This document introduces to the generic and continuous concept of servicialisation which deals with reliable, efficient and paying service provision. It contains explanations and illustrations about
- the servicescape model with its main roles
- the three management areas of business, service and system
- the service providing model with its strategies, layers and chains
- the service trilemma
- the role of the service consumer
s. whitepapers and further documents in German
- Konzeptpapier 'Servicialisierung - Service-Erbringung & Methodik'
https://www.slideshare.net/PaulGHz/konzeptpapier-servicialisierung-serviceerbringung-und-methodik-v060300pdf
- Strukturmatrix 01 'Servicialisierung & Methoden'
https://www.slideshare.net/PaulGHz/strukturmatrix-01-servicialisierung-methoden-v060100pdf
s. Konzeptpapiere
- Servuktionsmodell - Servuktionsumgebung & Hauptrollen
https://www.slideshare.net/PaulGHz/konzeptpapier-servuktionsmodell-servuktionsumgebung-und-hauptrollen-v060200pdf
- Service-Konsument - Wertschöpfer & Umsatzbringer
https://www.slideshare.net/PaulGHz/konzeptpapier-servicekonsument-wertschpfer-umsatzbringer-v060300pdf
- Service-Transaktion - Auslöser & Ablauf
https://www.slideshae.net/PaulGHz/konzeptpapier-servicetransaktion-auslser-ablauf-v060100pdf
- Service-Triathlon - Auslöser & Adressaten
https://www.slideshare.net/PaulGHz/konzeptpapier-servicetriathlon-auslser-adressaten-v060100pdf
- Service-Trilemma - Dimensionen & Beteiligte
https://www.slideshare.net/PaulGHz/konzeptpapier-servicetrilemma-dimensionen-beteiligte-v060100pdf
- Service Provider - Service-Trilemma & Geschäftsmodell
https://www.slideshare.net/PaulGHz/konzeptpapier-service-provider-servicetrilemma-geschftsmodell-v060200pdf
- Service-Definition - Herleitung & Anwendung
https://www.slideshare.net/PaulGHz/konzeptpapier-servicedefinition-herleitung-und-anwendung-v060200pdf
s. Diskussionspapier 'Workshop 'Service-Definition''
https://www.slideshare.net/PaulGHz/diskussionspapier-workshop-servicedefinition-v090000
s. Glossar Service-Terminologie
https://www.slideshare.net/PaulGHz/servicialisierung-glossar-serviceterminologie-v070000
The document discusses service terminology and definitions. It provides a 14-point generic definition of a service as a set of one-time benefits ensured by a provider to a consumer through a service object. It identifies the key elements of any service as the service consumer, service object, and service-specific benefit. The document aims to establish a consistent and exhaustive definition of a service.
This document provides an overview of ITIL (Information Technology Infrastructure Library) and its key processes. It discusses the importance of ITIL for ensuring IT project success and describes the 26 ITIL management processes organized under Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement. For each process, it provides a brief explanation of its purpose and important concepts. The document is presented by an IT expert from the National University of Singapore and is intended as an introduction to ITIL for IT professionals.
Este documento proporciona una lista de 76 barcos participantes en la Ruta de la Sal 2014, incluyendo su número, nombre, país, capitán, modelo y club de cada uno. La información se presenta en una tabla con columnas para el número, nombre, país, capitán, marca y modelo del barco y el club al que pertenece.
5 steps to raise big money with major giftsgailperry
This document summarizes Gail Perry's webinar on fundraising strategies for major gifts. Gail is a fundraising consultant and coach with 25 years of experience. The webinar outlines a 5-step process for securing major gifts: 1) tell your organization's compelling story, 2) develop a list of qualified prospects, 3) cultivate relationships with prospects, 4) ask prospects for support, and 5) create a management system to track the process. Gail provides tips for each step, such as customizing cultivation strategies, asking for advice to identify giving capacity, and following up consistently with prospects until a gift is secured.
The document summarizes key events in the Pacific theater of World War II, including the causes of conflict between Japan and the United States, major battles like Pearl Harbor, Coral Sea, Midway, Iwo Jima, and Okinawa, the US atomic bombings of Hiroshima and Nagasaki, and Japan's surrender. It discusses Japan's imperialist ambitions, the US oil embargo, and the Anti-Comintern Pact as causes for war. It also provides details on the devastating attacks and high casualties at Pearl Harbor and battles over the Pacific, leading to massive loss of life until the atomic bombs ended the war.
Las fotos muestran varios autos de diferentes marcas y colores estacionados en una calle. Se aprecian detalles como las llantas, faros y logotipos de cada vehículo. La imagen captura una escena cotidiana de vehículos en una vía pública.
This document summarizes the results of a 156-mile yacht race from Barcelona to Ibiza that took place on April 10, 2004. It lists 63 participating boats, their classification number, type of boat, captain, home club, rating, finish time, time differences from the estimated and actual times, and final placement in the race. The first place boat finished in 22 hours 38 minutes while the last place boat finished in around 24 hours.
The document discusses service terminology and definitions. It provides a 14-point generic definition of a service as a set of one-time benefits ensured by a provider to a consumer through a service object. It identifies the key elements of any service as the service consumer, service object, and service-specific benefit. The document aims to establish a consistent and exhaustive definition of a service.
This document provides an overview of ITIL (Information Technology Infrastructure Library) and its key processes. It discusses the importance of ITIL for ensuring IT project success and describes the 26 ITIL management processes organized under Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement. For each process, it provides a brief explanation of its purpose and important concepts. The document is presented by an IT expert from the National University of Singapore and is intended as an introduction to ITIL for IT professionals.
Este documento proporciona una lista de 76 barcos participantes en la Ruta de la Sal 2014, incluyendo su número, nombre, país, capitán, modelo y club de cada uno. La información se presenta en una tabla con columnas para el número, nombre, país, capitán, marca y modelo del barco y el club al que pertenece.
5 steps to raise big money with major giftsgailperry
This document summarizes Gail Perry's webinar on fundraising strategies for major gifts. Gail is a fundraising consultant and coach with 25 years of experience. The webinar outlines a 5-step process for securing major gifts: 1) tell your organization's compelling story, 2) develop a list of qualified prospects, 3) cultivate relationships with prospects, 4) ask prospects for support, and 5) create a management system to track the process. Gail provides tips for each step, such as customizing cultivation strategies, asking for advice to identify giving capacity, and following up consistently with prospects until a gift is secured.
The document summarizes key events in the Pacific theater of World War II, including the causes of conflict between Japan and the United States, major battles like Pearl Harbor, Coral Sea, Midway, Iwo Jima, and Okinawa, the US atomic bombings of Hiroshima and Nagasaki, and Japan's surrender. It discusses Japan's imperialist ambitions, the US oil embargo, and the Anti-Comintern Pact as causes for war. It also provides details on the devastating attacks and high casualties at Pearl Harbor and battles over the Pacific, leading to massive loss of life until the atomic bombs ended the war.
