Experience from a European Network: EEN Gianfranco Ruta, Coordinator of the EEN services and retail Sector Group - Confcommercio, Italy Copenhagen, 16th

Experience from a European Network: EENGianfranco Ruta, Coordinator of the EEN services

and retail Sector Group - Confcommercio, Italy

Copenhagen, 16th June 2010

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European CommissionEnterprise and Industry

TABLE OF CONTENTS

Europe INNOVA | 16th June 2010 | 2

1) Enterprise Europe Network and Sector Group “Services and Retail” presentation

2) The Services Directive

3) Innovation in Services overview

4) Innovation in Services in actionNew business models assessmentService DesignUrban environment and innovationPromoting innovation: the Innovation in Services Award

5) SG work in progress


1)1) Enterprise Europe Network and Sector Enterprise Europe Network and Sector Group “Services and Retail” presentationGroup “Services and Retail” presentation

Enterprise Europe Networkhttp://www.enterprise-europe-network.ec.europa.eu/index_en.htm


“Helping small companies make the most of the business opportunities in the European Union”-The EEN, officially launched on February 2008, brings together business support organisations from across 45 countries. -Members organisations have been working together for years, some even for decades as former Euro Info Centres (EICs) and Innovation Relay Centres (IRCs). -NO WRONG DOOR – ONE STOP SHOP: more than 570 member organisations across EU will either assist SMEs on the spot or put them in touch with a specialised branch in their region even better placed to serve them.-SERVICES: advice and assistance on Technology market; Technology transfer; Access to finance; Advice on EU laws and standards; Intellectual property and patents; Research funding; Going international.

Sector Groupshttp://www.enterprise-europe-network.ec.europa.eu/index_en.htm


“Experts in 17 key sectors from all across the Enterprise Europe Network have teamed up to provide you with customised support”

•Mainly “inherited” by former IRCs Sector Groups, organise brokerage events to help companies in reaching technology transfer or cooperation agreements with other companies from the same sector. They can also advise on how to find partners to apply for EU-funded joint research projects.•Agrofood; Automotive, Transport and Logistics; Biotech, Pharma and Cosmetics; Chemicals; Creative industries; Environment; Healthcare; ICT Industry and Services; Intelligent Energy; Maritime Industry and Services; Materials; Nano and Microtechnologies; Services and Retail; Space and Aerospace; Sustainable Construction; Textiles; Tourism and Cultural Heritage.

Sector Group Services and Retail

• A brand new Sector Group born together with the Enterprise Europe Network

• Launch meeting: January 2009• Members from: Italy; Czech Republic; Hungary; France; Poland.• Joining SG members from England; Sweden; Norway.• Not only organising match-making and brokerage events but

mainly a door towards EC (DG Enterprise and DG Markt) to focalise needs of services SMEs and to develop EU policies.


Sector Group Services and RetailFields of action and objectives

• To enhance the co-operation between companies, national and european stakeholders and research centres/universities

• To create valuable network of SMEs/companies/research centres and universities and stimulate the exchange of best practices and knowledge.

• To foster the exchange of results and the creation of strategic co-operation with other sector groups

• To explore and foster innovation in services and retail companies • To support companies in order to enable them to benefit more from free

movement of services • To collect feedback from companies about their experience and problems in

free movement/provisions of services.



2) The Services DirectiveThe Services Directive

Services Directive 2006/123/EC – Principles


The freedom of movement of persons, goods, capital and services are the 4 freedoms established by the European Union Treaty (art. 26)

The Directive 2006/123 represents the implementation of the principle o freedom of movement of services

Concept of Services: Any self-employed economic actvity normally provided for remuneration (Art. 57 TFEU):

outside the ties of an employment contract of an economic nature

Services Directive 2006/123/EC - Scope


Activities included in the Directive

It covers all service activities unless they are explicitly excluded

Large variety of services covered such as commerce and retailing, construction and crafts, business-related services (consultancy, advertising etc.), most regulated professions, tourism, etc. Covers around 40% of the EU economy

