Radiometer Model

Taking into account that Radiometer is an international organisation, where changes are not easy to implement, this has also implications upon developing and implementing new services. For this reason, it would be easier to set an outside of the business team to be responsible with the first three phases of the process. This team should consist of a small number of Radiometer employees, coming from different departments and a project manager. The team holds the responsibility of developing new service concepts, following 3 agile, iterative, phases in order to reach implementation. First phase, represents a familiar practice of Radiometer, Voice of the Customers, implying different methods and techniques aimed at capturing and understanding

First step towards implementing the new service concept, would be to describe a standard operating procedure of the service in order to assure the quality, repeatability and control over it. Then internal processes need to be developed in order to enable delivery of the service; this step also encompasses designing a delivery system. The following step implies packaging the service, developing all the marketing materials and establishing a price for it so that it can be sold as an individual service, a module. The integration step translates into incorporating the new service into the LIVE Program, as a standard module, for all Radiometer subsidiaries. Finally the last step control should aim at monitoring that the implementation of the new service is done successfully throughout all the countries.

By having a service innovation model, implemented in all the subsidiaries, would allow Radiometer to scale and integrate them in the LIVE Program globally, having also a better control over the entire process and outcome. This model resembles with the Stage-Gate model in the sense that it comprises a gate where a managerial decision needs to be made so that the good ideas proceed towards implementation. Moreover, the two models share the stage of generating ideas, as a starting point. In addition to this model, the authors have developed further recommendations for the

Continuously, by conceptualizing modularity and service architecture, in terms of analysing the products’ and services’ modularity as well as decomposing the Customer Care Program, new insights were gained as part of the contribution for developing a model for service innovation. Lastly, through service logic, the authors have been able to gain new knowledge in terms of how value is created by matching customer and supplier practices as well as what service opportunities may offer the different roles of customers in the service supply chain. Although the research represents a single case study, there has been identified information that is tightly connected with the literature, most of the findings being in line with the literature review. Furthermore, the understanding of the literature has advanced the authors’ knowledge and provided valuable insights in regards to the importance and how to use several tools and methods for innovation, product innovation, modularity and service architecture, and service logic, which lastly contributed in developing the framework for service innovation and providing relevant recommendations for the case