design them for value and profitability - service...
TRANSCRIPT
Productize Your ServicesDesign them for Value AND Profitability
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Copyright © 2008 - 2014 AntFarm, Inc. All Rights Reserved
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About Service StrategiesA Global Service Improvement Company
• Service Strategies provides consulting, training, industry standards and certification programs that help you deliver better service
• Programs available to improve the performance of eService, Support, Field Service and Professional Services operations
• The Service Capability & Performance (SCP) StandardsThe SCP Standards have been recognized as the global benchmark of service excellence for the past 15 years
• SCP Career Certification and Training ProgramsOver 5000 service professionals worldwide have attained certification under our training and certification programs
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We are Service ArchitectsWe drive service growth for IT Solutions Providers
through improved service design and delivery
• Build in customer & solution provider value• Base service delivery on best practices• Employ practical methods and tools
Our Mission
Two Questions for you…
• Does the Value Proposition for your service offerings provide you with a competitive advantage?
• Are you prepared to consistently Sell and Deliver on that value proposition?
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What’s a “Service Offering”?• With hardware and software, it’s a key part of a
“Technology Solution” (often)
• Targets a one or more business problems (always)
• Has a defined Value Proposition (Service Results which satisfy Customer Needs)
• Fixed Statement of Services (relatively)
• Fees based on Solution Results vs. level of effort (generally)
= Repeatable and Scalable – It’s PRODUCTIZED!!!
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“I’ve got a guy…”is not a Service Offering
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TransitionFromSales
SystemDeployment
TechnicalDiscovery
System Testing& Acceptance
CustomerPilots
ProjectCloseout
SystemDesign
SystemConfiguration
RecurringStatus
Meetings
Migration &Cutover
CustomerTraining
Project Kickoffand Planning
TransitionTo Support
ServiceDelivery Cloud
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TransitionFromSales
SystemDeployment
TechnicalDiscovery
System Testing& Acceptance
CustomerPilots
ProjectCloseout
SystemDesign
SystemConfiguration
RecurringStatus
Meetings
Migration &Cutover
CustomerTraining
Project Kickoffand Planning
TransitionTo Support
“Raisin Pudding”Process Model
With apologies to J.J. Thomson's'Raisin Pudding' model of atomic structure
AutomatedDiscovery
SoftwareDeployment Tools
MigrationTools
ConfigurationTools
Sure, there are tools, but…
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Everyone recognizes a broken process…
• Things take too long• Everyone is “firefighting”• Customers are unhappy• Employees are frustrated• Too many things have to be redone• Finger-pointing between departments• “Exceptions” to the process are common
All of these are a drain on
profitability
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Urban Legend Quotes
• The price of services is inflated by 30 – 80% due to processes that have excessive Non-Value-Add activities, as viewed by the customer
• Non-Value-Add effort typically comprises as much as 50% of the total service costs
Source: Michael George, Lean Six Sigma for Service
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The drive to improve Profitability
Cost
ProfitPrice
Cost
Profit
Historically:Price = Cost + Profit(to improve margins, raise price)
Cost
ProfitPrice
Cost
In a Competitive Market:Profit = Price - Cost(to improve margins, lower cost)
Profit
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Customers Value Servicesthat Satisfy their Needs
• The SERVICE RESULTS must satisfy their business problem
• The DELIVERY MODEL must fit their operational needs
• The PRICE must be within their TCO budget
DeliveryResults
CustomerValue
Price
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Services must also Satisfythe Needs of the Business
• The COST to deliver services must allow for acceptable margins at market prices
• The DEFECT rate must not cause customer satisfaction issues or raise costs
• The CYCLE TIME must fit the “Business Velocity” built into the business plan
CycleTime
Defects
BusinessValue
Cost
What is the cost of Poor Value?