Exclusions: financial services, telecommunications, transport services, healthcare service, certain social service, audiovisual service, temporary work agencies, private security services, gambling services, services provided by notaries and bailiffs

Services Directive 2006/123/EC - Scope


Services should be able to move across national bordersas easily as within a single national market:

Freedom of establishment of nationals/companies of a Member State in the territory of another Member State (Art. 49 TFEU)

Freedom to provide services within the EU across borders without the need for an establishment in the Member State where the service is provided (Art. 56 TFEU)

Services Directive 2006/123/EC


Services affected by barriers - Why

• Barriers arise from national, regional and local regulations as well as from the behaviour of the administration

• Lack of confidence between Member States

• Barriers arise at every stage of the business process: establishment, use of input necessary for the provision of the service, promotion, distribution and sale, after-sale

• Barriers are common to a wide array of activities

Need for a framework instrument/Directive

The services directive benefits: welfare – employment- market effects of removing barriers to services provision in the

Internal Market


Economic gains. European consumers, firms and governments will benefit from enhanced productivity, higher employment and increased wages. The gains are explained by the impacts of stronger competition and reduced costs in the EU service sectors.

Prices of services is going to fall. Stronger competition will reduce artificially inflated prices and less waste of resources will lead to lower costs of services provision. Productivity gains enable the creation of higher value added and provide a strong stimulus also towards innovation to the EU economy.

The Services Directive benefits


Output will rise in all sectors of the EU economy. Output and value added will increase across all sectors, and services and goods market will expand considerably .The increase in economic activity will spur the creation of new jobs mainly in those sectors where the barriers are reduced the most. Business will experience increased opportunities in the Internal Market as international expansion becomes less costly Trade in services will intensify. Service provision through both cross-border trade and foreign commercial establishment will increase and promote competitionincrease and promote competition.

Source: “Economic Assessment of the Barriers to the Internal Market Services – Copenhagen Economics, January 2005 – Economic Trade Model CETM

The Services Directive and the SG activity


Improving the Service Directive awareness and knowledge within the Enterprise Europe Network by:

- training sessions

- documents and guides

- discussion of practical cases

- feedbacks to the European Commission on the Directive’s implementation

According to the Directive (art. 21.2) the “Points of According to the Directive (art. 21.2) the “Points of Single Contact” and the EEN desks are the Single Contact” and the EEN desks are the organisations supporting businesses in obtaining organisations supporting businesses in obtaining information on the Directiveinformation on the Directive

The Services Directive and the SG activity


Example of cases covered by the Service Directive

- An Italian company specialised in managing cultural projects (museums, private foundations, municipalities culture centres) would like to run a private artistic and cultural centre in France where a previous authorisation is required.

- A Polish architect established in Warsaw is commissioned to design a hotel in Berlin, Germany and as part of this task will be active once a month in Berlin. For this reason the architect would like to set up an office in Berlin.

Sector Group Services and RetailServices Directive training session

The Services Directive as innovation driver for the whole European service sector

Decentralised training session for EEN members organised by Confcommercio and SG members (Rome, 6th-7th May 2010)

Speakers from EC – DG Markt and Enterprise; Italy, France, Hungary; Czech Republic; Poland

Contents: main benefits and State of implementation in EU; sharing of experience about National state of implementation after 28th December 2009 deadline; cross-border provision of services; VAT rules applying for provision of services within EU from 1st January 2010

Work in class: discussion of cases

Around 30 delegates participating from across EU

Documents soon available for EEN members in First Class – Conferences – Sector Groups – Services and Retail



3) Innovation in services: Innovation in services: quick overview quick overview

Innovation in services concepts


Multiple conceptsMultiple concepts

• Technology-based (Pavitt, Barras, RPC, Reverse Product Cycle)• Dimensional integration (service components mix: Den Hertog)• Knowledge-based (Galouj, Rullani)• Collaboration-oriented (Service Dominant Logic vs. Good Dominant

