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.
Poster by Romina Torres, Hernan Astudillo and Nelly Bencomo at the 2nd Awareness Workshop on Challenges for Achieving Self-awareness in Autonomic Systems @ SASO 2012, Lyon, France
Servicialisation - Service Specifying: Example E-mailing Service V01.05.00servicEvolution
This extract out of another presentation explains and illustrates the complete and consistent service specification for the precisely & succinctly identified service type 'e-mailing service':
- The service providing quality is specified based on agreed & accepted, practical & binding values for the service attributes 01 thru 11.
- The price for seamlessly & reliably rendering a singular & unique e-mailing service is numbered in the identical service attribute 12 'Service Delivering Price'.
- Furthermore, there are 3 different service levels specified with their particular sets of 12 practical attribute values.
- All this fits on 2 pages only and it becomes the nucleus of practical & binding service providing offerings presented by the accountable service provider in its compact & meaning full service catalogue.
Such a service specification is the starting point of any further method & measure for reliable & cost-efficient service providing management (= servuction management). It is the core document for commissioning and committing as well as for rendering and billing explicitly triggered, singular & unique e-mailing services that have been reliably rendered explicitly to triggering service consumers.
Further details about the methodology of servicialisation are
- explained in the whitepaper 'Servicialisation - Introduction'
http://www.slideshare.net/PaulGHz/servicialisation-introduction-v010100
- illustrated the presentation 'Servicialisation - From Service Identifying to Service Billing'
http://www.slideshare.net/PaulGHz/servicialisation-from-service-identifying-to-service-billing-v010000
s. further documents in German:
- Service-Spezifizierung - Service-Typ & Service-Erbringungsqualität
https://www.slideshare.net/PaulGHz/konzeptpapier-servicespezifizierung-servicetyp-und-serviceerbringungsqualitt-v060100pdf
- Service-Identifizierung - Service-Typ & Wesensmerkmale
https://www.slideshare.net/PaulGHz/konzeptpapier-serviceidentifizierung-servicetyp-wesensmerkmale-v060200pdf
- Service-Kategorien - Service-Objekttypen & Nutzeffekttypen
https://www.slideshare.net/PaulGHz/konzeptpapier-servicekategorien-serviceobjekttypen-nutzeffekttypen-v060200pdf
- Service-Konsument - Wertschöpfer & Umsatzbringer
https://www.slideshare.net/PaulGHz/konzeptpapier-servicekonsument-wertschpfer-umsatzbringer-v060300pdf
- Service Provider - Service-Trilemma & Geschäftsmodell
https://www.slideshare.net/PaulGHz/konzeptpapier-service-provider-servicetrilemma-geschftsmodell-v060200pdf
- Service-Definition - Herleitung & Anwendung
https://www.slideshare.net/PaulGHz/konzeptpapier-servicedefinition-herleitung-und-anwendung-v060200pdf
- Glossar Service-Terminologie
https://www.slideshare.net/PaulGHz/servicialisierung-glossar-serviceterminologie-v070000
- Diskussionspapier 'Workshop 'Service-Definition''
https://www.slideshare.net/PaulGHz/diskussionspapier-workshop-servicedefinition-v090000
The Indian MVAS market is predicted to grow at a CAGR of 25% between 2012 and 2015 to reach US $9.5 billion in 2015, from an estimated US $4.9 billion in 2012. The estimate comes from a report jointly commissioned by Wipro Technologies and The Internet and Mobile Association of India (IAMAI).
