Specifying the design for customer learning in the mixed reality experience

Peer reviewe

An Integrative Design Framework for New Service Development

Service innovation is focused on customer value creation. At its core, customer-centric service innovation in an increasingly digital world is technology-enabled, human-centered, and process-oriented. This requires a cross-disciplinary, holistic approach to new service design and development (NSD). This paper proposes a new service strategy-aligned integrative design framework for NSD. It correlates the underlying theories and principles of disparate but interrelated aspects of service design thinking: service strategy, concept, design, experience and architecture into a coherent framework for NSD, consistent with the service brand value. Application of the framework to NSD is envisioned to be iterative and holistic, accentuated on continuous organizational and customer learning. The preliminary framework's efficacy is illustrated using a simplified telecom case example. © Springer International Publishing Switzerland 2014

Does corporate reputation matter? Role of social media in consumer intention to purchase innovative food product

The exponential growth of the corporate reputation in food industry has resulted in innovations in every link of its supply chain. There have been studies that have characterized innovation in various industries from the perspective of technology, but far fewer in the area of corporate reputation, consumer perception, and intention towards innovations in food products. This research analyses the innovations in the food industry from the perspective of the consumer and provides a conceptual framework of food innovation stages. The study also investigates the relationship between corporate reputation and intention towards food innovation along with the other components of TPB model with an extension of social media engagement. The results from India and US samples confirm that social media engagement have a significant role to play in creating intention to purchase innovative food products. The study compares the US and Indian samples and identifies differences in subjective norms and perceived behavioural control

The customisation framework for roadmapping product-service integration

Product-service integration is becoming a dominant contemporary trend, motivated by how technology can shape areas of potential product/service interactivity and triggers interactions. Since the role of technology differs from case to case, the strategic planning of product-service integration should focus on accommodating the real-life business situation. In response, this paper suggests a customisation framework for product-service roadmapping according to the technological interface involved, and provides practical guidance in its implementation. This framework consists of five steps in three main stages. The first deals with the structural determination of roadmapping, planning ''''''''what to plan'''''''', determining the role of technology and the roadmapping format. The second phase plans the functional determination, dealing the issue of ''''''''how to plan'''''''', including deciding on the relevant roadmapping procedures and methodology. Finally, the roadmap for product-service integration is developed. To illustrate the workings of proposed approach, six case examples are provided for different modes of integration, providing a practical illustration for product-service integration.Geum Y, 2011, J ENG TECHNOL MANAGE, V28, P128, DOI 10.1016/j.jengtecman.2011.03.002Ruiz-Molina ME, 2011, SERV BUS, V5, P1, DOI 10.1007/s11628-010-0098-yGerdsri N, 2010, TECHNOL ANAL STRATEG, V22, P229, DOI 10.1080/09537320903498553GEUM Y, 2010, P PORTL INT CTR MANLEE SM, 2010, CONVERGENOMICS STRATMARTINEZ V, 2010, INT J MANUF TECH MAN, V21, P449Montoro-Sanchez A, 2009, SERV BUS, V3, P311, DOI 10.1007/s11628-009-0074-6Gerdsri N, 2009, TECHNOL FORECAST SOC, V76, P50, DOI 10.1016/j.techfore.2008.03.013PARK Y, 2009, P INT C MAN SERV SCIChadee DD, 2008, SERV BUS, V2, P109, DOI 10.1007/s11628-007-0027-xReinartz W, 2008, HARVARD BUS REV, V86, P90Lee LS, 2008, INT J PROD ECON, V112, P587, DOI 10.1016/j.ijpe.2007.05.008An Y, 2008, INT J SERV IND MANAG, V19, P621, DOI 10.1108/09564230810903497JUNG MJ, 2008, P DRS2008 DES RES SOBaines TS, 2007, P I MECH ENG B-J ENG, V221, P1543, DOI 10.1243/09544054JEM858WINDAHL C, 2007, THESIS LINKOPING U SKim YB, 2006, LECT NOTES COMPUT SC, V4061, P716NAKAMURA K, 2006, P IAMOT 06 BEIJ CHINSUNDIN E, 2006, P 11 INT C SUST INNLee S, 2005, TECHNOL FORECAST SOC, V72, P567, DOI 10.1016/j.techfore.2004.11.006Holmes C, 2005, TECHNOL FORECAST SOC, V72, P349, DOI 10.1016/j.techfore.2004.08.010FOUSKAS KG, 2005, INT J MOB COMMUN, V3, P350, DOI 10.1504/IJMC.2005.007023KAMEOKA A, 2005, P TOKY INT FOR EFF TMARKESET T, 2005, J QUALITY MAINTENANC, V11, P53, DOI 10.1108/13552510510589370Richey JM, 2004, RES TECHNOL MANAGE, V47, P37Froehle CA, 2004, J OPER MANAG, V22, P1, DOI 10.1016/j.jom.2003.12.004Phaal R, 2004, TECHNOL FORECAST SOC, V71, P5, DOI 10.1016/S0040-1625(03)00072-6TUKKER A, 2004, BUSINESS STRATEGY EN, V13, P246, DOI DOI 10.1002/BSE.414Manzini E, 2003, J CLEAN PROD, V11, P851, DOI 10.1016/S0959-6526(02)00153-1Stock GN, 2004, INT J OPER PROD MAN, V24, P642, DOI 10.1108/01443570410541975Oliva R, 2003, INT J SERV IND MANAG, V14, P160, DOI 10.1108/09564230310474138AUERNHAMMER K, 2002, KNOWLEDGE TECHNOLOGYDrejer A, 2002, INT J TECHNOL MANAGE, V24, P124MCALOONE TC, 2002, P 13 S DES X NEUK GEMILLER D, 2002, BUS HORIZONS, V45, P3Mont OK, 2002, J CLEAN PROD, V10, P237Kostoff RN, 2001, IEEE T ENG MANAGE, V48, P132, DOI 10.1109/17.922473LINDAHL M, 2001, P 8 INT SEM LIF CYCLPHAAL R, 2001, T PLAN FAST START TEStremersch S, 2001, IND MARKET MANAG, V30, P1ZARING O, 2001, CREATING ECO EFFICIEWise R, 1999, HARVARD BUS REV, V77, P133GOEDKOOP M, 1999, PRODUCT SERVICE SYSTSHAHEEN S, 1998, TRANSPORT Q, V52, P35Groenveld P, 1997, RES TECHNOL MANAGE, V40, P48Frambach RT, 1997, IND MARKET MANAG, V26, P341BRAY OH, 1997, P PORTL INT C MAN ENFITZSIMMONS JA, 1994, SERVICE MANAGEMENT CCAPON N, 1987, J MARKETING, V51, P1GUILTINAN JP, 1987, J MARKETING, V51, P74MATTSSON LG, 1973, IND MARKET MANAG, V3, P107