Las fotos muestran varios autos de diferentes marcas y colores estacionados en una calle. Se aprecian detalles como las llantas, faros y logotipos de cada vehículo. La imagen captura una escena cotidiana de vehículos en una vía pública.
This document summarizes the results of a 156-mile yacht race from Barcelona to Ibiza that took place on April 10, 2004. It lists 63 participating boats, their classification number, type of boat, captain, home club, rating, finish time, time differences from the estimated and actual times, and final placement in the race. The first place boat finished in 22 hours 38 minutes while the last place boat finished in around 24 hours.
The Learning Bridges project was a collaborative initiative between three women's funds - the Reconstruction Women's Fund, the Slovak-Czech Women's Fund, and the Women's Fund in Georgia. Over two and a half years, members from each fund visited the other funds through a series of site visits to share experiences, challenges, and best practices. The goals were to develop mutual understanding and learning between the funds, and to empower their work supporting women's movements. Through open communication and knowledge sharing, the project helped strengthen relationships and provided lessons that reinforced each fund's approach.
Anay Nayak
Organization: ThoughtWorks
Topic: Fluent interfaces in testing
Presented in vodQA - THE TESTING SPIRIT! on Oct 7, 2010 in ThoughtWorks, Pune
Afp midland tx create a fundraising action plan for your board membersgailperry
This document provides guidance on creating a fundraising action plan to engage board members in fundraising efforts. It outlines five steps to put board members to work fundraising: 1) Fire up the board about the cause, 2) Have deeper conversations about why they care, 3) Provide training on fundraising skills, 4) Give board members very specific fundraising tasks, and 5) Create a structure for reporting and peer support. The document emphasizes making fundraising fun, relationship-building focused, and giving board members a sense of ownership over the tasks they take on.
Este documento presenta los resultados de varias ediciones de la regata La Ruta de la Sal entre los años 1846 y 1994. Enlista los primeros clasificados de cada año según categoría (clásicos, actuales, época, etc.), incluyendo el barco, club, capitán y tiempos compensados y reales. Cubre diferentes rutas entre puertos como Barcelona, Denia, Cartagena y Formentera.
Afp toronto create an engaged passionate board2gailperry
This document provides tips for motivating nonprofit boards and getting them excited about the organization's mission. It recommends (1) reigniting board members' passion for the cause by discovering their personal motivations, (2) helping them understand how donations are making an impact, (3) giving them direct experiences with the organization's work, (4) making meetings more engaging, (5) building trust and relationships through social time, and (6) assigning specific action items to keep members actively involved. The goal is to transform boards from being detached managers to energized advocates who are enthusiastic about advancing the organization's mission.
This document proposes a social campaign for the PES Coordination Team 17 in February. The campaign aims to transmit the message that the European right is dismantling social models through austerity, link to existing national anti-austerity campaigns, promote the Warsaw Pact on employment and social progress, and build relations with unions and civil society. The campaign would feature a PES umbrella protecting Europeans from crisis effects and a destroyed umbrella image. Key dates and challenges are outlined, and evaluation of attributing austerity to the right, participation levels, activist recruitment, and strengthened alliances are discussed. Political demands center on PES alternatives to austerity. The team is asked for opinions on the concept and national campaign commitments.
World declaration for the contribution of People with functional diversity to a Culture of Peace
Initiative: INSTITUTE OF PEACE, HUMAN RIGHTS AND INDEPENDENT LIFE (IPADEVI)
Email marketing is a key component of web strategy and can optimize various aspects of a typical business algorithm. It allows businesses to be proactively outbound and easily measure results by focusing email marketing on target audiences. Email automation can optimize lead generation, sales processes, customer retention, and upselling through features like drip campaigns, triggers based on user actions, product updates, and referral programs. Testing is important, such as A/B split testing subject lines and monitoring results over time.
Why Average Response Time is not a right measure of your web application's pe...vodQA
This document discusses the limitations of using average response time to measure web application performance and introduces Apdex as a better metric. It explains that average response time does not account for outliers and can be distorted by extremely high response times. Apdex calculates a satisfaction score based on thresholds for satisfied, tolerating, and frustrated users, which provides more useful information for evaluating performance and user experience compared to average response time alone. The document recommends using Apdex instead of average response time to make "go/no-go" decisions and better understand the number of users affected by performance issues.
The document summarizes an official launch of a book titled "Advances in Eye surgery" with authors from Argentina, Colombia, UK, Spain, Iran, Japan, Nigeria, Greece, Israel, Croatia, Africa, Denmark, and USA. The book has 12 chapters on various topics related to eye surgery technologies and was edited by Patricio Pacheco. It was published on February 24, 2016 under an open access CC BY 3.0 license.
This document provides an overview of services marketing and discusses the low-cost airline AirAsia. It includes definitions of services, reasons for the growth of the services sector, characteristics that distinguish services from goods, and a case study analysis of AirAsia. The document contains four chapters that cover introduction to services marketing, airline management, the AirAsia case study, and conclusions and recommendations.
Service selling requires establishing successful market output with customers. Services are intangible activities that are not stored and do not result in ownership. Key characteristics of services include intangibility, perishability, inseparability, simultaneity, and variability. There are different techniques for selling services, such as turning services into products, packaging different service levels, combining services into new offerings, and packaging processes. The advantages of selling services include flexibility to meet customer needs and not having unused goods, while the disadvantages include difficulty describing services and customer reluctance without prior evaluation.
The Learning Bridges project was a collaborative initiative between three women's funds - the Reconstruction Women's Fund, the Slovak-Czech Women's Fund, and the Women's Fund in Georgia. Over two and a half years, members from each fund visited the other funds through a series of site visits to share experiences, challenges, and best practices. The goals were to develop mutual understanding and learning between the funds, and to empower their work supporting women's movements. Through open communication and knowledge sharing, the project helped strengthen relationships and provided lessons that reinforced each fund's approach.
Anay Nayak
Organization: ThoughtWorks
Topic: Fluent interfaces in testing
Presented in vodQA - THE TESTING SPIRIT! on Oct 7, 2010 in ThoughtWorks, Pune
Afp midland tx create a fundraising action plan for your board membersgailperry
This document provides guidance on creating a fundraising action plan to engage board members in fundraising efforts. It outlines five steps to put board members to work fundraising: 1) Fire up the board about the cause, 2) Have deeper conversations about why they care, 3) Provide training on fundraising skills, 4) Give board members very specific fundraising tasks, and 5) Create a structure for reporting and peer support. The document emphasizes making fundraising fun, relationship-building focused, and giving board members a sense of ownership over the tasks they take on.
Este documento presenta los resultados de varias ediciones de la regata La Ruta de la Sal entre los años 1846 y 1994. Enlista los primeros clasificados de cada año según categoría (clásicos, actuales, época, etc.), incluyendo el barco, club, capitán y tiempos compensados y reales. Cubre diferentes rutas entre puertos como Barcelona, Denia, Cartagena y Formentera.