Logic• Service process modelling/engineering (Shostack, Blueprinting, SSME)• Service Design (see paragraph)• Environment/Systemic-centred (territory, clusters, business networks,

innovation ecosystem) • Lean Thinking applied to services• Hidden-innovation (e.g. new organisational forms, new business

models, etc. - NESTA, UK)

Innovation in services approaches


Different approachesDifferent approaches

• Assimilation: Innovation in services models stem from innovation in goods models

• Demarcation: Innovation in services as specific case

• Integration (services & goods): Innovation model valid for goods & services

Innovation in services definitions


Several definitionsSeveral definitions

New or significantly improved service concept that is taken into practice. It can be for example a new customer interaction channel, a distribution system or a technological concept or a combination of them. A service innovation always includes replicable elements …. A service innovation benefits both the service producer and customers and it improves its developer’s competitive edge (TEKES, 2007)

New or considerably changed service concept, client interaction channel, service delivery system or technological concept that individually, but most likely in combination, leads to one or more (re)new(ed) service functions that are new to the firm and do change the service/good offered on the market and do require structurally new technological, human or organizational capabilities of the service organization (Van Ark, 2003)

R&D&I State aid Framework


European Commission R&D&I State aid framework (2006/C 323/1)

5.5. Aid for process and organisational innovation in services

Definition: « innovation less systematic which stems frequently from customer interaction, market demand, adoption of business and organisational models »

Requirements:• use and exploitation of ICT• formulation as a project with a qualified project manager• development of a standard, of a business model, methodology or

concept, which can be systematically reproduced and possibly patented

• novelty in EU• clear degree of risk

Innovation in Services: what it can be assumed (points of discussion)


1) Technology is “just” an important enabler

2) Cross-disciplinary knowledge and competences are strongly needed in every innovation project (technology, economy and management, fine arts, sociology and humanities, example the “T” model from IDEO)

3) The boundaries between manufacturing and services are blurring (think to Apple “i” philosophy)

4) R&D isn’t the unique driver for innovation (reverse innovation value chain)

5) Customers, employees, suppliers (and competitors) are essential sources for innovation

6) Metrics used to assess innovation are still biased to science-based concepts

Innovation in Services: what can be assumed (points of discussion)


7) Hidden innovation is one of the main form of innovation in many service sectors

8) It should be considered the opportunity to define sector-based innovation metrics

9) Productivity in services is underestimated for similar reasons (intangibles are not considered, TFP concept to be reconsidered)

10) Innovation in services is multidimensional (service concept, customer interface, delivery system, technology)

11) Service Design is one of the more promising approach (since is holistic by definition)

12) Sharing of knowledge and skills are driving forces to develop innovation either in manufacturing or in services

Innovation in Services: what can be assumed (points of discussion)


13) Business networks, clusters, regulatory framework and infrastructures are the basic environment to develop and to apply innovation (innovation ecosystem)

14) Business models and financial sustainability are generally underestimated aspects by the “innovators” (and policy makers)

15) Theory is quite abundant whereas there are too few studies/surveys on “real world”, examples and best practices to share. How EEN SG “Services & Retail” can assist SMEs, possible cases:

4) Innovation in Services in action: sharing ideas, connecting people


Innovation in Services in action: sharing ideas, connecting people


SG lines of activity:

similar to those of Service Directive and – specifically – the combination of knowledge improvement and technical assistance focused on:

- Business modelling, design and management tools in services

- Skills and competences

- Emerging technologies

- Best practices & Public policies

Building a knowledge base on innovation in Building a knowledge base on innovation in services: examplesservices: examples


Methods/ConceptsMethods/Concepts

New business models assessment

Service Design

Management (business networks, lean thinking)

Skills and qualifications

Town management & services

Virtual communities (and the Wiki approach)

