Okay. Okay. My learners. So we are on lesson 2.3, which is service strategy.
All right, let's get ready.
All right. So are learning objectives. We will cover a more in depth understanding of service strategy. S s
What is the business purpose and objectives of service strategy as well as the basic concepts which falls in providing business in service value.
Alright, so understanding service strategy. So service strategy again is it decides what to deliver it. Put those thoughts on paper, concrete references and processes in place to deliver your vision. So understanding that este starts with understanding of the organization, objectives and customer needs,
and that takes that view that the service management is not just a
capability of the organization but also a strategic asset. So s s stage helps ensures that organizations are best position to handle the unique costs and risks related to that service portfolio. So when you think about the s s challenges,
I t services providers to think about why something is being done before thinking about how it should be done.
So when you're looking into this side, you can see what some of those processes is that we have mentioned to you
All right, so when you go into what the purpose and the objectives is for S s. So the perspective portion As you read the perspective, it covers the overall vision and direction of the organization. So
SS defines what the what the business does and how it works with the customers, as well as the goods and services it provides.
And within position. It defines how the service provider deals with competition from the players in the market. So specifically, positions explains what capabilities and what attributes makes This service provided a unique when compared with other providers. And plans
explain how the service provider will move from its current state to his desire. Future state.
So plans specified the activities that must be accomplished for a service provided to realize its perspectives and positions in patterns, of course, is describing the repeatable actions that the service provided performs in order for them to keep progressing towards the the strategic objectives in,
as you can see what the what the strategy is going to be. So it gives that full circle.
we move on to the next slide
and when we go into the scope of S s. So SS supplies to both internal external service providers. So it includes those service providers that are required to generate profit, as well as those service providers that generate no profit. So there's two aspects is who we are and who you are.
When you look into the grand scheme of the scope,
as you can see on the slide, it goes a little bit in death as faras defining a strategy that to guide how it serves about the meat business of outcomes as well as defining a strategy for how to manage those services.
Okay, we'll move on to the next.
So this one is the business value of service strategy. So
support ability, linked activities performed by service providers it to its more Soto outcomes that critical, that's critical to internal external customers. So as a result, service providers will be seen to be contributing to the value and not just the cause of the organization. So when you enable service providers,
they had that clear understand of what types and
and levels of service will will make a customer successful and then organize itself, ultimately to deliver and support those services. So service providers will achieve this through process defining strategies and services, ensuring a consistent, repeatable approach to defining how valuable,
well, how that value will be built in
delivered to that to that stakeholder and enabling service provided to respond quickly and effectively to changes in business environment, ensuring that increase that competitive edge over time. So you support that creation and that maintenance of that portfolio
of qualified services that were neighbor that business to achieve positive return
on his investment in services
and when you facilitate functional and transparent communications between the customers and the service providers. So both have consistent understanding of what is required and how it will be delivered
and provide that means of service provided to organize itself so
so you can provide services in the efficient and effective way
that is the business value of the service strategy
are we will continue with the business value of this service strategy. We're just encompasses majority of
and they bring the service provided to contribute the value and not just the cost organization, as we spoke about before.
Now this thing, this is service life cycle provides the critical value to any any business. When you implement this thing's process,
all right, we'll go on to the next.
Alright, so service value. So service value is more so where you you look into the Step one Step two and step three. So this service value is measured by the extent to which the services meets customer expectations,
so it's perceived value should be higher than the cause of obtaining that service.
And then you have Step two and Step three, which is more of the value characteristics and the value components that makes the outcomes of their customers on perceptions.
The service value basic concept is the warranty and the the utility where this particular
area is maybe more formal agreements, such as like a service level agreement or a contract. Or it could be even our marketing message or brand image. So it refers to the ability for service be available when needed so it provides that required capacity
and provide required reliability in terms of continuity and security. So it can be summarized as
how the services delivered and can be used determine whether a services fit for use.
So warranty plus utility equals business value created
you have a little more with the utility, which is the fitness for the purpose.
Are we going to the basic concepts of risk management?
Of course, we know where risk Manager is. What is risk as well as executing a strategy. A service strategy should include a plan to deal with the risk. So identifying the risk, analyzing the risk and managing the risk
that is the basic concepts of risk management.
Alba one to the next.
So the basic concepts of governance. So when you talk about governance, that's more on the signs off. One quickest way to fail at delivering SS is to have ineffective governments. So governance is the glue that holds together. I t in the business, ensuring that
everyone knows the expectations of their roles and the processes that follows into improve over time.
The man management, which is the pattern of business activity
so that's responsible for understanding, anticipating and influence the customer demand for services.
Okay, now that's a little bit more in depth with those processes. The summary for lesson two dot to we discuss key concepts, warranty, utility as well as value.
The resource is capabilities and service assets governance, risk management as well as the patterns of business activity, which is the P B A.
We'll be following on with the quick quiz and moving on to the next lesson. See you there.