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|Publication title:||Ten Strategy Paradoxes in Service Innovation and Design|
|Conference:||Conference Proceedings; ServDes.2010; Exchanging Knowledge; Linköping; Sweden; 1-3 December 2010|
|Publication type:||Abstract and Fulltext|
|Abstract:||Many service designers like to think; speak and work in terms of attributes and benefits. By designing user-centric solutions that are useful; usable and desirable the service provider can help users fulfil their functional and emotional needs. Let’s call this approach “designing for attributes and benefits”. |
While service designers like to speak about attributes and benefits; many service providers prefer to speak about ROI; value creation; revenue generation; cost savings; productivity gains; brand building; etc. Innovation and design projects should achieve an acceptable ROI and create corporate value. Let’s call this approach “designing for ROI and corporate value”
According to my experience; neither the “designing for attributes and benefits” approach nor the “designing for ROI and corporate value” approach provides enough information; inspiration and direction in the fuzzy front-end of service innovation and design projects.
A third approach; “designing for strategy dichotomies and paradoxes”; may be the answer. Inspired by dichotomies and paradoxes in strategic management literature; I have developed a theoretical framework for ten service strategy dichotomies and paradoxes. The dichotomies and paradoxes have been carefully selected to reflect strategic perspectives; issues and mega-trends in service management; service marketing; service innovation; and service design.
This is an explorative study. The findings need to be validated by further research.
|Keywords:||Service innovation; service design; service strategy; strategy paradoxes; strategy dichotomies|
|No. of pages:||10|
|Series:||Linköping Electronic Conference Proceedings|
|Publisher:||Linköping University Electronic Press; Linköpings universitet|
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