service Provider Customer Value Value Value Service Experience Partners Competition Service System Governance Society Kwan & Müller-Gorchs 2011 4
5. Stages in Customer Empowerment in Value Co-Creation Stage 1: Value Chain Value Proposition Customer Service Provider Focal Relationship Service Experience 5 Kwan, S. K. & Yuan, S. T. ”Customer-Driven Value Co-Creation in Service Networks”, to appear in Demirkan, H., Spohrer, J.C. and Krishna, V. ed., The Science of Service Systems, volume in Service Science: Research and Innovation (SSRI) in the Service Economy series, Springer, 2010. Kwan & Müller-Gorchs 2011 5
6. Customer Driven Service Value Network Value Proposition Service Provider Customer Focal Relationship Value Proposition Value Proposition Provider Partner Network Customer’s Social Network Service Experience Kwan & Müller-Gorchs 2011 6
7. 7 Kwan & Müller-Gorchs 2011 Value Systems and Value Dimensions Provider’s Value System Opportunities for Value Co-Creation Customer’s Value System ★ ★ ★ ★ ★ ★ ★ ★ His Customer’s Value System
8. Variety of Value Propositions Maslow’s Hierarchy Of Needs Value Dimensions Service Provider Society Community Employees Stockholders Partners Customers Intrinsic Hedonic Spiritual Corporal Emotional Intellectual Social Societal Environmental Political Stakeholders Economic A point in this 3-D space is a Potential Value Proposition 1 2 4 3 Stages of Customer Empowerment Kwan & Müller-Gorchs 2011 8
9. Kwan & Müller-Gorchs 2011 Maslow’s Hierarchy of Needs Disposable Income & Desire for Services Needs vs. Wants 9
10. 10 Kwan & Müller-Gorchs 2011 Foundational Premises of Service Dominant Logic Microeconomic Considerations
11. 11 Kwan & Müller-Gorchs 2011 Constructing a Value Proposition The Customer have a lot of VP’s to choose from Quality Probability of Success Costs Benefits Service Experience
12. 12 Kwan & Müller-Gorchs 2011 A Customer’s Choice of Service A Service Provider’s Promised Value: Based on the Customer’s own expectations A Customer’ Choice Function:
13. 13 Kwan & Müller-Gorchs 2011 A Customer’s Realization of Value A Customer’s Realized Value: Co-Production Service Process Co-Creation of Value Service Provider and His Partners’ Contributions Customer’s Contributions
14. 14 Kwan & Müller-Gorchs 2011 Constructing Value Propositions: Customers and Service Providers Connecting Components of a Value Proposition to a Service Provider’s KPI’s through Feedback
15. 15 Kwan 2011 Value Proposition Model (VPM) Starting with the Service System Service Provider Customer Service Experience
16. 16 Kwan 2011 VPM – a common example Service Provider Customer Value Proposition Customer Service Experience Service Experience Customer Service Experience
17. 17 Kwan 2011 VPM – individuals and community Service Provider Customer Value Proposition Community/ Social Network Customer A Shared Experience Service Experience Service Experience Customer Service Experience
18. 18 Kwan 2011 VPM – individuals and Facebook community Service Provider Customer Value Proposition Community/ Social Network Customer A Shared Experience Service Experience Service Experience Customer Service Experience
19. 19 Kwan 2011 VPM – service provider partners Service Provider Customer Value Proposition Customer Service Experience Service Experience Service Experience Service Experience Vendor Value Proposition
20. 20 Kwan 2011 VPM – partner’s acquistion of customer Service Provider Customer Customer Service Experience Service Experience Service Experience Service Experience Vendor Service Experience
21. 21 Kwan 2011 Example 1 of 4 Service Provider Customer Customer Service Experience Service Experience Service Experience Service Experience Vendor
22. 22 Kwan 2011 Example 2 of 4 Service Provider Customer Customer Service Experience Service Experience Service Experience Service Experience Service Experience Vendor Vendor Service Experience
23. 23 Kwan 2011 Example 3 of 4 Service Provider Customer Customer Service Experience Service Experience Service Experience Service Experience Service Experience Vendor Vendor Service Experience
24. 24 Kwan 2011 Example 4 of 4 Service Provider Customer Customer Service Experience Service Experience Service Experience Service Experience Vendor Service Experience
27. 27 Kwan & Müller-Gorchs 2011 Example: Social Service London Borough of Sutton Service Provider Customer Safer Sutton Service Partnership LBS Community VP0 Quality of Life Improvement Service Service Experience
28. 28 Kwan & Müller-Gorchs 2011 Example: Social Service London Borough of Sutton SSPS – Coordinator Role LBS Council MPS Fairer Service Components Quality of Life Improvement Service Customer VP0 Partners LBS Community: Residents & Businesses VP1 Greener Service Components Sutton Police Partnership VP2 Safer Transport Team Safer Service Components: Prevent Assist Reduce Improve Partnership VP3 Safer Park Teams Partnership VP4 Safer Neighborhood Teams Partnership VP5 Sutton Neighborhood Watch Association Partnership
29.