Afp toronto create an engaged passionate board2gailperry
This document provides tips for motivating nonprofit boards and getting them excited about the organization's mission. It recommends (1) reigniting board members' passion for the cause by discovering their personal motivations, (2) helping them understand how donations are making an impact, (3) giving them direct experiences with the organization's work, (4) making meetings more engaging, (5) building trust and relationships through social time, and (6) assigning specific action items to keep members actively involved. The goal is to transform boards from being detached managers to energized advocates who are enthusiastic about advancing the organization's mission.
This document proposes a social campaign for the PES Coordination Team 17 in February. The campaign aims to transmit the message that the European right is dismantling social models through austerity, link to existing national anti-austerity campaigns, promote the Warsaw Pact on employment and social progress, and build relations with unions and civil society. The campaign would feature a PES umbrella protecting Europeans from crisis effects and a destroyed umbrella image. Key dates and challenges are outlined, and evaluation of attributing austerity to the right, participation levels, activist recruitment, and strengthened alliances are discussed. Political demands center on PES alternatives to austerity. The team is asked for opinions on the concept and national campaign commitments.
World declaration for the contribution of People with functional diversity to a Culture of Peace
Initiative: INSTITUTE OF PEACE, HUMAN RIGHTS AND INDEPENDENT LIFE (IPADEVI)
Email marketing is a key component of web strategy and can optimize various aspects of a typical business algorithm. It allows businesses to be proactively outbound and easily measure results by focusing email marketing on target audiences. Email automation can optimize lead generation, sales processes, customer retention, and upselling through features like drip campaigns, triggers based on user actions, product updates, and referral programs. Testing is important, such as A/B split testing subject lines and monitoring results over time.
Why Average Response Time is not a right measure of your web application's pe...vodQA
This document discusses the limitations of using average response time to measure web application performance and introduces Apdex as a better metric. It explains that average response time does not account for outliers and can be distorted by extremely high response times. Apdex calculates a satisfaction score based on thresholds for satisfied, tolerating, and frustrated users, which provides more useful information for evaluating performance and user experience compared to average response time alone. The document recommends using Apdex instead of average response time to make "go/no-go" decisions and better understand the number of users affected by performance issues.
The document summarizes an official launch of a book titled "Advances in Eye surgery" with authors from Argentina, Colombia, UK, Spain, Iran, Japan, Nigeria, Greece, Israel, Croatia, Africa, Denmark, and USA. The book has 12 chapters on various topics related to eye surgery technologies and was edited by Patricio Pacheco. It was published on February 24, 2016 under an open access CC BY 3.0 license.
This document provides an overview of services marketing and discusses the low-cost airline AirAsia. It includes definitions of services, reasons for the growth of the services sector, characteristics that distinguish services from goods, and a case study analysis of AirAsia. The document contains four chapters that cover introduction to services marketing, airline management, the AirAsia case study, and conclusions and recommendations.
Service selling requires establishing successful market output with customers. Services are intangible activities that are not stored and do not result in ownership. Key characteristics of services include intangibility, perishability, inseparability, simultaneity, and variability. There are different techniques for selling services, such as turning services into products, packaging different service levels, combining services into new offerings, and packaging processes. The advantages of selling services include flexibility to meet customer needs and not having unused goods, while the disadvantages include difficulty describing services and customer reluctance without prior evaluation.
This document discusses services marketing. It begins by defining a service as an act or performance offered by one party to another that is intangible and does not result in ownership. The world economy is increasingly becoming a service economy, with services making up over 50% of GDP in many countries. The service sector provides employment, especially for unskilled workers, and includes industries like financial services, tourism, retail, and education. Unique characteristics of services include intangibility, perishability, inseparability, heterogeneity, and lack of ownership. Challenges in services marketing include variable quality, managing capacity, competition, service development, and differentiation from competitors.
Short service stories: Transforming a product into a service offeringBarbara Fluegge
how to product oriented companies emerge from the demanding need for services?
why is service in focus anyway?
the present short service story gives you a compelling, executive introduction in this topic
This document provides an introduction and overview of services marketing. It discusses how services have become increasingly important in the global economy. It defines what services are, highlights some key features of services such as intangibility and inseparability, and discusses how these features necessitate distinct approaches to marketing services. It also covers various ways of classifying services and some common problems in marketing services. Finally, it discusses important aspects of services marketing such as service design, forms of measuring service capacity, and techniques like blueprinting and service mapping.
The document discusses three frameworks for understanding the customer's service experience: the services marketing mix, servuction framework, and services theater framework. The services marketing mix adds three Ps - participants, physical evidence, and process. The servuction framework examines the visible and invisible elements of service delivery. The services theater framework views service workers as actors, customers as the audience, and the environment as the setting for the service performance. The document argues that the services theater framework is an intuitive way to understand service experiences.
This document discusses the concept and nature of services. It provides definitions of services from various scholars over time, highlighting that services are activities rather than tangible goods. The key characteristics that distinguish services are their intangibility, inseparability of production and consumption, heterogeneity, perishability, and the lack of ownership transfer. The growth of the services sector is attributed to increasing consumer affluence, more working women, double-income households without children, greater leisure time, longer life expectancy, and product innovations - all of which have led to new types of services emerging.
This document discusses an integrated, operational perspective on services and service systems. It provides a simple definition of service as "an act or group of acts performed to produce or facilitate outcomes for the benefit of others." This definition supports various portrayals of service relevant to different contexts. The perspective covers all types of services and service systems from simple to complex. It identifies five basic premises including that services can be portrayed in different valid ways from a single definition, services can be viewed as a combination of product and service characteristics, and service systems are a type of work system. Taking an operational perspective using work system theory can help analyze, design, implement and evaluate services and service systems.
The servuction model and the analysis in the workplacevasugupta101
The document discusses the servuction model and its application in workplace training. It describes how a trainee at an organization's front counter realized the importance of providing excellent customer service after interacting with customers and receiving phone calls. This relates to the servuction system taught in classroom about factors influencing customer service experiences. The servuction system illustrates all customer interactions that make up their experience, such as with the service environment, employees, and other customers, which can either create or destroy value for the customer.
The document discusses key concepts in services marketing. It begins by explaining why services have become increasingly important for companies and defines what constitutes a service. Some key characteristics of services are that they are intangible, inseparable from their production and delivery, variable in quality, and perishable. The document then contrasts services with goods and outlines some common challenges in services marketing. It introduces the concepts of the service marketing triangle and gaps model of service quality.
The document discusses services operations management. It defines operations management as designing and controlling production processes for goods and services. It also defines services and discusses their characteristics, including their intangible nature. The key responsibilities of a service operations manager are outlined, such as managing resources, customers, processes, and outputs to deliver value and meet organizational objectives. Service classification and the role of services in economies are also mentioned.
