ľ* wc wain ni capture all clement*otitic «crv>cc performance, both tangible and Intangible. [Im • ■ ' ■■ ■ - li flit I i ■- u>— Developing service concepts focus on Product elements planing and creating services development of new services _ř »ÜB»- hierarchy of new service categories • major service innovations - e.g., FedEx, auctions in eBay • major process innovations • product-line extensions - e.g., banking+insurance • process-line extensions - e.g., internet retailing, self-service • supplementary service innovations - e.g., adding parking, accepting cards, internet for customers • service improvements • style changes - often no changes, but highly visible -outfitting, coloring reengineering service processes analyzing ami redesigning processes to achieve faster and better performance running tasks in paralel blueprinting physical goods as a source • perform »iirk <*ic«if % hl M^.-.llvt 1 rttil ""Ml — using research to design new service HOleS ■ "*>'*• 'h.in 90*> ot the WOOD new pmdum introduced each year fail • restaurants - 2b%lrv i«ui>i likr ih' dni>kipmni> ot ni-w i^ra»K t* liaiiMlly (Jarnwil .lhuwihn. timmwy Mid iniiKjtiiti ciiiivii iWy i«ry in »ln*<^nil Tint- w I* \nrr rt-irml- • 1 l[i(>«vlurk n.an*rhy. .mil liir«nul nirnpMiiliin In n> ] Developing service concepts focus on Product elements d focus on Product elements planing and creating services development of new services hierar< we want to capture all elements of the service performance, both tangible and intangible, that create value for customers holistic view holistic view core supplies the problem solving benefits customers seek supplementary services augment the core, both facilitationg its use and enhancing its value and appeal play a role in differentiating and positioning the core against competing services changes should lead to enhancement of the perceived value 1 use visual hel core supplies the problem solving benefits customers seek supplementary services augment the core, both facilitationg its use and enhancing its value and appeal play a role in differentiating and positioning the core against competing services changes should lead to enhancement of the perceived value 1 pplies the core supplies the problem solving benefits customers seek supplementary services augment the core, both facilitationg its use and enhancing its value and appeal play a role in differentiating and positioning the core against competing services changes should lead to enhancement of the perceived value supplemental augment the core, both facilitationg its use and enhancing its value and appeal play a role in differentiating; ^ the core against competing s< changes should lea> of the perceived va~ pplementary servi the core, both facilitationg its use ncing its value and appeal play a role in differentiating and positioning the core against competing services changes should lead to enhancement ^ of the perceived value appeal 1 differentiating and positioning inst competing services changes should lead to enhancement of the perceived value value proposition 3 u O augment the core, both facilitationg its use and enhancing its value and appeal delivery processes \ • how the different service components are deliv \^ • the nature of the customer's role in those proa • how long delivery lasts \. • the prescribed level and style of service to be of ivery processes - • how the different service components are deliverd to the customer • the nature of the customer's role in those processes • how long delivery lasts • the prescribed level and style of service to be offered core: overnight rental of a bedroom supplementary services: check in/out, parking, reservation system, use phone, room service, internet, meal, porter supplementary services augment the core, both facilitationg its use and enhancing its value and appeal play a role in differentiating and positioning the core against competing services changes should lead to enhancement of the perceived value facilitating enhancing facilitating required for service delivery or aid in the use of the core • information • order taking • billing • payment enhancing add extra value • consultation • hospitality • safekeeping • exceptions direct Co payee - cash handling, vouchers automatic deduction - machine readable tickles Payment Consultation Order I il■ in)- Exceptions Hospitality make them timely and accurate Information elements: directions, prices, service hours, warnings, documentation, confirmation of reservations, summaries of account activity, receipts,... elements: customized advice, tutoring, technical consulting elements: applications - memberships in programs, subscription services oreder entry - on-site, mail, telephone, email, web reservations and check-in - seates, tables, rooms, appointments, restricted facilities (e.g., museums) oreaer entry - on-site, man, teiepnone, email, vveo reservations and check-in - seates, tables, rooms, appointments, restricted facilities (e.g., museums) elements: greeting, food and beverages, toilets, transport, magazines, lounges elements: child care, baggage hangling, storage space, security personnel elements: special requests - children's needs, disability needs, dietary requirements problem solving - warranties, assisting customers handligh special communications - complaints, compliments, suggestions restitution - refunds, compensations, free stuff elements: invoices, periodic statements of account activity, machine display, self-billin elements: self-service - ATM, funds transfers, credit cards online payments direct to payee - cash handling, vouchers automatic deduction - machine readable ticktes direct Co payee - cash handling, vouchers automatic deduction - machine readable tickles Payment Consultation Order I il■ in)- Exceptions Hospitality temporality of the service time plays a key role in services very often the core is sandwiched between use of supplementary services it should reflects a good understanding of customer needs, habits, and expectations iporality of the I time plays a key role in services I very often the core is sandwiched I between use of supplementary services ermine the approximate length of time required ach instance of core and supplementary services time plays a key role in services very often the core is sandwiched between use of supplementary services determine the approximate length of time required in each instance of core and supplementary services it should reflects a good understanding of customer needs, habits, and expectations helps also for facilities planning, nnerafinns rrmrmcrpment and UllU.CldLclllU.lllg Ul LUaLUlllCl needs, habits, and expectations helps also for facilities planning, operations management, and allocation of personnel determine the approximate length of time required in each instance of core and supplementary services^ on Reservat i Parking □ Check-in GetC* „L Checkout" Phone q