Unveiling the Shopping Center Innovation Obstacles

track 3: organising Participatory innovation Unveiling tHe SHoPPing center innovation oBStacleS

TEEMU ROPPONEN SANNA UOTINEN Aalto University Aalto University [email protected] [email protected]

RIIKKA HäNNINEN ARHI KIVILAHTI Aalto University Aalto University [email protected] [email protected]

aBstraCt introduCtion In recent years, shopping centers have The shopping center - once considered a place for effective shopping - is in the become a popular format of retailing midst of changes. Shopping centers are becoming more and more places for and taken a strong position in Fin- land’s retail markets. Today there is a spending leisure time and doing activities that do not always involve shopping total of 73 shopping centers in Finland for products, i.e., shopping centers are becoming service-oriented. Developing with over 300 million visitors per year. The market share of shopping centers services in turn requires that shopping centers will need to be increasingly in- has been growing during the last years volved with their customers and other stakeholders, to define value creation pat- and in 2009 was approximately 14%. (Finnish Council of Shopping Centers, terns for services. Participatory innovation is a promising way of gaining insight 2010.) The shopping center industry is, from customers and even outsourcing some parts of the innovation process. however, in the midst of radical changes, highlighted by some current mega- However, compared to a single organization utilizing participatory design, the trends, like the rise of ecological con- shopping center environment presents new challenges and obstacles to the inno- sciousness, the growth of e-commerce and services becoming more important vation process. The value network within the shopping centers is rather complex. in our society. Shopping centers are an Also, the business of shopping center management has in the past been mainly example of a business area heading towards a direction where the value is concerned about efficiency and logistics, with much less concern for services or not solely created by goods, but by ser- promoting the collaboration between the different stakeholders in the shopping vices (Ostrom et al. 2010). According to Furseth et al. (2010), in the future center. There is currently exists very little research on participatory innovation the focus needs to be on the customer and its challenges in the retail industry. This article presents a case study of par- experience rather than on the products themselves. The competitive advantage ticipatory innovation in one Finnish shopping center. The purpose of the case could be achieved through more inno- study was to gain understanding of what kind of innovations shopping center vative service operations. At the same time, consumer behavior is becoming visitors are after, what kind of collaboration patterns would be needed to imple- more fragmented and consumer needs ment these innovations and what kind of obstacles to such collaboration exist. less predictable (Uncles 2006). These changes challenge shopping centers to We found that there is currently practically no support for fostering the process introduce more customer-centric ap- from ideas into potential innovations. proaches in order to understand cus-

