1、本科毕业论文（设计）外文翻译原文CHALLENGESINNEWSERVICEDEVELOPMENTANDVALUECREATIONTHROUGHSERVICEINTRODUCTIONANDAIMMANYCOMPANIESAREATACROSSROADWHERETHEYTRYTOSTAYCOMPETITIVEBYCREATINGCUSTOMERVALUETHROUGHSERVICEDEVELOPMENTTHISCOMBINATIONPRODUCESTHEPREREQUISITESTHATARENECESSARYFORFAVORABLECUSTOMEREXPERIENCESOURFOCUSISNO
2、TONISSUESDIRECTLYRELATEDTOTHENEWSERVICEDEVELOPMENTPROCESSASSUCH,WHICHHASOFTENBEENTHECASEINTHESERVICELITERATUREFIRSTWEFOCUSONCHALLENGESINTHENEWBUSINESSLANDSCAPEWHERESERVICECOMPETITION,IT,ANDVALUECREATIONTHROUGHSERVICE,PUTPRESSUREONCOMPANIESANDMARKETSTODEVELOPSERVICEOFFERINGSPREFERREDBYDEMANDINGCUSTOM
3、ERSSECONDLY,WEFOCUSONSERVICEVALUECREATIONTHROUGHFAVORABLECUSTOMEREXPERIENCESOURAIMISTOIDENTIFYANDDISCUSSSUCCESSFACTORSINNEWSERVICEDEVELOPMENTASABASISFORFUTURERESEARCHTHEPOINTOFDEPARTUREISTHESERVICERESEARCHLITERATUREANDTHERESULTSFROMOURSTUDIESONTHEDEVELOPMENTANDDESIGNOFNEWSERVICESTHEEMPIRICALILLUSTRA
4、TIONSAREMAINLYFROMIKEA,ACOMPANYWEHAVESTUDIEDDURINGTHELASTFOURYEARSWEBEGINTHEARTICLEWITHADISCUSSIONONSERVICECOMPETITIONANDSERVICESTRATEGYWECONTINUEWITHADISCUSSIONONTHEEXPERIENCECONCEPTANDEXPERIENCEBASEDSERVICEVALUEINTHETHIRDSECTIONWEFOCUSONSUCCESSFACTORSWHENDEVELOPINGNEWSERVICES,ANDFINALLYWEPRESENTSO
5、MEFOODFORTHOUGHTABOUTCHALLENGESCOMPANIESCANEXPECTINTHEFUTURESERVICECOMPETITIONANDSTRATEGYCOMPANIESARESEARCHINGFORNEWANDIMPROVEDWAYSTODIFFERENTIATETHEIRMARKETOFFERINGSINORDERTOSTAYCOMPETITIVEANDMAKEAPROFITSHAWANDIVINS2002WEARGUETHATTHEMOVETOWARDSERVICESISAFUNDAMENTALREACTIONTOTHEEVOLUTIONOFCOMPETITIO
6、NANDONEOFTHEMAJORWAYSFORCOMPANIESTODIFFERENTIATETHEIRMARKETOFFERINGS,CUSTOMERRELATIONSHIPS,ANDORGANIZATIONSBYCREATINGNEWCUSTOMERVALUETHROUGHSERVICETECHNOLOGYINFUSIONINSERVICEORGANIZATIONSISONEFUNDAMENTALTRENDINSERVICECOMPETITIONWHICHHASRESULTEDINSELFSERVICETECHNOLOGYSSTANDAWIDERANGEOFOTHERAPPLICATIO
