This document outlines steps for building a vision for a service company, including an inside-out analysis of current capabilities and an outside-in analysis of customer and market perceptions. It recommends developing 1) a concise vision statement, 2) a strategic service framework to define the breadth and depth of offerings, and 3) a convergence program to align the organization with the new strategy. Key aspects include understanding customer needs, competitors, strengths and weaknesses, then defining financial and operational targets across marketing, sales, HR, and other functions to achieve the company's new direction.

1. Warsaw, March 2012
Steps in Building a Vision for a Service Company

2. A framework
An approach which takes in consideration both inside-out and out-side in analysis, while aiming ad developing 1) a Vision 2)
Strategic Service framework (breadth/ depth and priorities) and 3) a Convergence program
Inside-out Outside-in
Whom we want to be Dream Customers What they think we
should do
What we want to achieve Expectation Competitors Who they think we are
What we think we can do “Bread and
Butter” Work What the others think we excel at
What we can really do Capabilities Competences What keeps our competitors awake at
night
“The
What we can afford
Numbers”
Vision SSF Convergence
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3. Inside Out (1/2)
This phase is about investigating client’s desires and expectations as well as the currently delivered services and their quality
ZARA Latest fashion, affordable to everybody
KPIs Qualitative Measures
Revenues Respect in industry
Number of Employees Included in relevant peer group
AF “The Art of Travelling”
Profitability Qualitative signposts Awards
Source of Revenues by project type Attracts top talent
Number of accounts and size …
Brand Recognition
iTunes “Everything you need to be entertained” …
We help companies innovate. We design
IDEO products, services, environments and
experiences
Industry Value Chain
Project/ Service Structure
Integration (*) Project Structure
Quality
Areas of Excellence
Type of Project
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4. Inside Out (2/2)
… in addition to that we need to understand what makes sense economically, and need also to validate top management’s
expectations
Type of project split
Area A
Area B
Area C
% of clients % of projects % of revenues % of profits
Customer by Turnover, Image, Profitability%
(*) Profitability
Image
Turnover
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5. Outside-In
Aims at analyzing the client from an external point of view: consumers, customers, partners, including e.g.: research,
benchmarks, rankings, awards, PR buzz,…
Customers
Competitors
Work
Competences
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6. Vision
From a one statement summarizing the vision to a cascade of quantitative and qualitative targets at each functional level
Vision SSF Convergence
One Statement
a la e.g. “iTunes: Everything you need to be entertained.”
Marketing Sales HR Operations Economics Financials
What we stand for? What clients How do we Breadth of Revenues, Cost of How do we finance
Who are we? should we go after? recruit/ reward and offering Service and our growth?
How do we tell the What is our retain talent? Depth of offering profitability targets
world about us? optimal customer Structure
What image mix? In-house vs.
projects/ services How do we outsourcing
should we deliver? improve our hit Delivery team
How many can we rate? structure
afford?
Brand building dos
and donts
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7. Strategic Service Framework
Aims at developing a structure of which services/activities to invest as well as what kind of offering to provide customers
Vision SSF Convergence
Breadth of Services
Nurture Invest
Depth
High
Importance
+
Low
Divest Do it
Low Urgency High
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8. Convergence Program
Once the strategy is in place, the company know which direction should go and the conversion program helps getting in there
Vision SSF Convergence
6.Reward program
1. Policy Definition
Workshops
5. Tracking 7. Promote Int.
Best Practice
4. Training 2.Gap Analysis
3. Transition Planning
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9. DISCLAIMER
This presentation is informational only, and should not be interpreted as advice. Neither it constitute an offer for any of the
services presented or implied in the presentation itself.
The content of this presentation has been sanitized to protect client’s confidentiality and non disclosure agreements
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10. Registered address: Correspondence address:
ul. Pułku Baszta 4A lok. 26, ul. Kruczkowskiego 6c m.30
02-649 Warszawa, polska 00-412 Warszawa, polska
nip: pl 5213627346
url: www.filibertoamati.com
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