The document discusses research methodology for a study on service quality in the Indian airline industry. The objectives are to study service quality dimensions, compare different airlines' service quality, and understand any gaps between management and customer perceptions. The research design is descriptive. Data was collected through primary customer questionnaires and secondary sources. A non-probability convenience sample of 200 customers was used. Limitations include only studying 4 airlines and domestic services due to constraints. The document then discusses the concept of services, their key characteristics, classifications, and the tangibility spectrum. It notes that marketing of services differs from products, with an expanded marketing mix that includes more process and people elements.
1) The document discusses the service sector in India and worldwide. It notes that the service sector now accounts for over half of India's GDP and a majority of employment. Services are growing faster than other sectors in most developed economies.
2) Key characteristics of services are discussed, including intangibility, inseparability, heterogeneity, and perishability, which present unique challenges for marketing services. Factors driving growth of the global and Indian service sectors are also summarized.
3) The document provides definitions of services from various scholars and organizations. Services are generally defined as activities or benefits that are intangible and do not result in ownership.
The document discusses key concepts related to service sector management. It defines services as economic activities that are intangible and consumed at the time of production. It distinguishes between services provided by companies for sale versus customer services provided in support of core products. The concept of service marketing is introduced as managing services to meet customer needs through developing appropriate marketing strategies. Key characteristics of services like intangibility, inseparability, and heterogeneity are discussed and how they impact marketing of services.
The document discusses how to improve IT service desks by integrating a request fulfillment process. This would allow service desks to handle routine service requests from customers, in addition to just fixing incidents. Key aspects include creating a menu of standard services, approving requests, and fulfilling them using ITIL processes. Integrating this capability positions the service desk as a single point of contact that can truly provide services to customers rather than just fixing issues.
This document discusses customer service practices at Sainsbury's Supermarket. It will:
1) Identify and describe different types of customers and their needs.
2) Identify and analyze the skills required for customer service.
3) Describe how Sainsbury's incorporates consumer protection into its customer service policy and uses customer service to meet customer needs and strategic objectives.
The report will show how Sainsbury's focuses on investing in people, planning skills development, taking action to develop necessary skills, and evaluating training outcomes to achieve business goals.
This document discusses the role of service in the hospitality industry. It defines service and outlines its key characteristics. It also describes two approaches to managing service - the product view, which focuses on controlling tasks, and the process view, which prioritizes satisfying customers. Finally, it explains that market segmentation forms the basis for a hospitality company's service strategy and discusses how companies develop a service-oriented culture.
The document discusses the growth of the service sector in India's economy. It notes that services have increasingly assumed an important role in the past decade and now dominate the Indian economy. As competition in the service sector intensifies, organizations must take a more professional approach to managing their businesses. In this context, the role of marketing is gaining importance for service organizations. The summary provides an overview of the key points made in the document regarding the rising significance of services in India and the implications for how service organizations are managed.
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2. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 1 of 15
Servicialisation – Word & Term
The word ‘Servicialisation’ has been newly created in the year 2009 for clearly differentiating between routinely fab-
ricating material goods of certain types in great quantities and routinely rendering services of certain types in great
quantities. The word ‘industrialisation’ is derived from the Latin word ‘industria’ – ‘effort, fervour, antsiness’ so
that it stays open for which results the effort is brought in. Nevertheless, newly created in the 18th
century, the term
‘industrialisation’1
mostly is assigned to efforts for making many goods of the same type by using machines and/or
automats. Meanwhile, the word ‘Servicialisation’ is intentionally based on the word ‘Service’ so that its main topic is
clear from the first. The term ‘Servicialisation’ is related to all elements and measures that concern effectuating and
rendering singular Services of any kind in any context and environment for certain addressees and/or beneficiaries.
Furthermore, in comparison and in delimitation to the term ‘industry’ that refers to the secondary and/or industrial
sector of the economy2
, the newly created term ‘Servistry’ is assigned to the tertiary and/or servistrial sector of the
economy3
. Thus, the rather inconsistent term ‘service industry’ is avoided as industry refers to making material
items whilst any and every Service as such is immaterial.
Last but not least, the neologism ‘Servuction’ has been integrated into the concept according to this illuminating and
path-breaking thought4
that points up that
preconditions and boundary conditions,
locations and environments,
roles and accountabilities,
activators and addressees,
models and methods,
processes and results
of making goods (= production) are entirely different from those of rendering Services (= Servuction).
1
s. Wikipedia entry ‚Industrialisation‘ - https://en.wikipedia.org/wiki/Industrialisation
2
s. Wikipedia entry ‚Secondary sector of the economy‘ - https://en.wikipedia.org/wiki/Secondary_sector_of_the_economy
3
s. Wikipedia entry ‚Tertiary sector of the economy‘ - https://en.wikipedia.org/wiki/Tertiary_sector_of_the_economy
4
s. article 'Le service et sa servuction' from Pierre Eiglier, IAE (Institut d'Administration des Entreprises, Marseille & Aix-en-Provence)
„Production, c'est faire des choses. Servuction, c'est rendre des services.“
„Production is making goods. Servuction is rendering services."
[Pierre Eiglier & Eric Langeard]
Figure 1: Servicialisation - creation and translation of the term
3. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 2 of 15
Generally, the term ‘Servicialisation’ is assigned to the following topics and contents
Service Terminology with conclusive and mutually consistent definitions of service terms
Service Taxonomy comprising criteria for classifying service types and classes of service (contribution) types
Serviciology, i.e. the well-founded and comprehensive science and teaching about services
Service Providing Model with the main roles involved in rendering and consuming services
Service Providers, i.e. organisations that are accountable for effectuating and rendering services
Service Marketing, i.e. presenting of and advertising for service providing offerings
Service Providing with
o its basics and preconditions
o its roles and responsibilities
o its activators and addressees
o its models and methods
o its measures and means
o its phases and processes
o its outputs and outcomes
All this reveals that the term “Service Management” is an oxymoron like ‘black sun’, i.e. a self-contradictory and
empty, meaningless and misguiding term for the following reasons:
A Service per se cannot be managed in any way or manner as any and every service as such inevitably & un-
alterably is
o intangible as it neither can be touched nor can be handled,
o immaterial as it neither consists of any components nor consists of any raw materials,
o insubstantial as it neither has any physical substance nor has any logical substance,
o perishable as it is simultaneously consumed by the triggering service consumer.
Any and every Service is effectuated from scratch only on the explicit Service Trigger of an authorised Ser-
vice Consumer exclusively for and rendered explicitly to this triggering Service Consumer. In other words:
Not any service is effectuated and not any service providing is performed
o without an authorised Service Consumer at a service provision point
o without a service object of an authorised Service Consumer
o without an explicit service trigger of an authorised Service Consumer
o without a service object handed over by a triggering Service Consumer.
