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<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>

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.

Background: as a convergence of business activities and information technology, e-commerce has brought massive changes to the supply chain management. Today, many e-commerce companies choose to cooperate with third party logistic service providers to perform or improve their logistic services. Meanwhile, those e-commerce companies con-sistently affect the operational processes of their logistic service providers. This thesis fo-cuses on the case of AliExpress, which is an e-commerce company that collaborates with third party logistics in terms of their transportation, warehousing, etc. The collaborations have evolved through time, and developed by three stages, each of which aims at having better logistic performances to generate more profits. Aim and purpose: the aim of this research is to analyse the development of logistic ser-vices for e-commerce by partnering with third party logistic service providers in the setting of international trade. By studying the development, the benefits will be identified. Method: the authors used inductive approach to fulfil the exploratory purposes. In order to gather primary data, the authors applied interviews. Company documents, journal papers, articles and books were collected as secondary data respectively. Result and analysis: the authors obtained empirical findings from three interviews. In the findings, the authors depicted the process of logistic service development and comparisons between logistic service development benefits for e-commerce and sellers have been made. In terms of data analysis, the authors used the theoretical framework in conjunction with the findings to answer the research questions. Conclusion: in the final chapter, the authors answered the research questions based on the analysis. The authors conclude that logistic service development for e-commerce has three stages which are: partner with 3PL, work towards channel collaboration and build an e-fulfilment strategy. The benefits of such development are equitable and shared for both e-commerce company and sellers.

Nya tjänster hjälper företag att locka till sig nya kunder men också att behålla befintliga vilket har gjort tjänsteutveckling till en viktig konkurrensfaktor. Tjänster är en väsentlig del av många förstags erbjudanden, däremot finns det en avsaknad av forskning på området tjänsteutveckling i förhållande till den plats tjänster har på marknaden idag, vilket ligger till grund för att denna studie undersöker fenomenet tjänsteutveckling.  Trots att empiriska studier genomförts på området finns det idag en oenighet kring hur arbetet med tjänsteutveckling går till i praktiken. Ett flertal studier har försökt beskriva arbetet genom att gestalta tjänsteutvecklingsprocesser. Andra studier har istället noterat att utvecklingsarbetet kring tjänster ofta sker utan förutbestämda processer och utifrån ett spritt ansvar inom organisationen. Det har därav framhållits ett behov av fler studier för att öka förståelsen för arbetet med tjänsteutveckling i praktiken. En lyckad ny tjänst är en som lyckas uppfylla kundens behov. Av denna anledning har kundinvolvering lyfts fram som en framgångsfaktor vid tjänsteutveckling. Denna studie avser därav också ta reda på om, hur och varför företag väljer att använda sig av kunden i sitt utvecklingsarbete. På grund av de spridda resultat som tidigare studier lyft kring både tjänsteutvecklingsarbetet i sig men också kring kundens roll i detta arbete genomförs studien på företag inom två skilda branscher, hotell och försäkring, för att undersöka ifall vi kan finna skillnader i arbetet som möjligen kan härledas till branschernas egenskaper. Syftet med denna studie är alltså att öka förståelsen för hur företag inom hotell och försäkringsbranschen arbetar med tjänsteutveckling samt att undersöka vilken roll kunden har i detta arbete. För att uppfylla syftet med studien genomfördes en kvalitativ studie av fyra fallföretag, två inom hotellbranschen och två inom försäkringsbranschen. Genom semistrukturerade intervjuer med respondenter som arbetar med utvecklingsarbetet på respektive företag möjliggjordes en analys av hur arbetet med tjänsteutveckling och kundinvolvering ser ut i praktiken i förhållande till vad som tidigare lyfts i teorin. Studiens resultat visar på att tjänsteutveckling tenderar vara i förändring. Förändring mot ett mer samlat arbete utifrån strukturerade och formella utvecklingsprocesser. Företagen visade en god förståelse för kundens vikt vid utvecklingsarbetet och samtliga företag arbetar också med någon form av kundinvolvering. Det tenderade dock att finnas mer rutiner kring de passiva metoderna, i form av kundundersökningar, medan vi fann en avsaknad i rutiner och insikter kring när de mer aktiva metoderna för kundinvolvering ska användas för bästa resultat. Vi kunde i studien också notera skillnader mellan de två branscherna gällande utvecklingsarbetet, skillnader som tenderar grunda sig i tjänsteerbjudandenas skilda egenskaper.

The purpose of this thesis is to help Telefonica, a Spanish integrated operator, reduce time-to-market of its new offer or product/service innovation by closely observing and evaluating the current development process of its new offer. The research includes the review of current literature on product and service characteristics and new product and service development model, and participant observation conducted in relevant units actively involved in development process. The contributions of this thesis are threefold: First, characteristics of Telefonica’s offer to its multinational customers were examined and the finding indicated that the offer is categorized as product/service with service dominance. That added value to the next exercise of the improvement of new offer or product/service development speed. Second, investigation of the firm’s current new product/service development process with an attempt to perform evaluation and consequently recommendations were made based on the literature review stated above by closely looking at the interaction of the involved participants in development process and how the firm carried out its development process was conducted. The findings indicated that Telefonica selected the right development model for its new product/service innovation, yet there exist some weaknesses in its current development process. Therefore, implications were made so that Telefonica is able to get the best from its adopted model, Stage-gate. Third, from the investigation a generic view of new product/service development process in telecommunication industry was formed. The beneficiaries of this last finding are the practitioners in the product/service development in telecommunication market because from that pattern they could clearly view core elements to be carefully considered during the development period. The research recommends practitioners to encourage informal internal communication between project members of new product/service development process as it helps them to build up knowledge for problem solving as well as for finishing deliverables fast. Moreover, management involvement is strongly advised in order to ensure quality of the tasks done by the teams, accurately assess resources that will be needed throughout the project, and prevent procrastinations of the project members.