Emerging Emerging Technologies & Technologies & applicationsapplications

Mobile commerce

RFID

QR codes

Digital signage

Green tech (in service activities)

Best PracticesBest Practices

Best practices in the service sector (e.g. new format/concepts in retail Industry)

New public policies (support schemes, innovation-by-law cases, etc)

EXAMPLES/1

Innovation in sevices:new business models pattern

A (self-)assessment tool


New business assessment: the SENC model (E. Rullani, Venice International University)


EXPRESSIVENESSSOCIALIZATION

NETWORKING

Global service

OrganizationNetwork

Sen

se-m

akin

g

Functioning

performance

Individual

Com

mun

ity

Specializzation

COMPLEXITY

Complexity: flexibilityand readiness to include customers’/partners’ needs in supply value proposition

Expressiveness: capability to generate original sense-making for customers

Socialization: creation / promotion of commonvalues and identities among customers

Networking: intervention of formal or informal networks, in order to support the offering system coming from the exploration of the other three factors (according to the company’s strategy)

SENC model: breaking the value Vs. volume tradeoff


Source: Innovation in services – The Retail case – G. Ruta - European TrendChart Workshop - June 19 and 20, 2006 - Porvoo, Finland

New lines for innovation

V, v

alu

e (c

ust

omiz

atio

n)

N, Number (Volumes)

Global serviceNiche excellences

Access (outsourcing)New welfare

ConnectorsPersonal and social connections

Meanings (‘intangible’ values)Flexible modules

Standard

‘Neo’ services

Traditional services sector

Massive industry

‘Neo’ IndustryConnective services

TradeTrade--off line Value vs. Volumesoff line Value vs. Volumes

Innovation in services area

SENC Model: where you are and what are you going to implement



global services, which help customers to identify their real needs in partnership and which include comprehensive solutions;niche excellences, mainly based on quality and on a unique market positioning; access (activities performed ‘on demand’), as it is the case of outsourcing allowing producers to focus themselves on their core competences and business;new welfare, which gives an answer to the new socio-demographic dynamics (ageing population, etc.);connectors, which are, for example, technological connectors (enablers), industrial clusters;

SENC Model: breaking the value Vs. volume trade-off



personal, business and social networks, which is for example the way of sharing knowledge improving mutual trust;meanings (value dimension) one of the most important aspects of most services activities, namely retailing, where ‘concepts’ and ‘formats’ are centred on the ‘intangible’ dimension of ‘shopping experience’;flexible modules, looking for a modularity which reduces costs, preserves customization possibilities and flexibility to the market demand; standard, which means taylorism as a model aimed at transforming traditional services in high standardized, high-volume services (e.g. self-service).

SENC Model (50 cases of innovation in services)


Business areaInnovation classification

model

Innovation drivers

External (environment) Internal

Top-quality food & beverage Niche excellence; Meanings Skilled personnelSuppliers

Marketing; organization; people, suppliers

Logistic Connectors Institutions (*), Technology, management(**),competitors, customers

Strategy, marketing, ICT, Organization, customers

Tax-free shopping Connectors, Flexible modules Technology, management, competitors, public administration (P.A.)

Organization, ICT, people, finance

Cultural foundation Personal and social networks, Meanings

Management, society (***) customers, P.A.

Strategy, marketing, ICT, people

Outlet design & management Personal and social networks, Meanings

Professionalism, society management, customers

Organization, people

Restaurant chain Meanings, Flexible modules Management, society, customers

Strategy, marketing, ICT organization, suppliers

Book shop chain Meanings, Flexible modules Technology, management, society, customers

Strategy, marketing, organization, people

Fashion shops (glasses) Meanings, Flexible modules, Standards

Management, society, competitors, suppliers

Strategy, marketing, organization

Highway/Rail/Airport bar & restaurants chain

Meanings, Flexible modules, Standards

Institutions, technology, society, customers, P.A.