208 Participatory innovation conference 2011 track 3: organising Participatory innovation tomers, serve them better and to pro- already used since 1970s. Sanders & generated 13 916 results. duce new innovations. Stappers (2008) use the term co-design De Jong and Vermeulen (2003) state In this paper, we present initial find- to “refer to the creativity of design- that retailing and other consumer-ori- ings from the 4D-Space project, in ers and people not trained in design ented services, where the innovation which researchers and shopping cen- working together in the design devel- is dominated by suppliers, are often ter customers have co-innovated new opment process”. Buur and Matthews considered less innovative, as distinct services together. The purpose of the (2008) prefer the term “participatory from production-intensive services, project was two-fold: on one hand we design” maintaining that one of its such as banks and wholesale services, wanted to incorporate participatory unique strengths is the ability to in- which put substantial effort into the innovation in a new environment, in troduce novel user-driven practices simplification of their service offerings. the shopping center business in Fin- to organisations having traditional One reason for relatively low scores on land and on the other hand, we wanted ways of working. The implementation innovativeness in retailing, when com- to find digital service innovations that of participatory design brings various pared to other sectors, might be due to could be developed and researched stakeholders together to confront each the difficult measurement of innova- further. In addition to producing other with very different perspectives tiveness through traditional measures plenty of new ideas to be developed on the issues. of R&D (Hristov, 2008). further, the research has highlighted According to Hardagon (2003) inno- Ganesan et al. (2009) point out that in organizational barriers that affect co- vation is not something that a genius most retail organizations supply chain innovation process in the shopping person does in solitary - rather inno- partners earn rewards for cost savings center environment. The purpose of vations can emerge when networks and efficiency improvements. Thus, this paper is to examine what kind of connect and link people, ideas and innovations in retail context usually barriers there are in the shopping value objects together. To achieve successful involve changes in products and pro- network and innovation processes that service innovations companies need to cesses, which focus either on reducing hinder the utilization of user-centric do things for and with the customer in costs or improving efficiency. Accord- innovation in the case of a particular new ways. The move from ‘user as sub- ing to Ganesan et al. (2009), in retail shopping center. ject’ towards a ‘user as a partner’ para- industry the shift from R&D-centric Results from our case study demon- digm challenges the roles of designer, innovation programs to open innova- strate that that the shopping center the researcher and the former ‘user’ tion platforms has been rather slow. is not organized to handle the kind (Sanders & Stappers, 2008). Furseth However, Martin (1996) found that of innovation development the users et al. (2010) define service innovation direct customer participation and the would like to see. The organization and as an activity where known products, usage of customer information during operations are currently not tuned for services or processes are combined or the service development process were collaboration between different stake- created in a new way. The innovation some of the key factors of new success- holders and users, but rather remains is to combine known solutions, or cre- ful retail services. very much oriented towards an effi- ate new services, processes or business ciency-based product sales space rent- models, and either sell these on mar- data and Methods ing business. ket, or employ them for internal in- This article presents a case study (Yin, The paper is organized as follows: creased value. Service innovation is a 2003) of one shopping center in Fin- the first section explores the relevant business model innovation that gives land and comprises literature studies, research regarding participatory in- the users or customers a better expe- interviews with shopping center man- novation, new service development rience or higher value. Furseth et al. agement as well as participatory ide- and innovations in the retail industry, (2010) identify three types of service ation and innovation workshops with and. Then we continue explaining our innovations: actual and potential customers of the methodology and the data gathered in • innovation in the service aspect of shopping center. the case study. In the Results section, products As part of the 4D-Space research proj- we present findings from workshops • innovation in services already available ect, we are carrying out a pilot project and stakeholder interviews and de- • the creation of new services in participatory innovation together scribe the value network within the While there have been some recent with a shopping center Iso Omena - shopping center. Finally, in the Dis- efforts to examine service innovation the 5th largest shopping center in Fin- cussion, our methods and results are generally (e.g., De Jong & Vermeulen, land, located in Espoo and owned by evaluated, validation considered and 2003; Furseth et al., 2010; Ostrom et the retail developer Citycon. Citycon future work suggested. al., 2010), there appears to be only little is the market leader in Finnish shop- specific focus on retailing (cf. Martin ping center business and states in its Literature and theory 1996). In fact Hristov (2008) goes on vision that that it is “an active owner The phenomenon where users are to argue that there is barely any re- and long-term developer of its proper- taken into company’s innovation pro- search on the meanings and pratices ties” (Citycon, 2010). Citycon also “de- cesses as partners has many synonyms of innovation in retail sector. Accord- velops its retail properties systemati- and the different nuances of them are ing to Hristov (2008) keywords “retail cally and on a long-term basis, which not completely established even if the innovation” generated only 13 results, increases their value” (Citycon, 2010). term “participatory design” has been whereas “technological innovation” Iso Omena was considered and inter-

