Tham khảo tài liệu 'enterprise service computing from concept_2', kinh doanh - tiếp thị, tiếp thị - bán hàng phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 12 Qiu Figure 2. Services innovations framework and modeling The framework can guide the creation of customer value and demand and the processes and organizations that deliver services successfully all of it catalyzed by emerging technologies. Although detailed panel views of customer value demand process and organization have been given in the white paper by Rangaswamy and Pal 2005 there is still the lack of a systematic approach to address how such a model and innovation framework can be enabled in practice. Given the tremendous complexity and variance from service to service vertical service-domain knowledge of modeling and frameworks should be first investigated. Only when a better understanding of a variety of services domains is accomplished can an integrated and comprehensive methodology to address the services model and innovation framework across industries be explored and acquired. Services Operations and Management Operations research and management with focus on business-internal efficiency has made significant progress and developed a huge body of knowledge during the last 65 years or so. The relevant research and algorithm development has been mainly conducted in the areas of optimization statistics stochastic processes and queuing theory. Current applications cover areas from vehicle routing and staffing supply-chain modeling and optimization transportation modeling revenue management risk management services-industry resource planning and scheduling to airline optimization and forecasting. In general operations research has unceasingly improved living standards as it has been widely applied in practice for the improvement of production management and applications productivity. Operations research and management originated from practice and has been growing as a more quantitative mathematical and technical field. Larson 2005 argues Copyright 2007 Idea Group Inc. Copying or distributing in print or electronic forms without written permis- sion of Idea
