Customer-oriented processes are essential to achieve customer satisfaction. This research describes the application of the concepts of Relationship Marketing as a starting point in the process of developing new services in a telecommunications service provider in Spain. In the quest to increase customer satisfaction, this paper seeks to understand whether the structure of internal processes is the most suitable to channel customer requirements using relationship marketing philosophy but in order to use a systematics tool and a robust method; DMAIC methodology of Six Sigma is applied. Previous researches have contemplated the used of Six Sigma methodologies within manufacturing industries, while this research tries to explore a unique niche by shifting from a production approach, to a service-process, where few researches are found. The scientific research is initiated with the exploration of New Service Development (NSD) processes in the company allowing the preparation of As-Is process maps. Two ways or scenarios are identified for developing new services in the company; the first one where “Standard Services” are developed and proposed by the company, while in the second scenario, services born from a specific customer requirement and known as “Special Projects”. The collection of the Voice of the customer (VOC) identifies 13 criteria that are essential for purchasing, making possible to compare the linkage between internal activities with customer requirements. In a final stage the methodology proposed is validated with a service within the company portfolio. Significant contributions of this research are presented through the framework proposed so as to measure the performance gaps within the services provided by company, regardless of their lifecycle stage, which can also be extrapolated to other businesses of the group. Moreover it provides an understanding on the impact of each process activities in a specific requirement highlighting the most Critical to Quality (CTQ) activities and proposing improvement opportunities.

The financial sector, as we know it, is radically transforming. As a result of the European regulation PSD2, customers banking data is becoming available for third parties by APIs [Evry n.d]. The traditional banks are now being exposed to competition from FinTechs and BigTech [Evry 2017]. The transformation is on-going and to the tunes of to new technologies, new regulations and new customer demands [Tornjanski et al. 2015]. This study aimed to identify the nature and behavior of the trend leaders, Generation Y (18 to 30 years old), and in the context of open banking, diagnose the transformation of banking services to meet new digital needs.To achieve this, a sequential embedded explanatory methodology was applied. The quantitative phase, identified and generalized the behaviors of Generation Y. The qualitative phase was exploratory, where multiple focus groups (38 individuals) developed the future banking services they request and want. This was analyzed based on Business Model Canvas [Osterwalder and Pigneur 2010] and a new service development framework for customer co-creation [Ozdemir, Trott, and Hoecht 2007]. The results imply that Generation Y, abide to be courted on their conditions and on-demand. They request a further expansion of the banks operational context, to supply with open banking platforms including both financial- and non-financial services. Hence, to meet these requests and remain the primary financial service provider the future banking services most transform into becoming digitally personalized and to seamlessly assist in everyday life. / Finanssektorn, som vi känner till den, förändras radikalt. Som ett resultat av den europeiska förordningen PSD2 blir kundernas bankdata tillgängliga för tredjepartsaktörer via API:er [Evry n.d]. De traditionella bankerna utsätts nu för konkurrens från FinTechs och BigTechs [Evry 2017]. Transformationen pågår och möjliggör för ny teknik, nya regler och nya kundkrav [Tornjanski et al. 2015]. Denna studie syftar till att identifiera trendledarna, Generation Ys (18 till 30 år) natur och beteenden, och inom ramen för open banking, diagnostisera omvandlingen av banktjänsterför att möta nya digitala behov. För att uppnå detta tillämpades en sekventiell inbäddad förklarande metodik. Den kvantitativa fasen identifierade och generaliserade Generations Y: s beteende. Den kvalitativa fasen var undersökande, där flera fokusgrupper (38 individer) utvecklade de framtida banktjänster som de efterfrågar och vill ha. Detta analyserades utifrån Business Model Canvas [Osterwalder and Pigneur 2010] och ett ramverk för utveckling av ny tjänster genom kundsamverkan [Ozdemir, Trott, and Hoecht 2007]. Resultaten påvisar att Generation Y förväntar sig att bli betjänade på sina villkor och begäran. De efterfrågar en framtida expansion av bankernas operativa kontext, till att förmedla öppna plattformar som inkluderar både finansiella och icke-finansiella tjänster. För att möta efterfrågan och förbli den primära finansiella tjänsteleverantören, måste de framtida banktjänsterna transformeras till att bli mer digitala och personanpassade hjälpmedel i vardagen.

Ces travaux sont du domaine de génie systèmes industriels et l'ingénierie de l'innovation. Ils se sont déroulés dans l'industrie de services financiers au sein du groupe de banque-assurance Groupama. Les services représentent 64% de PIB mondial. Le secteur employait en 2007 en France près de 20 millions de personnes contre 5 millions pour l'industrie. Pourtant la recherche sur les processus d'innovation présente un déséquilibre avec un article scientifique NSD (new service development) pour quatre NPD (new product development). L'objectif de ces travaux est de proposer une méthode de pilotage des projets d'innovation dans les services. Pour formaliser le pilotage d'innovation dans les services tout en préservant la zone de liberté nécessaire à l'innovation, nous sommes basés sur un formalisme de type NPD pour définir un processus NSD qui respecte la flexibilité spécifique de l'innovation dans les services. Le coeur de notre hypothèse a été d'identifier des invariants de processus NSD. Nous proposons six classes d'invariants : les OICs (Objets Intermédiaires de Conception), les ressources, les compétences, les tâches, les indicateurs et les méthodes. Leurs interactions sont rendues dans un Diagramme de Classes UML. Un projet peut être décrit comme une « somme » d'OIC eux-mêmes résultat de l'agencement des 5 autres invariants. Ces six classes d'invariants ont été validées sur projets de Groupama. Elles permettent de décrire, suivre, capitaliser, réutiliser des savoirs acquis sur des projets antérieurs et de manager les projets innovants. Nous proposons aussi un processus de pilotage des projets NSD, formalisé par un Diagramme d'Ordonnancement des Phases sous MEGA / The present thesis is about the field of system engineering and innovation engineering. It took place in the financial industry within the group of banking insurance Groupama. Services represent 64% of world's GDP (Gross Domestic Product). This branch employed in 2007 in France about 20 million people against 5 million for industry. Still the research on the innovation processes presents a gap with only one NSD (new services development) article against four NPD (new products development). The aim of this work is to propose a method for management of innovation projects in the services branch. To formalize the management of innovation projects for the services, while preserving the space required for innovation, we use a NPD's type formalism in order to define a NSD process while respecting the specific flexibility of the innovation in the services branch. The center of our hypothesis was to identify invariants within the NSD process. We propose six classes of invariants: IDOs (Intermediate Design Objects), the resources, the skills, the tasks, the indicators and the methods. Theirs interactions are shown in a UML Diagram of Classes. A project may be represented as an "addition" of IDOs, where they are the result of 5 other invariants arrangements. These six classes of invariants were validated on Groupama projects. They are relevant to describe, monitoring, capitalize, re-use of the knowledge acquired on previous projects and to manage innovative projects as well. We also propose a process of piloting of the NSD projects, formalized by a Diagram of Phases Sequencing of MEGA