7、NSOFINFORMATIONANDCOMMUNICATIONTECHNOLOGIESLCTMANYESERVICESCANBEDISCUSSEDINTERMSOFNETWORKEXTERNALITIESLIEBOWITZANDMARGOLIS2004IBMHASSUBSTITUTEDITSESINCEEBUSINESSISALMOSTUBIQUITOUSANDEVERYONEKNOWSWHATITISWITHON,TOSYMBOLIZEITSONDEMANDBUSINESSSERVICESMANYSERVICESBECOMETIMEANDPLACEINDEPENDENTSOTHATCUSTO
8、MERSCANUSEORCONSUMESERVICESATATIMEANDPLACEOFTHEIRCONVENIENCEGROVEETAL2003FOUNDINTHEIRSTUDYTHATTHEREISANEEDTOEXPLORETHEGROWINGINTERPLAYBETWEENSERVICESANDINFORMATIONTECHNOLOGY,ANDPARTICULARLYTHEINTERNETANDECOMMERCETHATITHASSPAWNEDTHEEXPERTSSUGGESTTHATTHEREISANEEDTOEXPLORE,INMOREDETAIL,THEROLETHATTECHN
9、OLOGYPLAYSINTHECOMMUNICATION,DELIVERY,SALE,ANDSUPPORTOFSERVICES,THENATUREOFTHEESERVICEENCOUNTER,THENATUREOFSERVICEEXCELLENCEWHENTHESERVICEISTECHNOLOGYBASED,ANDTHEIMPACTOFHIGHTECHNOLOGYSERVICEDIMENSIONONTHEDEMANDFORHIGHTOUCHFEATURESNILSSON2005DISCUSSESTHEFUTUREOFINFORMATIONSYSTEMSDEVELOPMENTLSOANDARG
10、UESTHAT“ISOWILLBEORIENTEDTOMODELHOWCOMPANIESWILLOPERATEINTHEONCOMINGVIRTUALMARKETSTHEMODELINGAREAOFINTERESTWILLBECOMEHOWDIFFERENTKINDSOFINTERORGANIZATIONALITSYSTEMSCANSUPPORTELECTRONICCOMMERCEANDWEBBASEDBUSINESSSOLUTIONS“P31WEOFTENHEARABOUTSERVICEINFUSIONINMANUFACTURINGFORINSTANCE,FORDMOTORCOMPANYCL
11、AIMSTHAT“IFYOUGOBACKTOEVENAVERYSHORTWHILEAGO,OURWHOLEIDEAOFACUSTOMERWASTHATWEWOULDWHOLESALEACARTOADEALER,THEDEALERWOULDTHENSELLTHECARTOTHECUSTOMER,ANDWEHOPEDWENEVERHEARDFROMTHECUSTOMERBECAUSEIFWEDID,ITMEANTSOMETHINGWASWRONG“FORDCONTINUESANDSTATES“TODAYWEWANTTOESTABLISHADIALOGUEWITHTHECUSTOMERTHROUGH
12、OUTTHEENTIREOWNERSHIPEXPERIENCEWEWANTTOTALKTOANDTOUCHOURCUSTOMERSATEVERYSTEPOFTHEWAYWEWANTTOBEACONSUMERPRODUCTSANDSERVICESCOMPANYTHATJUSTHAPPENSTOBEINTHEAUTOMOTIVEBUSINESS“GARTEN2001P137THEEXPERIENCECONCEPTANDEXPERIENCEBASEDSERVICEVALUEINTHEIRBOOK“THEFUTUREOFCOMPETITION“,PRAHALADANDRAMASWAMY2004FOCU
