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

1. 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
© 2012 International Business School of Service Management 1

2. Definition of Services
Brand creates the expectations
“Services are
client/provider interactions
that create and capture value“
Source: International Business School of Service Management
Service fulfills the brand promise
© 2012 International Business School of Service Management 2

3. The ISS ServiceCompass
© 2012 International Business School of Service Management 3

4. The focus on business in service changes
technical
competence
customer
loyalty
value-added
services
profit center
instrument for customer and
differentiation
extended business competence
work bench
1950 1970 1990 2000 2010+
Consequence: new qualification and role for the service manager!
© 2012 International Business School of Service Management 4

5. The Service Manager as a Ferment
tasks
enabler
driver leader
innovator awakener
strategic
customer service level
general
law
management
information
activities
knowledge / technology
skills
© 2012 International Business School of Service Management 5

6. The Ritz Carlton slogan
„Anticipating the customer‘s unexpressed needs“ and
„Leadership by example“
are the key success factors to be cutting edge.
(Ritz Carlton)
© 2012 International Business School of Service Management 6

7. Trend in patent applications
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
© 2012 International Business School of Service Management 7

8. Service initiated changes of Business Models (1)
 Don’t buy the copier, but the copies
Don’t buy the wind turbine, but a guaranteed amount of power 
Rolls-Royce: Power by the hour!
 Don’t buy the engines, but the flight hours
© 2012 International Business School of Service Management 8

9. Service initiated changes of Business Models (2)
 Customize and enhance your mobile phone (iTunes)
Enjoy the perfect coffee experience
New solutions through innovations in:
value proposition, partner networks, revenue models,
distribution channels, software, hardware, systems…
© 2012 International Business School of Service Management 9

10. The changing scope of technical Service …
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!
Product Supply of Active Effective
design parts & Product Business
& quality information Support Support
The Business focus in Services is
changing!
© 2012 International Business School of Service Management 10

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 11

12. Task 1: Leadership
Customer
Strategy Process
Leadership
Marketing Culture Operations
© 2012 International Business School of Service Management 12

13. Task 2: Marketing, Sales and Relationship Management
Marketing
Brand Promise Business Models
Customer
Sales Channels Brand Fulfilment Service
© 2012 International Business School of Service Management 13

14. Task 3: Service and Operations Management
Business
People Analytics
Operations
Employee IT Customer
© 2012 International Business School of Service Management 14

15. Growth Drivers in Services
Packaged/standardized product-related
services and solution bundles (86%, 2010)
Integrated solution offerings that bundle
products and services (79%, 2010)
Top
growth drivers
Transformation from a reactive service
business into proactive and systematic selling
and marketing of services (71%, 2010)
Participation in the study:
(among others) Consistent alignment of services with the
BMW, EADS, Hewlett-Packard, value-creation processes of the customer
IBM, Miele, Nokia, Siemens, (71%, 2010)
Wincor Nixdorf ……
Source: AFSMi Germany/ISS Delphi-Study (N=16); Percent value: % of study panelists expecting very high impact; Year value: year of estimated strongest effect)
© 2012 International Business School of Service Management 15

16. 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: contact@iss-hamburg.de • Net: www.iss-hamburg.de
© 2012 International Business School of Service Management 16