Abstract
The aging of industrialized countries, led by Japan, requires firms to fundamentally rethink their business models. Firms active in Japan have to reconsider how to deal with unprecedented demographic change, which alters the resources available, to satisfy the shifting demand. Throughout the supply chain, aging of human talent and retirement requires firms to anticipate and prevent the negative effects of losing knowledge and skills. Adjusting the supply chain, developing new products, and/or augmenting products with services to target the silver market may offer short-term benefits but are not enough to sustain success. Firms need to develop and implement new business models leveraging service innovation to meet the needs in aging societies. Examples of service innovations and the case study of Seven-Eleven Japan and Yamato Transports’ shared business model innovation illustrate how companies can seize the opportunities to create and capture more value in aging societies.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Similar content being viewed by others
References
R.A. D’Aveni, Hypercompetition: Managing the Dynamics of Strategic Manoeuvring (Free Press, New York, 1994)
D. Iacobucci, R.T. Rust, S. Shugan, V.A. Zeithaml, American Marketing Association, 10 1999
OECD, The Service Economy, Science Technology Industry Business Policy Forum Series (2001)
A. Woefl, The service economy in OECD countries, OECD Science, Technology and Industry Working Papers, 2005/3 (2005)
Ministry of Internal Affairs and Communications, Statistical Handbook of Japan (Statistics Bureau, Tokyo, 2007)
I. Nonaka, H. Takeuchi, The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (Oxford University Press, New York, 1995)
H. Chesborough, Open Innovation: The New Imperative for Creating and Profiting from Technology (Harvard Business School Press, Cambridge, MA, 2003)
E. Hippel von, MIT Sloan Manage. J. 424, 82 2001
P. Seybold, Outside Innovation (Collins, New York, 2006)
K.M. Eisenhardt, J.A. Martin, Strateg. Manage. J. 21, 1105 2000
C. O’Reilly, M. Tushman, Ambidexterity as a dynamic capability: resolving the innovator’s dilemma, Stanford Graduate School of Business, Research Paper Series, No. 1963 (2007)
D. Teece, G. Pisano, A. Shuen, Strateg. Manage. J. 18, 509 1997
V.A. Zeithaml, M.J. Bitner, D.D. Gremler, Services Marketing: Integrating Customer Focus Across the Firm (McGraw-Hill Irwin, New York, 2006)
C. Gr önroos, Eur. J. Mark. 18, 36 1984
C. Gr önroos, Manag. Serv. Qual. 11, 150 2001
L. Berry, M.S. Yadav, Sloan Manage. Rev. 37, 41 1996
L.L. Berry, V.A. Zeithaml, A. Parasuraman, Sloan Manage. Rev. 314, 29 1990
L. V älikangas, U. Lehtinen, Int. J. Serv. Ind. Manage. 5, 72 1994
M. Morris, M. Schindehutte, J. Richardson, J. Allen, J. Small Bus. Strategy 17, 27 2006
R.E.S. Boulton, B.D. Libert, S.M. Samek, J. Bus. Strategy 21, 29 2000
K. Chaharbaghi, C. Fendt, R. Willis, Manage. Decis. 41, 372 2003
S. Forge, Futures 259, 923 1993
S. Shafer, H.J. Smith, J. Linder, Bus. Horiz. 48, 199 2005
J. Magretta, Harvard Business Review, 10 (2001)
J.A. Zackman, Concepts of the framework for enterprise architecture (Zackam International, Los Angeles, 1996)
D.W. Mitchell, C.B. Coles, Leader to Leader 29, 12 2003
R. Amit, C. Zott, Strateg. Manage. J. 22, 493 2001
D. Darlin, Dell’s world isn’t what it used to be. The New York Times Company, 1 (2006)
K.L. Kraemer, J. Dedrick, S. Yamashiro, Inf. Soc. 16, 5 2000
M. Ogura, Watakushino rirekisho. Nippon Keizan Shimbun (2001)
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2008 Springer-Verlag Berlin Heidelberg
About this chapter
Cite this chapter
Reinmoeller, P. (2008). Service Innovation: Towards Designing New Business Models for Aging Societies. In: Kohlbacher, F., Herstatt, C. (eds) The Silver Market Phenomenon. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-540-75331-5_11
Download citation
DOI: https://doi.org/10.1007/978-3-540-75331-5_11
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-540-75330-8
Online ISBN: 978-3-540-75331-5
eBook Packages: Business and EconomicsBusiness and Management (R0)