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goal Method(s) used Results these 450 ideas duplicates were not counted out. The 450 ideas were read WS1 context study, un- Walkshop, semi- audio recordings and group covering issues that structured group discussion results regarding aloud and organized with the affin- are “issues” by users questionnaire context . Based on these, 10 ity diagram method to groups in themes were raised up. collaboration with five researchers. WS2 ideation 4D-Pads, group identification of where the In the affinity diagram, similar is- work themes are or should/could be sues are collected together (Beyer & present in the environment. Holtzblatt, 1999) - for example, using Post-It -notes that can be relocated WS3 idea development video stories, video stories, each group through story telling group work presented at least two distinct easily. From these rather vast groups, topics key ideas were selected according to their popularity among the users in WS4 concept refinement group work with concepts… questions workshops and based on the possibility of generating digital services out of WS5 Prorotype evaluation tBD tBD them. Eight idea combination themes Table1: Workshops and methods. were thus generated and named in an inspiring way. Users could comment esting platform for research not only sarily very into shopping. the themes and vote the most interest- because of its interest in participatory Four sessions of workshops have been ing ones in an Internet poll. We will innovation, but also due to the fact that implemented, with at least one more continue developing the most popular the shopping center is considered to be planned. The aim of the workshops has themes further in the upcoming work- and marketed as being “like a small been to generate ideas for future retail shops. city”. Also, the nearby area is undergo- services and test participatory inno- Three themes were selected for this pa- ing big changes in future years in terms vation methods in the development per for further analysis by the writers. of construction. The western extension of shopping centers. The participants These particular themes were selected to the metro line in the Helsinki area have created various new kinds of ideas because they are quite different from will reach Iso Omena in 2014. Also, a and concepts and also developed these each other. The researchers estimated new interface terminal for buses will concepts further - utilizing methods the amount of effort and involvement also be built and connected to Iso Om- like walking and observing within the needed for implementing these. The ena. Further, Citycon is planning to shopping center (walkshops, see Korn radar plot diagrams were used to visu- extend the shopping center by 5 000 & Zander, 2010), speaking out loud, alize the estimates. m2 of retail space – with the consid- marking ideas on a printed blueprint In addition to the workshops, Iso Om- erable growth in the customer flows of the shopping center and creating ena manager and marketing manager of the metro and bus terminals, new videos with storytelling or even short were interviewed separately, in the possibilities to increase the sales of the “play” that explains the ideas. In ad- form of semistructured interviews. The shopping center are created. dition to workshops we have had a goal of the interviews was not to walk We have had a series of workshops, closed Facebook group for participants through the innovations but rather with two groups (roughly 20 people and researchers to elaborate on ideas to gain a high-level understanding of altogether) innovating new services and discussions between the workshop the the innovation process within Iso for the shopping center. The workshop meetings. The workshop themes are Omena. Based on literature, interviews participants were recruited in two summarized in Table 1. and our own analysis, we have drawn ways: firstly, by using the Iso Omena Approximately 450 ideas were found out the value network of Iso Omena as Facebook group and secondly using from the audio transcripts from the well as drawn out observations about Qaiku social media service. The goal of workshops and from the Facebook the current status of the new service using these two services was to reach conversations. The exact amount of development process. various kinds of people - both com- distinct ideas is smaller because from mitted customers of Iso Omena as well as “outsiders” who may have different kind of insight and interest in the top- ic. Our goal was to get a heterogenous participant group so that the type of innovations would vary and thus help expose as many issues as possible. We succeeded in the sense that participats ,aged 25-65, included people who had shopping as their hobby or retail tech- nologies as a profession (these could be considered lead users) but also people who were living nearby and are cus- Figure 1: 4D Cards, depicting themes of the Figure 2: Workgroups have marked places tomers of Iso Omena, but not neces- 1st walkshop. for innovations into 4D-Pads.