Strategy, marketing, organization, people


EXAMPLES/2

Service Design


This chapter on Service Design is courtesy of Andrea Granelli - www.kanso.it


Design thinking

Economics

Humanities Technique

Design Thinking defines as specific features of design a set of mixed proficiencies and an approach to innovation based on observation, pragmatism and problem solving attitude.

These elements, no more exclusive for designers, become more and more relevant and part of companies' cultural heritage

• INDUCTIVE APPROACH TO INNOVATION (start from a specific problem)

• FOCUS ON HOW OTHER THAN ON WHAT(make the thing right not only the right thing)

• ,COMMUNICATE THROUGH PROTOTYPES NOT WORDS (efficient way to judge features(and ideas

• OBSERVATION IS INSPIRATION (acquire(insight to get creative ideas

• LET A WAY OPEN TO SERENDIPITY(sometimes good ideas come by chance)

PROFICIENCIES APPROACH


Design thinking

BUSINESS SCHOOL

• Projects starts with a focus on market size, using financial analysis to understand it

• The aim is to develop just one product to sell

• Production starts on first good idea completion

• Cornerstones: control and technology

DESIGN SCHOOL

• Project starts with a focus on consumer, using ethnographic analysis to better understand their characteristics

• The aim is to develop appealing prototypes

• Prototyping process is reiterated, resulting in a plenty of “winners”

• Cornerstones: anthropology, creativity and a true obsession with consumers' “unmet needs”

Design evolved from a discipline regarding form&function to a new approach, focused on developing business models

promotes innovation while allowing business opportunities

BUSINESS THINKING DESIGN THINKING


Design phases

•Psycologists, anthropologists and market research experts works together to understand customer experience and consumers' problems

• Intense idea-generation sessions, starting from data collected observing people. Brainstorming sessions follow well defined rules

1. OBSERVATION 2. BRAINSTORMING 3. PROTOTYPING

• Prototype creation helps available solution display promoting feature definition and usability troubleshooting

4. REFINING

• Narrows solution number down to few choices

5. IMPLEMENTATION

• An integrated team made up by engineers, designers and problem-specific experts, creates the product or service

INSPIRATION IDEA EXECUTION

•Variety of proficiencies•Consumer observation through new techniques

•Search for inspiration sources•Environment favorable to idea generation

•Well defined brainstorming rules

•Prototype creation•Focus on core problems•Seek aid by consumers•Find solutions

•Joint effort between engineers, designers and problem-specific experts


Design tools

•Shadowing(hidden consumer observation)

•Behavioral maps• Extreme usersinterviews

•Storytelling•“Unfocus” groups

• Final choicesdelay

• Analysis of previous ideas as bases

• Non- conventional thinkingpromotion

• New ideaspromotion

• Visual thinking• Solid topic

boundaries• One-

conversation at-a-time rule

OBSERVATION .1 BRAINSTORMING .2 PROTOTYPING .3

• Single project parts prototyping

• Photos andvideos

• Speed• Focus on core

problems• Scenarios• Personas

REFINING .4

• Prototypediscussion

• Customerinvolvement

• Discipline• Obtaining

consensus

IMPLEMENTATION .5

• Whole team involvement even in(technical- specific)phases

INSPIRATION IDEA EXECUTION


Service Design

• The increasing relevance assumed by the service sector in terms of people employed and value added created, makes crucial a careful planning

• Service Design consists in the planning and organization of services – their elements, people involved, necessary infrastructures, way of communication, material and management aspects, valuable elements - with the aim of improving the quality of services and maximizing the fruition experience.

• In the design of a service a particular importance is covered by the design of the interface, that is the place of the contact, the area in which interactions between services (social – technical artefact) and the user take place.

