is generates nearly a complete picture of customer interactions which a traditional shopping mall oper- ator would dream of. This creates various opportunities for service design and inno- vation. Interactions between users and the service can be recorded and replayed. Thus, a service itself can gather information about what else users might want or need (Riedl et al., 2008). The transparent nature of service feedback is also an option for new business models based on new licensing concepts. As the usage information is transparent to providers, billing is not only possible based on the actual use, but also on the value generated for the customer. For example, instead of charging for a Customer Relationship Management (CRM) service based on concurrent users, charging based on the actual revenue generated through the CRM service would be possible. 7.2.5 Continuous Improvement and Deployment Unlike software being sold over the counter, electronic services are no longer restricted to a scheduled release cycle where changes, improvements, and bug fixes require months to be integrated into the service (termed "perpetual beta" by some authors, cf. Morris, 2006; O'Reilly, 2007). Rather, services are developed in the open with tight integration of service users or even by the users themselves. For example, Google services like search and many of the online applications are con- stantly updated. There are no distinct releases with version numbers assigned to the service instance currently offered. Rather, improvements slip into the market almost unnoticed. The innovation process is full of small cycles that allow a service to be improved almost instantly. Additionally, as services are delivered through a global delivery system, there are no local differences in the services offered and the new version is instantly available to all users. This would be very hard to implement for nonelectronic services where physical facilities would need to be upgraded and per- sonnel to be trained. This has two fundamental effects on the d