13、SONCOCREATINGUNIQUEVALUEWITHCUSTOMERS,ANDARGUETHAT“VALUEISNOWCENTEREDINTHEEXPERIENCESOFCONSUMERS“P137ANDNOTJUSTEMBEDDEDINPRODUCTSANDSERVICESCUSTOMERDELIGHTANDCUSTOMERPERCEIVEDVALUEARELINKEDTOMEMORABLE,FAVORABLECUSTOMEREXPERIENCESPINEANDGILLMORE1999JOHNSONANDGUSTAFSON2000BERRYETAL,2002CUSTOMERSMUSTEX
14、PERIENCETHEINTANGIBLESERVICEINORDERTOUNDERSTANDITUNLIKEGOODS,THEINTANGIBILITYOFSERVICESMAKESITMOREDIFFICULTFORCUSTOMERSTOIMAGINE,DESIRE,ANDTHUSASSESSTHEVALUECUSTOMERSPURCHASINGPROFESSIONALTAXADVICEHAVENOKNOBSTOTUM,BUTTONSTOPUSH,ORPICTURESTOSEECUSTOMERSPERCEPTIONSOFRISKTENDTOBEHIGHFORSERVICESBECAUSES
15、ERVICESCANNOTBETOUCHED,SMELLED,TASTED,ORTRIEDONBEFOREPURCHASECUSTOMERSCANTESTDRIVEANEWAUTOMOBILEANDKICKTHETIRES,BUTTOTRYANEWVACATIONRESORTTHEYMUSTFIRSTREGISTERASGUESTSREICHHELDANDSASSER1990TRADITIONALLY,THEEXPERIENCECONCEPTISUSEDTODESCRIBEANDUNDERSTANDEXPERIENCEINTENSIVESITUATIONS,WHEREPEOPLEINTEGRA
16、TEWHATTHEYPERCEIVEANDENCOUNTERACCORDINGTOASCRIPTDURINGANDAFTERCONSUMPTIONCUSTOMERSFANTASIESARESTAGEDAND,ATLEASTTOSOMEEXTENT,CONTROLLEDINRELATIONTOATTRACTIVESOLUTIONSWHEREPRODUCTSANDSERVICESBECOMEPLATFORMSFOREXPERIENCES,NOTJUSTAMEANSTOANENDINALOGICALANDCALCULATIVEWAYWEDEFINEASERVICEEXPERIENCEASTHESER
17、VICEENCOUNTERAND/ORSERVICEPROCESSTHATCREATESTHECUSTOMERSCOGNITIVE,EMOTIONAL,ANDBEHAVIORALRESPONSESRESULTINGINAMENTALMARKORAMEMORYINLINEWITHJOHNSTONANDCLARK2000SOMEOFTHEEXPERIENCESAREESPECIALLYFAVORABLEANDOTHERSAREPARTICULARLYUNFAVORABLEBOTHTENDTOSTAYINTHECUSTOMERSLONGTERMMEMORYWECALLTHESEEXPERIENCES
18、MEMORABLEBERRYETAL,2002EMPHASIZETHENECESSITYOF“MANAGINGTHETOTALCUSTOMEREXPERIENCE“WHENDISCUSSINGSERVICEEXPERIENCESTHEYADVOCATERECOGNIZINGCLUESOFEXPERIENCERELATEDTOFUNCTIONALITYANDCLUESOFEXPERIENCERELATEDTOEMOTIONSACCORDINGTOVOSS2003,ORGANIZATIONSFOCUSTOAHIGHERDEGREEONEXPERIENCESTOENGAGECUSTOMERS,TOC