210 Participatory innovation conference 2011 track 3: organising Participatory innovation resuLts Theme Description example Ideas innovationS of SHoPPing Sparkling car park - the heart of omppu? events, like fire Brigade expo for center USerS car park! car park can be more than just a families; Diy car shop; tire chang- The eight themes, their descriptions place for cars. ing service and example ideas within the theme apple drill! How deep to drill? Short visit or a robot hostess; chatting with are described in Table 2. long stay? Janitor or community the salesman in internet; speed collaBoration PatternS manager can help you to perceive shopping In order to examine the business en- the surrounding better in omppu. vironment of Iso Omena more closely, informa- Who, what, where and when? Product info: nutrients, local food, we identified the value network of the tion worth targeted product information! environmental effects; ad shower, shopping center, based on the inter- knowing! the needed information comes to hotspots for information; person- views, shopping center literature, and the customer and not the other alized offers to phone our own analysis. The network, depict- way around. ed in Figure 3, enabled us to mirror the omppu’s visuality and the spirit of the addresses for the stores; renam- users’ ideas to the business environ- feng shui! place! the customers feel that ing the places; energy displays ment and highlight what kind of col- their values are taken into ac- for stores; co-operation between laboration patterns and changes they count. stores would require. According to Pepparda on the Stage physically and virtually! the open mic, the stage is yours; & Rylanberd (2006) the value net- stage! stage gather people together to organizations’ presentations; col- work is the context in which the firm listen each other or a local band. lective gaming operates, assesses customer needs, Store3! Breaking the barriers of stores! Showroom exhibitions; serendip- responds to customer demands, gets Shopping can be like walking ity, finding the treasure; bringing resources and deals with competitors. through the magical forest. “the old” to omppu e.g antiquar- In our case, we first wanted to focus ian shop on the internal business environment vip- the next level of regular customer vip-omppu in mobile; interaction of the shopping center and left other omppu! ship? omppu is corner store between a customer and a store; stakeholders, such as competitors, out- omppu- for some customers, can these “not the card but the way of life” side the network. club! customers be taken care of in a In order to understand and estimate special way? the amount of collaboration and stake- Wormhole! to be and to not be at the shop- Silent place; workplace; oasis for holders needed to produce the innova- ping centre! Wormhole is a place resting; day spa and luxury toilet; tions, we further simplified the value to take it easy. places in another context network to six stakeholders: the cus- Table 2: Categorization of ideas into themes. tomer, shopping center, grocery stores, specialized stores, public services and scale of 0-5, from no involvement (0), to the theme of spending time in the restaurants & leisure services. We to light or optional involvement (1- shopping center without necessarily went on to estimate the amount of ef- 2), medium involvement (3-4), up to spending money or at least not being fort needed by each stakeholder (type) heavy involvement (5). “shopping”. In other words, there needs in each of the three chosen concepts. The idea of Wormhole is a collection to be space and time for relaxing and We estimated the needed effort on a for a number of ideas that were related chilling out in the shopping centre. The theme consisted of separate ideas like quiet space, day spa, working spaces, meeting places, soft seating and using spaces in different contexts. The estimated collaborative effort needed to produce Wormhole is depicted in Fig- ure 4. Based on the estimates, Iso Omena has the biggest role in creating and providing the Wormhole service. Public services, restaurants and leisure services and specialized stores also have a considerable role, while hypermarkets do not. The researchers are somewhat unsure about the role of the customer in providing the service. The fact that Iso Omena is the biggest stakeholder might also imply a potential for a new player to handle the business of the Figure 3: The value network of Iso Omena new service. This was not yet consid-

Participatory innovation conference 2011 211 track 3: organising Participatory innovation

