Next-Generation Service Innovation Workshop

www.growthchampions.org

www.trainingvision.com.sg



Today’s
workshop
is
designed
to
stretch
thinking

using
speciﬁc
insights
as
s9mulus
to
change
views

Morning
A=ernoon

S9mulate
Priori9ze
Challenge
Focus
and
Next
Steps

Clear
Outputs
Informed
Inputs

External

S9mulus

Reﬂect
&

Review



During
the
day
we
will
cover
four
key
areas
and

discuss
a
number
of
service
innova9on
models

1.  Context
for
Service
Innova2on:

§  History,
leading
examples
and
evolving
framework
of
progress

2.  Case
Studies
:

§  Examples
of
successful
service
innova9on
to
discuss
and
explore

3.  Business
Impact:

§  Discussion
of
which
examples
have
greatest
resonance
and
impact

4.  Tools
to
Rethink
Service
Innova2on:

§  Four
approaches
for
iden9fy
game-‐changing
service
concepts



These
four
phases
of
learning
are
used
during
the
day

to
build
up
knowledge,
insight
and
applica9on

Morning
A=ernoon

S9mulate
Priori9ze
Challenge
Focus
and
Next
Steps

Clear
Outputs
Informed
Inputs

External

S9mulus

Reﬂect
&

Review

1:
Context

2:
Case
Studies

3:
Business
Impact

4:
Tools



NEXT
GENERATION
SERVICE
INNOVATION:

THE
CONTEXT
FOR
SERVICE
INNOVATION



The
first
session
sets
the
scene
for
service
innova9on,

its
scope,
its
development
and
its
future
poten9al

Recogni9on
of

Service

Innova9on

•  Inclusion
of
SI
in
R&D

•  Three
Key
Areas:

•  New
service

development

•  Improved
service

processes

•  Innova9on
in
service

firms

Different

Dimensions

•  The
Service
Concept

•  The
Client
Interface

•  The
Delivery
System

•  Technology
Op9ons

•  Service
Dominant
Logic

Next
Genera9on

Service

Innova9on

•  Co-‐crea9on

•  Web
2.0
enabled

•  New
Business
Models

•  New
Value
Shi=s

Core
Service
Innova9on
Focus
is
on
“doing
be*er
things
and
doing
things
be*er”



Service
innova9on
as
a
specific
focus
has
now
been

on
the
scene
in
different
views
for
over
twenty
years

Three
types
of
service
innova2on:
Ian
Miles

-‐
Univ.
of
Manchester
(1993)

§  New
service
development

§  New
or
improved
service
products
–
Axel
Johne
and
Chris
Storey
etc

§  Improved
service
processes

§  New
or
improved
ways
of
designing
or
delivering
services

§  Innova2on
in
service
firms

§  Organisa9onal
innova9on
-‐
processes
and
management
of
innova9on

Key
components
of
service
innova2on:
TEKES

§  Replicable
elements

§  Benefit
to
producer
and
customer

§  Changes
to
customer
interface,
distribu9on,
forms
of
opera9on
etc.



In
recent
years
several
others
in
have
sought
to

classify
the
key
dimensions
of
service
innova9on

Four
Dimensions
of
Service
Innova2on:
Den
Hertog
(2007)

§  The
Service
Concept

e.g.
new
value
proposi9on,
new
retail
format

§  The
Client
Interface

e.g.
par9cipa9on
of
customers,
changes
in
roles

§  The
Delivery
System

e.g.
linkage
between
provider
and
customer,
job
roles

§  Technology
Op2ons

e.g.
more
eﬀec9ve
informa9on
processing,
smart
communica9ons

Others
views
to
note:
Henry
Chesbrough,
Tony
Ulwick.

