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This book showcases state-of-the-art advances in service science
and related fields of research, education, and practice. It
presents emerging technologies and applications in contexts ranging
from healthcare, energy, finance, and information technology to
transportation, sports, logistics, and public services. Regardless
of its size and service, every service organization is a service
system. Due to the socio-technical nature of service systems, a
systems approach must be adopted in order to design, develop and
deliver services aimed at meeting end users' utilitarian and
socio-psychological needs alike. Understanding services and service
systems often requires combining multiple methods to consider how
interactions between people, technologies, organizations and
information create value under various conditions. The papers in
this volume highlight a host of ways to approach these challenges
in service science and are based on submissions to the 2021 INFORMS
Conference on Service Science.
The second volume of this successful handbook represents varied
perspectives on the fast-expanding field of Service Science. The
novel work collected in these chapters is drawn from both new
researchers who have grown-up with Service Science, as well as
established researchers who are adapting their frames for the
modern service context. The first Handbook of Service Science
marked the emergence of Service Science when disciplinary studies
of business-to-customer service systems intertwined to meet the
needs of a new era of business-to-business and global service
ecosystems. Today, the evolving discipline of Service Science
involves advanced technologies, such as smartphones, cloud, social
platforms, big data analytics, and artificial intelligence. These
technologies are reshaping the service landscape, transforming both
business models and public policy, ranging from retail and
hospitality to transportation and communications. By looking
through the eyes of today's new Service Scientists, it is
anticipated that value and grand challenges will emerge from the
integration of theories, methods, and techniques brought together
in the first volume, but which are now rooted more deeply in
service-dominant logic and systems thinking in this second volume.
The handbook is divided into four parts: 1) Service Experience--On
the Human-centered Nature of Service; 2) Service Systems-On the
Nature of Service Interactions; 3) Service Ecosystems-On the Broad
Context of Service; 4) Challenges-On Rethinking the Theory and
Foundations of Service Science. The chapters add clarity on how to
identify, enable, and measure service, thus allowing for new ideas
and connections made to physics, design, computer science, and data
science and analytics for advancing service innovation and the
welfare of society. Handbook of Service Science, Volume II offers a
thorough reference suitable for a wide-reaching audience including
researchers, practitioners, managers, and students who aspire to
learn about or to create a deeper scientific foundation for service
design and engineering, service experience and marketing, and
service management and innovation.
This book showcases state-of-the-art advances in service science
and related fields of research, education, and practice. It
presents emerging technologies and applications in contexts ranging
from healthcare, energy, finance, and information technology to
transportation, sports, logistics, and public services. Regardless
of its size and service, every service organization is a service
system. Due to the socio-technical nature of service systems, a
systems approach must be adopted in order to design, develop and
deliver services aimed at meeting end users' utilitarian and
socio-psychological needs alike. Understanding services and service
systems often requires combining multiple methods to consider how
interactions between people, technologies, organizations and
information create value under various conditions. The papers in
this volume highlight a host of ways to approach these challenges
in service science and are based on submissions to the 2021 INFORMS
Conference on Service Science.
The second volume of this successful handbook represents varied
perspectives on the fast-expanding field of Service Science. The
novel work collected in these chapters is drawn from both new
researchers who have grown-up with Service Science, as well as
established researchers who are adapting their frames for the
modern service context. The first Handbook of Service Science
marked the emergence of Service Science when disciplinary studies
of business-to-customer service systems intertwined to meet the
needs of a new era of business-to-business and global service
ecosystems. Today, the evolving discipline of Service Science
involves advanced technologies, such as smartphones, cloud, social
platforms, big data analytics, and artificial intelligence. These
technologies are reshaping the service landscape, transforming both
business models and public policy, ranging from retail and
hospitality to transportation and communications. By looking
through the eyes of today's new Service Scientists, it is
anticipated that value and grand challenges will emerge from the
integration of theories, methods, and techniques brought together
in the first volume, but which are now rooted more deeply in
service-dominant logic and systems thinking in this second volume.
The handbook is divided into four parts: 1) Service Experience--On
the Human-centered Nature of Service; 2) Service Systems-On the
Nature of Service Interactions; 3) Service Ecosystems-On the Broad
Context of Service; 4) Challenges-On Rethinking the Theory and
Foundations of Service Science. The chapters add clarity on how to
identify, enable, and measure service, thus allowing for new ideas
and connections made to physics, design, computer science, and data
science and analytics for advancing service innovation and the
welfare of society. Handbook of Service Science, Volume II offers a
thorough reference suitable for a wide-reaching audience including
researchers, practitioners, managers, and students who aspire to
learn about or to create a deeper scientific foundation for service
design and engineering, service experience and marketing, and
service management and innovation.
Every day employees make decisions that ultimately get reflected in
the financials. In many businesses, sales reps exert the most
impact on the financial success of a business because their
decisions directly affect one of the most important lines on the
income statement-the sales line-however; other employee groups can
influence financial results. Purchasing affects costs of goods
sold; managers, supervisors and employees affect expenses; other
employees affect the utilization of assets such as inventory,
receivables and fixed assets; and "everyone" affects productivity.
The good news for almost anyone in business is that a mere 1
percent improvement in key variables they influence every day can
have a huge impact on profitability in a very short period of time.
You do not have to make significant investments or wait years for
the result. You do not have to create teams and initiate projects
nor do you have to add any work to your current workload. You can
make a difference today and start to see the results by month end
"The 1% Difference" is a story about how a manager takes over a
struggling branch office and realizes significant improvements in
profitability. He begins by helping employees discover the
multiplier affect of their decisions and then gets them fully
engaged in finding small improvements. The result amazes everyone.
Every day employees make decisions that ultimately get reflected in
the financials. In many businesses, sales reps exert the most
impact on the financial success of a business because their
decisions directly affect one of the most important lines on the
income statement-the sales line-however; other employee groups can
influence financial results. Purchasing affects costs of goods
sold; managers, supervisors and employees affect expenses; other
employees affect the utilization of assets such as inventory,
receivables and fixed assets; and everyone affects productivity.
The good news for almost anyone in business is that a mere 1
percent improvement in key variables they influence every day can
have a huge impact on profitability in a very short period of time.
You do not have to make significant investments or wait years for
the result. You do not have to create teams and initiate projects
nor do you have to add any work to your current workload. You can
make a difference today and start to see the results by month end
The 1% Difference is a story about how a manager takes over a
struggling branch office and realizes significant improvements in
profitability. He begins by helping employees discover the
multiplier affect of their decisions and then gets them fully
engaged in finding small improvements. The result amazes everyone.
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