19、REATEANDSUPPORTBRANDS,ANDTODIFFERENTIATETHEMSELVESIBIDP26CUSTOMERSRESPONDTOANEVENTINCERTAINWAYSINORDERTOMAINTAINPOSITIVEEMOTIONSANDTOAVOIDNEGATIVEEMOTIONSSTAUSSANDNEUHAUS1997“DURINGTHECONSUMPTIONEXPERIENCE,VARIOUSTYPESOFEMOTIONSCANBEELICITED,ANDTHESECUSTOMEREMOTIONSCONVEYIMPORTANTINFORMATIONONHOWTHE
20、CUSTOMERCHALLENGESINNEWSERVICEDEVELOPMENTANDVALUECREATIONTHROUGHHENCE,THEMOREWEKNOWABOUTDRIVERSOFNEGATIVEANDPOSITIVECUSTOMEREMOTIONS,THEBETTERWEUNDERSTANDTHEFOCUSINDEVELOPINGNEWSERVICESWITHDESIGNEDINEXPERIENCES,ANDTHEBETTERWECANMANAGESERVICECOMPETITIONEMOTIONSAREEXPRESSEDATCRITICALINCIDENTSWHENCUSTO
21、MERSPERCEIVEDISAPPOINTMENTORDELIGHTCUSTOMERFEEDBACK,COMPLAINTS,ANDPRAISEORCOMPLIMENTCONTAININFORMATIONABOUTPOSITIVEANDNEGATIVEEMOTIONSEMOTIONSAREEVOKEDDURINGSERVICECONSUMPTIONORUSETHENARRATIVEAPPROACHISAUSEFULWAYOFCOLLECTINGDATAITDESCRIBESCUSTOMERSEMOTIONSWHENEXPOSEDTOSITUATIONSCREATINGBOTHFAVORABLE
22、ANDUNFAVORABLECUSTOMEREXPERIENCESCRITICALSUCCESSFACTORSWHENDEVELOPINGNEWSERVICESOURFINDINGS,FROMANUMBEROFRESEARCHPROJECTSANDPUBLICATIONSEDVARDSSONETAI,1995,2000JOHNSONANDGUSTAFSSON2000GUSTAFSSONANDJOHNSON2003ABOUTHOWTOSUCCESSFULLYDEVELOPANDLAUNCHNEWSERVICES,ARESUGGESTEDBELOW1DEVELOPADEEPANDTHOROUGHU
23、NDERSTANDINGOFTHECUSTOMERANDWHATCREATESVALUETHROUGHTHELENSOFTHECUSTOMERUNDERSTANDINGTHECUSTOMERISTHEKEYTOCOMMERCIALSUCCESSTOSURVIVE,YOUNEEDTOUNDERSTANDTHEPROBLEMSANDNEEDSOFTHECUSTOMERSWHOUSEYOURPRODUCTSANDSERVICES,ANDTOUSETHATINFORMATIONTOCREATEACOMPETITIVEADVANTAGEITISNOTENOUGHTOSIMPLYORGANIZEACOUP
24、LEOFFOCUSGROUPSANDASSUMETHATYOUUNDERSTANDYOURCUSTOMERSNEEDSUNDERSTANDINGREQUIRESAMUCHDEEPERKNOWLEDGEOFTHEFOLLOWINGCUSTOMERSNEEDS,PRIORITIES,REQUIREMENTS,EXPECTATIONS,ANDPREFERENCESCUSTOMERSSERVICECONTEXT,ORWHEN,WHAT,HOW,WHY,ANDWHERETHESERVICEISUSEDCUSTOMERSKNOWLEDGEANDCAPABILITYTOUSETHESERVICECUSTOM
