LEADER 03808nam 2200733 a 450 001 9910463029903321 005 20121127154846.0 010 $a1-283-89506-4 010 $a1-60649-305-1 024 7 $a10.4128/9781606493052 035 $a(CKB)2670000000310813 035 $a(EBL)1048410 035 $a(OCoLC)852756228 035 $a(SSID)ssj0000813851 035 $a(PQKBManifestationID)11411218 035 $a(PQKBTitleCode)TC0000813851 035 $a(PQKBWorkID)10769530 035 $a(PQKB)11011054 035 $a(OCoLC)819661949 035 $a(CaBNVSL)swl00401689 035 $a(MiAaPQ)EBC1048410 035 $a(Au-PeEL)EBL1048410 035 $a(CaPaEBR)ebr10629392 035 $a(CaONFJC)MIL420756 035 $a(EXLCZ)992670000000310813 100 $a20121128d2012 fy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aDesigning service processes to unlock value$b[electronic resource] /$fJoy M. Field 205 $a1st ed. 210 $a[New York, N.Y.] (222 East 46th Street, New York, NY 10017) $cBusiness Expert Press$d2012 215 $a1 online resource (218 p.) 225 1 $aService systems and innovations in business and society collection 300 $aPart of: 2012 digital library. 311 $a1-60649-304-3 320 $aIncludes bibliographical references (p. 127-134) and index. 327 $a1. Introduction -- 2. The changing nature of service processes -- 3. Value co-creation in service processes -- 4. Knowledge-intensive services -- 5. Unlocking capabilities -- References -- Index. 330 3 $aThe service process design landscape is changing, with many of the previous limitations disappearing on how and by whom services are delivered. Opportunities for new service design configurations are being supported, to a large extent, by technology-enabled innovations; many tasks previously performed by the service provider may now be performed by either the customer or the service provider. As a result, customers are playing a more active role in the service process, not only through self-service but also by providing information to the service provider to create a more personalized service experience. Designing Service Processes to Unlock Value explores how service processes can be designed to leverage the expanding range of opportunities for service providers and customers to co-create value. Readers will learn about frameworks for value co-creation and models for designing all types of service processes, as well as the unique challenges of designing knowledge-intensive services. And with the growing number of alternatives for designing service processes and determining who performs the various service tasks, service performance outcomes are increasingly dependent on the knowledge, skills, and abilities (KSAs)-- that is, capabilities--of both service providers and customers. Thus, the book concludes with approaches to unlock these capabilities--and further boost value co-creation. 410 0$a2012 digital library. 410 0$aService systems and innovations in business and society collection. 606 $aCustomer services 608 $aElectronic books. 610 $aservices 610 $aprocesses 610 $ainnovation 610 $aservice process design 610 $aservice provider 610 $acustomer 610 $aself-service 610 $aservice inventory 610 $avalue co-creation 615 0$aCustomer services. 676 $a658.812 700 $aField$b Joy M$0870311 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910463029903321 996 $aDesigning service processes to unlock value$91942911 997 $aUNINA