was seen rather stable. However, some future challenges, like the metro line and the accompanying changes, were recognized at the same time. The atti- tude towards innovativeness was also uncovered when it was brought up that some improvements, such as environmental improvements, are implemented only if they are required by tenants or customers. In this sense shopping center development appears to be Figure 4: Mapping the collaborative effort needed by Wormhole. more reactive rather than proactive, even though Iso Omena could take a ered further. for experiences as well as the locality of stronger role and lead the way. Information worth knowing is a con- the shopping center - i.e., participants Emphasis on numerical data to justify tainer for concepts related to targeted called for use cases like Hyde Park decisions information for users, typically but not -spirited speeches, displays of local Another related obstacle is that every necessarily referring to services avail- bands and artists and presentations by new innovation or improvement has to able on a mobile phone. The needed NGO’s. be seen economically profitable. City- information comes to the customer Of the three ideas under closer scru- con defines itself as a property owner and not the other way around. At the tiny, it can seen that the On The Stage which aims primarily to increase the best, even marketing messages seem concept requires most effort by cus- value of the property. Thus, the busi- like useful information. The concept tomers themselves, not only by the ness aims for efficiency meaning that can include, e.g., product info: nutri- stakeholders operating within Iso Om- every innovation has to be justified ents, local food, environmental effects; ena. In addition to the customer role, economically to be implemented. This ad shower, hotspots for information; the role of Iso Omena role is estimated makes it difficult for users’ ideas to personalized offers to phone.Estimated to be moderately large. The hypermar- come true because most of them were efforts to produce Information worth kets are involved very little or not at not directly related to buying and the knowing are depicted in Fig 5. all, while the role of specialized stores, profit may be realized only indirectly Information worth knowing seems public services and restaurants and lei- and in the long term. to engage all the stakeholders, and sure services may vary, depending on The emphasis on the numerical data roughly by the same amount. Some the implementation. was also revealed when discussing differences are in the interpretation of oBStacleS of innovationS the requirements of implementing us- effort needed - one of the evaluators Based on the interviews with shopping ers’ ideas. The first step would be to has emphasized Iso Omena, hyper- center management, we can identify carry out a market research to find out markets and specialized stores more and highlight at least five larger ob- whether there is a larger demand for than others. The differences are likely stacles, and several smaller ones, to those innovations. Market research is, to be related to interpretations of what implementing user innovations: however, expensive and it slows down this idea really contains. The role of the Current business environment does not the implementation of innovations. specialized stores is nonetheless the appear to demand innovativeness Limited resources, no organization to most significant. The interviewees stated that Finland take ideas further The On the stage theme is about us- is a rather small market area mean- It was noted that there is no R&D ing the stage in the shopping center ing that there is no need or possibility group or person who is clearly named more actively and for more interest- to specialize in any narrow segment. business responsible for new service ing purposes, and for showcasing In addition, there seems to be no ur- development, rather everyone (in the non-commercial activities as well. The gent need to develop shopping center shopping center employee team) is to theme relates to the expressed needs services because the market situation contribute their ideas. This has sev-

Figure 5: Mapping the collaborative effort needed by Information Figure 6: Mapping the collaborative effort needed by OnThe Stage. worth knowing.

