Service Delivery Management: Delivering value to the business Lucia Eversley Global Business Management June 22nd, 2010
Agenda Running as a Business Model 1 2 3 WHO, WHAT, HOW Closing Comments
Approach <ul><li>Within the framework of a internal service organization running as its own company. </li></ul><ul><ul><li...
Running as a Business Framework  Win  in Market Users Delivery Priorities Clients Discover Design Qualify Ready Launch PE ...
Brand Building Framework <ul><li>Benchmarking </li></ul><ul><li>Scorecards & Measurement </li></ul><ul><li>Innovation  </l...
Example: WHO <ul><li>Executives </li></ul><ul><li>Lead Teams </li></ul><ul><li>Functional Teams </li></ul><ul><li>Casual R...
Example: The WHAT: Decision Cockpit  Equity:  The one stop shop ……to enable better and faster decisions Benefit:  Easy acc...
What: Key Performance Indicators <ul><li>The Benefits you Get </li></ul>VALUE ADOPTION Market Share To the Company To the ...
HOW: Value Driven Master Plan <ul><li>Understand business goals and priority issues </li></ul><ul><li>Define service solut...
HOW: Create a plan to generate more value! <ul><li>1)  Introduce a new service and drive distribution until you have maxim...
Discover Design Qualify Ready Launch Phases Gate Reviews Questions The “Proof” Decision Criteria PE PC LPA LA The HOW: Inc...
HOW: Gaining WHO Advocacy Develop interest in the solution in a  compelling  way Drive trial in a way the audience underst...
Closing Comments <ul><li>Be WHO centric. </li></ul><ul><li>Plan and deliver value in consumable bites based on market (who...
Questions?
Eversley Bdpa Jun 2010
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  • Model is a continuous cycle. Innovation arm that consist of ideation which includes interviews to identify opportunities, grouping them, brain storming solutions, developing a concept, and getting iterative feedback to find tune concepts. This eventually leads to mockups and a prototype. Once prototype is approved to proceed to the creation of a production ready version, it is manage as an initiative using SIMPL gates. Eventually it is launched as a product or service, with operational elements. It will go through continuous benchmarking and monitoring for improvement. Users are the consumers of the product and service Clients pay for the service given that the service aligns with their priorities and provide business value. Win-in-Market are like Account Executives that work with the clients on a joint business plans. They also make sure that the client needs and priorities are known. This could lead into innovations, improvements, expansions, of removal of product or services.
  • Service Management equates to Brand Management Assess market for opportunities (benchmarking, SWOT, etc) Define your market segment “WHO”. Who are the strategic target (common need), who is your prime prospect (who will get the most value) Define what will be delivered - Equity – how others perceive the product. What it represents for them. - A feature is what a product or what a product does - Value (proposition) = return on the investment - A benefit is what the prime prospect really gets Is the answer to the question… What’s in it for me? Define how it will be delivered and timing (master plan and initiatives)
  • Technical Link + Emotional link This leads to satisfaction and to adoption Need to be user centric. Example BMW experience BMW Equity = Overall = driving experience http://www.youtube.com/watch?v=1EMyc_dbpUc Example iPod http://www.youtube.com/watch?v=UH5ZTvmHaIk Overall equity = Unleashing freedom of personalized entertainment Brand Character = revolutionary, cool, spontaneous, experience Building blocs: Performance, portable storage, intuitive, emotional (freedom to move, to self express) Equities consumer experience: Iconic, slick, intuitive,
  • Provide examples of changing the game.
  • Initiative vs project. Initiatives are anything which effects how the user will interact with it. A project is transparent to the user. For example an server upgrade. 5 items for a concept [a selling tool] Headline – The hook Accepted Consumer Belief (ACB) –Consumer’s unmet need Benefit – ‘What’s in it for me?’ Reason to Believe (RTB) – Credibility, Proof Other info – pricing, visual, etc The Team Located across the globe at key sites Co-located with key customers Have global and regional deliverables Focused on operational excellence, quality of delivery, and quality of launch Leverages business champions
  • Ask: Can you think of other methods that can lead to advocacy?