25、ERSVALUESANDCOGNITIVESTRUCTURESCUSTOMERSEXPERIENCES,EMOTIONS,ANDBEHAVIORSWHENUSINGTHESERVICESCHALLENGESINNEWSERVICEDEVELOPMENTANDVALUECREATIONTHROUGHSERVICEUNFORTUNATELY,MANYCOMPANIESOUTSOURCETHETASKOFCOLLECTINGANDINTERPRETINGCUSTOMERINFORMATIONANDTHUSINTRODUCEAFILTERWEARGUETHATITISEXTREMELYIMPORTAN
26、TFORCOMPANIESTODEVELOPTHEIROWNSKILLSFORUNDERSTANDINGCUSTOMERS,ANDTHEREBYTAKECHARGEOFONEOFTHEIRMOSTIMPORTANTASSETSIKEAEMPHASIZESTHELENSOFTHECUSTOMER,THELANGUAGEOFTHECUSTOMER,ANDTHESOLUTIONSTOREALLIFEPROBLEMSIKEAFOCUSESONTOTALCUSTOMEREXPERIENCESANDHOWTHEYAREFORMEDDURINGUSEANDCONSUMPTIONTHESEEXPERIENCE
27、SAREFILLEDWITHEMOTIONALENERGYSINCETHEYAREESTABLISHEDDURINGPERIODSOFTENSIONANDADVENTURETHEYAREARTICULATEDANDMAYBEOBJECTIFIEDDURINGANINSTITUTIONALIZATIONPROCESSTHATTURNSTHEMINTOIDENTITYCARRYINGTRADITIONSSOMEBECOMENARRATIVESANDTHUSREPRODUCETHECOMPANYCULTURE2CREATEACUSTOMERCENTRICSERVICECULTUREANDSTRATE
28、GYWITHINTHECOMPANYUNFORTUNATELY,ITISNOTENOUGHTOJUSTGAINADEEPUNDERSTANDINGOFTHECUSTOMERSNEEDS,EXPECTATIONS,USABILITYPROCESS,QUALITYPERCEPTIONS,ANDVALUESTHEREALCHALLENGEISTOCREATEASERVICESTRATEGYANDACULTUREWITHINACOMPANYWHICHISINLINEWITHCUSTOMERSVALUEPERCEPTIONSANDPRIORITIESTHISLAYSTHEFOUNDATIONFOR,AN
29、DGIVESSUPPORTTO,REALIZINGPOWERFULSERVICECONCEPTSWHERETHETECHNICALINFRASTRUCTUREOFTENPLAYSAKEYROLESERVICECONCEPTSANDTHELATESTTECHNOLOGYITSELF,HOWEVER,WILLNOTBEENOUGHSERVICESALWAYSRELYONSERVICEENCOUNTERSANDMOMENTSOFTRUTHWHEREPEOPLEINTERACTPERSONALINTERACTIONS,BOTHINSIDETHECOMPANYANDWITHEXTERNALCUSTOME
30、RS,ALWAYSPLAYAKEYROLEINCREATINGLOYALANDPROFITABLECUSTOMERRELATIONSHIPSIKEASUGGESTSTHATTHEVALUESOFTHECUSTOMERSNEEDTOBEUNDERSTOODANDTHROUGHDESIGN,ADVERTISING,CATALOGUES,DEVELOPMENTTEAMSETC,THEFURNITUREBECOMESAPHYSICALARTIFACTWHICHREPRESENTSANDEXPRESSESTHESECORECUSTOMERVALUESTHISISIMPORTANTTOATTRACT,TO
