| 000 | 01580nam a22002417a 4500 | ||
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| 003 | ZW-GwMSU | ||
| 005 | 20210524144717.0 | ||
| 008 | 210524b |||||||| |||| 00| 0 eng d | ||
| 040 |
_aMSU _cMSU _erda |
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| 100 | 1 |
_aMattsson, Jan. _eauthor |
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| 245 | 1 |
_aDeveloping a strategic abstraction tool for service innovation _ccreated by Jan Mattsson |
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| 264 |
_aAbingdon _bTaylor and Francis _c2010 |
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| 336 |
_2rdacontent _atext _btxt |
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| 337 |
_2rdamedia _aunmediated _bn |
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| 338 |
_2rdacarrier _avolume _bnc |
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| 440 |
_aJournal of Strategic Marketing _vVolume 18, number 2, |
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| 520 | _aThe involvement of users and customers into the service innovation process has recently become a top priority in finding out how users derive value from different services. This has been referred to as customer co-creation. Instead of sourcing special customers to help co-create new services, we suggest that managers take a closer look at the customer interface as it is. Customers take part, and derive value, in the normal user situation: the customer interface. The problem is that this interface is not properly understood, and not investigated to its fullest extent. This can be done, we suggest, by abstracting mental models from the interactions taking place there. Based on findings from six service cases we develop a framework of abstraction mechanisms as a strategic tool to spur service innovation | ||
| 650 | 4 | _aAbstraction | |
| 650 | 4 | _aService innovation | |
| 650 | 4 | _aCustomer interface | |
| 856 | _uhttps://doi.org/10.1080/09652540903536990 | ||
| 942 |
_2lcc _cJA |
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| 999 |
_c157390 _d157390 |
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