  • Eversley Bdpa Jun 2010

    1. 1. Service Delivery Management: Delivering value to the business Lucia Eversley Global Business Management June 22nd, 2010
    2. 2. Agenda Running as a Business Model 1 2 3 WHO, WHAT, HOW Closing Comments
    3. 3. Approach <ul><li>Within the framework of a internal service organization running as its own company. </li></ul><ul><ul><li>Emphasize that to provide value, the WHO must be the center of focus </li></ul></ul><ul><ul><li>Demonstrate that providing value means continuously changing the game via improvements </li></ul></ul>
    4. 4. Running as a Business Framework Win in Market Users Delivery Priorities Clients Discover Design Qualify Ready Launch PE PC LPA LA Innovation Create Distribute Improve Remove Service Management Service Operations
    5. 5. Brand Building Framework <ul><li>Benchmarking </li></ul><ul><li>Scorecards & Measurement </li></ul><ul><li>Innovation </li></ul><ul><li>Issues & Opportunities </li></ul><ul><li>Develop a Learning Plan </li></ul><ul><li>Leading & Participating in a SWOT </li></ul><ul><li>analysis </li></ul><ul><li>Service Architecture Definition </li></ul><ul><li>Benefit Articulation </li></ul><ul><li>Value Proposition </li></ul><ul><li>Defining Service Equity </li></ul><ul><li>Service Strategy & Planning </li></ul><ul><li>Portfolio Management </li></ul><ul><li>Initiative Approval & Sponsorship </li></ul><ul><li>Service P&L Responsibility </li></ul><ul><li>Communications & Training </li></ul><ul><li>Operational Oversight </li></ul><ul><li>Participation in SIMPL gate reviews </li></ul><ul><li>Segmentation </li></ul><ul><li>Strategic Market Definition </li></ul><ul><li>Conducting User & Client Research </li></ul><ul><li>Sensing </li></ul>
    6. 6. Example: WHO <ul><li>Executives </li></ul><ul><li>Lead Teams </li></ul><ul><li>Functional Teams </li></ul><ul><li>Casual Reader </li></ul>
    7. 7. Example: The WHAT: Decision Cockpit Equity: The one stop shop ……to enable better and faster decisions Benefit: Easy access to information in one place. Value : Better, faster decisions Featured Video Brand Equity Pyramid
    8. 8. What: Key Performance Indicators <ul><li>The Benefits you Get </li></ul>VALUE ADOPTION Market Share To the Company To the client/ User First Moment of Truth (FMOT) Second Moment of Truth (SMOT) Satisfaction = Technical Benefit+ Emotional Link Costs
    9. 9. HOW: Value Driven Master Plan <ul><li>Understand business goals and priority issues </li></ul><ul><li>Define service solution that achieves business goals and addresses issues </li></ul><ul><li>Identify what needs to be true in order to succeed. </li></ul><ul><li>Define how success would be measured </li></ul><ul><li>Organize initiative into a timeline that considers other activities that may happening concurrently </li></ul><ul><li>Obtain alignment to the plan </li></ul><ul><li>Execute, monitor, and take action </li></ul>
    10. 10. HOW: Create a plan to generate more value! <ul><li>1) Introduce a new service and drive distribution until you have maximized adoption in your defined market. </li></ul><ul><li>Upgrade the service (everyone will benefit). </li></ul><ul><li>3) Introduce a new service that reapplies your solution to a different segment. </li></ul>The challenge for any service manager is to increase value and fight against commoditization of the service
    11. 11. Discover Design Qualify Ready Launch Phases Gate Reviews Questions The “Proof” Decision Criteria PE PC LPA LA The HOW: Include your WHO in the process Do we have sufficient interest to staff a project? Do we have a strong business proposition? Is this initiative ready for release? Is this initiative ready for launch in a market? Is the market launch successful? <ul><li>Concepts </li></ul><ul><li>Mock-ups </li></ul><ul><li>User Interviews </li></ul><ul><li>Poster sessions </li></ul><ul><li>Prototypes </li></ul><ul><li>Client Talk-sheet </li></ul><ul><li>Value Creation </li></ul><ul><li>Development </li></ul><ul><li>Commercial Plan </li></ul><ul><li>Communications </li></ul><ul><li>Pilot Testing </li></ul><ul><li>Local Plans </li></ul><ul><li>Training </li></ul><ul><li>Systems Ready </li></ul><ul><li>Deployment </li></ul><ul><li>Measurement </li></ul><ul><li>Adjustments </li></ul><ul><li>Concept Test </li></ul><ul><li>Client Review </li></ul><ul><li>Concept & Use </li></ul><ul><li>Client Review </li></ul><ul><li>Systems Testing </li></ul><ul><li>Usage & Attitude </li></ul><ul><li>Market Readiness </li></ul><ul><li>Trial Measure </li></ul><ul><li>User Satisfaction </li></ul><ul><li>Purchase Intent </li></ul><ul><li>Tech Feasibility </li></ul><ul><li>Value Estimate </li></ul><ul><li>Adoption Forecast </li></ul><ul><li>Trial Measure </li></ul><ul><li>Repeat Measure </li></ul><ul><li>Met Expectations </li></ul><ul><li>User Satisfaction </li></ul><ul><li>Client Acceptance </li></ul><ul><li>Tech Feasibility </li></ul><ul><li>Value Estimate </li></ul><ul><li>Adoption Forecast </li></ul><ul><li>Trial Measure </li></ul><ul><li>Repeat Measure </li></ul><ul><li>Met Expectations </li></ul><ul><li>User Satisfaction </li></ul><ul><li>Client Satisfaction </li></ul><ul><li>Tech Readiness </li></ul>- Market Readiness Checklist
    12. 12. HOW: Gaining WHO Advocacy Develop interest in the solution in a compelling way Drive trial in a way the audience understands and experience the value proposition. (FMOT) Win in the SMOT . End user and Client recommends the product. Objective
    13. 13. Closing Comments <ul><li>Be WHO centric. </li></ul><ul><li>Plan and deliver value in consumable bites based on market (who) readiness </li></ul><ul><li>Acquire experienced team and include your WHO in delivering a quality product and service </li></ul><ul><li>Communicate to enable, energize and recruit leading to WHO advocacy </li></ul><ul><li>Continue to change the game, track against the promise and take action as needed. </li></ul>
    14. 14. Questions?

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