The SensitiveWall developed for Poste Italiane

Touchpoint at Poste Italiane


Customer interface

The concept of service interface: the area where the interaction between supply system and customers happens The interaction

project is the systematic and fitting organization of all the physical and human elements of the interface customer-company needed to implement the supply of services under established standards of quality


Service Design and the consolidated models/1

New service delivery system(Dimension 3)

New service delivery system(Dimension 3)

New service concept

(Dimension 1)

New service concept

(Dimension 1)

New customer interface

(Dimension 2)

New customer interface

(Dimension 2)

Organisational

capabilitiesH

um

an R

eso

urc

es

Man

agem

ent

cap

abili

ties

Marketing & distribution capabilities

The four-dimensional model of service innovationPim den Hertog, Bilderbeek (1999) - Dialogic©

Technological Technological options options

(Dimension 4)(Dimension 4)

Cha

ract

eris

tics

of a

ctua

l an

d p

ote

ntia

l clie

nts

Cha

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tics

of

exi

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g a

nd c

om

petin

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serv

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s


Service Design and the consolidated models/2


Service Design principles• Sharing of language: the language and the conventions adopted must be consistent

as in form than contents, it must be attributed a unique and definitive meaning

• Sharing of valuable codes: to be used, the service must base its codes on a platform of shared social values.

• Accessibility: the language has to be adapted to the physiological and cognitive mechanisms of human user

• Visibility of the service: in order to use a service it is essential to know that it exists, what it supplies and how it works

• Orientation: To be able to use a service the user should use a correct mental pattern of use

• Transparency: the concept of transparency refers to the ability of the service to make the user aware of the course, timing and outcome of the process

• Feed-back: the ability of an interactive system to provide confirmation or denials in relation to the proper receipt of the input entered by the user

• Opt out: the system must allow freedom of exit, for example, the freedom to stop or cancel the transaction

• Error-friendliness: the interface of the service should allow the user to make mistakes without compromising the outcome of the operation


Service Design: not only shopping malls or banks The access gate to archaelogical Rome

The Access Gate represents the digital and physical "privileged" point of departure from which tourists, citizens and students begin to explore the city, its monuments and artefacts joined in different circuits with different narrations

It has three main tasks: • Narration and preparation (also in an emotional way) of the visit

• Destination management tool for the enhancement of the visit

• “Outdoor laboratory”, to test infrastructures, services and business models that involves visitors not only in the validation process but, also, in the planning phase and that permits a permanent observation of behaviors and preferences of users


Service Design: design and users

• EXPERIENCE becomes the new planning paradigm

• NARRATION gives meaning to the performance

• INTERFACE becomes more and more important

DESIGN becomes the (new) method to join these factors in an harmonic, cost-effective and

environmentally friendly way.

For more information on Service Design:

www.service-design-network.org


PLACES SEEMED TO HAVE LOST THEIR ECONOMIC RELEVANCE …

• In the last fifty years, the experts of the American urban society believed that cities had entered into an inexorable phase of decline; to quote George Gilder “Large cities are the forgotten legacy of the industrial era”.

• Often it was said that in a highly technological period “geography is dead" and the place where individuals work are no longer important.

http://www.amazon.com/gp/reader/0743205472/ref=sib_dp_pt/103-1469576-9727051


… BUT THEY ARE RESUMING A CENTRAL ROLE IN THE SERVICE ECONOMY

• They attract talents: “beautiful places” go back to their traditional role as generators of economic value.

• They multiplie the objects it contains: “Our most invaluable cultural heritage is the framework, the continuum linking monuments, cities and individuals; the framework includes not only museums and monuments, but also the culture of conservation that have allowed them to survive up to our time” (Salvatore Settis).

• They contributeto intellectual protection: it gives its products a historic connotation, a specific difference, the feeling that they cannot be easily imitated from outside.


The role of cities in the service economy

• Cities (and innovating groups living in them) need specific infrastructures to “catch” the economical potential that may be produced

• Such infrastructure should be planned through a “General territorial business plan ” integrating etherogeneous or otherwise ignored planning aspects

• These tools should allow a planning capable to integrate either material or virtual aspects


The limits of classic urbanistic method• The interventions on cities have been made, quite often, in an episodic way

and with regulatory, procedural and planning instruments inadequate to the necessary rational transformation of the city.

