e been found to have a positive impact on the speed of NSD (Froehle et al., 2000). None of the studies explicitly addressed electronic services. It can be assumed that these antecedents are generic enough to play an important role for electronic services as well, but specific aspects of e-services have not been studied SO far. In an analysis of the antecedents of NSD success, IT sys- tems and process structure have been shown to have a positive impact on the speed of the NSD process (Froehle et al., 2000). As NSD speed is of particular impor- tance for e-services, this is a valuable contribution. A notable exception is Menor et al. (2002) who did not study e-service antecedents of success but propose that the aspect of external newness is especially salient as electronic services are often repli- cations of services already known to customers but that are now offered in an electronic way. 7.3.3.3 Processes With regard to traditional services NSD can be seen as a rather complete method covering all phases of the service life cycle. There are in particular wide set of process models defined for the development of new services. In a comparative study of existing NSD literature, Johnson and Menor (1997) proposed a basic model of four phases: design, analysis, development, and launch. Although mod- els included in the literature review did not match precisely and different phases were more detailed in some models and more succinct in others, these four phases were found in all. More recently, Johnson et al. developed a new NSD process based on four broad stages and 13 detail tasks to produce and launch a new service (Johnson et al., 2000). The model emphasizes the nonlinearity of the NSD process through a con- tinuous cycle as well as the importance of enabling factors: teams, tools, and orga- nizational culture (see Figure 7.1). On a very generic level, Bessant and Davies (2007) suggest that organizations have to manage four phases in the innovation process: search and scan their envi- ronment to pick up signals for 