Stratégie de service

Companies endeavouring to make their operations as efficient as possible in order to provide customers with top quality service have found it beneficial to invest time and energy measuring customer satisfaction. What even enlightened companies seem to find difficult is to consider the activities as an integrated whole and to ensure that the customer values what is provided. This article will discuss the importance of integrating the customer into the operation and commends the desire to understand customer service experiences, and how to cost effectively provide exactly what the customer really wants through intimate process cost knowledge.

One important driver of performance improvement in the service business is the degree in which service business are able to standardise their service delivery organisation. In our 2008 research named “The future of Service Management” (www.thefutureofservice.com) we saw that companies that were able to demonstrate both strong revenue growth and year on year improvements in profit margins were able to deliver high value added services through standardised processes. The less profitable service businesses typically see the complexity of their operations increase exponentially when growth takes of. The intangible nature of the service business with a strong dependency on the performance of individuals makes it one of the most challenging types of businesss to manage.   

One important driver of performance improvement in the service business is the degree in which service business are able to standardise their service delivery organisation. In our 2008 research named “The future of Service Management” (www.thefutureofservice.com) we saw that companies that were able to demonstrate both strong revenue growth and year on year improvements in profit margins were able to deliver high value added services through standardised processes. The less profitable service businesses typically see the complexity of their operations increase exponentially when growth takes of. The intangible nature of the service business with a strong dependency on the performance of individuals makes it one of the most challenging types of businesss to manage.   

Impact of the Global Economic Downturn on the Services Industry

Service Strategies Corporation – March 2009

Since the start of the global financial downturn, economists have struggled to accurately predict what will unfold over the course of 2009. The outlook continues to be daunting for most sectors. Even with the US Government’s unprecedented moves to bailout the financial industry and the passage of the largest economic “stimulus” package in US history, it remains unclear if these actions will drive improvement in the economy over the next twelve months.

While some economists predict continued contraction throughout the year, others see improvement by late 2009. The uncertainty that prevails in the market has created an extremely challenging environment for business executives.

“…We know we need to keep closer communication with our customers to determine what service product modifications will enhance their ability to survive and grow. If our customers are successful, then we will be successful.”

Anonymous Survey Respondent

Impact of the Global Economic Downturn on the Services Industry

Service Strategies Corporation – March 2009

Since the start of the global financial downturn, economists have struggled to accurately predict what will unfold over the course of 2009. The outlook continues to be daunting for most sectors. Even with the US Government’s unprecedented moves to bailout the financial industry and the passage of the largest economic “stimulus” package in US history, it remains unclear if these actions will drive improvement in the economy over the next twelve months.

While some economists predict continued contraction throughout the year, others see improvement by late 2009. The uncertainty that prevails in the market has created an extremely challenging environment for business executives.

“…We know we need to keep closer communication with our customers to determine what service product modifications will enhance their ability to survive and grow. If our customers are successful, then we will be successful.”

Anonymous Survey Respondent

They say actions speak louder than words. So with that excellent philosophy in mind, this article will focus on some of the key actions the service director must take to capitalise on CRM. The underlying powers of CRM are that it is not isolated to one department. It flows across the business from Marketing through Sales into Service.

There are many issues facing service companies as they decide how to best position themselves for future advantage and profitability. In some businesses the after-sales service operation is considered a separate entity, almost an afterthought; in others it has become fully integrated providing a valuable plank on which continuing customer value is delivered.

Companies which achieve success in growing service often do so in spite of their technology rather than because of it. A lack of integration in both process and technology leave people isolated in departmental silos and stunt growth. Steve Downton argues integration must be the centre of attention.

The thrust for many businesses has turned towards improving Service where there is a promise of increasing margins. Many of these companies however have little or no investment in technology to support their service organisation.

What do we mean by e-business Strategic Risk management, how would we define it?

It is the identification and management of the risk exposure associated with a significant change in strategy, rapidly executed to accommodate the fast moving, ever changing e-business environment, to service customers better and sustain a lead on competitors. The intent is to take account of these Strategic Risks during the implementation programme.

Service has tended to be regarded as the poor relation when it comes to investment, however there seems to be a genuine uplift currently in the amount of investment, and one of the main reasons would appear to be a change of attitude in the boardroom towards the value of service. Investigating what has caused such a change indicates a shift in the approach to, and method of measuring the value of investment, and a review of the way ROIs are calculated and presented.