000			03581nam a2200541 a 4500
001			ebr10629392
003			CaPaEBR
005			20180830115316.0
006			m eo d
007			cr cn |||m|||a
008			121128s2012 nyu foab 001 0 eng d
020			_a9781606493052 (electronic bk.)
020			_z9781606493045 (pbk.)
024	7		_a10.4128/9781606493052 _2doi
035			_a(OCoLC)819661949
035			_a(CaBNVSL)swl00401689
040			_aCaBNVSL _cCaBNVSL _dCaBNVSL
050		4	_aHF5415.5 _b.F543 2012
082	0	4	_a658.812 _223
100	1		_aField, Joy M.
245	1	0	_aDesigning service processes to unlock value _h[electronic resource] / _cJoy M. Field.
250			_a1st ed.
260			_a[New York, N.Y.] (222 East 46th Street, New York, NY 10017) : _bBusiness Expert Press, _c2012.
300			_a1 electronic text (137 p.) : _bdigital file.
490	1		_aService systems and innovations in business and society collection
500			_aPart of: 2012 digital library.
504			_aIncludes bibliographical references (p. 127-134) and index.
505	0		_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.
506	1		_aAccess restricted to authorized users and institutions.
520	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.
530			_aAlso available in print.
538			_aMode of access: World Wide Web.
538			_aSystem requirements: Adobe Acrobat reader.
588			_aTitle from PDF t.p. (viewed on November 28, 2012).
650		0	_aCustomer services.
653			_aservices
653			_aprocesses
653			_ainnovation
653			_aservice process design
653			_aservice provider
653			_acustomer
653			_aself-service
653			_aservice inventory
653			_avalue co-creation
776	0	8	_iPrint version: _z9781606493045
830		0	_a2012 digital library.
830		0	_aService systems and innovations in business and society collection.
856	4	0	_uhttp://site.ebrary.com/lib/daystar/Doc?id=10629392 _zAn electronic book accessible through the World Wide Web; click to view
999			_c197475 _d197475