Outsourcing Portfolio Rationalization: Getting the Most out of OutsourcingEverest Group
The complexities associated with large outsourcing portfolios can take a toll on outsourcing gains. Analysis has revealed that even in competitively benchmarked outsourcing arrangements, buyers with unwieldy portfolios may lose up to 20 percent on the sourcing spend. This webinar will explain the complexities that might be impacting your outsourcing gains and how to realize incremental sourcing gains by addressing these complexities at the grassroot level, using Everest Group’s proprietary Outsourcing Portfolio Rationalization
Managing Enterprise Services through Service Versioning & Governance - Impact...Prolifics
Speakers: Brian Bubonic, Huntington National Bank; Emil Thomas, Prolifics
Description: Huntington National Bank is a Midwestern bank headquartered in Columbus, Ohio. Over the past one year, Huntington has been trying to enforce service governance by using IBM SOA products and also by adopting more stricter policies and standards around design, development and usage of the services. With an estimated 500 plus enterprise services to be in Production by the end of 2012 and with challenging requirements to evolve services continually for the various consuming applications, this is no mean feat. In this presentation, we will showcase the challenges faced in the journey, the approaches taken and the benefits achieved with enterprise service versioning and enforcing service governance to achieve enterprise service agility.
Poster by Romina Torres, Hernan Astudillo and Nelly Bencomo at the 2nd Awareness Workshop on Challenges for Achieving Self-awareness in Autonomic Systems @ SASO 2012, Lyon, France
Servicialisation - Service Specifying: Example E-mailing Service V01.05.00servicEvolution
This extract out of another presentation explains and illustrates the complete and consistent service specification for the precisely & succinctly identified service type 'e-mailing service':
- The service providing quality is specified based on agreed & accepted, practical & binding values for the service attributes 01 thru 11.
- The price for seamlessly & reliably rendering a singular & unique e-mailing service is numbered in the identical service attribute 12 'Service Delivering Price'.
- Furthermore, there are 3 different service levels specified with their particular sets of 12 practical attribute values.
- All this fits on 2 pages only and it becomes the nucleus of practical & binding service providing offerings presented by the accountable service provider in its compact & meaning full service catalogue.
Such a service specification is the starting point of any further method & measure for reliable & cost-efficient service providing management (= servuction management). It is the core document for commissioning and committing as well as for rendering and billing explicitly triggered, singular & unique e-mailing services that have been reliably rendered explicitly to triggering service consumers.
Further details about the methodology of servicialisation are
- explained in the whitepaper 'Servicialisation - Introduction'
http://www.slideshare.net/PaulGHz/servicialisation-introduction-v010100
- illustrated the presentation 'Servicialisation - From Service Identifying to Service Billing'
http://www.slideshare.net/PaulGHz/servicialisation-from-service-identifying-to-service-billing-v010000
s. further documents in German:
- Service-Spezifizierung - Service-Typ & Service-Erbringungsqualität
https://www.slideshare.net/PaulGHz/konzeptpapier-servicespezifizierung-servicetyp-und-serviceerbringungsqualitt-v060100pdf
- Service-Identifizierung - Service-Typ & Wesensmerkmale
https://www.slideshare.net/PaulGHz/konzeptpapier-serviceidentifizierung-servicetyp-wesensmerkmale-v060200pdf
- Service-Kategorien - Service-Objekttypen & Nutzeffekttypen
https://www.slideshare.net/PaulGHz/konzeptpapier-servicekategorien-serviceobjekttypen-nutzeffekttypen-v060200pdf
- Service-Konsument - Wertschöpfer & Umsatzbringer
https://www.slideshare.net/PaulGHz/konzeptpapier-servicekonsument-wertschpfer-umsatzbringer-v060300pdf
- Service Provider - Service-Trilemma & Geschäftsmodell
https://www.slideshare.net/PaulGHz/konzeptpapier-service-provider-servicetrilemma-geschftsmodell-v060200pdf
- Service-Definition - Herleitung & Anwendung
https://www.slideshare.net/PaulGHz/konzeptpapier-servicedefinition-herleitung-und-anwendung-v060200pdf
- Glossar Service-Terminologie
https://www.slideshare.net/PaulGHz/servicialisierung-glossar-serviceterminologie-v070000
- Diskussionspapier 'Workshop 'Service-Definition''
https://www.slideshare.net/PaulGHz/diskussionspapier-workshop-servicedefinition-v090000
The Indian MVAS market is predicted to grow at a CAGR of 25% between 2012 and 2015 to reach US $9.5 billion in 2015, from an estimated US $4.9 billion in 2012. The estimate comes from a report jointly commissioned by Wipro Technologies and The Internet and Mobile Association of India (IAMAI).
