Download Advances in Services Innovations by Klaus-Peter Fähnrich, Thomas Meiren (auth.), Professor PDF

By Klaus-Peter Fähnrich, Thomas Meiren (auth.), Professor Dr.-Ing. Dieter Spath, Professor Dr.-Ing. habil. Dipl.-Math. Klaus-Peter Fähnrich (eds.)

The booklet records the cutting-edge in prone technology. It combines contributions in carrier Engineering, carrier administration and repair advertising and is helping to enhance a roadmap for destiny R & D actions in those fields. The booklet is written for researchers in engineering and management.

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Extra resources for Advances in Services Innovations

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No further design should be considered in case this measure cannot be achieved. Otherwise this section of the architecture ‘determination of the service result’ is completed. 2 The Service Process Branch of the Architecture Starting from the service requirements, the respective tasks are identified and defined by means of noun/verb-combinations in this partial model of the architecture. ’ After having found implementation methods for each requirement, the requirements are summarized hierarchically with the help of Transfer Graphs as a tool of the Affinity Method (Schaude 1992).

This model also contains steps to identify the skills and resources that are essential to perform these processes professionally. The steps included in the SDPM will be described in detail in the following sections. The architecture component Service Development Methods (SDMe) comprises methods that enable a systematic approach to the development targets. The methods best suited to support the design and development will also be shown in depth in subsequent sections. The architecture component Service Development Tools (SDTo) only contains tools that directly support distinct methods.

By allocating the service tasks to the types ‘overall task’, ‘primary task’ and ‘secondary task’ distinctions can be made. The overall task shall be defined as: being able to meet the maximum amount of service requirements the customer is willing to pay for. The primary task fulfils at least one service requirement and can also be priced. Although a secondary task also functionally fulfills at least one requirement, the customer is often not willing to pay for this. In order to benefit from synergies, service tasks, which are already implemented and the service to be developed need to be aligned.

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