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Service Innovation: How to Go from Customer Needs to Breakthrough Services Hardcover


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Service Innovation: How to Go from Customer Needs to Breakthrough Services + What Customers Want: Using Outcome-Driven Innovation to Create Breakthrough Products and Services
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Product Details

  • Hardcover: 304 pages
  • Publisher: McGraw-Hill; 1 edition (May 26, 2010)
  • Language: English
  • ISBN-10: 007171300X
  • ISBN-13: 978-0071713009
  • Product Dimensions: 9.2 x 6.2 x 1 inches
  • Shipping Weight: 1.2 pounds (View shipping rates and policies)
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (11 customer reviews)
  • Amazon Best Sellers Rank: #212,101 in Books (See Top 100 in Books)

Editorial Reviews

About the Author

About the Author
Lance Bettencourt, PhD,
brings a combination of academic rigor and practical insight to the innovation process. A former professor of marketing at Indiana University, he is an expert in product and service innovation, marketing strategy, and research design and analysis.

As a thought leader on the topic of marketing strategy and innovation, Dr. Bettencourt has published dozens of articles on marketing strategy and innovation in both academic and practitioner publications. Recent contributions including The Customer-Centered Innovation Map (Harvard Business Review, May 2008), Giving Customers a Fair Hearing (Sloan Management Review, Spring 2008), and Client Co-Production in Knowledge Intensive Business Services (California Management Review, Summer 2002).

As a Strategyn senior consultant, Dr. Bettencourt has supported innovation initiatives at some of the world's leading companies, including Microsoft Corporation, Colgate-Palmolive, Hewlett-Packard Company, State Farm Group, TD Bank Financial Group, Kimberly-Clark, Advanced Medical Optics, Mead Johnson Nutritionals (a division of Bristol-Myers Squibb), Chiquita Brands, and Ethicon Endo-Surgery (a division of Johnson & Johnson).

In addition, Dr. Bettencourt is a key member of Strategyn's education division. He is a regular teacher/mentor at the Strategyn Institute and has provided customized education programs to Rockwell Collins, Neenah Paper, Trend Micro, Masco Corporation, and Covidien.


More About the Author

Lance Bettencourt lives in Bloomington, IN with his wife, Jolene, and his four children - Megan, Jake, Kate, and Julia.

His interest in services as a topic of scholarly interest began in a Services Marketing class taught at CSU Bakersfield. Initial interest was turned into passion during his PhD program at Arizona State University, working with renowned services experts such as Steve Brown and Mary Jo Bitner.

After several years on the marketing faculty at Indiana University, he began his career as an innovation consultant with Strategyn. His book "Service Innovation" is a melding of his personal skills and passion for services and innovation.

He is currently a partner with Service 360 Partners, providing consulting and executive education to help companies excel at providing service.

Customer Reviews

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TRIZ approaches to service focus also on costumer jobs as in Lance;s book.
Amazon Customer
If you are in a decision making capacity about your company's services (or products for that matter), I highly recommend that you read this book.
Zoli Piroska
This book will provide you with a suit of tools and concrete examples about how do this in practice in the context of service innovation.
Bruno Levy

Most Helpful Customer Reviews

6 of 6 people found the following review helpful By Lu Phillips on July 13, 2010
Format: Hardcover Verified Purchase
Because you can't receive a service across a shipping & receiving dock, people struggle mightily with how to conceptualize, assign a value, design, deliver, and manage services. It's all around us: hazy definitions and jargon, "impossible to replicate" Nordstrom legends, powerhouse companies emerging from nowhere like [...]; it all seems too magical. This book is the missing manual on the basics of thinking about and deploying services from core of what we all value but can't articulate well: the jobs our customers actually want done. Everywhere across the value stream we can improve customer engagement, loyalty and impact growth with clearly articulated service design. Unfortunately this thinking just can't be accessed from a product-based paradigm.

The ideas in this book are totally practical: Need VC funding, start at page 45 and pop over to page 209. Need HR advice, try page 186. Are you in sales and marketing and need to beat your revenue goals by 10%, check out the Microsoft case study on page 33. Need operations folks clued in, start on page 174. Need a raise at work, the worksheet template on page 191 should be pretty useful to both you and your boss. Once you're equipped with basic understanding of how service models actually work so much more new thinking is possible across so many more unexplored areas.

We are emerging from the last century devoted to the products of the Industrial Revolution--a service-based economy is the obvious next step. As Bettencourt points out, innovation for services are far more "hidden" from us than are those for products. Use this book to deploy a services strategy. Then, as we all enter the "flat world" economic landscape, you'll be leapfrogging to dominance.
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4 of 4 people found the following review helpful By Nancy H on September 28, 2010
Format: Hardcover
Service Innovation is a powerful and very practical book. Unlike most books or training on innovation, Bettencourt's book does NOT start with an existing product concept that needs to be improved or a process for brainstorming ideas for radical innovations. Instead, he offers the basic but profound notion that the innovation process needs to start with a clear understanding of the job (or jobs) that the customer is trying to get done, including specific aspects ("outcomes") of performing that job. Only by starting with the customer job as the unit of analysis -- which reveals the reasons why the customer would prefer to hire one solution over another -- can the innovator fundamentally change the hit-or-miss, low probability nature of innovation that starts with a solution in mind.

This idea -- the customer job as the unit of analysis -- is consistent with Clayton Christensen's perspective that customers "hire" products and services to get jobs done. What gives Bettencourt's book its power is that it walks the reader through a very systematic process for uncovering all aspects of the customer job (using a "job map"), along with a process for determining which aspects are important to customers and, of those important aspects, which are currently well-satisfied by current solutions and which offer high opportunity as a focus for innovation. So rather than innovating a service (which usually means incremental tweaking), the firm can innovate improved solutions for doing customer jobs. Rather than hoping the new solution might be valued by customers, the firm can demonstrate how the new solution addresses important, yet currently unmet needs.

Although the book is focused on service innovation, filling a gap in the market, its insights are equally applicable to product innovation.

All in all, an excellent book.
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5 of 6 people found the following review helpful By Zoli Piroska on July 21, 2010
Format: Kindle Edition
If there is a takeaway from this book, it is that innovation is not art, it is science. You can learn it, you can be trained how to innovate and you can control the process of innovation. In today's world it is absolutely critical for most organizations to innovate as that is how they create sustainable competitive advantages. As such, you cannot afford to think of innovation as an unmanageable proces, an art form as that leaves your ability to sustain your competitive advantage up to little more than luck. Lance Bettencourt's book provides insight into an extremely practical approach to manage your innovation process and by applying his methodology you can create innovative and competitive services.

One of the key things the book argues is that your customers articulate their needs by communicating solutions or desired solutions, which help you little in creating new services. Ultimately what the consumer wants is not a solution, but rather they have an objective they want to accomplish by using a solution. This objective, Mr. Bettencourt refers to as a job; your customers want to get a job done. For example, people use a credit card because they want to make a payment. For each job there are one or more metrics by which your customers measure how well they do on that job. These metrics the book refers to as outcomes. Outcomes for making a payment may be convenience, accuracy, time it takes to make a payment, etc.

These jobs and outcomes are independent of solutions and independent of technology and do not even change much over time. 100 years ago people wanted to make payments and they cared about the convenience, accuracy and the time it took for such payments to be made.
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