Any explicitly triggered and thereupon reliably rendered, singular and unique Service is simultaneously con-
sumed by the triggering Service Consumer for efficiently executing his intended and/or upcoming activity
creating value in so doing, either in business or in privateness. The latter was his motive for explicitly trig-
gering such a Service even if he is not aware of this.
The term “Service Management” is misleading in many regards as well as causing several misconceptions and loss-
generating misunderstandings, confusing irritations and wrong conclusions. For generally avoiding all these negative
effects, this term is always substituted by the term ‘Service Providing Management’ (= Servuction Management) as
only Service Providing can be managed by seamlessly effectuating and reliably rendering explicitly triggered, singu-
lar and unique Services in the course of respective Service Transactions. The latter is the core task of any truly and
truthfully accountable Service Provider, either an internal organisational unit in an enterprise or an independent
company.
4. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 3 of 15
Servicialisation – Principles & Transfer
Although making goods is entirely different from rendering services, the main principles of industrialisation, namely
standardisation of proceedings and (intermediary) results
rationalisation of division of labour and of portions of labour
automation of effectuating (intermediary) results
optimisation of effectuating (intermediary) results,
have been abstracted from production and transferred to servuction as main principles of servicialisation.
In doing so have been comprehensively considered the inevitable and unalterable service characteristics, mainly
intangibility as a service neither can be touched nor can be handled
immateriality as a service neither consists of any components nor consists of any raw material
insubstantiality as a service neither has any physical substance nor has any logical substance
perishability as a reliably rendered service is simultaneously consumed by the triggering service consumer.
Furthermore, the peculiarities and necessities of Service Rendering have been allowed for, in particular
uniqueness and realtimeliness
irrepeatability and irreversibility
integrating the Service Consumer into the Servuction Environment and the Servuction Process
triggering by an authorized Service Consumer who hands over his Service Object
taking over the Service Consumer’s Service Object into the Servuction Environment
effectuating the service-specific benefit to the Service Consumer’s Service Object
simultaneous Service Rendering & Service Consuming
extegrating the triggering Service Consumer and his Service Object from the Servuction Process and the Ser-
vuction Environment
All this makes clear that each Service
is explicitly triggered only by an authorized Service Consumer in order to execute an upcoming activity
is effectuated from scratch in the course of a singular and unique Service Transaction
is rendered explicitly to the triggering Service Consumer, but to nobody else
is simultaneously consumed by the triggering Service Consumer for efficiently executing his activity.
Figure 2: Transferring main principles from industrialisation to servicialisation
5. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 4 of 15
Servicialisation – Introduction & Explanation
A Service Provider of an enterprise is accountable for ensuring reliable and cost-efficient service providing for the
business process relevant service types. This necessitates that this organisational unit ensures that each explicitly
triggered, singular and unique service is seamlessly and reliably, safely and securely, completely and terminatorily
rendered explicitly to the triggering Service Consumer. By simultaneously consuming the reliably rendered service,
the latter can efficiently execute his upcoming activity creating value in so doing, either in business or in privateness.
The Service Consumer is
the single and sole activator and addressee of any service rendering
the critical success factor for each singular and unique rendering and simultaneous consuming of a service
as well as for each singular and unique service-based (business) value creating.
Even more, the Service Consumers are mission critical
for the commissioning Servuction Customer because they create (business) value in his realm by efficiently
executing their upcoming (business) activities
for the commissioned and thus accountable Service Provider because he can bill each reliably rendered, sin-
gular & unique service to the commissioning Servuction Customer.
For the accountable Service Provider, it is paramount profoundly understanding that each explicitly triggered service
must be effectuated from scratch exclusively for and rendered explicitly to the triggering Service Consumer in the
course of a singular and unique service transaction. An authorized Service Consumer initiates such a service transac-
tion by explicitly triggering a singular service and by handing over his service object to the custody and control of the
accountable Service Provider and/or to its servuction environment. In the course of the respective service transac-
tion the status of this service object must be purposefully changed so that its final status satisfies the current exi-
gencies and expectations of the Service Consumer. Only based on the completely and terminatorily changed status
of his service object (= service output), the triggering Service Consumer can efficiently execute his upcoming activity
(= service outcome). That’s why he has explicitly triggered a service of this type, even if he was not aware of this.
A Servuction Customer has commissioned an accountable Service Provider afore with rendering services of the re-
spective service type to authorized Service Consumers in his realm whenever one of them explicitly triggers such a
service. The commissioning Servuction Customer appoints the authorized Service Consumers in his realm, either im-
plicitly or explicitly, and he himself as a person can be one of them. After the respective billing period the Servuction
Customer pays to the Service Provider all the services Service Consumers in his realm have triggered and consumed.
Figure 3: Service Transaction from explicit service trigger to Service Consumer extegration
6. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 5 of 15
The accountable Service Provider on his part will commission distinct internal and external Service Feeders with
feeding required Service Contribution Types for aggregating and rendering the triggered target services. For ensur-
ing this, the Service Provider will efficiently concert and providently conduct all commissioned Service Feeders in the
context of its service feeding network.
Generally, there are 4 main roles in the generic and complete service providing model (= servuction model):
Service Consumer who explicitly triggers and simultaneously consumes singular and unique services
Servuction Customer who commissions service providing and periodically pays for consumed services
Service Provider that offers service providing and ensures reliably rendering explicitly triggered services
Service Feeder that reliably effectuates and instantaneously feeds triggered service contributions
From the perspectives and perceptions of addressed and/or authorized Service Consumers, a truly and truthfully ac-
countable Service Provider will precisely and succinctly identify the required service types. Based on the universally
valid and distinct, complete and consistent definition of the term ‘service’, this can be performed by means of the 3
generic service identifiers, in particular by means of the 3 constitutive identifiers of the service type, namely
1. Service Consumer whom to a singular service must be reliably rendered on his explicit service trigger
2. Service Object which to the service-specific benefit must be effectuated anew
3. Service-specific Benefit that must be effectuated anew to the service consumer’s service object
Figure 4: Service Providing Model with 4 main roles and their main spheres
Figure 5: Service Definition and 3 generic Service Identifiers
7. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 6 of 15
Generally, there are just 4 categories of service object types, namely
life and limb of a triggering service consumer
goods and chattels of a triggering service consumer
rights and claims of a triggering service consumer
data and documents of a triggering service consumer
These generic service object categories can be used as the primary criteria for demarcating identified service types
from each other and for classifying them. Thus, it’s rather easy and catchy grouping the different service types and
putting all the respective services in a proper and understandable order. This helps all parties involved better organ-
ising and coordinating all aspects of service providing.
Comprehensively allowing for the inevitable and unalterable service characteristics, the generic and consistent defi-
nition of the term ‘service’ above reveals that benefits are the essence, the quiddity, the constitutive traits of any
service type and of every singular service as is illustrated in figure 7.
