外文翻譯--以管理的角度來論述創(chuàng)新服務(wù)產(chǎn)品工藝

1、<p><b>　　中文2270字</b></p><p>　　標(biāo)題：Issues in the Innovation Service Product Process:A Managerial Perspective</p><p>　　原文：Southern Illinois University at Carbondale</p><

2、p>　　Innovations in service augmentation are perceived to have a big impact on sales and profits as well as the success of other products. One of the most pivotal factors in the services innovation is the employment of

3、 champion. The “service champion” is defined as someone charged with nurturing and protecting a new service from idea generation to commercialisation stages. The whole innovation process is basically dependent upon the s

4、ervice champion’s capability of designing and executing creativity </p><p>　　champions.</p><p>　　1. Introduction</p><p>　　“How much more productivity can we get from our people and

5、processes? Rather than continuing to invest in doing what we do faster, better, cheaper, maybe we need to look at doing something altogether different.” (Consortium for Service Innovation 2005) These sentences have been

6、 mentioned in many places and on many occasions recently, with the main idea underpinning them is the importance of finding and managing discontinuous innovation in services. Services innovation is becoming more importan

7、t</p><p>　　1. The service sector accounts for more than 60% of GDP in many countries, especially in developed nations.</p><p>　　The economy basically comprises three main sectors - agriculture,

8、industry, and service - that also indicate the development stage of the country. The first development phase is focused on agriculture as heretofore prevailing in developing countries. When the country improves, the need

9、s for agricultural products are satisfied and the development embarks on focusing on industrialisation. Finally, when the industrial products have fulfilled people’s demand, they are then concerned about intangible</p

10、><p>　　2. In the business environment with stiffer competition than ever, services are mostly utilised for differentiating manufacturing products. The technology is more convergent over time since the informati

11、on flow is easily access through information and communications technology (ICT). Hence, services are notably used to differentiate product attributes. For instance, many car buyers are considering after-sales services t

12、o be the most important criterion for choosing a brand.</p><p>　　3. Services somehow have distinct characteristics relative to the manufacturing activities such that specific approaches to managing innovatio

13、n in service area are needed. Staggeringly, although managers and leaders realise the importance of services innovation to survival and maintaining competitive advantage, the statistics show that research and development

14、 (R&D) expenditures are relatively low albeit showing an increasing trend.</p><p>　　For instance, service sector contributes 80% of the GDP in the U.S. whilst the R&D expenditures for service sector

15、are only 24% (Goffin and Mitchell 2005). In the U.K., the service industries contribute 72% to the economy yet receive just 14% of R&D investment (Live Work 2005). The examples indicate that there is still a big room

16、 for improvement in the service area.</p><p>　　In this paper, the innovation management of services is the focal point. The discussion is divided into three sections: characteristics of services, issues in m

17、anaging services innovation, and strategy for enhancing services innovation. </p><p>　　2. Characteristics of Services</p><p>　　The United Nations (in Goffin and Mitchell 2005) describes services

18、 as “a heterogeneous range of intangible products and activities difficult to encapsulate within a simple definition.” Services produced and delivered to customers are labelled as “service products”. However, as services

19、 cannot be stored, the customer’s perception of the service quality also hinges on “service augmentation”. Goffin and Mitchell (2005) name the combination of service products and service augmentation “augmented </p&

20、gt;<p>　　New service products are able to open new opportunities but their impacts on sales and profits are moderate (Goffin and Mitchell 2005). It is only the new service products that provide distinguished attri

21、butes and are difficult to copy can bring a competitive advantage. On the other hand, innovations in the service augmentation are perceived to have a big impact on sales and profits as well as the success of other produc

22、ts. Accordingly, service providers need to deliver the best service products</p><p>　　The components of services are further translated into the service characteristics. As mentioned in the introduction sect

23、ion, services have some characteristics quite distinct from those of physical products. Service characteristics, defined by Kotler (2003) and Goffin and Mitchell (2005), are summarised in table 2. </p><p>　　

