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Augmented Service Offering

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Augmented Service Offering
This summary will focus into IDEO’s five-stage framework for designing and piloting radical innovation service. The summary will also explain augmented service offering model.

Today, the marketplace is constantly evolving. Innovation is the name of the game. There is a constant need for organisations to keep on innovating but rarely do you see any innovative new service in the marketplace. Why are these innovations rare? Lack of ideas isn’t a problem cause they are in abundance. The main problem seems to be in executing these ideas. (James & Samalionis, 2008, p.20).

IDEO has developed a five-stage framework, which has helped them in collaborating with companies to design and pilot radical innovation services. The five stages can be described as first, develop insight about the market. It is very important to get insights about the marketplace. Knowing your customers, business models; market landscapes and technology can gain insights about the marketplace. After you get the insights, it’s important how you use those insights. (James & Samalionis, 2008, p.22). Second, create radical value propositions. Radical innovations are all about stepping away from current service and offering new services. Collaboration between front line personnel and executive can help gain insights about customer needs. After gaining some ideas it’s important to prototype these service propositions in order to stretch the organizational mindset. Quick, low cost prototypes should be shared with the customers, experts and stakeholder as it can encourage decision-making that a paper description can never do (James & Samalionis, 2008, p.24). Brown (2008) during his seminar stressed on importance of prototyping. He also spoke about role-play, which is interacting with the experience to understand customer’s mindset during service. Role-play is an empathy tool and prototyping tool.. Formative research should also be conducted on prototypes as to check its desirability,



References: Grönroos, C. (2000). Managing the augmented service offering. In Service management and marketing: a customer management approach (pp 163-179). Chichester, West Sussex, England ; Hoboken, NJ : John Wiley & Sons IDEO. (2008). Tim Brown: Tales of creativity and play. United States of America. Jones, M., & Samalionis, F. (2008). From small ideas to radical service innovation. Design Management Review, 19(1), 20-27.

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    Introduction
 IDEO
is
a
design
and
innovation
consulting
firm
that
was
founded
in
1991
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has
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 successful
example
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what
innovation
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innovative
design
can
accomplish.

Its
Palm
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was
quite
successful
and
created
new
expectations
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what
PDAs
could
look
like
and
 do,
while
maintaining
a
functional
simplicity.

Jeff
Hawkins
had
started
the
original
Palm
Pilot
 program
in
1996
and
found
enthusiastic
acceptance
among
consumers.

Senior
project
leader
 Dennis
Boyle
was
chosen
to
head
up
the
development
of
the
Palm
V,
which
would
integrate
a
 slim,
more
colorful
and
sleek
design,
which
would
focus
more
on
emotional
appeal
than
 souped‐up
hardware.


 IDEO’s
culture
could
be
described
as
eccentric,
fun,
creative,
and
innovative.

The
outside‐the‐ box
working
styles
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shifting
of
working
groups
help
to
keep
thinkers
fresh
and
constantly
on
 their
toes.

In
the
early
90s
it
was
innovative
to
the
point
of
being
ambiguous
at
times
for
staff
 and
management,
but
this
was
seen
as
providing
fertile
conditions
for
the
generation
of
 innovative
thinking
and
ideas.

However,
by
the
late
90s
this
culture
had
become
slightly
more
 bureaucratic,
to
the
chagrin
of
the
executives
and
founders.

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is
because
the
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 itself
is
a
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and
inspired
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is
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 exemplified
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