A SAT View on New Service Development

Fu-Ren Lin () and Pei-Shan Hsieh ()
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Fu-Ren Lin: Institute of Service Science, National Tsing Hua University, No. 101, Section 2, Kuang-Fu Road, Hsinchu, Taiwan 30013, R.O.C.
Pei-Shan Hsieh: Institute of Technology Management, National Tsing Hua University, No. 101, Section 2, Kuang-Fu Road, Hsinchu, Taiwan 30013, R.O.C.

Service Science, 2011, vol. 3, issue 2, 141-157

Abstract: New service development (NSD) is getting important for companies that wish to gain a competitive advantage on service-driven markets. While research on NSD has grown rapidly over the last decade, many studies have been highly fragmented and concentrated on different innovation issues. Few studies have focused on the stages, activities, and techniques of NSD. In addition, the NSD process is delivered through service value net, and can often be carried out by multiple companies. Therefore, this study aims to provide a SAT (Stage-Activity-Technique) framework for NSD stages, activities, and techniques based on a literature review and trend analysis. This study divides the NSD process into five stages: service identification, service value net formation, service modeling, service implementation, and service commercialization. In addition, the NSD process is more likely to be spiral in form for new services that are examined. The NSD process is also likely to be refined by service providers and customers to incorporate their detailed requirements and integrate service value into future development processes. The SAT model can assist service designers and engineers in developing new services by providing a structured NSD process and identifying techniques for activities in the NSD process. [ Service Science , ISSN 2164-3962 (print), ISSN 2164-3970 (online), was published by Services Science Global (SSG) from 2009 to 2011 as issues under ISBN 978-1-4276-2090-3.]

Keywords: new service development; service value net; open innovation; service design and engineering (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:inm:orserv:v:3:y:2011:i:2:p:141-157

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