Strategic service management: Difference between revisions
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== Best practices<sup>2</sup> == |
== Best practices<sup>2</sup> == |
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*Bring [[Field Service Management]] and parts logistics under one operational umbrella |
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*Address process deficiencies before deploying technology |
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# Leverage existing and new technology solutions to synchronize four service pillars; |
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*Define requirements and success criteria clearly before evaluating technology solutions |
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# Define requirements and success criteria clearly before evaluating technology solutions; |
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== Results from Strategic Service Management deployments<sup>3</sup> == |
== Results from Strategic Service Management deployments<sup>3</sup> == |
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Revision as of 23:21, 3 December 2009
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Strategic Service Management, SSM, is a new customer commitment-centric business strategy that optimizes a company’s service business processes through a single, integrated view of post-sale service operations, by taking into consideration the planning and forecasting of service parts and resources, and the strategy and management of customer commitments, service partners, and service pricing.
Benefits of Strategic Service Management1
- Revenue opportunity through the servicing of manufactured products experiencing decreased sales
- Leveraged customer loyalty through increased post-sale service performance
- Faster resolution time for customer support service calls
- Heightened asset accountability and tracking
- Increased worker productivity
- More knowledgeable workers to prevent common mistakes
Best practices2
- Bring Field Service Management and parts logistics under one operational umbrella
- Address process deficiencies before deploying technology
- Define requirements and success criteria clearly before evaluating technology solutions
- Leverage partnerships with service and logistics providers
- Attack aftermarket service as a top-line business opportunity
- Involve stakeholders early and often in transformational process
- Adopt a two-pronged approach to measuring the efficacy of after-market service:operational and strategic
- Adopt an enterprise-wide perspective
- Invest more energy in forecasting and planning technician capacity and work order demand
Results from Strategic Service Management deployments3
- Avaya reduced Service parts inventory from $250 million to $160 million
- Sun Microsystems saved $40 million in the first year
- Dell grew service revenues over 20% in one year
See also
- Field Service Management
- Workforce management
- Market-Adaptive Pricing
- Service Parts Management
- Command Center
Footnotes
1. AberdeenGroup’s Industry Traction of Strategic Service Management, December 2005
2. AberdeenGroup’s Best Practices in Strategic Service Management Report , June 2005
3. Yes Ma’am That Part Is In Stock, BusinessWeek, August 1, 2005