31、UCH,ANDRETAINCUSTOMERS3STAYFOCUSEDONYOURCUSTOMERSBUILDINGANDMAINTAININGASERVICEADVANTAGEREQUIREMARKETSEGMENTATIONYOURABILITYTOBUILDTHECULTURE,ANDSUBSEQUENTLYLINKACTIVITIES,DEPENDSONREMAININGSTRATEGICALLYFOCUSEDONAPARTICULARCUSTOMERPOPULATIONHOWDOESIKEAADDRESSTHEQUESTIONOFSTAYINGFOCUSEDONTHECUSTOMERS
32、IKEAFOCUSESONDESIGNING“SOLUTIONSTOREALLIFEPROBLEMS“THEFOCUSISNOTONTHEFURNITUREASSUCHBUTONTHEVALUEINUSEATHOMETHATADDRESSES“EVERYDAYLIFENEEDS“FUNCTIONALQUALITYISIMPORTANTBECAUSEDESIGNCREATESATTRACTIONBUTTHETOTALCUSTOMEREXPERIENCEINTHEFORMOFINDIVIDUALIZEDCUSTOMERSOLUTIONSISTHEACIDTEST4APPLYAMULTIMETHOD
33、APPROACHINSOMECASESITISENOUGHTOSIMPLYASKCUSTOMERSWHATTHEYWANTANDTHENDESIGNANDOFFERWHATTHEYREQUIREINMANYCASES,HOWEVER,CUSTOMERSHAVEDIFFICULTYEXPLAININGWHATTHEYWANTINORDERTODIRECTTHESERVICEDEVELOPMENTPROCESSES,ESPECIALLYWHENDEVELOPINGINNOVATIVENEWSERVICESINORDERTOCOLLECTALLTHEDIFFERENTDATANEEDEDTOGETT
34、OKNOWTHECUSTOMER,AMULTIMETHODAPPROACHISNEEDEDSURVEYSANDCUSTOMERSATISFACTIONSTUDIESBASEDONVERBALMETHODSARESIMPLYNOTENOUGHANUMBEROFMETHODSARENEEDEDTOCAPTUREDIFFERENT,RELEVANT,ANDIMPORTANTASPECTSOFTHECUSTOMERSNEEDS,VALUEDRIVERS,ANDUSABILITYPROCESSINGREATDETAIL5INVOLVETHECUSTOMERINTHEDEVELOPMENTPROCESS6
35、APPOINTMULTITEAMS7MANAGEINTERNALANDEXTERNALCOMMUNICATION8TAKEONAHOLISTICAPPROACH9MONITORANDUNDERSTANDMARKETANDFUTURETRENDSCHALLENGESFORCOMPANIESINTHEFUTURETOFORECASTDEVELOPMENTINTHEFIELDOFNEWSERVICEDEVELOPMENTISNOTEASY,ANDMAYBEIMPOSSIBLEHOWEVER,WEWOULDLIKETOSUGGESTSOMEFOODFORTHOUGHTSERVICEINNOVATION
36、S,SERVICEDESIGN,ANDNEWSERVICEDEVELOPMENTWILLBECRITICALFORCOMPANYGROWTH,COMPETITIVENESS,ANDPROFITABILITYVARIOUSTECHNOLOGYENABLERSWILLFUELTHISDEVELOPMENTANDHIGHTECHWILLBECOMBINEDWITHHIGHTOUCHSERVICESMORESERVICESWILLBECARRIEDOUTBYCUSTOMERSATATIMEANDPLACEOFTHEIRCONVENIENCETHEGLOBALSERVICEMARKETPLACEWILL
