ABSTRACT
An understanding of the nature of service architecture and modularity is crucial to
service design and innovation. Two sets of approaches are developed that further our understanding
and support decision making. First is a systematic decomposition approach
to architecture modeling that allows organizations to understand their current architecture,
evaluate alternative architectures, and identify key interfaces between different
parts of the service. Second, the article develops a service modularity function (SMF), a
mathematical model indicating the degree of modularity deriving from unique services
and the degree to which the modules can be replicated across a variety of services. Three
areas are identified that can contribute to competitiveness: the possession of unique service
modules or elements not easily copied in the short term by competitors; the ability
to exploit these through replication across multiple services and/or multiple sites; and
the presence of a degree of modularity, which in turn supports both customization and
rapid new product development. The SMF can support decision making in the design
of services and the exploitation of service innovation. In particular, the relationship
between architecture and modularity and the roles of service contact personnel in the
customization of services is shown to be complementary. It is proposed that service
customization can be either combinatorial (the combination of a set of service processes
and products to create a unique service) or menu driven (the selection of one or more
services from a set of existing services/products to meet customer needs).

Product architecture can be considered as the arrangement of a product’s functional
elements into a number of physical building blocks, including the mapping
of functional elements onto physical components and the specification of interfaces
between interacting physical components, in other words, “the scheme by
which the function of a product is allocated to physical components

All innovation is service-logic innovation. This challenge to traditional,
attribute-based views of innovation rests on the understanding that any innovation
changes the way customers co-create value with the firm. This new perspective
overcomes an artificial distinction between product and service
innovations. Furthermore, it facilitates a more customer-centric view of innovation
rather than the traditional and limiting product-centric view.
Our inductive research has produced a managerial framework that corresponds
with the growing body of service-logic literature. By looking outside-in,
managers change customers’ roles as users, buyers, and payers. By working
inside-out, managers help customers became smarter through smarter offerings,
by relieving or enabling them of certain co-creating activities, and by reconfiguring
value constellations. Managers who understand these patterns of servicelogic
innovation can systematically and proactively explore new opportunities
and, at the same time, anticipate competitive threats from competitors’
innovations.

vraiment un bon jeu