Outsourcing Portfolio Rationalization: Getting the Most out of OutsourcingEverest Group
The complexities associated with large outsourcing portfolios can take a toll on outsourcing gains. Analysis has revealed that even in competitively benchmarked outsourcing arrangements, buyers with unwieldy portfolios may lose up to 20 percent on the sourcing spend. This webinar will explain the complexities that might be impacting your outsourcing gains and how to realize incremental sourcing gains by addressing these complexities at the grassroot level, using Everest Group’s proprietary Outsourcing Portfolio Rationalization
Managing Enterprise Services through Service Versioning & Governance - Impact...Prolifics
Speakers: Brian Bubonic, Huntington National Bank; Emil Thomas, Prolifics
Description: Huntington National Bank is a Midwestern bank headquartered in Columbus, Ohio. Over the past one year, Huntington has been trying to enforce service governance by using IBM SOA products and also by adopting more stricter policies and standards around design, development and usage of the services. With an estimated 500 plus enterprise services to be in Production by the end of 2012 and with challenging requirements to evolve services continually for the various consuming applications, this is no mean feat. In this presentation, we will showcase the challenges faced in the journey, the approaches taken and the benefits achieved with enterprise service versioning and enforcing service governance to achieve enterprise service agility.
INFORMS 2014 - The Integration Quality Gap in Service System NetworksStephen Kwan
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User-Rating Based QoS Aware Approach for Selection of Updated Web Services to...IDES Editor
The concept of dynamic composition of Web services
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rating of a service as a major input for selection. A robust
system for fetching the most updated version of the selected
services and selection of the services based on users’ ratings
of the QoS values rather than on the actual QoS values has
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Software Evolution: From Legacy Systems, Service Oriented Architecture to Clo...PET Computação
There is more to software life cycle than just software development. Software development happens once, then evolution takes up the bulk of the software life cycle. In this presentation, I will talk about some approaches needed to deal with legacy systems. This is to aid their update to new business and maintenance requirements in addition to their upgrade to continuous new technologies. Service oriented architecture will be presented to support software evolution in this fast, ever changing environment. Moreover, cloud computing that enables ubiquitous and on demand access to computing resources will be examined. Applied research, such as in health care and M2M domains, involving these innovative technologies will be presented to illustrate their benefits to the advancement of software engineering.
Building a Local Administration Services Portal for Citizens and Businesses: ...Sotiris Koussouris
Building a Local Administration Services Portal for Citizens and Businesses: Service Composition, Architecture and Back-Office Interoperability Issues presented in EGOV 2007
WEB BUSINESS PLATFORMS ON
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As part of cloud symposium, at ACM Bangalore Compute 2009
In this presentation, we will discuss about the different requirements needed to start an ebusiness starting from functionality of servers, navigational structure, customer behavior and a detailed value chain. In short, we will talk about the essential elements of an electronic business.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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1. Constructing Effective Value Propositions for
Stakeholders in Service System Networks
Dr. Stephen K. Kwan
Professor, Service Science MercèMüller-Gorchs
Management Information Systems Karlsruhe Service Research Institute
College of Business Administration Karlsruhe Institute of Technology
San José State University, CA, USA Karlsruhe, Germany
http://www.sjsu.edu/ssme
Contact: stephen.kwan@sjsu.edu
Presented at the AIS SIGSVC Workshop
December 3rd 2011, Shanghai, China
Download these slides at: http://www.slideshare.net/StephenKwan
2. Service System Worldview1
Service
Customer
Provider
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 2011 2
3. A Service System Network
Service Service Interactions
System A
Service
System B
Service Service
System E System C
Service
System D
Service
System F
Kwan 2011 3
4. A Service Supply Chain
Service Service Interactions
System A
Service
System B
Service Service
System E System C
Service
System D
Service
System F
Kwan 2011 4
5. Service System Worldview
Employees &
Stockholders
Community
Service
Customer
Provider
Service
Partners
Experience
Service System Competition
Society
Kwan 2011 5
6. Value Co-Creation Through Value Propositions
Employees & Value
Stockholders
Community
Value Service
Value Customer
Provider
Value
Service
Partners
Experience
Service System Competition
Society
Kwan 2011 6
7. Stages in Customer Empowerment
in Value Co-Creation
Stage 1: Value Chain
Value Proposition
Focal Service
Customer Relationship Provider
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 7
8. Stage 2: Traditional Service Value Network
Value Proposition
Focal Service
Customer Relationship Provider
Provider
Service Partner
Experience Network
Value Proposition
cf. ICT-enabled service networks,
mobile applications, etc.
