4. Service economy
Ten Nations US Employment History & Trends
Total 50% of World Wide Labor
A = Agriculture, G = Goods, S = Services 1980-2005
PC Age
2005
United States
Nation Labor A G S Service
% % % % Growth (A) Agriculture:
China 21.0 50 15 35 191% Value from
harvesting nature
India 17.0 60 17 23 28%
U.S. 4.8 3 27 70 21% (G) Goods:
Value from
Indonesia 3.9 45 16 39 35% making products
Brazil 3.0 23 24 53 20% (S) Services:
Value from enhancing the
Russia 2.5 12 23 65 38% capabilities of things (customizing,
Japan 2.4 5 25 70 40% distributing, etc.) and interactions between things
Nigeria 2.2 70 10 20 30%
Bangladesh 2.2 63 11 26 30%
Germany 1.4 3 33 64 44%
The largest labor force migration in human
International Labor Organization
history is underway, driven by global
communications, business and technology
growth, urbanization and low cost labor
5. Services are everewhere, not only in
service sectors
Scope of Industrial Services
Up to 30-70% of
turnover of
Maintenance &
Financing
Consultation
industrial
Build, Operate,
Maintain
Contracts Installation & companies
Startup
comes from
services
Consumables Spare parts
24h emergency
service Process
consultation
Industrial companies
Training Project engineering are tranforming into
(www.kotka.fi, Sunila sellutehdas)
service providers or
Refurbishment & solution providers
Resale Machinery options &
upgrades
Maintenance Removals & re-
& Repair installations
(Tuominen 2004)
8. Successful Service Conceps
Successful Service Concepts?
Source: Seizing the White Space: Innovative Service Concepts in the United States.
Technology Review 205/2007, Tekes.
9. Service innovation
processes
Traditional Emergence Develop- Market
R&D model of an idea ment of the applications
idea
Model of Emergence Applying Further
rapid of an idea the idea on develop-
application the markets ment
Practice A change in ”Finding” Further
driven the service the idea develop-
model practise ment
10. Successful service innovation requires…
• Innovative use of information and knowledge as
the source of service innovations
• Customer-centric thinking
• Questioning the current ways of thinking
– • Out of the box & beyond the present needs
– • Breaking the traditional industry barriers
– • Finding the white space in the non-traditional areas
• Using networks and partnerships
• Using technologies and other methods
• Willingness to grow and go global
13. Serve in a nutshell
Objectives
• Customer-centric service innovations
• Internalisation and growth of companies
• New knowledge about service innovations
Focus groups
• Pioneers of Service Business based on information and knowledge
− Retail and wholesale value chains
− Industrial services
− Knowledge-intensive business services (KIBS)
− Service business and service innovation researchers
Frame
• Programme period 1.3.2006 – 31.12.2013
• Budget 224 M€
• R&D funding, programme services
14. Strategic Themes of the Programme - Serve
• Strengthening service business development which
renews
companies & clusters and enhances global competitive
advantage
• Service concepts
• Business models
• Mindset
• Promoting growth and internationalisation of service
business
• Fostering globally attractive service markets
• Supporting internationally recognized service research
and
assisting research-related networks
17. Common nominators of
Tampere based clusters
Machine
building
Health and
social
.. Energy and
environment
ICT Life Sciences
Creative
Industries
.
services
Management, Management, Management, Management, Management, Management,
sales, sales, sales, sales, sales, sales,
marketing marketing marketing marketing marketing marketing
R&D&I R&D&I R&D&I R&D&I R&D&I
R&D&I
Production Production Production Production Production Production
Services Services Services Services Services Services
Grows Stays Tuotan
to
Goes down
18. Tampere Service
Innovation Centre:
Development partner at your
service
School of Management
The Research and Education Centre Synergos
18
19. Challenge
Develop new ways to
How to speed up the gather and channel wide
regeneration of Tampere service innovation
region and develop knowledge and know-
Tampere as increasingly how of the University of
competitive growth Tampere experts to meet
area? the needs of business life
and public-funded actors
19
20. Our respond
Connecting experts from versatile fields
with actors from versatile sectors
(utilizing the interface of public and
private sector)
Building different forms Utilizing the potential of
Gathering tools and of co-operation and our students to benefit
Building development
methods for service development: projects especially in the the regional development
innovation and field of service know-how and to network the
workshops, networking students with the working
service development happenings, seminars life: Innovation projects
20
21. Results so farexamples
Service experts • Gathered about 70 service experts’ cabacity from
different fields
• Started or speeded up more than 10
Company projects • For example with Comatec, University properties of
Finland Ltd, Sastamala district, Panostaja, The city
of Tampere (TampereSenior), Tekes
•About 300 seminar participants
•Over 100 members in different networks: Networks for
Networks Service Business and Public Services
•Customer-focused mindset is spread
Service development •New service and new jobs started in the workshop
companies
•New business, started for example from the Innovation
project with Särkänniemi (photo on the right)
Communication • Blog: 34 blogs, read 3517 times
• SlideShare-materials: read 5428 times
21
22. Coming soon…
The Week of Wicked Problems 21.-
24.8.2012 in Tampere
Open co-creation happening for solving
wicked problems based on brave
experiments
Co-seminar with Tekes 12.9.2012
• ”Cross-channelling” in providing customer-
value and competitive advantage in the trade
business
22