24、3. Issues in Managing Services Innovation</p><p>　　Managing services innovation has the same purpose as the physical product innovation management, which is to create new and valuable services. There are sev

25、eral key issues intertwined with the services innovation. To begin, we derive the key issues from the service characteristics.</p><p>　　level of contact. For instance, when going to a bank for sending money

26、overseas, ourcolleague prefers to write and arrange the documents by herself and then submits them with the cheques directly to the cashier. Meanwhile, we prefer to go through the customer service desk, letting the assoc

27、iate write and prepare the receipts since we do not exactly know what to fill or tick in the papers. Another example is that in supermarket, people are inclined not to be close to the staff if not required. Ho</p>

28、<p>　　Inhomogeneity</p><p>　　It is common that different provider will deliver unequal level of services, although the providers come from the same division or company. To some extent, this difference

29、results from the distinct personalities amongst people. Service inhomogeneity may bring positive or negative consequences. For instance, some tellers in a bank are more courteous and charming than others. In a restaurant

30、 we experienced having a waiter who asked Management experts believe that a company that develops new produc</p><p>　　標(biāo)題：以管理的角度來論述創(chuàng)新服務(wù)產(chǎn)品工藝</p><p>　　譯文：南伊利諾伊大學(xué)卡本代</p><p>　　增強(qiáng)服務(wù)創(chuàng)新被認(rèn)為對(duì)

31、產(chǎn)品的銷售和利潤以及其他產(chǎn)品的成功有較大的影響。服務(wù)創(chuàng)新最關(guān)鍵的因素之一是冠軍就業(yè)。“服務(wù)冠軍”被定義為一些培育和保護(hù)一項(xiàng)新的服務(wù)從創(chuàng)意構(gòu)思到最后的商業(yè)化階段的人，整個(gè)創(chuàng)新過程基本上取決于服務(wù)冠軍的能力設(shè)計(jì)和執(zhí)行的創(chuàng)造力和創(chuàng)新以及將人民團(tuán)結(jié)起來的能力。本文討論時(shí)要考慮的關(guān)鍵問題是服務(wù)創(chuàng)新。可用于提高服務(wù)的創(chuàng)新管理策略是：（1）創(chuàng)新過程正式化，（2）創(chuàng)建一個(gè)新的服務(wù)章程，（3）提高整個(gè)過程的客戶投入，（4）強(qiáng)調(diào)內(nèi)部思想的產(chǎn)生和發(fā)展理念，（

32、5）加強(qiáng)準(zhǔn)搜索質(zhì)量，（6）雇用持續(xù)創(chuàng)新的冠軍。</p><p><b>　　簡介</b></p><p>　　“我們?cè)鯓硬拍軓念櫩秃瓦^程處理中獲得更多的生產(chǎn)力？而不是繼續(xù)投資于使我們所做的事更快、更好、更便宜，也許我們需要做別的事情看看?！保ǚ?wù)創(chuàng)新聯(lián)盟2005）。最近在許多地方和場合這些句子已經(jīng)被提到，它們的主要思想基礎(chǔ)是發(fā)現(xiàn)和管理不連續(xù)創(chuàng)新服務(wù)的重要性，由于服務(wù)本

33、身在市場上的巨大作用使得服務(wù)創(chuàng)新越來越重要，Goffin 和 Mitchell (2005) 認(rèn)為，相對(duì)于生產(chǎn)活動(dòng)，服務(wù)業(yè)越來越多地支配目前的研究創(chuàng)新是因?yàn)椋?lt;/p><p>　　1、在很多國家，尤其是發(fā)達(dá)國家，占超過GDP60%的是服務(wù)部門。</p><p>　　經(jīng)濟(jì)基本上包括三個(gè)主要部門 - 農(nóng)業(yè)，工業(yè)，服務(wù) - 這也表明該國的發(fā)展階段。第一個(gè)發(fā)展階段的重點(diǎn)是農(nóng)業(yè)作為迄今在發(fā)展中國家普