37、BEREPLACEDWITHTHEGLOBALSERVICERESOURCESPACETIMEANDPLACEWILLHAVEACOMPLETELYNEWMEANINGANDTHEBORDERLESS,VIRTUAL,ANDNETWORKEDORGANIZATIONWILLBEAREALITYCUSTOMERSBECOMECOCREATORSANDAREPROVIDEDWITHCAPABILITIESANDRESOURCESTOSERVETHEMSELVESINCOMPLETELYNEWWAYSTHISWILLCHANGETHEGAMEOFMARKETINGANDMANAGEMENTTHEEM
38、POWEREDANDCREATIVECUSTOMERWILLCOMPETEWITHOTHERMARKETACTORSTODESIGN,CREATE,ANDPROVIDESOLUTIONSANDEXPERIENCESINARESOURCEEFFICIENTWAYCOMBINEDWITHSOCIALANDENVIRONMENTALRESPONSIBILITYSOURSEBOEDVARDSSON,ANDERSGUSTAFSSONANDBOENQUISTSERVICERESEARCHCENTER/CTF,KARLSTADUNIVERSITY,SWEDENPP2333译文新服务的发展与挑战，通过服务创造
39、价值介绍和目标很多公司都在一个十字路口上,在那里他们试图保持竞争力,通过服务的发展创造顾客价值。这种结合产生的先决条件是客户的良好体验需要。我们的注意力不是在直接关系到新的业务开发过程这样的问题上,虽然它经常被运用在服务文学中。首先我们着眼于新的服务竞争在商业环境的挑战，并通过服务创造价值，施加压力给公司和市场以进一步发展服务偏好严格的客户。其次，我们注重服务创造价值，通过良好的客户体验。我们的目的是为了确定,探讨在新服务发展中的成功因素并以此为基础来确定未来的研究方向。目的的出发点是服务研究文学、开发和设计新的服务研究结果。实证插图主要来自宜家、一个我们研究持续了四年的公司。我们开始讨论这篇
40、文章服务竞争和服务战略。然后我们继续讨论了体验式服务价值概念和经验。在第三部分的成功因素我们关注的是,不断开发新服务。最后提出了一些引人思考的挑战对于未来公司。服务竞争和策略公司正在寻找新的、改进的方法来鉴别其市场，以保持竞争力创造利润。我们认为,此举是对服务的反应，根本的竞争演变和对公司竞争力区分是通过服务创造新的市场。技术服务机构介入的竞争，是一个基本趋势，在自助服务科技（SST）以及对信息和通信技术（LCT）上广泛存在。许多电子服务都可以讨论网络外部性条件。IBM已经取代了电子（因为几乎是无处不在的电子商务，每个人都知道它是什么），象征其对商业服务的需求。许多服务,成为独立的时间和地点,
41、使客户可以使用或消费服务。亚舍拉、苏达权等2003在他们的研究中发现，有必要探讨服务之间的相互作用和不断发展的信息技术特别是互联网和电子商务，因为它已经产生。专家建议,有必要更详细地探讨技术的作用在沟通，配送，销售、支持服务,卓越的服务是以科技为本,并影响高新技术服务的需求。尼尔森医生2005进一步探讨了信息系统发展的未来,称将秉承公司运作在即将到来的虚拟市场。对建模感兴趣的地区将会提供多个不同类型的企业间IT系统，此系统能支持电子商务和提供网络的商业解决方案”我们经常听到关于制造业的服务。例如,福特汽车公司声称“如果你回到以前即使很短时间的全部理念中,我们将汽车批发给经销商、经销商会卖掉汽车
42、给客户,我们希望我们从未听到顾客因为如果我们这样听到了,这意味我们是错误的”。福特继续陈述“今天我们想建立一个与客户所有权有关的经验对话。我们要在每一步和我们的客户交谈和接触。我们要成为一个消费产品和服务公司，恰好是在汽车业务。”加藤，2001年，P137。经验和经验服务价值概念在他们的书中“未来的竞争”,普拉德和瑞马斯威2004关注一同创造独特的价值和客户,并认为“价值中心目前位于消费者的经验不只是嵌入式产品和服务。客户的喜悦和顾客知觉价值是值得纪念的良好的客户经历。客户必须体验无形服务以便了解它。不像货物,无形的服务使客户变得更加困难去想象预测,从而评估价值。客户采购专业纳税的建议没有旋钮
