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Service Delivery Management: Delivering value to the business Lucia Eversley Global Business Management June 22nd, 2010
Agenda Running as a Business Model 1 2 3 WHO, WHAT, HOW Closing Comments
Approach <ul><li>Within the framework of a internal service organization running as its own company. </li></ul><ul><ul><li...
Running as a Business Framework  Win  in Market Users Delivery Priorities Clients Discover Design Qualify Ready Launch PE ...
Brand Building Framework <ul><li>Benchmarking </li></ul><ul><li>Scorecards & Measurement </li></ul><ul><li>Innovation  </l...
Example: WHO <ul><li>Executives </li></ul><ul><li>Lead Teams </li></ul><ul><li>Functional Teams </li></ul><ul><li>Casual R...
Example: The WHAT: Decision Cockpit  Equity:  The one stop shop ……to enable better and faster decisions Benefit:  Easy acc...
What: Key Performance Indicators <ul><li>The Benefits you Get </li></ul>VALUE ADOPTION Market Share To the Company To the ...
HOW: Value Driven Master Plan <ul><li>Understand business goals and priority issues </li></ul><ul><li>Define service solut...
HOW: Create a plan to generate more value! <ul><li>1)  Introduce a new service and drive distribution until you have maxim...
Discover Design Qualify Ready Launch Phases Gate Reviews Questions The “Proof” Decision Criteria PE PC LPA LA The HOW: Inc...
HOW: Gaining WHO Advocacy Develop interest in the solution in a  compelling  way Drive trial in a way the audience underst...
Closing Comments <ul><li>Be WHO centric. </li></ul><ul><li>Plan and deliver value in consumable bites based on market (who...
Questions?
Service Delivery Management (Lucia Eversley)
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Service Delivery Management (Lucia Eversley)

Lucia Eversley was the guest presenter at the Jun 2010 program meeting hosted by BDPA Boston MetroWest chapter. Her topic was 'Service Delivery Management: Delivering Value to the Business"

Lucia is with The Procter & Gamble (PG) Global Business Management.

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Service Delivery Management (Lucia Eversley)

