Peder Inge Furseth

Palgrave Macmillan

The global digital revolution has changed consumer society, service expectations and funding models forever. New companies, such as Amazon, have risen quickly to dominate sectors, processes and markets. There is a digitally enabled global consumer society emerging where new services dominate ubiquitous and quickly copied products through new channels. It is an Amazon economy. Consumers now inform one another, bypassing traditional marketing channels; companies integrate vertically and horizontally, breaking down old structures; new ventures push out traditional players; long-term value replaces short-term profit, and so value driven service innovation becomes the new driver of economic growth and social change. Innovating in a Service-Driven Economy explores these changes from the perspectives of leading thinkers and practitioners in the field of innovation today including David Teece, Erik Kiaer, Henry Chesbrough, Jon H. Pittman, Jose Avalos, and Steven Vargo

Journal of Aging & Social Policy 26(3) s. 213-228 Doi: https://doi.org/10.1080/08959420.2014.899177

Handbook of research on innovation in tourism industries s. 203-227 Doi: https://doi.org/10.4337/9781782548416.00017

International Journal of Technology Marketing 8(2) s. 159-176 Doi: https://doi.org/10.1504/IJTMKT.2013.054082

The Retail Digest 20(1) s. 30-33

Fagbokforlaget

Magma forskning og viten 12(4) s. 45-55

Magma forskning og viten 11(5) s. 64-74

Innovasjonsprosesser. Om innovasjoners odyssé, Hernes og Koefoed (red) s. 199-222

Tidsskrift for samfunnsforskning (TfS) 46(4) s. 435-466

Niels Kornum and Mogen Bjerre, editors: Grocery E-Commerce: Consumer Behaviour and Business Strategies s. 276-293

Særtrykk - Handelshøyskolen BI 31(september) s. 29-31

Mange store norske bedrifter er lite innovative. I møtet med Amazon kan de tape. Innlegget ble skrevet etter at Elkjøp i DN hadde gått ut og ønsket Amazon velkommen til Norden og Norge.

Intervju om betydningen for norske forretninger av Amazons etablering i Sverige. Dette kan føre til butikkdød både i store og små byer. Det at Amazon etablerer seg fysisk i Norden samtidig med pandemien, kan føre til sjokk-digitalisering; bedre priser for forbrukerne, men konkurser for forretninger i en del næringer.

Intervjuet tar opp de mulige konsekvensene for norsk varehandel når Amazon nå etablerer seg fysisk i Sverige.

Drammen er en av Norges største handelssted. Området klarer ikke å få de største norske og internasjonale kjedene til å opprette forretninger der. Intervjuet peker på grunner og konsekvenser til dette.

Artikkelen peker på hvorfor det er lite nyskaping i den store Fredrikstad-regionen, og hva som kan gjøres med det.

The segment was one of the three major ones on September 27, 2019. I was being interwieved about the need for new business models and innovation in a traditional business like the travel business.

This was the main topic during the afternoon news program at NRK P2 on September 23, 2019.

Dette er en kommentar til en forsker som Aftenposten presenterte noen dager før, som mente at de største oppfinnelsene ligger bak oss. Jeg er helt uenig. 90 prosent av alle ingeniører og forskere gjennom historien lever i dag. Vi har mye godt i vente.

Dette er en kommentar til kritikk som har kommet frem at Silicon Valley ikke lenger er så innovative. Jeg mener kritikken er feil, og begrunner dette.

Apples nye Iphone-modeller er dyrere enn noensinne. – De gambler på at folk ikke orker å bytte, men det vil ikke vare evig, skriver jeg.

s. 28-28

Innovasjonsmidler i Norge burde heller gå til å bistå bedrifter for å øke deres innovasjonspotensial enn å skape mer innovasjon i offentlig sektor.

Dagens næringsliv s. 29-29

Sport 2 s. 44-45

Emma Conference 2021

BI Centre for Creative Industries

Det Nye Digitale Norge s. 211-222

Det Nye Digitale Norge

Harvard Business Review

Is there a way to increase the success rate without spending more? We think there is. Innovation projects often fail because the resources are spent on the wrong kind of innovation. Too much money is spent on attention-grabbing activities that are straightforward to do, like hiring new people, procuring new technologies, and buying more facilities. It is much less obvious, and usually harder, to change the design of a current service system, introduce new customer experiences, or build a better business model — but the return on those investments may be much higher.

Institutt for Journalistikk, fagseminar

Mediebransjen påvirkes mye av digitale teknologier og må tenke på nye forretningsmodeller. Hva kan innovasjonsfeltet gi av ny innsikt for å skape verdi for bransjen og deres aktører?