43、,按钮推动。客户对风险的预期倾向于高服务，因为服务不能碰,不能闻,或尝试之前再购买。传统上,体验概念是用于描述并理解经验加强的情况下,人们把他们所感受到的根据之前和之后的消费来描述。客户的想象是阶段性的，至少在某种程度上,控制在关系到产品的吸引及解决方案上,成为体验的平台,而不仅仅是达到目的的一种合乎逻辑的计算方法。我们定义服务经验为服务接触和服务的过程，造成顾客的认知、情感和行为反应导致精神的标记或一段记忆约翰斯顿和克拉克2000。一些经验是特别良好或其他特别不好的。有些事会倾向于留在客户的长期记忆中。我们称这些经历令人难忘。贝瑞苏达权等,2002强调“管理的必要性是总客户体验。他们主张认识
44、的线索功能和相关工作经验的线索情绪，组织更高程度的关注。客户根据经验,创造和支持品牌。客户响应一个事件在某些方面是为了保持积极的情感,避免负面情绪斯塔斯和纽豪斯1997年。“期间消费经验,各种类型的情绪都能诱发情绪,一些这些客户传达的重要信息表示客户在新服务开发和价值创造中的感受。因此,我们越知道消极和积极的客户的情绪的动因,我们越能理解设计开发新服务经验和更好的服务的用途,我们就可以维持竞争。在关键事件情绪表达感知顾客失望或喜悦。客户反馈、投诉,赞美中所包含的信息有积极的和消极的情感。情感诱发在服务消费中使用。叙事的方法是一种有用的方式它描述收集的客户的情绪数据可以反映客户满意或不满意。关键
45、成功因素在不断开发新服务本研究发现,有许多研究如何成功研发并推出新的服务项目，建议如下1开发一个深入的、透彻的了解客户的方法,创造价值的客户商业成功的关键是了解客户。为了生存,你需要了解问题及客户使用你的产品和服务需求,并利用这些信息来创造竞争优势是不够的,而要简单地组织几个重点群体和假定你明白你的客户的需求。需要一个很深入的了解与认识最最如下客户的需求,重点、要求、期望和偏好顾客服务背景包括什么,如何,为什麽,何时使用等客户的知识和能力能否使用这些服务客户的价值观和认知结构客户的经验、情绪及行为挑战服务使用时藉由服务。不幸的是,许多公司将业务外包时收集和解释的顾客信息作为一个过滤器。我们认为
46、这是极为重要的发展自己的技能的过程,从而了解客户是他们负责的一个最重要的资产。宜家强调客户的镜头语言,客户、解决现实生活问题。宜家关注顾客总经验形成，在使用过程和消费这些经历中充满激情的能量,因为他们期间建立张力和冒险。他们宣称是客观化过程,将他们转换成制度化的传统。但有些人变得只是复制整个公司的文化基调。2创建一个以客户为中心的服务文化和公司内部策略不幸的是,这里没有足够获得理解客户的需要、期望、可用性工艺、质量的感知、价值。真正的挑战是如何创造一个服务策略,一种文化在公司，本着客户的价值观念和优先考虑的问题。这个地位奠定了基础,并给予支持,实现强大的服务理念的地方往往扮演着技术水平关键的作
47、用。服务理念和最新的科技本身,服务总是依赖服务的时候遭遇真理。人际互动关系,不论是国内的公司与外部客户,总是用忠诚和创造赚钱的客户关系。宜家表明的价值观客户需要被理解，通过设计、广告、目录,开发小组等的家具成为一个表达这些核心客户价值。这在吸引、触摸、和留住客户是很重要。3专注于你的顾客建立和维护服务优势需要市场细分,建立文化,随后连接活动,宜家设计方向都集中到现实生活中“解决问题”。这种聚焦不是在家具上,不过在家中使用如同“日常生活需求”。功能质量是很重要的,因为设计创造吸引力,对顾客体验的个性化的形式客户解决方案是严峻的考验。4使用阶段,多种方法在某些情况下,是足以简单地问客户他们想做什么
48、,然后再设计,并提供需要做什么。然而在许多情况下,顾客有困难说明他们想要的东西可以引导业务的发展过程,特别是当发展创新的新的服务需要了解顾客收集所有不同的数据在各个阶段,多种方法是需要的。调查和客户满意度的方法是不够的。需要针对不同阶段，然后使用不同方法。5涉及客户开发过程6指定多个团队7管理内部和外部的沟通8全面分析9监控和了解市场今后的发展趋势对于企业未来面临的挑战预测领域新业务的发展并不容易,而且可能是不可能的。但是,我们想提出一些东西可供反思。服务创新，服务设计，新业务的发展将是公司增长，竞争力和盈利能力的关键。不同技术能使发展高新技术与服务相结合。更多的服务,客户将开展在任何时间、任何地点。全球服务市场的地方将被替换成全球服务资源空间。时间和地点会有一个全新的含义和边框,虚拟的网络组织将是一个现实。出处瑞典波爱德瓦德森，安德斯，盖斯法森和波安奎斯特服务研究中心/CTF,卡尔斯塔德大学P2333