212 Participatory innovation conference 2011 track 3: organising Participatory innovation eral implications for user innovations. union. The main focus of this collabo- jala, 2003). The result of participatory There is neither actor nor service inno- ration between the shopping center innovation can be a truly new kind of vation and development process to take and the shops is marketing - for ex- demand for which there are practically users’ ideas further. There is no process ample, planning of joint campaigns no tools or processes for implementing for evaluating, piloting and deploying and events at the shopping center. The it. In addition, because nearly all the new service ideas, not in the company union meets monthly, with two larger new features in the shopping center itself (Citycon) or with the other shops. annual meetings. However, it was have to gain numerical data support Thus, it was noted that ideas should be noted that in many shopping centers, before they can be implemented, it can fairly complete concepts when they are the union has been quit because it has effect to the amount of new features brought to Citycon. been difficult to find mutual under- that are even considered because of ex- In addition, the shopping center man- standing between tenants. It was noted ecuting survey costs. agement team was found to be rather that if implementing a new service The workshops and interviews have small and most supporting services, would need joint effort from tenants, also revealed that the processes for en- like marketing, are bought outside it may be difficult to motivate them. gaging in dialogue between the shop- the firm. This results in the lack of Thus, it seems that tenants perceive ping center and its customers are miss- resources for developing new innova- each other rather as competitors than ing, both in terms of customer feedback tions. If implementing user innovation collaborators. as well as more rigorous involvement would need a new actor, there is always Based on the interviews, the business e.g. in service development. Besides a threshold to by a new service outside. environment of Iso Omena appears to traditional marketing channels, the While being eager to hear about the be rather complex. It was striking that shopping center does not have tools or ideas and innovations developed dur- there is no process to take users’ ideas forums to interact with customers to ing the workshops, the shopping cen- further and ideas easily collide against know their wishes, ideas, and aspira- ter management has yet to take a lead organizational barriers. tions. Often marketing is taking care on the innovation process. This can be of the customers but when it is more seen in the way how taking the user in- disCussion about customers creating new ideas, novations further was considered: Interestingly, a majority of the ideas is the marketing department the right “if YOU [i.e, researchers] want to and innovations developed by the us- business function for take care of the develop the concept, to see how far ers had nothing to do with the “core” innovation process? At least the mar- it is possible to take, then let’s take buying process of products. This can keting approach should target more it further...” be a result of the chosen workshop towards longer term development, not Little dialogue with shopping center cus- methods which allowed the partici- only sales campaigning. tomers pants to ideate and discuss quite freely The role of researchers during this The dialogue between the shopping and also because the workshop facili- project has been to mediate between center and its customers was found to ties were provided by Iso Omena and the shopping center and customers, be rather superficial. Customers can not by any store that sells goods. Also, trying to formulate new forums for contribute to services by giving feed- quite a large number of ideas were collaboration. In the future workshops, back in shopping center or via website not directly linked to digital services, our aim is to bring more players to- or Facebook page, answering customer which were the main starting point of gether to develop some ideas further. inquiries, or giving feedback to tenants. the organizing the workshops in the The chosen methods require quite Also, it was noted that shopping center beginning. This tells that it is difficult intensive amounts of work, both for management follows social media and to keep the ideation space open and at workshop facilitation as well as analy- what is talked about Iso Omena. Even the same time try to guide the innova- sis of results. The participatory innova- the interviewees noted that the thresh- tion process towards a specific target tion workshops have been found to be old to give feedback may be quite such as digital services. useful in uncovering missing forums high, which makes the feedback quite Although the project is not yet fin- and other obstacles to implementing occasional – it is usually given when ished, we have discovered issues with innovations but there is no indication something has gone totally wrong. Iso regard to e.g. conflicts within stake- that the ideas are actually better than Omena has also been planning to es- holder interests and with the nature of those conceived by industry experts. tablish some sort of customer panel in innovations or ideas developed by par- The radar plot evaluations of the order to get feedback and spontaneous ticipants. From the Iso Omena’s view- themes were done by three researchers response to current plans. This all im- point, development activity is mostly of the 4D-Space research group. In the plies that customers are still perceived seen as getting feedback from the cus- future, the evaluations could be done as feedback givers rather than co-cre- tomers and tenants. On the basis of nu- by service development experts, giv- ators or co-innovators to the extend merical evaluation data it is easier and ing the radar plots more reliability. In envisioned in research and in success faster to make decisions compared to that case attention should to be paid to stories in participatory innovation. the fuzzy and raw idea data. This fea- the describing the theme and its ideas Little collaboration between the tenants ture of fastness and visibility is a chal- clearly. Even though the researcher and focus on (near-term) marketing lenge for participatory design because had worked with the themes a lot, it The tenants of the shopping center it takes time and effort to interpret was not always clear what exactly was have a joint association, entrepreneur and demonstrate its results (c.f. Ku- the core idea of the theme, resulting in

