<p><strong>Purpose</strong><strong>: </strong></p><p>This thesis examines the process of  E-care<strong> </strong>service of Lenovo for better understanding of the new service development process. Based on literature linking on new service development process, case research is the main methodology of this paper.19 interviews have been done with employees and managers from five departments, some of the detailed empirical materials were from secondary data from interviewees, the empirical findings partly support the ten stages new service development of Alam (2003), however, in the implementation phase of E-care service some stages are missing or emerge with other stage such as personal training and strategic planning. These exploratory results encourages the further studies on new service development process in manufacturing companies for better understanding of new service development process. </p><p><strong> </strong></p><p><strong> </strong></p><p><strong>Keywords:</strong>     new service development, process, service process.</p><p> </p><p><strong>Methods:       </strong>Several methods are used in this thesis. Case study is used as the overall methodology approach. During the phase of data collection, semi-structured interviews and transcripts are used. Most of the interviews are conducted over the phone and some of them are conducted over email and instant messenger for better understanding for certain stage. Inductive strategy is the main methodology in analysis data and findings. Alam’s ten stages model is the main model that have been used in arranging data and findings.</p><p> </p><p> </p><p><strong>Findings:       </strong>Process of development E-care service in Lenovo can be divided into</p><p>eight stages: Idea generation, idea screening, business analysis, service system and process design, pilot run testing, market testing, commercialization.</p><p><strong> </strong></p><p><strong>     </strong></p><p><strong>Conclusion:      </strong>In conclusion, model of the E-care service only contains eight stages comparing to Alams’. The difference between them are, the stage in training and strategic planning is missing, the main reason for those difference is E-care service is based on using internet as platform to help customers solve their problems, most of the target customers for this service are from primary level therefore special training is not necessarily.</p><p> </p><p><strong> </strong></p><p><strong> </strong></p><p><strong>Implications:   </strong> Although E-care service is successful in China and the acceptance of this service is getting increased. Still, getting to know customers really wants and needs can not just simply read some analysis in the office or tracing and talking to customer to ask their wants. Some technical skills should be development to explore customers’ real needs at beginning of idea stage. Meantime, simply copying the way in developing new service such as using CMMI is not always the answer, Chinese companies have to develop own idea in developing the process adjoin the customers and market in China.</p><p> </p><p> </p><p><strong> </strong></p><p><strong> </strong></p><p><strong> </strong></p><p><strong> </strong></p>

Thesis (M.Com.)--Potchefstroom University for Christian Higher Education, 2000.

Thesis (M.A.)--Potchefstroom University for Christian Higher Education, 2000.

Thesis (M.A.)--Potchefstroom University for Christian Higher Education, 1999.

Thesis (Ph. D.)--Ohio State University, 1974. / Includes bibliographical references (leaves 297-306). Available online via OhioLINK's ETD Center.

Thesis (Ph. D.)--University of Chicago, 1913. / "Reprinted with additions from the Biblical World, vol. 44, no. 2." Bibliography: p. iv. Also available on the Internet. Also issued online.

Thesis (M. P. A.)--University of Hong Kong, 2006. / Title proper from title frame. Also available in printed format.

Purpose: This thesis examines the process of  E-care service of Lenovo for better understanding of the new service development process. Based on literature linking on new service development process, case research is the main methodology of this paper.19 interviews have been done with employees and managers from five departments, some of the detailed empirical materials were from secondary data from interviewees, the empirical findings partly support the ten stages new service development of Alam (2003), however, in the implementation phase of E-care service some stages are missing or emerge with other stage such as personal training and strategic planning. These exploratory results encourages the further studies on new service development process in manufacturing companies for better understanding of new service development process.      Keywords:     new service development, process, service process.   Methods:       Several methods are used in this thesis. Case study is used as the overall methodology approach. During the phase of data collection, semi-structured interviews and transcripts are used. Most of the interviews are conducted over the phone and some of them are conducted over email and instant messenger for better understanding for certain stage. Inductive strategy is the main methodology in analysis data and findings. Alam’s ten stages model is the main model that have been used in arranging data and findings.     Findings:       Process of development E-care service in Lenovo can be divided into eight stages: Idea generation, idea screening, business analysis, service system and process design, pilot run testing, market testing, commercialization.        Conclusion:      In conclusion, model of the E-care service only contains eight stages comparing to Alams’. The difference between them are, the stage in training and strategic planning is missing, the main reason for those difference is E-care service is based on using internet as platform to help customers solve their problems, most of the target customers for this service are from primary level therefore special training is not necessarily.       Implications:    Although E-care service is successful in China and the acceptance of this service is getting increased. Still, getting to know customers really wants and needs can not just simply read some analysis in the office or tracing and talking to customer to ask their wants. Some technical skills should be development to explore customers’ real needs at beginning of idea stage. Meantime, simply copying the way in developing new service such as using CMMI is not always the answer, Chinese companies have to develop own idea in developing the process adjoin the customers and market in China.

Denna rapport baseras på en undersökning som går ut på att ta reda på vad man sombutikschef på Systembolaget kan göra för att förbättra kundservicen inom ramarna för despecifika försäljningsregler som företaget måste följa på grund av det monopol påförsäljning av alkoholhaltiga drycker som föreligger.I rapporten tas teorier om servicekvalitet upp där vi bland annat har utgått ifrån tekniskoch funktionell kvalitet, olika teorier om kundservice och personlig service,påverkansmetoder samt teori om organisationens betydelse för servicekvalitet.Vi har använt oss av en kvalitativ undersökningsmetod där vi intervjuat butikschefer i treav Systembolagets butiker. Vidare har vi även använt oss av observationer ochbenchmarking. Det sammanställda resultatet har tillsammans med teorin utgjort en grundnär vi analyserat resultatet av undersökningen och tittat på likheter och skillnader mellanteori och praktik.Den centrala slutsatsen vi kom fram till är att Systembolaget ligger efter i kundservice, dådetta ämne börjat uppmärksammats fullt ut först på senare år. För att utveckla sinkundservice rekommenderar vi bland annat att företagets butiker i större omfattning skallanvända sig av både extern och intern benchmarking för att på så sätt förbättra den egnaverksamheten. Vi kommer även med rekommendationer på åtgärder som vi anser skullekunna öka kundservicen inom Systembolaget.

The customers perceived all 5 SERVQUAL dimensions; tangibles, reliability, assurance, responstiveness, and empathy, pertaining service quality performance at low level when compared with their expectation. Thailand Resor AB should fulfill these 5 gaps and pay attention at assurance dimension concerning conveying trust and confidence because of the highest gap. The dimension of tangibles (equipment, physical facilities, etc.), empathy (ability to see through the customer’s eyes), responstiveness (willingness to help and provide prompt service), and reliability (doing what company have promised) were adjusted consequencely. The respondents highlighted the following key quality factors of their expectations; be treated with respect, be listened to and be dedicated attention, more friendly staffs, get the accoracy information. Some respondent have fuzzy expectations that he company have to further discover the real expectations by providing gauidance to their staffs to encourage them to ask questions.