ABSTRACT
Services are different form products, so the purpose of this Chapter is to delve deeply into these differences for the new service development (NSD) process. The emphasis is on new applied research findings as well as what has endured in the literature, especially our own work on the subject. This is the consistent structure of most of the chapters. The echo is “what’s new” and “what endures” on any particular topic. One of these enduring findings results from the occasion that service firms do not typically have formal R&D investments or departments. Therefore, we have found that the R&D function is taken up by senior management taking the lead in the NSD in many firms. Further, servitization is the attempt of product companies to increase revenue potential from services, and this has become a major focus of applied research.