Kwan 2011 8
9. Stage 3 – Improved Value Chain
Value Proposition
Focal Service
Customer Relationship Provider
Value
Proposition
Service
Customer’s Experience
Social
Network
Kwan 2011
10. Stage 4: Customer Driven Service Value
Network
Value Proposition
Focal Service
Customer Relationship Provider
Value
Value
Proposition
Proposition
Provider
Service Partner
Customer’s Experience
Social Network
Network
cf. “Resource Integrators” in Service Dominant Logic literature
Kwan 2011
11. Variety of Value Propositions
Maslow’s
Hierarchy
Of Needs
Service Provider
Society
Stakeholders
Hedonic
Spiritual
Community Corporal
Emotional
Employees Intellectual
Stockholders
A point in this 3-D space is
Partners
a Potential Value
Customers
Proposition
Kwan 2011 11
12. Disposable
Income &
Desire for
Services
Needs
vs.
Wants
Kwan 2011 12
13. Value Propositions can also be bi-directional
Customers
Service Provider
Stockholders
Partners
Community
Employees
Customers
Partners
Service Provider
Society
Service Provider
Society ?
Community
Employees
Stockholders
Partners
Customers
Kwan 2011 13
14. Value Proposition Model (VPM)
Starting with the Service System
Service
Customer
Provider
Service
Experience
Kwan 2011 14
15. VPM – a common example
Service
Customer Value Proposition
Provider
Customer
Service
Experience
Service
Customer
Experience
Service
Experience
Kwan 2011 15
16. VPM – individuals and community
Service
Customer Value Proposition Provider
Community/
Social
Customer Network A Shared
Experience
Service
Experience
Service
Experience
Customer
Service
Experience
Kwan 2011 16
17. VPM – individuals and Facebook community
Service
Customer Value Proposition Provider
Community/
Social
Customer Network A Shared
Experience
Service
Experience
Service
Experience
Customer
Service
Experience
Kwan 2011 17
18. VPM – service provider partners
Service
Customer Provider
Value
Proposition
Customer
Service
Service
Experience
Experience
Service
Experience
Service
Experience
Value Proposition Vendor
Kwan 2011 18
19. VPM – partner’s acquistion of customer
Service
Customer Provider
Customer
Service
Service
Experience
Experience
Service
Experience
Service
Experience
Service Vendor
Experience
Kwan 2011 19
20. Example 1 of 4
Service
Customer Provider
Customer
Service
Service
Experience
Experience
Service
Experience
Service
Experience
Vendor
Kwan 2011 20
21. Example 2 of 4
Service
Customer Provider
Customer
Service
Service
Experience
Experience
Service
Service Experience
Service
Experience Experience
Service Vendor
Vendor
Experience
Kwan 2011 21
22. Example 3 of 4
Service
Customer Provider
Customer
Service
Service
Experience
Experience
Service
Service Experience
Service
Experience Experience
Service Vendor
Vendor
Experience
Kwan 2011 22
23. Example 4 of 4
Service
Customer Provider
Customer
Service
Service
Experience
Experience
Service
Experience
Service
Experience
Service Vendor
Experience
Kwan 2011 23
25. Value Systems and Value Dimensions
Provider’s Value System
Opportunities for
Value Co-Creation
Customer’s
★ Value System
★ ★ ★
★ ★
★ ★
His Customer’s Value System FP8
Kwan & Müller-Gorchs 2011 25
26. Variety of Value Propositions
Maslow’s
Hierarchy
Of Needs
Service Provider
Society Hedonic
Stakeholders
Spiritual
Cultural
Community Corporal
Emotional
Employees Intellectual
Familial….