• It is often forgotten that the purpose of the urban planning process is to improve the quality of life of persons. They need to move and operate in "places" where not only they can, as users, to carry out the necessary activities, but where they feel, as citizens, at ease and where they recognize themselves as part of a specific community with which they share history, traditions and culture. The planning process, in “the most successful cases”, has pursued the efficiency and effectiveness improvement of the urban "machine" through partial and not homogeneous interventions on different urban zones.

• General regulatory Plans, urban requalification Projects, traffic and mobility Plans have often been made without considering carefully the structure and logistical requirements of the existing trading systems.

• The difficult coexistence among the different souls of the city • The need of multidisciplinary skills and specific planning capabilities


An integrated plan to allow each soul of a given city to emerge and coexist with other ones is needed

• The citizens' city

• The ancient city

• The city of business

• The tourists' city

• The digital city

• The market city

• The city of transports

• The creatives' city

• The dreamt city

• The elderlies' city

• …


THE NEED OF MULTIDISCIPLINARY SKILLS AND SPECIFIC PLANNING CAPABILITIES

The “planning ability” of the city needs multidisciplinary skills (urban, sociological, technological, legal, geographical, business, engineering, computer scientists...) and activities (continuous monitoring of data, correct identification of the phenomena, definition of the intervention areas...) that go beyond the current municipal competences

TECHNOLOGY, DESIGN, URBANISTIC ….

Live innovation for everyday Life !

EXAMPLES/4 Public policies

The Innovation in Services Award


Promoting Innovation in Services:The Innovation in Services Award


Aimed at recognising the services as a sector able to develop an innovation pathway even more important for revitalizing the economic system.

Who can participate

open to all firms in the services sector: single Italian enterprises or partnerships composed of European or international firms or associated to professionals, public and private research institutes.

Award categories:

• Innovation in CommerceInnovation in Commerce (retail&wholesale, 1 award)• Innovation in TourismInnovation in Tourism (1 award)• ICT & Service DesignICT & Service Design (open to all service sectors, 2 awards)

THE PRIZE IS PURELY HONORIFIC. THE WINNER IS AWARDED BY THE PRESIDENT OF THE ITALIAN REPUBLIC


General criteria of merit taken into account:

• Quality of innovation, replicability of the model, positive impact on the chain of ownership and on the socio / environmental, reliability and financial credibility of the proposal;

• Innovation and strategic relevance of ICT;

• Innovativeness of the design methodologies used and their consistency with the principles of Service Design and Service Science Management and Engineering.

2010 (2nd edition) evaluation grid

- organisation, technology, customer care, business model;

- aspects of supply chain and of relations with the territory, with particular reference to the urban areas;

- presence of enterprise network (mainly SMEs);

- social impact and environmental sustainability;

- ITC: level of technological innovation and impact on service system;

- Service Design: aesthetic, functional and integrative quality of touchpoints

The Innovation in Services Award Evaluation criteria



Presented projects by category

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Commerce Tourism ICT&Service Design

2009 2010



Presented project by type

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2009 2010

Web 2.0 Other ICT New format/concepts Business netw orks Other non-ICT

5) Sector Group Services and Retail The work in progress


SG work in progress


Collecting and sharing innovation in services best practices- focusing on new enabling technologies (mobile communications

broadband, RFID, touch screens, new materials, new tools, etc);- organizational techniques and processes (aimed to efficiency or to

innovation management, etc.);- service Design methods and applications- vertical and horizontal Business Networks (specially of SMEs)- human capital and skills improvement- new business models- urban environment and innovation

DeliverablesA) Newsletter (1st number in September 2010)B) Meetings (Autumn meeting on process modelling in hotel/restoration)C) Forums


THANK YOU !

for more information on the SG Services and Retail please contact

Stefania Foresi at [email protected]

mailto:[email protected]