新电改下售电企业创新增值服务动力演化博弈分析

将新电改条件下即将成为新的售电主体的企业进一步划分为有发电资源的售电企业和无发电资源的售电企业。运用演化博弈理论,构建两类售电企业的复制动态模型,分析其在提供多样化的创新增值服务过程中的动态演化过程。研究结果表明:两类售电主体的创新增值服务动力主要受其在售电市场的市场份额、创新增值服务水平与市场需求的差异程度、创新增值服务成本对服务差距的弹性系数的影响。市场份额对售电侧企业创新增值服务动力和行为选择具有正向推动作用,而服务质量与市场需求的差异程度和创新增值服务成本对服务差距的弹性系数,则对售电侧企业的创新增值服务动力和行为选择具有反向抑制作用。     

油田社区系统质量管理模式的构筑

构筑油田社区管理系统质量管理模式,是转变油田社区管理服务观念,贯彻落实科学发展观,创新管理服务方式和服务内容,提升基础管理水平和服务质量,实现油田科学发展、创新发展、和谐发展,增强广大居民对社区服务的满意度的创新举措。1油田社区管理系统质量管理模式构     

创新方法服务认证及体系构建研究

本文提出创新方法推广应用是一类典型的知识传授型服务, 强化第三方权威机构认证, 有利于规范创新方法服务市场、 帮助企业建立推广应用创新方法的长效机制, 同时也是深入开展创新方法工作的一项基本保障。 本文在深入研究创新方法服务认证概念与内涵的基础上, 总结了创新方法服务认证实践的经验与启示, 并重点研究了创新方法服务认证体系的构建, 最后给出推进创新方法服务认证的相关政策建议。     

服务创新与有形产品创新之比较

服务业的迅猛发展使其在国民经济中的地位越来越重要,已经成为或正在成为现代经济生活的主导。在这样的背景下,服务创新受到了学术界和产业界的广泛关注。由于服务产品具有不同于有形产品的独特特征,服务创新也与有形产品创新有很多的不同。本文着重分析了服务创新与有形产品创新的不同之处,指出了二者之间的联系,明确了服务创新独特性,以便更好地探索服务创新的方法和规律。     

生态产业科技创新及服务供需主体均衡问题研究

目前,生态产业科技创新供需及服务主体失衡,已经成为制约我国生态产业发展和农民增收的结构性瓶颈.造成生态产业科技创新及服务供需主体失衡的原因,主要来自由传统的“城市——政府”单一中心治理模式引发的3个“短板效应”:短板效应Ⅰ——生态产业科技创新及服务供给主体科研考核标准机械化;短板效应Ⅱ——生态产业科技创新及服务需求主体分散化;短板效应Ⅲ——生态产业科技创新及服务供需主体耦合机制低效化.要从根本上解决生态产业科技创新及服务供需失衡的问题,应该在生态文明社会内涵的主导下,在制度层面上完备生态产业科技创新及服务供给主体激励机制、优化生态产业科技创新及服务需求主体结构和健全生态产业科技创新及服务供需主体耦合机制,进而建构生态产业科技创新及服务多中心治理体制.     

第三方医药物流企业的服务创新动力与路径研究

我国医药物流市场巨大,第三方物流是医药物流发展的趋势。根据服务科学的基本原理,分析了医药物流和第三方医药物流的状况,阐述了第三方医药物流服务创新的必要性,建立了第三方医药物流企业服务创新的动力模型和服务创新的“五星图”模式,提出我国第三方医药物流企业要从新服务概念、新客户服务界面、新的服务传递系统、技术选择及物流服务创新战略的选择与协调等五条路径推动服务创新。     

全力推行后勤管理标准化

优质服务是后勤管理提升的关键。面对新形势新任务,作为服务类企业,必须围绕主业和公司经营发展,努力转变员工服务理念,增强服务意识和创新意识,进一步规范服务流程,通过查找服务短板、创新服务举措,做到从被动服务向主动服务转变,从一般服务到优质服务转变,引导全体员工以务实创新的观念和优质服务的理念,高效完成主业后勤服务保障,提供优质高效的后勤服务。     

知识创造价值——IT服务与咨询

本文就新经济管理创新这一主题背景,讨论IT服务以及逐步从中发展起来的(IT)咨询服务在管理创新中所扮演的角色,以及在这种变革中,IT服务厂商为了提供知识价值,自身需要进行的管理创新。 文章首先回顾IT服务的衍变,从而展开对IT咨询服务的背景分析。在此基础上,阐述高阳科技在这一服务领域的观念,并介绍一些实际的操作经验。     