Stockholders A point in this 3-D space is
Partners a Potential Value
Customers Proposition
FP10
Kwan & Müller-Gorchs 2011 26
27. Constructing a Value Proposition
The Customer
have a lot of VP’s
to choose from
Service Level Agreement?
FP7
Kwan & Müller-Gorchs 2011 27
28. A Customer’s Choice of Service
A Service Provider’s Promised Value:
Based on the
Customer’s own
A Customer’ Choice Function: expectations
Kwan & Müller-Gorchs 2011 28
29. A Customer’s Realization of Value
A Customer’s Realized Value:
Co-Production Service Process
Co-Creation of Value
FP6
An
Example Service Provider and
Customer’s His Partners’
Contributions Contributions
FP9 Kwan & Müller-Gorchs 2011 29
30. Constructing Value Propositions:
Customers and Service Providers
Sc,R,M
too
Connecting Components of a Value
Proposition to a Service Provider’s KPI’s
through Feedback
Kwan & Müller-Gorchs 2011 30
33. Service Pattern 1 – Single Service Episode
Customer Instantiation
of the Service
Experience at a
particular point
VP0
In time
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
Kwan & Müller-Gorchs 2011 33
34. Pattern 2 – Continuous Service over a Period of Time
Customer
VP0
SE0
Time
SP0
Kwan & Müller-Gorchs 2011 34
35. Service Pattern 3 – Service in Parallel
Customer
VP0
Se0
Se1
Se2
Time
Instantiation of the Service
SP0 SP1 SP2 Experience at a particular point
In time
Kwan & Müller-Gorchs 2011 35
36. Pattern 3 – Continuous Service with
Occasional Service Episodes
Customer
VP0
Se1 Se2
Se0
Time
SP0
Kwan & Müller-Gorchs 2011 36
37. Pattern 4 – Service provided by more than
one Partner Service Providers
Customer
VP0
SE1 SE2 SE3
SE0
Time
SP0 SP1 SP2 SP3
VP1
VP3
SE4
SE6
VP2
SE5
Kwan & Müller-Gorchs 2011 37
41. Constructing Effective Value Propositions for
Stakeholders in Service System Networks
Dr. Stephen K. Kwan
Professor, Service Science MercèMüller-Gorchs
Management Information Systems Karlsruhe Service Research Institute
College of Business Administration Karlsruhe Institute of Technology
San José State University, CA, USA Karlsruhe, Germany
http://www.sjsu.edu/ssme
Contact: stephen.kwan@sjsu.edu
Fin
Presented at the AIS SIGSVC Workshop
December 3rd 2011, Shanghai, China
Download these slides at: http://www.slideshare.net/StephenKwan
43. Example of Value Proposition
A Class Syllabus (2)
One of many
MIS Electives
offered in Fall 2011
Course
Description
Course -
Learning
Objectives
3 Credit Hours
Kwan 2011
$$ 43
44. Example of Value Proposition
A Class Syllabus (3)
Reputation &
Accreditation
“PoweringSiliconValley”
Prerequisites &
Required Texts
Kwan 2011 44
45. Example of Value Proposition
A Class Syllabus (4)
Required Texts,
Rules &
Policies
Class
Procedure
Kwan 2011 45
46. Example of Value Proposition
A Class Syllabus (5)
Grading Criteria
Student
Evaluations
(Faculty KPI)
Kwan 2011 46
47. Example of Value Proposition
A Class Syllabus (6)
Guest Lecture
(Partner)
Service
Episodes
Service
Components
Kwan 2011 47
Editor's Notes
Value DimensionsQualitySocial CurrencySocial CRMEmotional – Not Logical?Ethical?