Service
Innova9on
Focus
is
on
“doing
be*er
things
and
doing
things
be*er”



Service
Dominant
Logic
is
a
good
way
of
thinking

about
the
change
adopted
by
a
some
organisa9ons

Goods
Dominant
Logic
Service
Dominant
Logic

Focus
Goods
Services

Experience
Tangible
Intangible

Resources
Operand
Operant

Informa9on
Asymmetric
Symmetric

Dialogue
Propaganda
Conversa9on

Value
Crea9on
Value
Added
Value
Proposi9on

Contracts
Transac9onal
Rela9onal

Incen9ve
Proﬁt
Maximisa9on
Financial
Feedback

Leading
Examples:
Nike,
Apple,
IBM,
Xerox,
GE,
MasterCard,
Cargill,
Starbucks

Source:
Lusch
R.
F.,
Vargo
S.
L.
and
Malter
A.J.,
Taking
a
Leadership
Role
in
Global
Marke9ng
Management,
Organiza9onal
Dynamics,
Vol.
35,
No
3,
pp.
264-‐278,
2006



Over
the
past
years,
the
discipline
of
service
design

and
innova9on
has
evolved
into
the
mainstream

Diﬀerent
specialist
agencies
propose
their
own
views
of
the
service
design
process

Source:
LiveWork



Varied
models
also
exist
for
the
overall
approach
to

service
innova9on
development
and
thinking

Many
look
at
key
components:

§  Process

§  Organisa9on

§  Features
of
Product

§  Nature
of
Product

§  Delivery
of
Product

§  Regula9on

§  Marke9ng

§  Role
of
Consumer

Big
Focus
on
“Customers
in
context”

Example
Source:
Engine



The
importance
of
crea9ng,
defining
and
delivering

“great
customer
experiences”
has
become
key

Great
Customer
Experiences:

§  Strongly
reflect
the
customer’s
iden9ty

§  Sa9sfy
our
higher
objec9ves

§  Leave
nothing
to
chance

§  Set
and
meet
expecta9ons

§  Are
effortless

§  Are
stress
free

§  Indulge
the
senses

§  Are
socially
engaging

§  Put
the
customer
in
control

§  Consider
the
emo9ons

Source:
Watkinson,
M.,
The
Ten
Principles
Behind
Great
Customer
Experiences,
FT
/
Pearson,
2013



We
can
now
clearly
see
the
emergence
of
a
new

phase
of
‘next
genera9on’
service
innova9on

•  Developed
in
closer
partnership
with
others
especially
including
customers

Co-‐crea2on

•  Take
advantage
of
interac9vity,
social
networks
and
shi=
towards
seman9c
web

Web
2.0

•  Adopt
and
adapt
new
mechanisms
for
tangible
and
intangible
value
crea9on

New
Business
Models

•  Underpinned
by
changes
in
how
people
and
organiza9ons
wish
to
share
value

New
Value
ShiYs

The
emerging
successes
are
based
on
four
key
themes:



Successful
service
innova9on
only
occurs
when
four

key
elements
are
all
present,
aligned
and
balanced

Successful

Service

Innova2on

Unique

Value

Proposi2on

Improved

Delivery

Approach

Growing

Emerging

Trend

Enhanced

Customer

Experience



Each
of
these
elements
are
sources
of
differen9a9on

that
collec9vely
bring
together
the
winning
formula

Successful

Service

Innova2on

Unique

Value

Proposi2on

Improved

Delivery

Approach

Growing

Emerging

Trend

Enhanced

Customer

Experience

Unique
Value
Proposi2on:

•  Delivers
customers
clear
value

•  Provides
a
compelling
story

•  Can
be
delivered
profitably

Improved
Delivery
Approach:

•  Does
things
beoer

•  More
efficient
than
exis9ng

•  Highly
effec9ve
plaqorm

Enhanced
Customer
Experience:

•  Improves
customer’s
life

•  Simple
&
engaging
touch-‐points

•  Transparent
customer
journey

Growing
Emerging
Trend:

•  Taps
into
evident
shi=
in
market

•  Sustainable
growing
issue

•  Global
/
regional
relevance



Ul9mately,
successful
service
innova9on
changes

expecta9ons
of
what
can
be
repeatedly
delivered

Service
Innova9on
Focus
is
on
“doing
be*er
things
and
doing
things
be*er”



NEXT
GENERATION
SERVICE
INNOVATION:

CASE
STUDIES



9
ini9al
case
studies
provide
a
wide
range
of
different

s9mulus
around
successful
service
innova9on
today

§  Efficiently
delivering
an
ever
changing
porqolio

§  Reconfiguring
a
product
into
a
service

§  Mass
personalisa9on
at
scale

§  Using
data
to
get
close
to
customers

§  Redefining
expecta9ons
of
travel

§  Scaling
without
constraints

§  Delivering
a
wide
and
dis9nc9ve
porqolio
of
needs

§  Extending
global
adver9sing
reach

§  Repackaging
the
concert
value
proposi9on



8
other
case
studies
highlight
some
next
genera9on

service
models
that
are
now
emerging
and
growing

§  Maximizing
ﬁxed
asset
u9liza9on

§  Reinven9ng
the
healthcare
business
model

§  Providing
banking
access
at
the
booom
of
the
pyramid

§  Pay
as
you
drive
insurance

§  Crowd
funding
public
services

§  Peer-‐to-‐peer
ﬁnance

§  Co-‐created
investment
funds

§  Real-‐9me
dynamic
pricing
of
9ckets



Inditex,
the
worlds
best
retailer,
supports
high
levels

of
autonomy,
fast
decisions
and
con9nuous
change



For
Inditex,
rapid,
con9nuous
change
of
merchandise

results
in
high
customer
demand
and
very
low
waste

4
x
Average

store
visits

per
year

(Innova2on)

Fast

Fashion

(Proposi2on)

Global

48hr

Logis2cs

(Delivery)

Curated

Choice

(Trend)

Always

Something

New

(Experience)



Rolls-‐Royce
has
reconﬁgured
a
high
tech
product
and

support
rela9onship
into
a
long
term
service
contract



Rolls-‐Royce’s
‘power
by
the
hour’
Total
Care
service

has
grown
to
represent
over
70%
of
group
revenues

Redeﬁned

Rela2onship

(Innova2on)

Pay
only

for
use

(Proposi2on)

24/7

Remote

Monitoring

(Delivery)

Access
not

Ownership

(Trend)

Guaranteed

Availability

(Experience)



Nike
has
used
Nike
ID
as
a
plaqorm
for
giving

customers
apparent
personalisa9on
at
scale



Nike
ID
has
become
the
benchmark
for
mass

customisa9on
services
around
core
products

Curated

Op2ons

(Innova2on)

Conﬁgure

Your
Own

(Proposi2on)

Direct
to

Home

(Delivery)

Mass

Customis-‐
a2on

(Trend)

Unique

Personal

Products

(Experience)



Amazon
is
a
massively
eﬃcient
business
delivering

customer
sa9sfac9on
via
proprietary
technology



Amazon
uses
its
data
exper9se
to
give
customers
a

huge
range
of
credible
personal
recommenda9ons

Personal

Matching

(Innova2on)

Everything

fast
and

cheap

(Proposi2on)

Integrated

Logis2cs

(Delivery)

Real-‐2me

Analy2cs

(Trend)

Simple
and

Ubiquitous

(Experience)



Under
Singapore
Airline’s
ownership,
Virgin
Atlan9c

has
consistently
reinvented
the
ﬂying
experience



Virgin
Atlan9c’s
crea9on
of
Upper
Class
and
Premium

Economy
changed
the
mass
accessible
experience

Reinvent

Status
Quo

(Innova2on)

Create

New

Segments

(Proposi2on)

Challenger

Posi2oning

(Delivery)

Flexible

Spaces

(Trend)

Radical

Seamless

Design

(Experience)



Bhar9
Airtel’s
extreme
outsourcing
business
model

enabled
it
to
scale
quickly
and
it
is
now
the
world
#3



By
partnering
on
everything
but
the
core
customer

rela9onship,
Airtel
has
been
able
to
grow
quicker

Scaling

without

Legacy

(Innova2on)

The
Latest

at
Low

Cost

(Proposi2on)

Global

Partners

(Delivery)

Pervasive

Mobile

(Trend)

Simple

and
Fast

Access

(Experience)



Starwood
drives
high
loyalty
by
eﬃciently
delivering

consistent
and
memorable
guest
experiences



Starwood
Hotels
has
created
mul9ple
leading
but

separate
branded
experiences
with
global
resonance

Dis2nc2ve

Branded

Experiences

(Innova2on)

Mul2-‐
brand

Pordolio

(Proposi2on)

Consistent

Franchise

(Delivery)

Global

Connec2vity

(Trend)

Memorable

Standards

(Experience)



Google
excels
at
par9cipa9ve
product
development

that
supports
incessant
adjacent
sector
disrup9on



Google
has
been
innova9ng
across
mul9ple
sectors

while
building
the
world
most
connected
ad
agency

Growing

Reach
and

Relevance

(Innova2on)

