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1、本科毕业论文（设计） 外 文 翻 译原文：原文：Challenges in New Service Development and Value Creation through ServiceIntroduction and AimMany companies are at a crossroad where they try to stay competitive by creating customer value through service development. This combination produces the prerequisites that are necess
2、ary for favorable customer experiences.Our focus is not on issues directly related to the new service development process as such, which has often been the case in the service literature.First we focus on challenges in the new business landscape where service competition, IT, and value creation thro
3、ugh service, put pressure on companies and markets to develop service offerings preferred by demanding customers. Secondly, we focus on service value creation through favorable customer experiences.Our aim is to identify and discuss success factors in new service development as a basis for future re
4、search. The point of departure is the service research literature and the results from our studies on the development and design of new services. The empirical illustrations are mainly from IKEA, a company we have studied during the last four years.We begin the article with a discussion on service c
5、ompetition and service strategy. We continue with a discussion on the experience concept and experience-based service value. In the third section we focus on success factors when developing new services, and finally we present some food for thought about challenges companies can expect in the future
6、.Service Competition and StrategyCompanies are searching for new and improved ways to differentiate their market offerings in order to stay competitive and make a profit (Shaw andIvins 2002). We argue that the move toward services is a fundamental reaction to the evolution of competition and one of
7、the major ways for companies to differentiate their market offerings, customer relationships, and organizations by creating new customer value through service. Technology infusion in service organizations is one fundamental trend in service competition which has resulted in Self-Service Technology (
8、SST) and a wide range of other applications of Information and Communication Technologies (lCT). Many e-services can be discussed in terms of network externalities (Liebowitz and Margolis 2004). IBM has substituted its e (since ebusiness is almost ubiquitous and everyone knows what it is) with on, t
9、o symbolize its on demand business services . Many services become time and place independent so that customers can use or consume services at a time and place of their convenience.Groveetal(2003) found in their study that there is a need to explore the growing interplay between services and informa
10、tion technology, and particularly the Internet and e-commerce that it has spawned. The experts suggest that there is a need to explore, in more detail, the role that technology plays in the communication, delivery, sale, and support of services, the nature of the e-service encounter, the nature of s
11、ervice excellence when the service is technology-based, and the impact of high-technology service dimension on the demand for high-touch features. Nilsson (2005) discusses the future of information systems development (lSO) and arguesthat“ISO will be oriented to model how companies will operate in t
12、he oncoming virtual markets. The modeling area of interest will become how different kinds of inter-organizational IT-systems can support electronic commerce and web-based business solutions“ (p. 31).We often hear about service infusion in manufacturing. For instance,Ford Motor Company claims that:“
13、If you go back to even a very short while ago, our whole idea of a customer was that we would wholesale a car to a dealer, the dealer would then sell the car to the customer, and we hoped we never heard from the customer - because if we did, it meant something was wrong“.Ford continues and states:“T
14、oday we want to establish a dialogue with the customer throughout the entire ownership experience. We want to talk to and touch our customers at every step of the way. We want to be a consumer products and services company that just happens to be in the automotive business“ (Garten 2001 p. 137). The
15、 Experience Concept and Experience-Based Service ValueIn their book “The Future of Competition“, Prahalad and Ramaswamy (2004) focus on co-creating unique value with customers, and argue that “value is now centered in the experiences of consumers“ (p. 137) and not just embedded in products and servi
16、ces . Customer delight and customer perceived value are linked to memorable, favorable customer experiences (Pine and Gillmore 1999; Johnson and Gustafson 2000; Berry et al., 2002).Customers must experience the intangible service in order to understand it. Unlike goods, the intangibility of services makes it more difficult for customers to imagine, desire, and thus assess the value. Customers purchasing professional tax advice have no knobs to tum, buttons to push, or pictures to see.
