Designing Competitive Service Models [chapter]

Veronica Martinez, Trevor Turner
2011 Service Design and Delivery  
This is a book chapter extract from 'Martinez V. and Turner T. (2011); "Design competitive Service Business Models", in the book Service Design and Delivery; Ed. Macintyre M. Parry G. and Angelis J; Springer; London' Why this paper might be of interest to Alliance Partners: Many organizations spectacularly fail to design and deliver their current value propositions that underpin their core business models; thus identifying their future value propositions becomes an unimaginable task. We present
more » ... le task. We present a case study where we traced the value propositions' shifts of a single firm over 40 years. The firm's strategic decisions, market adaptation and influencing factors triggering the shift to new offerings are discussed. Then, we introduce a value proposition framework for our Alliance partners and organizations to diagnose the design and delivery of service value propositions. This framework could trace the endurance and adaptability of value propositions in the market at a longer term. January 2014 Find out more about the Cambridge Service Alliance: Linkedin Group: Cambridge Service Alliance The papers included in this series have been selected from a number of sources, in order to highlight the variety of service related research currently being undertaken within the Cambridge Service Alliance and more broadly within the University of Cambridge as a whole. This chapter discusses the design of competitive service models thought the analysis of companies' value creation. In the study of value creation, the value propositions provide an innovative way to analyse companies' value creation from the customers' perspectives. This chapter is divided into two complementary parts; the first part called "the story" and the second one called "the theory". In the first part, this chapter starts with the illustration of a case study "the ICI Explosives" case. This case shows how the company has transformed its value proposition, business model, service delivery and capabilities and skills from the 1960's to the 1990's. Then in the second part, the theory underpinning the case study is analysed and explained. This second part provides to the reader some model, frameworks and toolkits for the analysis and design of other competitive service models.
doi:10.1007/978-1-4419-8321-3_5 fatcat:sgmcwvcbzbftljls3ax5jceb3u