34、遍存在。當(dāng)國家進(jìn)步，對(duì)農(nóng)產(chǎn)品的需求得到滿足和以工業(yè)化為主的發(fā)展。最后，當(dāng)工業(yè)產(chǎn)品已實(shí)現(xiàn)人們的需求，他們開始關(guān)心無形資產(chǎn)產(chǎn)品的消費(fèi)方面，在這個(gè)階段服務(wù)成為重要的因素。</p><p>　　2、在與比以往更嚴(yán)厲的競爭商業(yè)環(huán)境，服務(wù)更多的被用來區(qū)別工業(yè)產(chǎn)品。這項(xiàng)技術(shù)融合了更多的時(shí)間，因?yàn)樾畔⒌牧鲃?dòng)是很容易通過信息和通信技術(shù)（ICT）的訪問。因此，服務(wù)也有明顯的用來區(qū)分產(chǎn)品屬性。例如，許多購車者正在考慮售后服務(wù)是選擇一個(gè)

35、品牌最重要的標(biāo)準(zhǔn)。</p><p>　　3、服務(wù)在某種程度上相對(duì)于制造活動(dòng)具有更明顯的特征，因此在服務(wù)領(lǐng)域?qū)?chuàng)新經(jīng)營的具體措施是必要的。令人吃驚的是，雖然管理者和領(lǐng)導(dǎo)者認(rèn)識(shí)到實(shí)現(xiàn)服務(wù)創(chuàng)新對(duì)企業(yè)的生存和保持其競爭優(yōu)勢的重要性，但調(diào)查數(shù)據(jù)表明，雖然在研究與發(fā)展服務(wù)創(chuàng)新的支出顯示上升趨勢，但相對(duì)于其他支出水平還是相對(duì)較低。</p><p>　　例如，在美國，服務(wù)部門的貢獻(xiàn)占GDP的80%，但研究

36、和發(fā)展的支出只占24%（戈芬和米切爾2005年）。而在聯(lián)合國，服務(wù)行業(yè)在經(jīng)濟(jì)上貢獻(xiàn)72%而研究和發(fā)展的投入?yún)s只有14%（生活工作 2005）。這些例子表明，在服務(wù)領(lǐng)域任然存在很大的一個(gè)完善空間。</p><p>　　在本文中，服務(wù)的創(chuàng)新管理是重點(diǎn)。討論分為三個(gè)部分：特色的服務(wù)，管理服務(wù)創(chuàng)新的問題，并加強(qiáng)服務(wù)創(chuàng)新策略。</p><p><b>　　服務(wù)的特點(diǎn)</b>&l

37、t;/p><p>　　聯(lián)合國（在戈芬和米切爾2005年）把服務(wù)描述為“無形的產(chǎn)品和活動(dòng)難以在一個(gè)簡單的定義中壓縮的相異的范圍?！鄙a(chǎn)并交付給客戶的服務(wù)都標(biāo)記為“服務(wù)產(chǎn)品”。 但是，由于服務(wù)無法儲(chǔ)存，客戶對(duì)服務(wù)品質(zhì)認(rèn)知還取決于“服務(wù)增強(qiáng)”。 戈芬和Mitchell（2005）命名服務(wù)產(chǎn)品和服務(wù)增強(qiáng)的組合為“增廣服務(wù)”。 下圖和表描述的概念為增廣服務(wù)提供范例。</p><p>　　新的服務(wù)產(chǎn)品能夠

38、打開新的市場，但對(duì)銷售及其利潤的影響是適度的（戈芬和米切爾2005年）。這僅僅是因?yàn)樾碌姆?wù)產(chǎn)品，提供杰出的屬性，而且可以帶來難以復(fù)制的競爭優(yōu)勢。另一方面，在服務(wù)中增強(qiáng)創(chuàng)新都被認(rèn)為對(duì)銷售和利潤有很大的影響，包括對(duì)其他產(chǎn)品的成功。服務(wù)提供商在優(yōu)質(zhì)的服務(wù)增強(qiáng)環(huán)境中需要提供最好的服務(wù)，以此創(chuàng)造出使客戶能感受到的高品質(zhì)的服務(wù)服務(wù)的組成部分進(jìn)一步換算為服務(wù)特色。正如在引言部分提到，服務(wù)有一些特點(diǎn)和實(shí)體產(chǎn)品非常不同，服務(wù)特色，由科特勒（2003）和