新用电户市场开拓管理

创新服务流程,主动寻找客户用电需求;创新服务方式,充分尊重客户和客户意见;创新服务手段,强调快速行动;用心沟通,定期走访,部门联动,实现售电量和企业效益的提高     

多主体参与的服务创新过程模型研究

近年来,由于科学技术的快速发展,特别是互联网技术的应用和电子商务平台的建立,服务创新日益呈现出“多元化”、“复杂化”的发展特征.这些发展特征要求不同主体共同参与到服务创新中来.本文建立了一个二维多主体参与服务创新过程模型,把原来分开的各主体结合起来,并通过分析各主体在整个服务创新过程中各阶段的不同作用以及如何协调他们之间的关系,最终构建了一个高效合理的现代服务创新平台.这个平台的建立,可以提高整个服务创新的运作效率,促进服务创新更好的发展.     

Pricing Augmented Commercial Services

The delivery of augmented services is a powerful demonstration of innovative product/service management. Based on well-executed scanning and positioning efforts, augmented services allow marketers to obtain a premium price for their innovative ness by delivering more than what consumers have learned to expect. For this purpose, Roberto Friedmann and Warren French have developed the notion of an augmented service. They then proceed to outline the necessary considerations and procedures for creating an augmented service that commands a premium price in its market.     

‘All they lack is a chain’: lean and the new performance management in the British civil service

The adaptation of lean techniques in public services is viewed as an innovative managerialist response to government demands for more efficient services amidst large reductions in public spending. This paper explores workers' experiences of the impact of lean on work organisation and control and provides new insights into developments within contemporary back office clerical work.     

Success and Failure in New Industrial Services

The critical role of innovation has long been recognized in physical goods; however, the development of innovative services has received much less attention. The research described here reports on an early major study of success and failure in new industrial services. Building on her integration of two literatures on new product innovation and services marketing, Ulrike de Brentani reports how companies measure new service performance and the factors which are associated with success. She reports that new industrial services share some important success factors with physical goods, such as the firm's market orientation, a formal service development process, project synergy and a truly superior new service offering. Yet she finds that firms must adjust their approach to the distinctive character of services, including customer perceptions of service quality, features that successfully differentiate services in competitive terms and cost reduction.     

Understanding the role of service innovation behavior on business customer performance and loyalty

Providing new services to customers gives firms a competitive advantage in the market. Consequently, firms strive to develop innovative service that delivers new value propositions to customers and leads to customer satisfaction and the acquisition of new customers. The authors investigate the relationship between the innovative behavior of service providers, business customer performance, and business customer loyalty in the safety industry. The study's results show that technology-oriented and co-creation-oriented innovative behavior leads to business customer performance. Business customer performance is closely related to recommendations and re-contracts. Moreover, the degree of safety involvement has a moderate effect between service innovation and business customer performance. The findings have important theoretical and managerial implications for service innovation for researchers as well as service providers.     

Innovation, convergence and the role of regulation in the Netherlands and beyond

In the light of converging services for voice, data, and video, this paper discusses the challenges for telecommunications regulation from a European perspective. The Netherlands, a country with excellent conditions for facilities-based competition, is discussed as a case in point. With dynamic issues at the heart of the debate, the role of regulation and government intervention more generally is to create and possibly to sustain conditions among operators to upgrade their networks and to provide innovative services. A fresh look at current regulation suggests that an overhaul may be needed.     

分布式创新的组织模式：合作社区

文章分析了一种创新性计算机服务器技术的企业社区——刀片服务器行业组织Blade.org。它是拥有100多个企业成员的成功社区,从事各种形式的合作,以开发创新产品和服务,并扩大其市场覆盖范围。Blade.org是有意设计的企业社区,仿效个人社区的很多核心功能和进程。企业社区是新的组织形式,对持续创新具有理论和实践意义。     

The technology-mindset interactions: Leading to incremental,radical or revolutionary innovations

Innovation is an integral part of the major transformation in modern business. Modern managers are increasingly pushed from both in- and outside the organization to innovate their processes including products and services. Research typically investigates innovative processes from either a technology perspective or managerial mindset perspective, but rarely both. We argue that technology and mindset should be analyzed in combination, as they are fundamentally co-constitutive albeit with different levels of interaction. We categorize the levels of interaction in a two-by-two model, with the Y-axis representing levels of innovative technology and the X-axis representing levels of innovative mindset. This categorization leads to a theoretical framework, a Technology-Mindset Matrix that consists of four typical technology-mindset interactions. We show how each type leads to unique innovative outcomes, and label the four types; incremental innovation, radical technological innovation, radical mindset innovation, and revolutionary innovation. We illustrate each square with case examples. Furthermore, we discuss core B2B issues managers face when transforming their organizations by moving up from incremental to higher ranked modes of innovation.     