  1. 1. Service Delivery Management: Delivering value to the business Lucia Eversley Global Business Management June 22nd, 2010
  2. 2. Agenda Running as a Business Model 1 2 3 WHO, WHAT, HOW Closing Comments
  3. 3. Approach <ul><li>Within the framework of a internal service organization running as its own company. </li></ul><ul><ul><li>Emphasize that to provide value, the WHO must be the center of focus </li></ul></ul><ul><ul><li>Demonstrate that providing value means continuously changing the game via improvements </li></ul></ul>
  4. 4. Running as a Business Framework Win in Market Users Delivery Priorities Clients Discover Design Qualify Ready Launch PE PC LPA LA Innovation Create Distribute Improve Remove Service Management Service Operations
  5. 5. Brand Building Framework <ul><li>Benchmarking </li></ul><ul><li>Scorecards & Measurement </li></ul><ul><li>Innovation </li></ul><ul><li>Issues & Opportunities </li></ul><ul><li>Develop a Learning Plan </li></ul><ul><li>Leading & Participating in a SWOT </li></ul><ul><li>analysis </li></ul><ul><li>Service Architecture Definition </li></ul><ul><li>Benefit Articulation </li></ul><ul><li>Value Proposition </li></ul><ul><li>Defining Service Equity </li></ul><ul><li>Service Strategy & Planning </li></ul><ul><li>Portfolio Management </li></ul><ul><li>Initiative Approval & Sponsorship </li></ul><ul><li>Service P&L Responsibility </li></ul><ul><li>Communications & Training </li></ul><ul><li>Operational Oversight </li></ul><ul><li>Participation in SIMPL gate reviews </li></ul><ul><li>Segmentation </li></ul><ul><li>Strategic Market Definition </li></ul><ul><li>Conducting User & Client Research </li></ul><ul><li>Sensing </li></ul>
  6. 6. Example: WHO <ul><li>Executives </li></ul><ul><li>Lead Teams </li></ul><ul><li>Functional Teams </li></ul><ul><li>Casual Reader </li></ul>
  7. 7. Example: The WHAT: Decision Cockpit Equity: The one stop shop ……to enable better and faster decisions Benefit: Easy access to information in one place. Value : Better, faster decisions Featured Video Brand Equity Pyramid
  8. 8. What: Key Performance Indicators <ul><li>The Benefits you Get </li></ul>VALUE ADOPTION Market Share To the Company To the client/ User First Moment of Truth (FMOT) Second Moment of Truth (SMOT) Satisfaction = Technical Benefit+ Emotional Link Costs
  9. 9. HOW: Value Driven Master Plan <ul><li>Understand business goals and priority issues </li></ul><ul><li>Define service solution that achieves business goals and addresses issues </li></ul><ul><li>Identify what needs to be true in order to succeed. </li></ul><ul><li>Define how success would be measured </li></ul><ul><li>Organize initiative into a timeline that considers other activities that may happening concurrently </li></ul><ul><li>Obtain alignment to the plan </li></ul><ul><li>Execute, monitor, and take action </li></ul>
  10. 10. HOW: Create a plan to generate more value! <ul><li>1) Introduce a new service and drive distribution until you have maximized adoption in your defined market. </li></ul><ul><li>Upgrade the service (everyone will benefit). </li></ul><ul><li>3) Introduce a new service that reapplies your solution to a different segment. </li></ul>The challenge for any service manager is to increase value and fight against commoditization of the service
  11. 11. Discover Design Qualify Ready Launch Phases Gate Reviews Questions The “Proof” Decision Criteria PE PC LPA LA The HOW: Include your WHO in the process Do we have sufficient interest to staff a project? Do we have a strong business proposition? Is this initiative ready for release? Is this initiative ready for launch in a market? Is the market launch successful? <ul><li>Concepts </li></ul><ul><li>Mock-ups </li></ul><ul><li>User Interviews </li></ul><ul><li>Poster sessions </li></ul><ul><li>Prototypes </li></ul><ul><li>Client Talk-sheet </li></ul><ul><li>Value Creation </li></ul><ul><li>Development </li></ul><ul><li>Commercial Plan </li></ul><ul><li>Communications </li></ul><ul><li>Pilot Testing </li></ul><ul><li>Local Plans </li></ul><ul><li>Training </li></ul><ul><li>Systems Ready </li></ul><ul><li>Deployment </li></ul><ul><li>Measurement </li></ul><ul><li>Adjustments </li></ul><ul><li>Concept Test </li></ul><ul><li>Client Review </li></ul><ul><li>Concept & Use </li></ul><ul><li>Client Review </li></ul><ul><li>Systems Testing </li></ul><ul><li>Usage & Attitude </li></ul><ul><li>Market Readiness </li></ul><ul><li>Trial Measure </li></ul><ul><li>User Satisfaction </li></ul><ul><li>Purchase Intent </li></ul><ul><li>Tech Feasibility </li></ul><ul><li>Value Estimate </li></ul><ul><li>Adoption Forecast </li></ul><ul><li>Trial Measure </li></ul><ul><li>Repeat Measure </li></ul><ul><li>Met Expectations </li></ul><ul><li>User Satisfaction </li></ul><ul><li>Client Acceptance </li></ul><ul><li>Tech Feasibility </li></ul><ul><li>Value Estimate </li></ul><ul><li>Adoption Forecast </li></ul><ul><li>Trial Measure </li></ul><ul><li>Repeat Measure </li></ul><ul><li>Met Expectations </li></ul><ul><li>User Satisfaction </li></ul><ul><li>Client Satisfaction </li></ul><ul><li>Tech Readiness </li></ul>- Market Readiness Checklist
  12. 12. HOW: Gaining WHO Advocacy Develop interest in the solution in a compelling way Drive trial in a way the audience understands and experience the value proposition. (FMOT) Win in the SMOT . End user and Client recommends the product. Objective
  13. 13. Closing Comments <ul><li>Be WHO centric. </li></ul><ul><li>Plan and deliver value in consumable bites based on market (who) readiness </li></ul><ul><li>Acquire experienced team and include your WHO in delivering a quality product and service </li></ul><ul><li>Communicate to enable, energize and recruit leading to WHO advocacy </li></ul><ul><li>Continue to change the game, track against the promise and take action as needed. </li></ul>
  14. 14. Questions?

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