renewalfactorsencountereddefinethepotentialeffectivenessoftherealized serviceencounter.Thesechoices are the basis for forming competitive capabilities, in such strategic arenas as the Internet, themanufacturingarena, Internetmarketing,andthe servicesarea冷Target MarketWho are the rightCustomers?ServiceEncountersWhathappenswhen service andcustomermeetandinteract?Service DeliveryServiceConceptSystemDesignWhat is theproductChoicesbundle offered?Howwill servicesbe delivered?Figure3Service strategy triadThe degree of service competitive capabilities such as consistent quality, supply chainmanagement,convenience,accessibilitytochannes,customizationone-on-onecustomerizationoperationalefficiency and low costs are used by customers to make choices among competitors.The above models, when considered with other factors like customer demand-driven supplychains, the effect ofthe Internet, bus iness solutions, virtual service organizations and technologyoptions,along with their interrelated, and interconnected links, can be drawn into a newtopologymodeltermedthe'servicevaluenetworkencountermodel
renewal factors encountered define the potential effectiveness of the realized service encounter. These choices are the basis for forming competitive capabilities, in such strategic arenas as the Internet, the manufacturing arena, Internet marketing, and the services area. The degree ofservice competitive capabilities such as consistent quality, supply chain management, convenience, accessibility to channels, customization, one-on-one customerization, operational efficiency and low costs are used by customers to make choices among competitors. The above models, when considered with other factors like customer demand-driven supply chains, the effect of the Internet, business solutions, virtual service organizations and technology options, along with their interrelated, and interconnected links, can be drawn into a new topology model termed the `service value network encounter model
StrategicDesign Choices"Structural-Facilities and Layout-Technologyand EquipmentRenewal-Aggregate CapacityPlanning-Service Product-ProcessInterfacesCustomer"Infrastructural'RealizedPerceived-PeopleExecutionServiceValue of-Policies-PracticesDeliverythe Total-ProcessesSystemService-Performance SystemsConceptIntegration-OperationsOrganizationsCoordinationAssessment-Service Supply Chainsof Gaps-Integration technologies-Learning and AdaptiveMechanismsFigure4Servicedeliverysystemsarchitecture4. Service Value Network Encounter ModelThe'servicevaluenetwork encounter offerstheframeworkfora newresearchmodel This modelisdisplayed inFigure5.Theoperational, services and customer strategiesofthebusinessaredrawntogetheras interconnected data sharingmodelsdeliveringuniquecustomer services encounters-onesaiming to exceed customer expectations! This busine ss system learns from its customer encounters,and improvesitsservicesdatabaseofferingsreadyforadditionalormorespecific,customerencounters.This model meshes with:1)earlier worksabove;2)otherworks(HofmanandNovak.2000.ChenandWells.1999.BioccaandLietal..2002)3)commercialservicesbusinesssolutionsproviders(Gartner,2002,Convergent,2003);4)softwaredevelopers includingMicrosoftandIBM.Theoperations concept model' component delivers the business's latest service value-chains,networked information systems,data storage and retrieval systems.It incorporates latestweb metrics(Sterne,2002),fuzzy logic(Louvieris andDriver,2001)and artificial intelligence(Kemp and Schot etal., 1998) tools, to:1)interrogate its internal and external databases;
4. Service Value Network Encounter Model The `service value network encounter offers the framework for a new research model' This model is displayed in Figure 5. The operational, services and customer strategies of the business are drawn together as interconnected data sharing models delivering unique customer services encounters-ones aiming to exceed customer expectations! This business system learns from its customer encounters, and improves its services database offerings ready for additional, or more specific, customer encounters. This model meshes with: 1) earlier works above; 2) other works (Hoffman and Novak, 2000, Chen and Wells, 1999, Biocca and Li et al., 2002); 3) commercial services business solutions providers (Gartner, 2002, Convergent, 2003); 4) software developers including Microsoft and IBM. The `operations concept model' component delivers the business's latest service value-chains, networked information systems, data storage and retrieval systems. It incorporates latest web metrics (Sterne, 2002), fuzzy logic (Louvieris and Driver, 2001) and artificial intelligence (Kemp and Schot et al., 1998) tools, to: 1 )interrogate its internal and external databases;
2)sortandinterpretavailableinformation3) deliver customized (or personalized) solutions capable of targeting perceivedphysicalorvirtualcustomerexpectations.CustomerTargeted+PhysicalExternal1-ServiceCustomerCustomer1ServicesEncounter----→ServiceServicesConcept↑Customer--Customer--CustomerInternalVirtual111Services-1ServiceCustomerProvision-Encounter-CustomerOperationsCustomerConceptCustomerFigure5Physical&virtual servicevaluenetwork encountermodelThis'renewal and learning networked system is verydifferent to the normal rigid corecomponent'experienced innormal websiteserviceofferings(Leonard-Barton,1995).Italsoincorporateissuesrelated to failures and recovery (Miller and Craighead et al, 2000). In short, the'operations conceptmodel component delivers thehow to the service value encounter.The'services concept model component is integrated with both the operations concept modelandthecustomertargetedmodelanddeliversmulti-dimensionalinformationfromthebusinessanditsvalue adding partners, in a quality manner, such that the greater the depth of information sought, thegreater the quality, and the more realized (Mintzberg, 1978) is the customer's experience. In short, the'services concept model' component delivers the 'what' to the service value encounterThe'customer targeted model component establishes a relationship to the service being offeredintermsof itsefficiency,relevance,scopeandperformance(Srinivasanand Jagannathanetal,2002)This requires the cognition to recognize, and then target, the specific customer group. In some cases it
2) sort and interpret available information; 3) deliver customized (or personalized) solutions capable of targeting perceived physical or virtual customer expectations. This `renewal' and learning networked system is very different to the normal `rigid core component' experienced in normal website service offerings (Leonard-Barton, 1995). It also incorporate issues related to failures and recovery (Miller and Craighead et al., 2000). In short, the `operations concept model' component delivers the `how' to the service value encounter. The `services concept model' component is integrated with both the operations concept model and the customer targeted model and delivers multi-dimensional information from the business and its value adding partners, in a quality manner, such that the greater the depth of information sought, the greater the quality, and the more realized (Mintzberg, 1978) is the customer's experience. In short, the `services concept model' component delivers the `what' to the service value encounter The `customer targeted model' component establishes a relationship to the service being offered in terms of its efficiency, relevance, scope and performance (Srinivasan and Jagannathan et al., 2002). This requires the cognition to recognize, and then target, the specific customer group. In some cases it