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|Title:||The Development and Management of Radical Service Innovation: A Case of PChome 24-Hour Online Shopping|
突破式服務創新的發展與管理-以PChome 24小時購物為例（The Development and Management of Radical Service Innovation: A Case of PChome 24-Hour On Line Shopping)
service innovation;radical innovation;probe and learn;innovation management;electronic commerce
|Issue Date:||2018-06-25 17:33:18 (UTC+8)|
Radical service innovation can substantially benefit corporations and give them a competitive advantage. However, few previous studies have investigated these crucial issues in detail. This study explored the development and management of radical service innovation. A case study approach was adopted and PChome 24-hour online shopping was selected as the research subject. The findings revealed that radical innovation in the service sector is completely different from most of that in the manufacturing sector. Process innovation is usually the first priority in the service sector, and radical service innovation can occur only after all new ways of customer interactions and new service subsystems are once in place. Additionally, before the service is launched, the firm cannot prototype the service, and the process of innovation and market development can be seen as a process of probing and learning. Traditionalmarketing research and analysis are thus not suitable during the early stages of new service development. It needs to rely on intuition or probing and learning repeatedly so that the experiences and knowledge can be accumulated. Furthermore, radical service innovationmay emerge from customer requirements, and can only occur after all subsystems, infrastructure, and technological investments are once in place. Finally, the ways of value delivery are not only through the personnel, organization, culture, and technology of a firm, but also through cooperation with partners outside the firm.
|Relation:||產業與管理論壇（Industry and Management Forum), Vol.39, No.3, pp.4-37|
|Appears in Collections:||[哲學系] 期刊論文|
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