Beeer

Informa2on

(Proposi2on)

Connected

Data

(Delivery)

Credible

Sources

(Trend)

Beta
based

Innova2on

(Experience)



Live
Na9on
has
aligned
around
change
in
its
industry

and
fully
repackaged
the
concert
value
proposi9on



While
the
cost
to
access
music
has
declined,
Live

Na9on
has
premiumised
the
mass
live
experience

360
Wrap

Star
Deals

(Innova2on)

Access
to

the
Top

Acts

(Proposi2on)

Exclusive

Partners

(Delivery)

Live

Experiences

(Trend)

Seamless

Integra2on

(Experience)



Zipcar
brings
vehicle
aﬀordable
access
by
the
hour

into
the
neighbourhood
and
changes
rental
models



By
shi=ing
both
pricing
and
access
models,
Zipcar
is

making
ﬂexible
access
more
popular
than
ownership

Replace

Urban
Car

Ownership

(Innova2on)

Flexible

Access

(Proposi2on)

Availability

Guarantee

(Delivery)

Access
not

Ownership

(Trend)

Easy
and

Local

(Experience)



Narayana
Hrundayalaya
leads
in
eﬃcient
surgery

through
integrated
process
and
business
innova9on



As
a
centre
of
exper9se
Naranaya
Hrundayalaya
is

the
place
to
go
for
doctors
and
pa9ents
globally

Systema2c

Factory

(Innova2on)

Best
for

Less

(Proposi2on)

Op2mised

Process

(Delivery)

Medical

Tourism

(Trend)

Fast
and

Eﬃcient

(Experience)



Across
Africa
M-‐Pesa
has
proven
that
money
transfer

via
mobile
is
viable
at
the
booom
of
the
pyramid



M-‐Pesa
is
scaling
fast
as
a
trusted
plaqorm
with

momentum
building
to
a
wider
porqolio
and
reach

Step
change

for
the

Unbanked

(Innova2on)

Low
Cost

Transfer

(Proposi2on)

Agent

Networks

(Delivery)

Pervasive
Mobile

(Trend)

Simple

and

Trusted

(Experience)



AA
Drivesafe
has
made
pay
as
you
drive
insurance

accessible
through
rewarding
behaviour
change



Improving
on
previous
models
AA
Drivesafe
provides

transparent
cheaper
car
insurance
for
safer
drivers

Cheaper

insurance

for
safe

drivers

(Innova2on)

Visible

Choice

(Proposi2on)

Partner

with

Networks

(Delivery)

Real
Time

Tracking

(Trend)

Clear

Payback

(Experience)



Ci9zinvestor
is
bringing
direct
local
beneﬁt
to
those

wishing
to
invest
in
social
innova9on
and
ac9on



By
matching
tangible
needs
to
investors
Ci9zinvestor

is
eﬃciently
by-‐passing
local
government
ac9vi9es

Transparent

Marketplace

(Innova2on)

Invest
in

Local

(Proposi2on)

Collec2ve

Ac2on

(Delivery)

Crowd-‐
funding

(Trend)

Social

Impact

(Experience)



Zopa
is
a
pioneer
in
peer-‐to-‐peer
banking
that
shares

eﬃciencies
with
both
savers
and
those
seeking
loans



By
crea9ng
a
more
eﬃcient
and
trusted
system
Zopa

and
co
have
the
poten9al
to
disrupt
the
mainstream

Community

Bond

Market

(Innova2on)

Beeer

Rates

(Proposi2on)

Using

Dispersed

Scale

(Delivery)

Power
of

Networks

(Trend)

Simple

and

Trusted

(Experience)



Mo9f
is
demys9fying
the
fund
management
arena
by

giving
a
plaqorm
to
those
with
the
best
ideas



Investors
can
put
their
money
behind
the
best

concepts
that
Mo9f
makes
clear
to
everyone

Demys2fying

Fund

Management

(Innova2on)

Access
High

Performers

(Proposi2on)

Credible

Investment

Engine

(Delivery)

ShiY
in

Trust

(Trend)

Informed

Inves2ng

(Experience)



Qcue’s
approach
to
real-‐9me
dynamic
pricing
of

9ckets
is
helping
improve
the
market
eﬃciency



In
providing
transparency
on
value
op9ons,
Qcue

helps
all
key
event
players
maximise
their
revenues

Accurate

Ticket

Pricing

(Innova2on)

