Experience from a European
Network: EEN
Gianfranco Ruta, Coordinator of the EEN services
and retail Sector Group - Confcommercio, Italy
Copenhagen, 16th June 2010
PLACE PARTNER’S
LOGO HERE
European Commission
Enterprise and Industry
Europe INNOVA | 16th June 2010 | 2
TABLE OF CONTENTS
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 action
New business models assessment
Service Design
Urban environment and innovation
Promoting innovation: the Innovation in Services Award
5) SG work in progress
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1) Enterprise Europe Network and Sector
Group “Services and Retail” presentation
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Enterprise Europe Network
http://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.
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Sector Groups
http://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.
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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.
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Sector Group Services and Retail
Fields 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.
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2) The Services Directive
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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
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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
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Services Directive 2006/123/EC - Scope
Services should be able to move across national borders
as 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)
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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
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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.
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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 competition.
Source: “Economic Assessment of the Barriers to the Internal Market
Services – Copenhagen Economics, January 2005 – Economic Trade
Model CETM
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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
Single Contact” and the EEN desks are the
organisations supporting businesses in obtaining
information on the Directive
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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.
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Sector Group Services and Retail
Services 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; crossborder 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
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3) Innovation in services:
quick overview
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Innovation in services concepts
Multiple 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)
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Innovation in services approaches
Different 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
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Innovation in services definitions
Several 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)
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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
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Innovation in Services: what it can be
assumed (points of discussion)
1)
2)
3)
4)
5)
6)
Technology is “just” an important enabler
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)
The boundaries between manufacturing and services are blurring (think
to Apple “i” philosophy)
R&D isn’t the unique driver for innovation (reverse innovation value
chain)
Customers, employees, suppliers (and competitors) are essential
sources for innovation
Metrics used to assess innovation are still biased to science-based
concepts
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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
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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:
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4) Innovation in Services in action: sharing
ideas, connecting people
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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
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Building a knowledge base on innovation in
services: examples
Methods/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
Technologies &
applications
Mobile commerce
RFID
QR codes
Digital signage
Green tech (in service
activities)
Best Practices
Best practices in the service sector (e.g. new
format/concepts in retail Industry)
New public policies (support schemes, innovationby-law cases, etc)
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EXAMPLES/1
Innovation in sevices:
new business models pattern
A (self-)assessment tool
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New business assessment: the SENC model
(E. Rullani, Venice International University)
COMPLEXITY
al
lob
ce
rvi
e
s
Spe
Complexity: flexibility
and readiness to include
customers’/partners’ needs
in supply value proposition
cial
izza
tion
G
Co
mm
un
it
y
g
nin e
tio anc
nc
Fu rform
pe
SOCIALIZATION
ivid
se
-m
ak
Ind
ing
EXPRESSIVENESS
Se
n
ual
Org
ani
zat
ion
ork
w
t
Ne
NETWORKING
Expressiveness: capability
to generate original sensemaking for customers
Socialization: creation /
promotion of common
values 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)
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SENC model: breaking the value Vs. volume tradeoff
V, value (customization)
New lines for innovation
Global service
Innovation in
Niche excellences
services area
Access (outsourcing)
New welfare
Connectors
‘Neo’ services
Personal and social connections
Meanings (‘intangible’ values)
Flexible modules
Traditional
services sector
Standard
Connective
services
‘Neo’ Industry
Massive industry
TradeTrade-off line Value vs. Volumes
N, Number
(Volumes)
Source: Innovation in services – The Retail case – G. Ruta - European TrendChart Workshop June 19 and 20, 2006 - Porvoo, Finland
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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 sociodemographic dynamics (ageing population, etc.);
connectors, which are, for example, technological
connectors (enablers), industrial clusters;
Source: Innovation in services – The Retail case – G. Ruta - European TrendChart Workshop June 19 and 20, 2006 - Porvoo, Finland
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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, highvolume services (e.g. self-service).
Source: Innovation in services – The Retail case – G. Ruta - European TrendChart Workshop June 19 and 20, 2006 - Porvoo, Finland
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SENC Model (50 cases of innovation in services)
Innovation classification
model
Business area
Innovation drivers
External (environment)
Internal
Top-quality food & beverage
Niche excellence; Meanings
Skilled personnel
Suppliers
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
Meanings, Flexible modules,
Standards
Institutions, technology,
society, customers, P.A.