Furthermore, the service-specific benefit is
the primary and/or most important service identifier of the 3 generic service identifiers
effectuated exclusively for a triggering Service Consumer to his service object
simultaneously consumed by the triggering service consumer.
Figure 6: Four Service Object Categories and examples
Figure 7: Benefit and its importance for services
8. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 7 of 15
As a consequence, the service-specific benefit of a precisely identified service type is the connector between its iden-
tification and its specification. The description of the benefit is copied from the service identification to sub attribute
01 ‘primary benefit’ of service attribute 01 ‘Service Consumer Benefits’ of the service specification template. By
means of this plain and straight step, the most important element of the service type is transferred to the descrip-
tion of the service providing quality where it becomes the starting point and reference for the service specification.
From this primary benefit as well as from the exigencies and expectations of addressed and/or authorized Service
Consumers, secondary, tertiary, … benefits are derived and succinctly described in their terms and wording in further
sub attributes. With 5 to 8 sub attributes, the ‘Service Consumer Benefits’ are properly and completely specified in
the identical service attribute 01.
The practical and aligned values of the service attributes 02 to 11 are specified according to the exigencies and ex-
pectations of addressed Service Consumers as well as in their terms and wording, data and times so that they can
verify every value and adjust it if necessary. Altogether, the required service providing quality (= servuction quality)
of a precisely identified service type is completely and concisely specified in the attributes 01 to 11 so that the ac-
countable service provider can set the price in the identical service attribute 12 ‘Service Providing Price’.
As soon as addressed and/or authorized Service Consumers and commissioning Servuction Customers have con-
firmed and approved a complete and concise service level specification for a precisely and succinctly identified ser-
vice type, the accountable Service Provider inserts this specification into its compact and meaningful service cata-
logue. In the respective catalogue entry, it represents one of its practical and binding service providing offerings (=
servuction offerings). If necessary, each service specification can be easily changed by adjusting the respective at-
tribute values according the changed exigencies and expectations of addressed Service Consumers.
Figure 8: Service-specific benefit as connector between identification and specification
Figure 9: Service Specification based on the 12 standard service attributes
9. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 8 of 15
The table below reveals that the complete and concise service specification based on the 12 standard service attrib-
utes relies on the precise and succinct service identification by means of the 3 generic service identifiers that, on its
turn, is traceably derived from the universally valid and distinct, generic and consistent definition of the term ‘ser-
vice’ that comprehensively allows for the inevitable and unalterable service characteristics.
This service definition is the robust and resilient cornerstone of the service terminology with conclusive and mutual-
ly consistent definitions of service terms and their synonyms. The service terminology on its turn is the solid and self-
supporting foundation for all models and methods of reliable and cost-efficient service providing management.
As explained and illustrated in figure 10, within this methodology the Service Consumers are taken center stage.
1. Service Identifying: In this initial phase, the Service Provider precisely and succinctly identifies each business
process relevant and/or required service type by means of its 3 constitutive Service Identifiers from the per-
spectives and perceptions of addressed and/or authorized Service Consumers.
2. Service Specifying: In the second phase, the Service Provider completely and concisely specifies for each
precisely identified service type the required service providing quality based on the 12 Standard Service At-
tributes according to the exigencies and expectations of addressed and/or authorised Service Consumers as
well as in their terms and wording.
Figure 11: Methodology for reliable and cost-efficient service providing management
Figure 10: Layers from service definition to service specification
10. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 9 of 15
3. Service Composing: Then, the Service Provider continuously composes service providing for each concisely
specified service type by deriving from its specification the Service Contribution Map with the Service Con-
tributions types required for aggregating a triggered service and the Service Screenplay with the service
transaction for aggregating an explicitly triggered service of this type. The Service Specification, the Service
Map and the Service Screenplay form the Service Concept for the respective service type.
4. Service Orchestrating: The Service Provider analyses all the Service Concepts for efficiently orchestrating and
stringently commissioning internal and external Service Feeders with feeding the required Service Contribu-
tion types. The accountable Service Provider orchestrates and conducts all the commissioned Service Feed-
ers in the context of its Service Feeding Network.
5. Service Cataloguing: The Service Provider compiles all confirmed and approved Service Level Specifications
in the Service Catalogue for presenting and publishing its practical and binding Service Providing Offerings.
6. Service Committing: For commissioning service providing, a Servuction Customer copies the selected Ser-
vice Level Specification for a required service type from the respective Service Catalogue entry to the tem-
plate for Service Providing Agreements (SPA). Then, he sets Service Attribute 04 ‘Service Consumer Count’ to
the number of authorized Service Consumers in his realm. Furthermore, he adds to the appendix of the SPA
draft a list with identifying data about these authorized Service Consumers. Finally, he sends his SPA draft to
the accountable Service Provider so that it can commit service rendering accordingly by signing the draft.
7. Service Concerting: In this phase, the accountable Service Provider must master the service triathlon by
a. purposefully establishing and actively keeping up Service Providing Readiness for all authorised Ser-
vice Consumers and for all committed service types
b. actively keeping up and dynamically adjusting the Service Providing Capacities for all committed
service types according to the current Service Triggering Rates of authorized Service Consumers
c. instantaneously effectuating each explicitly triggered, singular and unique service exclusively for the
triggering Service Consumer and reliably rendering it explicitly to this triggering Service Consumer.
8. Service Billing: The accountable Service Provider periodically bills its commissioning Service Customers the
quantities of singular and unique services explicitly triggered and simultaneously consumed by Service Con-
sumers respective reference period. The price for billing consumed services is taken from attribute 12 ‘Ser-
vice Providing Price’ of the service specification in the nucleus of the Service Providing Agreement (SPA).
Figure 12: Service Triathlon with its 3 disciplines
11. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 10 of 15
For each offered service type, the accountable Service Provider must master the service trilemma that spans be-
tween
service providing quality that satisfies the exigencies and expectations of authorised Service Consumers so
that they can explicitly trigger and simultaneously consume singular services of this type for efficiently execut-
ing their upcoming activities, respectively
service providing price that is affordable and profitable for interested and/or registered Service Customers
service providing costs that are self-supporting for the accountable Service Provider
Altogether, there are 3 separate and self-contained management areas and/or layers that are based on each other
as illustrated in figure 14.
Business Process Management in the primary market and/or business area of the respective enterprise, e.g.
customer relationship management with primary customers, order processing management, production
planning and management, is planned and prepared by the management teams of the primary business
units in the enterprise and it is performed from other employees in the same business unit.
Service Providing Management that must be properly aligned with Business Process Management in the
course of the Business-to-Service-Alignment by creating the Service Catalogue that contains practical and
binding service providing offerings for the business process relevant service types.
System Operations Management comprises the planing and procuring, installing and configuring, activating
and operating, monitoring and managing, administrating and maintaining of service providing automats (=
servuction automats) in the form of service-relevant technial systems.