30. More on connecting VPM with Service Provider’s KPI
34. Constructing Effective Value Propositions for Stakeholders in Service System Networks Dr. Stephen K. Kwan Professor, Service Science Management Information Systems College of Business Administration San José State University, CA, USA http://www.sjsu.edu/ssme Contact: stephen.kwan@sjsu.edu MercèMüller-Gorchs Karlsruhe Service Research Institute Karlsruhe Institute of Technology Karlsruhe, Germany End Presented at the Service System Modeling Workshop Manchester Business School, September 20th, 2011, Manchester, UK. Download these slides at: http://www.slideshare.net/StephenKwan
36. 32 Stages in Customer Empowerment in Value Co-Creation Stage 1: Value Chain Value Proposition Customer Service Provider Focal Relationship Service Experience 5 Kwan, S. K. & Yuan, S. T. ”Customer-Driven Value Co-Creation in Service Networks”, to appear in Demirkan, H., Spohrer, J.C. and Krishna, V. ed., The Science of Service Systems, volume in Service Science: Research and Innovation (SSRI) in the Service Economy series, Springer, 2010. Kwan 2011
37. 33 Stage 2: Traditional Service Value Network Value Proposition Customer Service Provider Focal Relationship Provider Partner Network Service Experience Value Proposition cf. ICT-enabled service networks, mobile applications, etc. Kwan 2011
38. Stage 3 – Improved Value Chain Value Proposition Customer Service Provider Focal Relationship Value Proposition Customer’s Social Network Service Experience Kwan 2011
39. Stage 4: Customer Driven Service Value Network Value Proposition Service Provider Customer Focal Relationship Value Proposition Value Proposition Provider Partner Network Customer’s Social Network Service Experience cf. “Resource Integrators” in Service Dominant Logic literature Kwan 2011
40. 36 Kwan & Müller-Gorchs 2011 Illustration of Service Co-production Customer Service Components Co-produced by Customer Service Experience Made up of Observable or Evidential Components S1 = S2 = Service Components Co-produced by Service Provider Service Provider
41. 37 Kwan & Müller-Gorchs 2011 Illustration of Value Co-creation Customer Value / c1 V = Σ + / c2 + Value Service Provider
42. 38 Kwan & Müller-Gorchs 2011 Service Pattern 1 – Single Service Episode Customer Instantiation of the Service Experience at a particular point In time VP0 SE0 Focal Relationship Time SP0 SE0 = Service Experience provided by SP0 SP0 = Service Provider of the Focal Relationship (the basis of the Value Proposition from Kwan & Yuan 2011) VP0 = Value Proposition offered by SP0 to Customer for SE0
43. 39 Kwan & Müller-Gorchs 2011 Pattern 2 – Continuous Service over a Period of Time Customer VP0 SE0 Time SP0
44. 40 Kwan & Müller-Gorchs 2011 Service Pattern 3 – Service in Parallel Customer VP0 Se0 Se1 Se2 Time SP2 SP1 SP0 Instantiation of the Service Experience at a particular point In time
45. 41 Kwan & Müller-Gorchs 2011 Pattern 3 – Continuous Service with Occasional Service Episodes Customer VP0 Se2 Se1 Se0 Time SP0
46. 42 Kwan & Müller-Gorchs 2011 Pattern 4 – Service provided by more than one Partner Service Providers Customer VP0 SE2 SE1 SE3 SE0 Time SP3 SP1 SP2 SP0 VP1 SE4 VP3 SE6 VP2 SE5