Strategy, marketing,
organization, people
Highway/Rail/Airport
restaurants chain
bar
&
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EXAMPLES/2
Service Design
This chapter on Service Design is courtesy
of Andrea Granelli - www.kanso.it
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Design thinking
PROFICIENCIES
APPROACH
• INDUCTIVE APPROACH TO INNOVATION
(start from a specific problem)‫‏‬
Economics
• 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)‫‏‬
Humanities
Technique
• OBSERVATION IS INSPIRATION (acquire
insight to get creative ideas)‫‏‬
• LET A WAY OPEN TO SERENDIPITY
(sometimes good ideas come by chance)‫‏‬
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
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Design thinking
BUSINESS SCHOOL
DESIGN SCHOOL
• Projects starts with a focus on market size,
using financial analysis to understand it
• Project starts with a focus on consumer, using
ethnographic analysis to better understand
their characteristics
• The aim is to develop just one product to sell • The aim is to develop appealing prototypes
• Production starts on first good idea
completion
• Prototyping process is reiterated, resulting in a
plenty of “winners”
• Cornerstones: control and technology
• Cornerstones: anthropology, creativity and
a true obsession with consumers'
“unmet needs”
BUSINESS THINKING
promotes innovation
while allowing business
opportunities
DESIGN THINKING
Design evolved from a discipline
regarding form&function to a new
approach, focused on developing
business models
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Design phases
INSPIRATION
1. OBSERVATION
•
•Psycologists,
anthropologists and
market research
experts works
together to
understand
customer experience
and consumers'
problems
2. BRAINSTORMING
IDEA
3. PROTOTYPING
EXECUTION
4. REFINING
Intense idea• Prototype creation • Narrows solution
generation
helps available
number down to
sessions, starting
solution display
few choices
from data collected
promoting feature
observing people.
definition and
Brainstorming
usability
sessions follow
troubleshooting
well defined rules
•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
5. IMPLEMENTATION
• An integrated team
made up by
engineers, designers
and problem-specific
experts, creates the
product or service
•Joint effort
between
engineers,
designers and
problem-specific
experts
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Design tools
INSPIRATION
1. OBSERVATION
2. BRAINSTORMING
• Final choices
•Shadowing
delay
(hidden consumer
observation)‫‏‬
• Analysis of
previous ideas
•Behavioral maps
as bases
•Extreme users
• Noninterviews
conventional
•Storytelling
thinking
•“Unfocus” groups
promotion
• New ideas
promotion
• Visual thinking
• Solid topic
boundaries
• Oneconversation ata-time rule
EXECUTION
IDEA
3. PROTOTYPING
• Single project
parts
prototyping
• Photos and
videos
• Speed
• Focus on core
problems
• Scenarios
• Personas
4. REFINING
• Prototype
discussion
• Customer
involvement
• Discipline
• Obtaining
consensus
5. IMPLEMENTATION
• Whole team
involvement
(even in
technical-specific
phases)‫‏‬
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Service Design
• The increasing relevance assumed by the service sector
in terms of people employed and value added created,
makes crucial a careful planning
Touchpoint at Poste Italiane
• 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
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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 customercompany needed to
implement the supply
of services under
established standards
of quality
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Service Design and the consolidated models/1
The four-dimensional model of service innovation
al
on
ati s
nis ilitie
ga
Or apab
c
Technological
options
(Dimension 4)
New service
delivery system
(Dimension 3)
New customer
interface
(Dimension 2)
Characteristics of actual
and potential clients
New service
concept
(Dimension 1)
Marketing & distribution
capabilities
H
Man uman
R
age
men esour
t ca ces
pab
ilitie
s
Characteristics of
existing and competing
services
Pim den Hertog, Bilderbeek (1999) - Dialogic©
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Service Design and the consolidated models/2
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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
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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
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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
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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.
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… 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.
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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
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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
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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
• …
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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 !
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EXAMPLES/4
Public policies
The Innovation in Services Award
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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 Commerce (retail&wholesale, 1 award)
• Innovation in Tourism (1 award)
• ICT & 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
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The Innovation in Services Award
Evaluation criteria
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
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The Innovation in Services Award
Presented projects by category
45
40
35
30
25
20
15
10
5
0
Commerce
Tourism
2009
2010
ICT&Service Design
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The Innovation in Services Award
Presented project by type
80
70
60
50
40
30
20
10
0
2009
Web 2.0
2010
Other ICT
New format/concepts
Business netw orks
Other non-ICT
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5) Sector Group Services and Retail
The work in progress
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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
Deliverables
A) Newsletter (1st number in September 2010)
B) Meetings (Autumn meeting on process modelling in hotel/restoration)
C) Forums
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THANK YOU !
for more information on the SG Services and Retail please contact
Stefania Foresi at s.foresi@confcommercio.it