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This paper extends the dynamic capabilities (DCs) perspective into the study of new service development (NSD). Drawing from both the DCs view and the NSD perspective, this paper explores theoretically and examines empirically the associations between four core dynamic capability components: adaptive capabilities, absorptive capabilities, arranging capabilities and administration capabilities (4As capabilities) exercised in the process of NSD. DCs have been argued to reside at different levels of organization. Thus far enormous research has focused on organizational level of DCs. Many studies has recognized the importance of DC at micro/individual level (e.g. Teece, 2007; Rothaermel and Hess, 2007), yet research relating to DC at the individual level of organizations is still lacking. Hence, this study focuses on developing and empirically validating an appropriate measurement scale for micro-level DCs. The majority of NSD research has concentrated on the financial service sector; however, the hotel industry, one of the global largest industries, has not been well investigated (Ottenbacher, 2007). The study addresses its research objectives through an empirical investigation adopting both qualitative interviews and a quantitative survey in the hotel sector. This entailed a large quantitative pilot study (433 respondents) and a full-scale survey of hotel sector employees (1,079 respondents) in Thailand. The results, analysed through multiple regression analysis, show positive impact of 4As capabilities applied in different NSD activities on the NSD outcomes. The research findings provide guidance to managers as to how NSD performance is influenced by DCs exercised during the NSD process. The theoretical and managerial implications of this research are articulated.

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<p>Tjänstesektorn utgör idag över 70 % av BNP i Sverige (the world bank group.org, 2005), vilket innebär att tjänster är en viktig del i Sveriges ekonomi. Dock är misslyckandegraden hög när nya tjänster skall introduceras. En tänkbar orsak till detta är att företagen inte lyckas hitta de latenta behoven deras kunder har. Det finns tankar inom forskarvärlden att dessa skulle kunna hittas genom att involvera kunden i tjänsteutvecklingsprocessen (se till exempel Sandén 2007). I dagsläget är forskningen inom kundinvolvering vid tjänsteutveckling dock begränsad.</p><p>Denna uppsats kommer att behandla kundinvolvering i tjänsteutvecklingen. Syftet med uppsatsen består av två delar, varav det första är att beskriva hur AB Storstockholms lokaltrafik (SL) ser på, tillämpar och definierar kundinvolvering vid tjänsteutveckling. Den andra delen av syftet består i att undersöka om SL använt sig av någon annan kundinvolveringsmetod än de som finns representerade i teorin rörande kundinvolvering vid tjänsteutveckling.</p><p>Vi har i denna uppsats valt att genomföra en kvalitativ undersökning baserad på delvis strukturerade intervjuer.</p><p>Vi anser oss kunna se att SL:s syn på kunders medverkan vid utveckling av tjänster överlag är positiv, men att de inte klart definierat vad kundinvolvering innebär. De metoder de använt sig av för att involvera sina kunder i projekt Vagn 2000 kan, i kombination med varandra, ses som en kundinvolveringsmetod, men inte som någon ny sådan. Vi kan också se att kunderna i huvudsak varit involverade i de senare faserna av utvecklingsprocessen samtidigt som det i teorin finns bäring för att kunderna kan involveras i samtliga faser. Vi anser att involveringen skall ske i så många steg som möjligt. Om företagen kan stämma av sina tankar om nya tjänster mot vad kunderna vill ha, så kan de troligtvis snabbare styra om resurser från projekt som kunderna inte tror påtill de som kunderna vill ha.</p> / <p>Today in Sweden the service sector consists of more than 70% of GDP, hence services have become an important part of the Swedish economy. However, when new services are introduced they are often accompanied with a high degree of failure. One cause to this may be that the company does not find the latent need the customer have. There are</p><p>ideas in the research community that these could be found by involving the customer in the service development (see e.g. Sandén 2007). Today the research in customer involvement in service development is limited.</p><p>This thesis concerns costumer involvement in service development. The purpose of the thesis consists of two separate parts; the first describes how AB Storstockholms lokaltrafik (SL) view, applies and define costumer involvement in service development, the second, is to investigate if SL has used any other method than the ones represented in theory concerning customer involvement in service development.</p><p>We have in this thesis chosen to perform a qualitative study based on semi-structured interviews.</p><p>We conclude that SL´s overall view on customer involvement in service development is positive, however they have not clearly defined what customer involvement means. The methods they have used to involve their customer in a project called Vagn 2000 can combined together be viewed as a costumer involvement method, even though not a new one. We can also see that the customer mainly have been involved in the late phases of the service development process, whereas in theory the costumers is recommended to be involved in all phases. Our opinion is that the customer should be involved in as many phases as possible. If the companies could adapt their objectives to the customer need,</p><p>they could probably direct their resources from projects that are not supported by the customer into projects supported by them.</p>