Figure 13: The service trilemma with its elements
Figure 14: The generic management layers - self-contained and based on each other
12. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 11 of 15
For ensuring reliable and cost-efficient Service Providing Management (= Servuction Management) for all the
business process relevant service types, the accountable Service Provider of an enterprise must take center stage
the authorised Service Consumers who are mission critical as they explicitly trigger and simultaneously consume
singular and unique services for efficiently executing their upcoming business activities creating business value in so
doing in the realm of the commissioning Servuction Customers, e.g. group managers or deparment heads.
Consequently, a truly and truthfully accountable Service Provider takes center stage authorized Service Consumers
by prudently composing and providently conducting Service Providing Management for the business process
relevant service types it has
precisely and succintly identified from their perspectives and perceptions
completely and concisely specified according to their exigencies and expectations
by creating the Service Catalogue in the course of the Business-to-Service-Alignment. In the same phase, the Service
Provider will derive a proper Service Providing Strategy (= Servuction Strategy) from the Business Strategy of the
enterprise and develop a well-founded and stringent Service Providing Governance with adequate rules and
regulations for safely and securely rendering services whilst being compliant with all relevant requirements.
Figure 15: Service Consumer - mission critical role of service rendering and value creating
Figure 16: Combination of "Plan - Build - Run Technical Systems" with "Compose - Commit - Conduct Service Providing"
13. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 12 of 15
Appendix A: Glossary of service terms
In the table below the main service terms are explained with their meanings. All terms in Italic are explained in sepa-
rate entries of the table.
Term Explanation
Benefit
A Benefit is a certain result that is accomplished for a beneficiary on his explicit demand. The word
‘benefit’ is derived from the Latin word ‘benefacere’ – ‘to do somebody a favour’.
Benefits are the essence of any Service Type as well as of any singular & unique Service, in other
words: its quiddity, its constitutive trait. In the context of any Service Providing
the beneficiary is a triggering Service Consumer
the demand is an explicit Service Trigger of an authorized Service Consumer
the result is the Service Output
the effect of the achieved Service Output is the Service Outcome.
The Service Output of an explicitly triggered and thereupon reliably rendered, singular & unique
service is the changed status of the Service Consumer’s Service Object that satisfies his current exi-
gencies and expectations. An authorized Service Consumer hands over his Service Object with his
explicit Service Trigger to the Servuction Environment and/or to the custody and control of an ac-
countable Service Provider in order that the service-specific Benefit is effectuated to it.
Chief Servuc-
tion Officer
The Chief Servuction Officer (CSO) (= Chief Service Providing Officer) is the head of an accountable
Service Provider, i.e. of the respective organisational unit in an enterprise. The CSO and his de-
partment must ensure that each explicitly triggered, singular and unique Service is seamlessly & re-
liably, safely and securely, completely and terminatorily rendered explicitly to the triggering Service
Consumer in the Service Providing Quality concisely specified and bindingly committed to the
commissioning Servuction Customer in the respective Service Providing Agreement (SPA).
ICTility Service
An ICTility Service is an ICT-system based utility service. The term ICTility service is referring to the
term ‘utility service’ for common service types like ‘electricity service’ or ‘water supplying service’.
An ICTility Service belongs to a Service Type for which the following applies:
The service-specific Benefit is effectuated to the Service Consumer’s Service Object by Ser-
vuction Automats in the form of ICT systems with service-relevant functions.
The Service Consumers’ Service Objects are digitized information representations (= Digi-
tats) in the form of files or data records, respectively.
Service
A Service is a set of one-time consumable and perishable Benefits.
The word ‘service’ derives from the Latin
on the first level from the noun ‘servitium’ – ‘slavery, (bond)service’
on the second level from the verb ‘servire’ – ‘to attend someone, to be a slave’
Service-speci-
fic Benefit
The Service-specific Benefit is the effect that is accomplished for an authorised Service Consumer
on his explicit Service Trigger by purposefully changing the status of his Service Object.
Service
Attribute
Criterion for specifying the required Service Providing Quality of a precisely and succinctly identi-
fied Service Type.
Service Billing
Service Billing comprises periodically charging commissioning Servuction Customers for the quanti-
ties of singular and unique Services authorised Service Consumers in their realms have explicitly
triggered and simultaneously consumed in the course of the respective accounting period.
14. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 13 of 15
Term Explanation
Service
Catalogue
The Service Catalogue comprises practical and binding Service Providing Offerings (= Servuction Of-
ferings) of the accountable Service Provider.
Each service catalogue entry contains a complete and concise Service Level Specification
that has been confirmed and approved by addressed and/or authorised Service Consumers
and by interested and/or registered Servuction Customers.
Each Service Level Specification is referred to a Service Type that has been precisely and
succinctly identified from the perspectives and perceptions of addressed and/or authorised
Service Consumers in the realms of commissioning Servuction Customers.
Service
Cataloguing
Service Cataloguing comprises the method and the measures for compiling practical and binding
Service Providing Offerings in the form of complete and concise Service Level Specifications for pre-
cisely and succinctly identified Service Types. An accountable Service Provider creates a Service
Catalogue for compiling and presenting, administrating and maintaining its Service Providing Offer-
ings.
Service Char-
acteristics
The Service Characteristics are inevitable and unalterable secondary traits of any and every singular
& unique Service that is reliably rendered explicitly to a triggering Service Consumer. The main Ser-
vice Characteristics are
intangibility as a Service neither can be touched nor can be handled
immateriality as a Service neither consists of any components nor of any raw materials
insubstantiality as a Service neither has physical substance nor has logical substance
perishability as each explicitly triggered and thereupon reliably rendered, singular and
unique Service is simultaneously consumed by the triggering Service Consumer for effi-
ciently executing his upcoming activity creating value in so doing, either in business or in
privateness.
Service
Commissioning
Service Commissioning comprises concluding a mutually binding Service Providing Agreement (SPA)
between a Servuction Customer and an accountable Service Provider. As its nucleus, each SPA con-
tains the complete and concise Service (Level) Specification of a precisely identified Service Type.
Normally, such a specification is referring to a practical and binding Service Providing Offering in
the Service Catalogue of an accountable Service Provider.
By means of an SPA a Servuction Customer commissions an accountable Service Provider with ren-
dering Services of the specified service type to authorized Service Consumers in his realm. The
commissioned Service Provider on its part commits rendering a singular and unique Service of this
type to any authorized Service Consumer who explicitly triggers one. The commissioning Servuc-
tion Customer commits that he will periodically pay for the quantities of singular & unique Services
explicitly triggered and simultaneously consumed by authorized Service Consumers in his realm.
Service
Committing
Service Committing comprises the binding promise of the accountable Service Provider to render
explicitly triggered, singular and unique services of a concisely specified type to authorised Service
Consumers in the realm of a commissioning Service Customer. Such a commitment is documented
in a Service Providing Agreement (SPA) the nucleus of which is the complete and concise Service
Level Specification of the committed service type.