Porter Use Room Meal I I Use Guestroom (Overnight) Pay TV Room Service / Breakfast Betöre Visit Time Frame of Overnight Visit to Hotel flowcharting AY AT MOTEL Park Car Check In Spend Night in Room shows roles played by customer helps to focus on what is important flowcharting Q Visible Action [ | Core Product '.""', Invisible Action O Benefits Received shows roles played by customer helps to focus on what is importar planing and creating service development of new services h hierarchy of new service categories • major service innovations - e eBay • major process innovations • product-line extensions - e.g • process-line extensions - e.g. service helps u :hy of new service categories • major service innovations - e.g., FedEx, auctions in eBay • major process innovations • product-line extensions - e.g., banking+insurance • process-line extensions - e.g., internet retailing, self-service • supplementary service innovations - e.g., adding parking, accepting cards, internet for customers • service improvements • style changes - often no changes, but highly visible -outfitting, coloring neering service processes analyzing and redesigning processes to achieve faster and better performance flowc new service categories • major service innovations - e.g., FedEx, auctions in eBay • major process innovations • product-line extensions - e.g., banking+insurance • process-line extensions - e.g., internet retailing, self-service • supplementary service innovations - e.g., adding parking, accepting cards, internet for customers f new service categories • major service innovations -eBay • major process innovations • product-line extensions - e. • process-line extensions - e. service new service categories • major service innovations - e.g., FedEx, auctions in eBay • major process innovations • product-line extensions - e.g., banking+insurance • process-line extensions - e.g., internet retailing, self service • supplementary service innovations - e.g., adding parking, accepting cards, internet for customers • service improvements • style changes - often no changes, but highly visible ■ : new service categories • major service innovations - e.g., FedEx, auctions in eBay • major process innovations • product-line extensions - e.g., banking+insurance • process-line extensions - e.g., internet retailing, self-service • supplementary service innovations - e.g., adding parking, accepting cards, internet for customers • service improvements • style changes - often no changes, but highly visible -outfitting, coloring • major service innovations - e.g., FedEx, auctions in eBay • major process innovations • product-line extensions - e.g., banking+insurance • process-line extensions - e.g., internet retailing, sell service • supplementary service innovations - e.g., adding parking, accepting cards, internet for customers • service improvements • style changes - often no changes, but highly visible outfitting, coloring lg service processes analvzins and redesigning processes to achieve faster • major process innovations • product-line extensions - e.g., banking+insurana • process-line extensions - e.g., internet retailing, s service • supplementary service innovations - e.g., adding parking, accepting cards, internet for customers • service improvements • style changes - often no changes, but highly visib outfitting, coloring tig service processes analyzing and redesigning processes to achieve faster and better performance • product-line extensions - e.g., banking+insurance • process-line extensions - e.g., internet retailing, self-service • supplementary service innovations - e.g., adding parking, accepting cards, internet for customers • service improvements • style changes - often no changes, but highly visible -outfitting, coloring ig service processes analyzing and redesigning processes to achieve faster and better performance running tasks in paralel blueprinting — - - - - - j - - parking, accepting cards, • service improvements • style changes - often no c outfitting, coloring reengineering service processes analyzing and redesigning proces and better performance running tasks in paralel blueprinting parking, accepting cards, internet for customers • service improvements • style changes - often no changes, but highly visit outfitting, coloring ring service processes analyzing and redesigning processes to achieve faster and better performance running tasks in paralel blueprinting CATERPILLAR nor.T PRODUCTS Home )ods as a source perform work oneself x hire someone Lg service processes analyzing and redesigning pre and better performance running tasks in paralel blueprinting running task blueprinting CATERPILLAR Brasil [alieiai Find a Dealer Contact Search PRODUCT FINDER Quickliy find any Caterpillar product. Select a Product ▼ BUSINESS SOLUTIONS ■■> Find your local dealer ■■> Financing M ainten ance & Support ■■> Build & price your machine PRESS RELEASES Lido sobre nossos noticia e eventos mais atuais. ■■> LEARN MORE CATERPILLAR INI BRAZIL ■■> LEARN MORE Caterpillar All Rights Reserved Legal Notice Mapa do local Versa» impressa Contact running tasks in para blueprinting physical goods as a source • perform work oneself x hire some< • own a good x rent the use using research to design new blueprintin :al goods as a source • perform work oneself x hire someone • own a good x rent the use research to design new serv physical goods as a source • perform work oneself x hire someone • own a good x rent the use using research to design new service eS • more than 90% of the 30000 new products introduced each year fail • restaurants - 26% during the first year market synergy organizational factors, internal marketing market research factors complex processes like the development of new services cannot e formally planned altogether. Creativity and innovation cannot inly rely on planning and control. There muse be some elements if imporvization, anarchy, and internal competition in the *S • more than 90% of the 30000 new products introduced each year fail • restaurants - 26% during the first year market synergy organizational factors, internal marketing market research factors omplex processes like the development of new services cannot ■ formally planned altogether. Creativity and innovation cannot lly rely on planning and control. There muse be some elements imporvization, anarchy, and internal competition in the •velopment of new services.." J- A l~ V— O-------------- - - ---------------■ £"--" introduced each year fail • restaurants - 26% during the first year market synergy organizational factors, internal marketing market research factors "complex processes like the development of new services cannot be formally planned altogether. Creativity and innovation cannot only rely on planning and control. There muse be some elements of imporvization, anarchy, and internal competition in the development of new services.."