Op2mise

Yield

(Proposi2on)

Enabling

SoYware

(Delivery)

Dynamic

Pricing

(Trend)

Real-‐2me

Insight

(Experience)



Across
these
‘next
genera9on’
service
innova9ons,

the
four
key
themes
are
all
evident
and
signiﬁcant

•  Developed
in
closer
partnership
with
others
especially
including
customers

Co-‐crea2on

•  Take
advantage
of
interac9vity,
social
networks
and
shi=
towards
seman9c
web

Web
2.0

•  Adopt
and
adapt
new
mechanisms
for
tangible
and
intangible
value
crea9on

New
Business
Models

•  Underpinned
by
changes
in
how
people
and
organiza9ons
wish
to
share
value

New
Value
ShiYs



NEXT
GENERATION
SERVICE
INNOVATION:

BUSINESS
IMPACT



This
third
session
uses
the
case
studies
so
that
you

see
which
have
greatest
relevance
for
your
business

The
aim
of
this
session
is
four-‐fold:

§  Allow
you
to
consider
the
case
studies
more

§  Encourage
you
to
think
of
what
lessons
they
may
have
for
you

§  Map
those
which
highest
poten9al
impact
and
relevance

§  Select
and
discuss
the
few
key
case
studies
that
have
greatest
insight



First
use
your
case
study
cards
and
sort
them
by
their

poten9al
impact
to
the
market
in
which
you
operate

Increasing
poten2al
impact
to
your
market

Low
High



Now
thinking
more
speciﬁcally
about
your
business,

raise
and
lower
the
cards
to
sort
them
by
relevance

Increasing
poten2al
relevance
to
your
business

Low

High



Your
matrix
should
now
clearly
highlight
those
case

studies
from
which
you
think
there
is
most
to
learn

High

Relevance
/

Low
Poten9al

Impact

High

Relevance
/

High

Poten9al

Impact

Low

Relevance
/

Low
Impact

Low

Relevance
/

High

Poten9al

Impact

Example
outcome:



NEXT
GENERATION
SERVICE
INNOVATION:

TOOLS
TO
RETHINK
SERVICE
INNOVATION



This
final
session
pilots
four
different
tools
to
help

iden9fy
game-‐changing
service
concepts

§  Parallel
View
–
What
if
X,
Y
or
Z
were
running
our
business

§  Developing
scenarios
of
top
case
study
examples
taking
control

§  Good
at
highligh9ng
different
cultural
and
strategic
priori9es

§  Value
Innova2on
and
Blue
Ocean
Strategy

§  Using
this
well
regarded
approach
to
reconfigure
value
proposi9ons

§  Provides
a
clear
approach
for
refocusing
on
the
customer

§  Lean
Thinking

§  Taking
out
what
does
not
add
value
and
reusing
freed
resources

§  Very
good
at
helping
firms
seeing
how
they
can
‘do
things
beoer’

§  Destroy
Your
Own
Business

§  Approach
for
rethinking
how
to
create
value
if
free
of
legacy

§  Excellent
way
of
s9mula9ng
people
around
‘doing
beoer
things’



Parallel
Views
help
us
think
about
how
other
brands

would
deliver
a
beoer
/
diﬀerent
service
experience

§  Principle
based
on
looking
at
issue
through
other’s
eyes

§  Can
be
used
for
whole
new
service
crea2on
or
experience
innova2on

§  Works
well
if
choosing
organisa2ons
both
in
your
sector
and
outside

§  Best
if
you
push
the
boundaries
and
go
for
extremes

§  Focus
on
revolu2onary
changes
that
other
brands
could
do



Parallel
Views
–
Approach
Overview

Select

•  Choose
two

diﬀerent

brands

known
for

innova9on

in
service

experience

Suspend

•  Ignore
your

exis9ng
and

legacy
ways

of
service

delivery
in

your
market

Change

•  Discuss
how

the
other

brands

could

deliver
a

beoer

experience

Detail

•  Spell
out

the
key

components

of
the
new

service

innova9on

Impact

•  Discuss

which
of

these
could

be
achieved

by
your

business

and
how



Value
innova9on,
is
the
simultaneous
pursuit
of

differen9a9on
and
low
cost,
crea9ng
a
leap
in
value

§  This
is
the
cornerstone
of
‘blue
ocean

strategy’
in
crea2ng
value
for
both

buyers
and
the
company:

§  Value
to
buyers
comes
from
the

offering’s
u9lity
minus
its
price

§  Value
to
the
company
is
generated

from
the
offering’s
price
minus
its

cost

§  So,
value
innova2on
is
achieved

only
when
the
whole
system
of

u9lity,
price,
and
cost
is
aligned.



