© 2012 International Business School of Service Management The Service Manager as a strategic leader of the company From a smile to an international solution business Madrid, 31st January 2012 Michael René Weber ISS International Business School of Service Management University for Management and Corporate Development Hans-Henny-Jahnn-Weg 9 • 22085 Hamburg Phone: +49 (0)40-536 991-55 • Fax: +49 (0)40-536 991-40 E-Mail: contact@iss-hamburg.de • Net: www.iss-hamburg.de 1
The Service Manager as a strategic leader of the company
May 30, 2015
EOI · 31/01/2012 · http://a.eoi.es/1sfw
El impacto de la nube en el modelo de la Gestión de Servicios TI
Michael René Weber, ISS International Business School of Service Management
El impacto de la nube en el modelo de la Gestión de Servicios TI
Michael René Weber, ISS International Business School of Service Management
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© 2012 International Business School of Service Management
The
Service Manager as a strategic leader of the company
From a smile to an international solution business
Madrid, 31st January 2012
Michael René Weber
ISS International Business School of Service Management
University for Management and Corporate Development Hans-Henny-Jahnn-Weg 9 • 22085 Hamburg
Phone: +49 (0)40-536 991-55 • Fax: +49 (0)40-536 991-40
E-Mail: [email protected] • Net: www.iss-hamburg.de
1
© 2012 International Business School of Service Management
“Services are
client/provider interactions
that create and capture value“ Source: International Business School of Service Management
Definition of Services
2
Brand creates the expectations
Service fulfills the brand promise
© 2012 International Business School of Service Management
The ISS ServiceCompass
3
© 2012 International Business School of Service Management 4
1950 1970 1990 2000 2010+
extended work bench
instrument for differentiation
profit center
value-added services
customer loyalty
technical
competence
customer and
business competence
Consequence: new qualification and role for the service manager!
The focus on business in service changes
© 2012 International Business School of Service Management
strategic
The Service Manager as a Ferment
driver
innovator
enabler
awakener
leader
tasks
knowledge /
skills
general
management
customer
activities
service level
law
information
technology
5
© 2012 International Business School of Service Management
„Anticipating the customer‘s unexpressed needs“ and
„Leadership by example“
are the key success factors to be cutting edge.
(Ritz Carlton)
6
The Ritz Carlton slogan
© 2012 International Business School of Service Management 7
Source: WIPO Statistics Database, October 2011
Rising importance of methodological and theoretical background to be
a member of the process by creating and implementing innovations
Trend in patent applications
© 2012 International Business School of Service Management 8
Don’t buy the copier, but the copies
Don’t buy the wind turbine, but a guaranteed amount of power
Service initiated changes of Business Models (1)
Rolls-Royce: Power by the hour!
Don’t buy the engines, but the flight hours
© 2012 International Business School of Service Management 9
Customize and enhance your mobile phone (iTunes)
Enjoy the perfect coffee experience
Service initiated changes of Business Models (2)
New solutions through innovations in:
value proposition, partner networks, revenue models,
distribution channels, software, hardware, systems…
© 2012 International Business School of Service Management
Effective
Business
Support
Active
Product
Support
Supply of
parts &
information
Product
design
& quality
Today, Service goes fare beyond the simple support of the physical product.
There is a range of different possibilities to offer more to the customers!
The Business focus in Services is
changing!
10
The changing scope of technical Service …
© 2012 International Business School of Service Management 11
Resulting main tasks
The resulting tasks from the current development are
1. Lead people to future markets
2. Create your own business Marketing, Sales and Relationship
3. Manage Operations successfully
© 2012 International Business School of Service Management
Task 1: Leadership
12
Leadership
Customer
Operations Marketing Culture
Strategy Process
© 2012 International Business School of Service Management
Task 2: Marketing, Sales and Relationship Management
13
Customer
Marketing
Service Sales Channels Brand Fulfilment
Brand Promise Business Models
© 2012 International Business School of Service Management
Task 3: Service and Operations Management
14
Operations
Business
Customer Employee IT
People Analytics
© 2012 International Business School of Service Management 15
Top growth drivers
Packaged/standardized product-related services and solution bundles (86%, 2010)
Integrated solution offerings that bundle products and services (79%, 2010)
Transformation from a reactive service business into proactive and systematic selling
and marketing of services (71%, 2010)
Consistent alignment of services with the value-creation processes of the customer
(71%, 2010)
Source: AFSMi Germany/ISS Delphi-Study (N=16); Percent value: % of study panelists expecting very high impact; Year value: year of estimated strongest effect)
Participation in the study:
(among others)
BMW, EADS, Hewlett-Packard,
IBM, Miele, Nokia, Siemens,
Wincor Nixdorf ……
Growth Drivers in Services
© 2012 International Business School of Service Management
Let’s follow the tasks
Service takes the lead for
corporate development!
Madrid, 31st January 2012
Michael René Weber
ISS International Business School of Service Management
University for Management and Corporate Development Hans-Henny-Jahnn-Weg 9 • 22085 Hamburg
Phone: +49 (0)40-536 991-55 • Fax: +49 (0)40-536 991-40
E-Mail: [email protected] • Net: www.iss-hamburg.de
16
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