英语论文网

Company gained an enormous market share over the years due to the production of a new and better shaving systems like the Sensor and Mach III razors. The firm recently poured its important resources into an ambitious project, the motorized M3 Power razor. Along the way, Gillette has developed a culture of continous innovation to stay a step ahead of its competitors (Kelley and Littman, 2008).

The unique German retailer Tchibo opened in the 1950s as a simple coffee shop, but nowdays has gone beyond its roots to become an international merchandizing sensation. Tchibo combined a stand-up cafe with a collection of ever-changing products. A part of its success formula is “A new experience every week,” with a completely new line of inventory arriving and selling in huge quantities for just seven days. The company continues to intoduce a completely new merchandizing fifty-two times a year and generates impressive sales throughout Europe (Kelley and Littman, 2008).

CHAPTER III

INNOVATION IN SERVICE SECTOR

Booz & Company's annual study of the world's biggest R&D identified the 1,000 public companies around the world that spent the most on R&D in 2009. The analyzed companies's datas on the R&D spending had to be public; all data is based on each company's most recent fiscal year, as of June 30, 2010. The global recession affected the world's top innovators in 2009. The 1,000 companies that spent the most on R&D decreased their total R&D spending in 2009 by 3.5 percent, to US$503 billion. This is due to economic downturn's impact on corporate R&D budgets. Almost all the cuts came in just three industries: auto, computing and electronics, and industrials. The other industries increased spending to a lesser or greater degree. The three biggest industries for R&D spending remained auto, computing and electronics, and healthcare (Jaruzelski and Dehof, 2010).

3.1 Characteristics of Service Sector

A report commissioned by Forfás (2006) explains that innovation within the services sector has now become a subject of growing interest among policymakers. Currently, service innovation policies are underdeveloped. This may be due to a growing realization that innovation itself is an economic rather than a technological process that is not limited to technology-based innovations. Service innovation requires thinking in different ways, which need to be reflected in the development of policies and supports that are appropriate. The concepts that support service innovations need to take into account a number of important features of services such as:

Services are intangible processes.

Services are interactive with several parties that participate in the innovation process.

Services are extremely diverse in nature.

Services innovation can operate at the economy, business strategy, operations levels and even individuals.

Three types of services innovation are identified:

Traditional R&D (sequential service development).

Fast Market Entry (an emphasis on speed and cutting down time to market).

Incremental In本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。