One
of
the
earliest
successful
uses
of
Value

Innova9on
thinking
was
for
Formule
1
hotels



Value
Innova9on
–
Approach
Overview

§  Iden2fy
the
key
factors
on
the
service
delivery
for
customer
and
supplier

§  Plot
and
map
a
couple
of
current
leading
offers
as
curves

§  Break
the
value-‐cost
tradeoff
by
answering
the
following
ques2ons:

1.  What
factors
can
be
eliminated
that
the
industry
has
taken
for
granted?

2.  What
factors
can
be
reduced
well
below
the
industry’s
standard?

3.  What
factors
can
be
raised
well
above
the
industry’s
standard?

4.  What
factors
can
be
created
that
the
industry
has
never
offered?

§  Redraw
the
value
curve
of
a
new
service
innova2on
that
changes
the
game

§  Discuss
the
new
value
proposi2on
and
how
to
delivery
it
effec2vely



Lean
Thinking
ﬁrst
evolved
as
a
technique
used
in

manufacturing
but
is
now
applied
to
many
areas



There
are
five
overriding
principles
to
Lean
Thinking

that
have
helped
many
reinvent
their
service
delivery

Iden2fy
Customers
and
Specify
Value

§  Only
a
frac9on
of
total
effort
in
any
organisa9on
adds
value
for
the
end
customer

§  Need
to
clearly
define
Value
for
a
service
from
the
end
customer’s
perspec9ve

§  All
the
non
value
ac9vi9es
-‐
or
waste
-‐
can
be
targeted
for
removal

Iden2fy
and
Map
the
Value
Stream

§  The
Value
Stream
is
the
end-‐to-‐end
ac9vi9es
across
the
firm
delivering
the
service.

§  Understand
what
your
customer
wants
and
how
you
are
delivering
that
to
them.

Create
Flow
by
Elimina2ng
Waste

§  When
you
map
the
Value
Stream
you
will
find
less
than
half
of
ac9vi9es
add
value.

§  Elimina9ng
this
waste
ensures
that
your
service
“flows”
beoer
to
the
customer.

Respond
to
Customer
Pull

§  See
the
customer
demand
and
then
create
your
process
to
respond
to
this.

§  Produce
only
what
the
customer
wants
when
the
customer
wants
it.

Pursue
Perfec2on

§  Radically
reorganising
individual
process
steps
to
eliminate
waste.

§  Aim
for
perfec9on,
where
every
ac9on
adds
value
for
the
end
customer.



Lean
Thinking
–
Approach
Overview

Source:
Peter
Hines,
Lean
Enterprise
Research
Centre,
Cardiﬀ
Business
School

Iden9fy
Value

Map
the
Value

Stream

Create

Flow

Establish

Pull

Seek
Perfec9on



Destroy
Your
Own
Business
was
an
approach
to

radical
rethinking
that
grew
out
of
GE
in
2000

Back
in
2000
GE
created
the
destroy-‐your-‐business
exercise

§  It
forced
every
company
business
unit
to
benchmark
compe9tors,
develop

a
Web-‐based
business
plan
to
erode
its
own
customer
base
and
then

change
its
own
business
opera9ons
to
respond
to
the
threat.

Since
then
the
approach
has
evolved
into
a
co-‐crea2on
experience

§  Working
with
customers
to
co-‐deﬁne
new
ways
of
mee9ng
new
needs

Core
principle
is
well
proven:

§  If
you
are
freed
from
exis9ng
prac9ce
and
assets,
how
would
you
use
new

approaches
available
today
to
take
#1
spot
in
your
sector?

§  What
can
your
exis9ng
business
do
to
take
advantage
of
this
by
innova9ng

the
service
proposi9on
to
customers?

Next-Generation Service Innovation Workshop

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