Service
Concept
A Service Concept is the set of three documents that describes the quality of a distinct Target Ser-
vice as well as the rendering of a triggered Service of this quality. The Service Concept consists of
the Service Specification of the Target Service with its practical and aligned attribute values
based on the 12 Standard Service Attributes
the Service Contribution Map with all the Service Contribution Types required for aggregat-
ing explicitly triggered Target Services
the Service Screenplay describing the course of the transaction for properly aggregating all
the required Service Contributions into the triggered Target Service and for reliably render-
ing this Service explicitly to the triggering Service Consumer.
15. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 14 of 15
Term Explanation
Service
Concerting
Service Concerting comprises rendering each explicitly triggered, singular & unique Service explicit-
ly to the triggering Service Consumer respectively, and that without any delay or friction in the Ser-
vice Providing Quality bindingly committed in the respective Service Providing Agreement (SPA).
Service
Conducting
Service Conducting comprises providently and reliably rendering all explicitly triggered, singular
and unique Services to triggering Service Consumers, respectively, and that according to the cur-
rent Service Triggering Rates of authorized Service Consumers.
Service
Consumer
The Service Consumer is the mission critical role of the four main roles in the generic and complete
Service Providing Model (= Servuction Model). Service Consumers are
the single & sole activators & addressees of any Service Rendering
the critical success factors for each singular & unique Service Rendering and simultaneous
Service Consuming as well as for each singular & unique service-based value creating in the
realm(s) of commissioning Servuction Customers.
Furthermore, the role of the Service Consumer is one of the three generic and constitutive Service
Identifiers for precisely and succinctly identifying any required and/or desired service type from
the perspectives and perceptions of addressed and/or authorised Service Consumers.
Generally, a Service Consumer can be either an human being or a technical system:
An individual, e.g. an employee in the realm of the commissioning Service Customer, explic-
itly triggers a singular & unique Service for efficiently executing his upcoming business ac-
tivity, e.g. processing an order.
A technical system in the Servuction Environment, e.g. an e-mailing server system, triggers
a separate & singular ICT-system based Service Contribution, e.g. a DNS service, for execut-
ing its upcoming task, e.g. routing e-mails to the SMTP gateway.
The triggering Service Consumer of either kind simultaneously consumes the Service explicitly ren-
dered to him or to it for efficiently executing his business activity or its technical function.
Service
Consuming
Service Consuming means that a triggering Service Consumer benefits from the purposefully
changed status of his Service Object by efficiently executing his upcoming activity creating value in
so doing, either in business or in privateness. The latter was his motive for triggering such a service,
even if he is not aware of this. In other words: the triggering Service Consumer is the beneficiary of
the fact that the service-specific benefit that has been effectuated to his Service Object.
Service
Contribution
A Service Contribution is a set of one-time consumable and perishable benefits that is aggregated
with other Service Contributions into a triggered Target Service. There is always one primary, indis-
pensable Service Contribution for each Target Service type. Furthermore, there are secondary, ter-
tiary, … Service Contributions necessary for enabling and/or supporting the effectuating and ren-
dering of the primary Service Contribution.
Service
Contribution
Contract
A Service Contribution Contract (SCC) is a formally written and mutually signed document conclud-
ed by an accountable Service Provider with an external Service Contribution Feeder for commission-
ing the latter with feeding Service Contributions of the type that is precisely identified and concisely
specified in the nucleus of the SCC.
Service
Customer
The Service Customer commissions an accountable Service Provider by means of a Service Providing
Agreement (SPA) with providing services of the concisely specified service type to authorised Ser-
vice Consumers in his realm. He periodically pays the quantities of singular and unique services ex-
plicitly triggered and simultaneously consumed by these Service Consumers.
The Service Customer is one of the four main roles in the generic and complete Service Providing
Model.
Service Denial
Service Denial means that the service-specific Benefit is not effectuated to the Service Object the
triggering Service Consumer has handed over with his explicit service trigger. This immediately and
inevitably causes operational loss to the triggering Service Consumer as he cannot continue with
his activities as planned and/or necessary.
16. Servicialisation – seamless & reliable, effective & cost-efficient service providing management
Paul G. Huppertz, servicEvolution Introduction to Servicialisation Page 15 of 15
Term Explanation
Service
Identifier
A Service Identifier is the constitutive criteria for precisely and succinctly identifying a required
Service Type and demarcating it from all other Service Types.
The three generic and constitutive Service Identifiers are
Service Consumer whom to a singular and unique Service of this type must be seamlessly
and reliably rendered on his explicit trigger so that he can simultaneously consume it for
efficiently execute his upcoming activity creating value in so doing
Service Object handed over by an authorised Service Consumer with his explicit service
trigger in order that the Service-specific Benefit is effectuated to it
Service-specific Benefit that must be safely and securely, completely and terminatorily ef-
fectuated to the Service Object handed over by a triggering service consumer for this pur-
pose to the custody & control of the accountable Service Provider and/or to its Servuction
Environment.
Service Object
Physical or logical item handed over by an authorised Service Consumer with his explicit Service
Trigger to the respective service providing environment in order that the Service-specific Benefit is
effectuated to it.
Service
Transaction
A singular and unique Service Transaction comprises safely and securely, completely and termina-
torily changing the status of the Service Consumer’s Service Object, respectively.
Servuction
Servuction (= Service Providing) comprises instantaneously effectuating each explicitly triggered,
singular and unique Service exclusively for (a) triggering Service Consumer(s) and reliably rendering
it explicitly to (the) triggering Service Consumer(s), respectively. This is performed in the course of
singular and unique Service Transactions that are initiated by authorised Service Consumers with
their explicit Service Triggers, respectively.
Servuction
Automat
A Service Providing Automat is a service-relevant technical system with service-relevant functions
e.g. an ICT-based system, that contributes to instantaneously effectuating explicitly triggered, sin-
gular and unique Services exclusively for and reliably rendering each of them explicitly to the trig-
gering Service Consumer, respectively.
Servuction
Environment
The Servuction Environment consists of all the service-relevant elements required for instantane-
ously effectuating and reliably rendering explicitly triggered, singular and unique Services of a cer-
tain Service Type. Depending on the Service Type, there are service-relevant technical systems (=
Servuction Automats) of different types, service-relevant organisation(al unit)s of different types,
Service Actors, service-relevant buildings, equipment and/or other means.
Servuction
Process
A Servuction Process is initiated by an authorised Service Consumer who explicitly triggers a singu-
lar service of a certain type and hands over this Service Object. In the course of the respective sin-
gular and unique Service Transaction, the Service-specific Benefit of the triggered service type is
safely and securely as well as completely and terminatorily effectuated to this Service Object. Thus,
its status is purposefully changed so that its final status satisfies the current exigencies and expec-
tations of the triggering Service Consumer.
To be continued.