The service process design landscape is rapidly evolving, with technology-enabled innovations allowing the service provider to create a more personalized service experience and customers to take a more active role in the service process. Designing Service Processes to Unlock Value was written to help you understand the opportunities (and challenges) for value creation in this dynamic environment. You will learn about approaches for designing all types of service processes, as well as the unique challenges of designing knowledge-intensive services. And because service performance outcomes are dependent on the knowledge, skills, and abilities—that is, capabilities of both service providers and customers, the book concludes with strategies for unlocking these capabilities to further boost value co-creation. This edition was being revised when artificial intelligence (AI) and generative AI (e.g., ChatGPT) was being embedded in more and more service processes ranging from knowledge-intensive professional services to transactional services we engage with every day. Much like the COVID-19 global pandemic, AI and other developing technologies such as robots, extended reality, digital twins, Internet of Things, and other smart technologies, will continue to have profound impacts on how services are designed, delivered, and experienced by service providers and customers, as well as the communities and world in which we live. This edition 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, you will see how these and other service innovations can have important—and sometimes surprising—impacts on the benefit and cost trade-offs and synergies that determine value co-creation.
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. The 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.
Presents a comprehensive guide for teachers and coaches that details the history, theory, research, and practice of the Teaching Games for Understanding model, and how to incorporate it in both elementary and secondary curriculum.
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. The 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.
Increase in survival for very low birth weight infants has been observed, due to various improvements in perinatal care. However neurodevelopmental outcome remains a major issue. The effect of early environmental factors (during the hospital stay) and routine NICU practices on neurobehavioral development is discussed. Developmental care is an association of environmental and behavioural strategies designed to decrease the stress of preterm neonates. These interventions can be used alone or in association into more complex programs as the Neonatal Individualised Developmental Care and Assessment Program (NIDCAP). Despite growing scientific literature, the medical impact of developmental care is still controversial. Major differences in medical and nursing practices are observed. This book reviews the theoretical framework underlying developmental care and the research-based data in different fields: neuroscience, developmental psychology, medicine and nursing. Reflections on the impact on staff are included. Recommendations for new research programs on this important aspect of neonatal care are proposed.
The 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 through 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. The book concludes with approaches to unlock these capabilities-and further boost value Co-Creation. This second edition 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 tradeoffs and synergies that determine value Co-Creation.
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