自助金融服务业务风险防控问题分析

随着中央文件关于消除农村地区空白点和中国人民银行关于开展银行卡助农取款等相关文件的下发,金融机构对农村地区金融服务重视程度明显提高,各金融机构纷纷进军农村市场。为节约成本,在固话终端基础上创新研发的自助金融服务业务,得到各金融机构的青睐,受到了客户的普遍欢迎。但由于自助金融服务业务尚在初期阶段,政策风险、现金风险、技术风险、管理风险和操作风险等均已成为自助金融服务业务推广的"拦路虎"。可以通过丰富产品功能,加强现金监管力度,强化科技支撑作用,规范内控管理体系,营造良好使用环境等手段,不断完善风险防范措施,建立风险报告制度,健全风险化解机制,从而推进自助金融服务业务的健康、持续开展。     

An empirically-based typology of product innovativeness for new financial services: Success and failure scenarios

During the last decade, an increasing number of studies have been concerned with the factors that lead to new service success. Quite a few studies, however, have examined the role of product innovativeness in new service development and performance. The present article aims to test empirically a widespread, yet under‐researched argument, according to which, different innovative types may be associated with different development patterns and performance outcomes. On the basis of a detailed literature review we designed the conceptual framework for the present study. More specifically, we propose that the performance outcome of a new service is the result of the development process followed, which, in turn, is influenced by the innovativeness of the new service. The development process is examined through three blocks of variables, namely new service development activities (i.e., the “what” component), process formality (i.e., the “how” component) and cross‐functional involvement (i.e., the “who” component). Performance is viewed in relation to both financial and non‐financial outcomes. The different dimensions of innovativeness form the basis of our classification scheme. To collect the data, we followed the “dropping off method. That is, we handed in self‐administered questionnaires to participants and, a picking‐up appointment was set. Respondents were NSD project leaders who were asked to select two financial services, one successful and one unsuccessful, that they had developed within the last three years and reply to all questions relating to the development and launching of these services. Overall, 84 financial companies participated in the study, providing data for 132 new financial services (80 successes and 52 failures) developed and marketed in Greece. Data analysis revealed that six distinct service innovativeness types exist. They can be represented in the form of a continuum depending on the degree of innovativeness that characterizes each type. At the most innovative extreme of the continuum we find the new‐to‐the‐market services followed by new‐to‐the‐company services, new delivery processes, service modifications, service line extensions, while at the least innovative end service repositionings are placed. These six types are found to be associated with different development patterns in terms of activities, formality and cross‐functional involvement as well as performance outcomes. Interestingly enough, our data suggest an almost inverted U‐shaped relationship between the degree of innovativeness of a new financial service and financial performance. On the other hand, the major service innovations make the strongest contribution on non‐financial performance, while “me‐too” offerings are the least successful ones. The study has a number of research contributions as well as implications for managers involved in new service development in the financial services industry. The conceptualization of the continuum of innovativeness helps disclosing the critical points of the NSD process and its structuring which, depending of the type of new service and the degree of innovativeness that characterizes it, ensures that the management's objectives regarding the performance of the new service are attained.     

Internet of things and the economics of 5G-based local industrial networks

Fifth generation (5G) networks raise governance and management challenges that did not exist in 3G and 4G wireless technologies. Advanced wireless functionality enables new applications and services based on smart, physical, network infrastructures, many of them expected to be localized. As a general-purpose technology, 5G can be configured in numerous ways to support innovative applications across many sectors. Smart network applications and services must integrate physical and virtual components in innovative ways. In addition, general capabilities of 5G must be combined with complementary technologies, such as big data analytics and edge cloud services, to create services for specific use cases. Varying throughput and latency requirements of distinct use cases require differentiated technical solutions. Appropriate frequencies must be aligned efficiently with other features within the footprint of particular, local industrial networks. National policy makers, suppliers, and users are responding differently to these governance and management challenges. These approaches balance differently the trade-offs between experimentation, differentiation, and harmonization. Comparative analysis can inform gradual improvements of the governance of 5G-based, local industrial networks.