39、戈芬和Mitchell（2005）的定義，列于表2。</p><p><b>　　管理服務(wù)創(chuàng)新問題</b></p><p>　　管理服務(wù)創(chuàng)新具有與實(shí)體產(chǎn)品創(chuàng)新管理相同的目的，這個(gè)目的是創(chuàng)造新的和有價(jià)值的服務(wù)，這是與服務(wù)創(chuàng)新相關(guān)聯(lián)的幾個(gè)關(guān)鍵問題。開始的時(shí)候，我們從服務(wù)特色中獲得關(guān)鍵問題。</p><p>　　接觸的級(jí)別。例如，當(dāng)前往銀行匯款到海外

40、，我們的同事更愿意自己編寫和安排文件，然后直接提交支票給收銀員他們。同時(shí)，我們更愿意通過客戶服務(wù)臺(tái)，副寫，準(zhǔn)備寫的收據(jù)，因?yàn)槲覀儾⒉淮_切地知道如何填寫，或在紙上打勾。另一個(gè)例子是，在超市，顧客在不必要的時(shí)候不傾向于接近工作人員然而，最近的事實(shí)也表明，企業(yè)正試圖接近他們的客戶。舉例來說，當(dāng)我們從電腦網(wǎng)站買了一臺(tái)戴爾筆記本，我們期望公司能夠立即出售筆記本電腦，所以在這個(gè)案例中不需要和客戶接觸的太多，不過，有時(shí)購買產(chǎn)品時(shí)，公司會(huì)派電子郵件詢問

41、使用電腦的滿意度，以及詢問我們是否會(huì)升級(jí)到下一個(gè)版本。</p><p>　　企業(yè)常常認(rèn)為在關(guān)系的建立和效率之間是一種平衡。但是，服務(wù)創(chuàng)新聯(lián)盟（2005）提出了一個(gè)相反的觀點(diǎn)“客戶價(jià)值關(guān)系在效率之上，但服務(wù)和支援機(jī)構(gòu)受到效率的驅(qū)動(dòng)?！币虼?，在今后的管理服務(wù)創(chuàng)新的過程中，特別要通過客戶關(guān)系管理，可高效完成。</p><p><b>　　不標(biāo)準(zhǔn)</b></p>

42、<p>　　這是常見的，不同的服務(wù)提供者將提供的服務(wù)水平不同，即使服務(wù)提供者來自同一個(gè)部門或公司。在一定程度上，這個(gè)不同導(dǎo)致不同的服務(wù)特性。服務(wù)不統(tǒng)一可能帶來正面或負(fù)面的后果。例如，在一些銀行出納員比別人更有禮貌和謙遜，在一家經(jīng)驗(yàn)豐富的餐館有一個(gè)被叫做管理專家的服務(wù)員認(rèn)為一家把生產(chǎn)國內(nèi)心產(chǎn)品作為市場增長的主要手段是更有可能獲得成功。這一假設(shè)也被Martin and和Home（1993）證實(shí)了，Martin 和 Home發(fā)現(xiàn)成

43、功的企業(yè)和不成功的企業(yè)的不同之處在于方式不同，成功的企業(yè)強(qiáng)調(diào)企業(yè)內(nèi)部思想產(chǎn)生和理念的發(fā)展，而放很少的精力在競爭模仿上，它說明競爭模仿是沒有用的或不能帶來競爭優(yōu)勢。最關(guān)鍵的一點(diǎn)是，公司如果太依賴于模仿，他們提高競爭優(yōu)勢的可能性就不大，另一方面，公司的發(fā)展思路和創(chuàng)新的服務(wù)理念將始終鼓勵(lì)內(nèi)部排練這一進(jìn)程，最終導(dǎo)致他們得到好處。</p><p>　　出處：國際管理雜志616卷。第27卷第3部分2010年12月2日<