BI Norwegian Business School Alumni Forum New York

We often hear about artificial intelligence (AI) and its promise of reshaping business. But what if we take a more critical look at the promise of reshaping business with AI. What aspects of AI will work in the near future? Technologies transform cultures and digitization is primarily about humans, who need to understand changes in customers and management. Accociate Professor Peder Inge Furseth will talk about the implementation of successful business models and platforms, and how technologies and culture need to go hand in hand. Furseth is an Associate Professor at BI Norwegian Business School. He also holds workshops at the University of Oxford and in the San Francisco Bay Area. His most recent book is entitled "Innovation in an advanced consumer society" (Oxford University Press in 2016). Furseths main focus areas are service innovation, digital business models and platforms, and innovation culture.

Stavanger Aftenblad

Romsdals Budstikke. s. 34-34

Aftenposten (morgenutg. : trykt utg.)

Arendalsuka 2017

Innlegget peker på hvordan norsk økonomi kan omstilles raskere og bedre ved å fokusere på en lite kjent innfallsvinkel - tjenesteinnovasjon. Dette er en vinkling som vektlegger nye logikker bak forretningsmodeller.

Arendalsuka 2017

Arrangementet bestod i en kommentar og kritikk av Innovasjon Norges årlige innovasjonstale, som ble holdt i Oslo 31. mai 2017.

Naples Forum on Service. “Service Dominant Markets”. Presented at the Naples Forum on Service, Sorrento, Italy, June 7th, 2017, in a parallel session named ‘Service Innovation’.

Presented at the International Society for Professional Innovation Management, ISPIM, Vienna, Austria, June 20th, 2017, session 4.2 ‘Platforms & Ecosystems for

The Retail Digest Winter issue s. 30-34

Oxford Institute of Retail Management, University of Oxford

XXI International RESER Conference

The field of innovation is developing a strong focus in services (Chesbrough & Spohrer, 2006; Vence & Trigo, 2009; Gallouj & Dhilal, 2010; Ostrom et. al., 2010). Most value creation, as well as employment, in developed economies occurs in the service sector. However, innovations in manufacturing are more frequently documented. Hence, there is a strong need for the better understanding of innovation in services, both for thinkers and practitioners. Although there has been considerable growth in developing service innovation theory in the last decade, researchers start from the absence of an agreed model of service innovation (Howells, 2000; Hauser, Tellis, & Griffin, 2006), and have struggled explaining practical developments. In this paper we bring the theory and practice of service innovation together in a coherent framework so that theory and practice may be developed further. Innovation comes in degrees, from incremental to radical. Companies need to work on both kinds at the same time, to avoid structural and cultural inertia. Usually an older and/or larger company experiences more inertia (Tushman & O’Reilly, 1996). Companies with such inertia typically focus on incremental innovations, if they carry out any innovation activity at all. If one translates this to a service context, incremental innovation is about improving the core service offering through successive service or product enhancements. This is necessary on an ongoing basis, but does not transform an industry or a company. The more radical kind of service innovation is to find new ways of doing things that changes the whole service environment. The focus needs to be on the overall customer experiences rather than on the products or services themselves (Vandermerwe, 2003). The framework developed in this paper is to include elements from a core range of academic and practitioner developments. We identify nine drivers of consumer value. The framework starts from the premise that successful innovation is driven by the value created, or potentially created, where value may be defined in both economic and social terms (Sweeney & Soutar, 2001; Berry et. al., 2006). We consider value as the worth of goods of services as determined by the market and the users or consumers. The framework is summarized in this paper and emphasizes the value-driven nature of service innovation. We apply the framework to case companies in the mobile phone and the grocery sectors, explaining in a new way why some companies are successful and others fail. We identify two innovation journeys typically initiated through a focus on the network of providers or customer segments, resulting in radically changing the context of the market. Companies that do not limit themselves to incremental innovation but initiate infrastructure changes accessible to all, within controlled bounds, will have the highest likelihood for success.

2nd Annual Workshop on Value Driven Service Innovation

The XXI ISPIM Conference: The Dynamics of Innovation

Neon-dagene 2010

20th International RESER conference 2010: The Resilience of the Global Service Economy

Retail Digest s. 4-5

Dine Penger

Handelshøyskolen BI

Retail Digest s. 36-41

Handelshøyskolen BI

International Conference on eBusiness

Unipub forlag

Statens institutt for forbruksforskning

Statens institutt for forbruksforskning