Participatory innovation conference 2011 213 track 3: organising Participatory innovation variation in the radar plot figures. tute, a 100-year fund of Aalto University happen. Harvard Business School Press Bos- It should be noted that higher level ex- School of Science and Technology. ton, Massachusetts. ecutives from Citycon, the owner of Iso Hristov, L. (2008) “Innovation in Service Omena, were not interviewed. Also, in reFerenCes Industries: executive perspectives in retail- future work, it would be beneficial to Beyer, H. & Holtzblatt, K. (1999) Contex- ing”, unpublished D. Phil. Thesis, University interview the other stakeholders with- tual Design. Interactions. Volume 6, Issue 1, of Oxford. in Iso Omena, which would certainly Pages 32–42. Korn, M. & Zander, P. “From Workshops highlight the tenants’ points of view. Buur, J., Matthews, B. (2008) Participatory to Walkshops: Evaluating Mobile Location- Naturally, it will be interesting to de- innovation. International Journal of Innova- based Applications in Realistic Settings”. velop the concept ideas further and tion Management 12(3), 255-273. 2010 In “Observing the mobile user experi- prototype them in a live environment Mager, B. (2009) Service design as an emerg- ence” Proceedings of the 1st International Workshop. Held in Conjunction with Nor- - an activity that is planned for 2011. ing field. In Miettinen, S., Koivisto, M. (eds.) diCHI. This will undoubtedly uncover new Designing services with innovative methods. obstacles and create improved under- 28-42. Kujala, Sari (2003) User Involvement: A standing of the shopping center reality. Citycon Plc annual report 2009. Available review of benefits and challenges. Behav- online at http://www.citycon.fi/UserFiles/ iour & Information Technology 22(1), The first results from our participatory 1-16. innovation workshops in Iso Omena, citycon/File/Citycon_VSK2009_ENG.pdf . one of the first studies in the shop- Ref. Nov 1, 2010. Martin, C.R. (1996) Retail Service Innova- tions. Inputs for Success. Journal of Retailing ping center environment, have indi- De Jong, J.P.J & Vermeulen P.A.M. (2003) and Consumer Services 3 (2), 63-71. cated some innovation obstacles that Organizing successful new service develop- exist in the shopping center business. ment: a literature review. Management De- Ostrom, A.L., Bitner M.J., Brown, S.W., While this study does not necessarily cision 41 (9), 844-858. Burkhard, K.A., Goul M., Smiths-Daniels, V., Demirkan H. & Rabonowich E. (2010) provide data that could be generalized, Finnish Council of Shopping Centers (2010) Finnish Shopping Centers 2010. Avail- Moving forward and making difference: it is likely that similar issues are found Research priorities for the Science of Servic- among other industry players. We are able online at http://www.rakli.fi/kky/ attachements/2010-04-15T12-53-4265.pdf . es. Journal of Service Research 13(1), 4-36. currently also in the process of inter- Ref. Nov 1, 2010. Pepparda, J. & Rylanberd, A. (2006) From viewing a number industry experts Furseth, P.I., Cuthbertson, R. & Reynolds, Value Chain to Value Network: Insights for and executives in the retail industry Mobile Operators. European Management in Finland and thus also seeking for J. (2010) The Value Dynamics of service innovation. Proceedings in The XXI ISPIM Journal 24(2-3), 128-141. research results on innovation process Conference: The Dynamics of Innovation. Sanders, E.B. -N. & Stappers, P.J. (2008) Co- obstacles on a general level and across Bilbao, Spain. 6-9 June 2010. creation and the new landscapes of design. the business. Ganesan, S., George, M., Jap, S., Palmatier, CoDesign, 4 (1) 5-18. R.W. & Weitz, B. (2009) Supply Chain Man- Uncles, M.D. (2006) Understanding Retail aCKnoWLedGMents agement and Retailer Performance: Emerg- Customers. In Krafft, M. & Mantrala M.K. Above all we would like to thank the ing Trends, Issues, and Implications for (eds.) Retailing in the 21st Century. Current participants of the workshops. We Research and Practice. Journal of Retailing and Future Trends. Heidelberg: Springer. would like to thank Iso Omena and 85(1), 84-94. 159-173. Citycon management for providing the Hanington, B. (2003) Methods in the Mak- Yin, R. (2003) Case study research: design facilities and other resources for con- ing: A Perspective on the State of Human Re- and methods. 3rd edition. Thousand Oaks: ducting our research. The 4D-Space search in Design. Design Issues 19 (4), 9-18. Sage Publications. project has been funded by MIDE Insti- Hardagon, A. (2003) How breakthroughs

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