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Not forgetting #8: Network Effects of Customer Service!
1. Good revenues: in many industries the underlying revenue driver is the number of people doing Service operations, as people costs dominate and specialist skills can be charged for.
1. Good revenues: in many industries the underlying revenue driver is the number of people doing Service operations, as people costs dominate and specialist skills can be charged for.
2. Creating value: you will be doing a high value-added activity, creating value by solving a Customer’s particular problem, and doing it better than they could themselves.
3. Competitive advantage: using your technology or know-how, you will be doing the activity better than your Customer/competitors.
4. Key IPR: your IPR crown jewels is your ‘proven’ cost model – competitors can only speculate how much it costs if you have genuine competitive advantage/superior know-how.
5. ‘Product/Technology’ performance: the asset/product/technology behind the Service only has to be just good enough! (Inferior technology could very credibly win the overall service offer).
6. Service design focus: for competitive pressure and service-focused outlook, should organisationally separate the service and embedded product bidding teams if considering using in-house technology.
7. Create value through a ‘balanced’ service offer: a competitive Service needs to have a good balance of technical, usability, commercial and financial strength, creating value to the Customer in each of these areas.
8. Excel in Customer Service, Experience & Usability. This binds the Customer emotionally and by their activities, making it harder to leave.
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