LEADER 03933nam 2200589 450 001 9910818544503321 005 20230125183937.0 035 $a(CKB)3710000000903221 035 $a(BEP)4717718 035 $a(OCoLC)962207905 035 $a(CaBNVSL)swl00406904 035 $a(CaSebORM)9781631573965 035 $a(MiAaPQ)EBC4717718 035 $a(EXLCZ)993710000000903221 100 $a20161105d2017 fy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aDesigning service processes to unlock value /$fJoy M. Field 205 $aSecond edition. 210 1$aNew York, New York (222 East 46th Street, New York, NY 10017) :$cBusiness Expert Press,$d2017. 215 $a1 online resource (151 pages) 225 1 $aService systems and innovations in business and society collection,$x2326-2699 300 $aCo-published with The Center for Services Leadership (CSL). 311 $a1-63157-395-0 311 $a1-63157-396-9 320 $aIncludes bibliographical references (pages 133-147) 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 -- Notes -- References -- Index. 330 3 $aThe service process design landscape is changing, with many of the previous limitations disappearing on how and by whom services are delivered. Opportunities for new service design configurations are being supported, to a large extent, by technology-enabled innovations; many tasks previously performed by the service provider may now be performed by either the customer or the service provider. As a result, customers are playing a more active role in the service process, not only through self-service but also by providing information to the service provider to create a more personalized service experience. Designing Service Processes to Unlock Value explores how service processes can be designed to leverage the expanding range of opportunities for service providers and customers to co-create value. Readers will learn about frameworks for value co- creation and models for designing all types of service processes, as well as the unique challenges of designing knowledge-intensive services. And with the growing number of alternatives for designing service processes and determining who performs the various service tasks, service performance outcomes are increasingly dependent on the knowledge, skills, and abilities--that is, capabilities--of both service providers and customers. Thus, the book concludes with approaches to unlock these capabilities-and further boost value co-creation. The 2nd edition of Designing Service Processes to Unlock Value includes new and updated examples of technology-enabled innovations that provide unprecedented flexibility in service process design and continue to transform how service providers and customers co-produce services. At the same time, readers will see how these innovations can have important--and sometimes surprising--impacts on the nature of the benefit and cost trade-offs and synergies that determine value co-creation. 410 0$aService systems and innovations in business and society collection.$x2326-2699 606 $aCustomer services 610 $acustomer 610 $ainnovation 610 $aprocesses 610 $aself-service 610 $aservices 610 $aservice inventory 610 $aservice process design 610 $aservice provider 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 $a9910818544503321 996 $aDesigning service processes to unlock value$93918481 997 $aUNINA