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Fewer Sales
DisgruntledCustomers
LowerProfits
Our objective today:Introduce you to concepts to help you…
• Know what your CUSTOMERS NEED from your services– what they value
• Design your services to PROVIDE VALUE CONSISTENTLY
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Two Sources of ROI from this approach:
• TOP LINE: Increased sales of services through a better value proposition
• BOTTOM LINE: Better return for your services capital $$ through more efficient operations
Increase demand
Improve sell price
REV
Manage capacity
Use less expensive resources
Reduce waste
OI
These concepts apply to…
• Project Management• Technology deployments• Field engineering & technical services• Software implementation• Support• Managed Services• Cloud offerings• … all disciplines of IT services
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Service Design is the keyto Service Value
Lynn Shostack, “Designing Services that Deliver”,Harvard Business Review
“Better Service Design providesthe key to market success, andmore importantly, to growth”Lynn Shostack, Harvard Business Review
To improve the VALUE in a service, improve the process used to design the service
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ActualService Delivery Effort
w/ Post-Release Problems
Service Rollout Effort – Fire Fighting
LevelOf
Effort
ServiceDevelopment
Planned ServiceDelivery Effort
Time
ServiceReleasedFor Sale
CustomerSatisfaction
Profitability
Escapes
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Service Rollout Effort – Fire Prevention
LevelOf
Effort
Up-frontinvestmentin VOC and
Service Design Planned ServiceDelivery Effort
ReducedPost-Release
Problems
ServiceReleasedFor Sale
Correct problems in service design;
eliminate downstream errors
CustomerSatisfaction
Profitability
Time
Zig Ziglar’s“Successful Sales Formula”
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NeedSatisfaction
NeedSolution
NeedAwareness
NeedAnalysis - investigation
- light bulb comes on
- matching results to needs
- delivering the results
Know the answers ahead of time
Adapted from Zig Ziglar, Ziglar on Selling, Nelson Publishing, 1991
Zig Ziglar’s “Successful Sales Formula”
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“Here’s a proposal with a Statement of Work that outlines exactly how we are going to deliver these outcomes”
NeedSatisfaction
“Here’s how we address these requirements:1) service feature…2) service feature…
Would that meet your objectives?”
NeedSolution
“Then you probably need to address :1) need…2) need…
to meet those objectives, correct?”
NeedAwareness
Probing Questions:• “What are your business objectives?”• “What are your pains and hurdles?”
NeedAnalysis
Sales Dialog: Service Design:Business Objective:
• Challenges• Market Characterization
Customer Needs Analysis:• Customer Needs (from VOC)• Service Features
Service Blueprint:• Statement of Work
Adapted from Zig Ziglar, Ziglar on Selling, Nelson Publishing, 1991
Four Steps to Better Service Value
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Establish the Value
Proposition
Define the ServiceVision
BlueprintThe
Service
Sell TheValue
1 2 3 4
IMPROVE
Service Blueprintingframework
Four Steps to Better Service Value
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Define the ServiceVision
BlueprintThe
Service
Sell The Value
2 3 4
IMPROVE
Service Blueprintingframework
Establish the Value
Proposition
1
What is the “Voice of the Customer”?
• Statement of needs as seen by the customer• Defines which features in a service that are critical to the
customer• Heard from feedback or culled from existing data such
as satisfaction surveys• Translated into specific requirements which must be met
to ensure customer satisfaction
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Only the customer can
define value as they see it!!!
Map Service Results to Customer Needs
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Cus
tom
er
Customer Need
System design and configuration meet customer requirements
Customer technical requirements are validated
System design must reflects the customer's requirements
System design must comply with the manufacturer's recommendations and guidelines
Required Service Result
Requirements interview and questionnaire
Detailed System Design document depicting configuration
Customer review and approval of the design
Vendor review of the design
Required Service Input
Customer requirements input
Requirements Questionnaire template
System design template
Vendor comments and corrections to design
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Customer Needs Analysis
CUSTOMER NEEDS
Service ID Service Title Service Owner Effective Date
Page 1AntFarm, Inc. Form 000-2001-01 (11x17) Copyright © 2006 AntFarm, Inc.
SERVICE RESULTS SERVICE INPUTS
Secure Healthcare Messaging Implementation
System design and configuration meet customer requirements
System must be installed and functional in Customer Data Center
Customer is prepared for the implementation project
Customer users are prepared to use the system
Customer must be able to maintain the system after go-live
Customer requirements are validated
System design must reflect the customer's requirements
System design must comply with the manufacturer's recommendations and guidelines
System must be tested prior to go-live
Customer understands their roles and responsibilities
Customer data center has adequate space, power, and HVAC
Customer can plan for receipt of the hardware
Users are trained on system functionality
Training schedule takes into account the user shift schedule
Requirements interview and questionnaire
Detailed System Design document depicting configuration
Customer review and approval of the design
Vendor review of the design
Stage server remotely
Install and configure application remotely
Installation in customer data center
Unit and System test plan
Customer review of test plan
Unit and System Testing
Test failures fixed
Kickoff meeting to set expectations
Project plan defining project schedule and methodology
Detailed System Design document depicting configuration
Coordination of the installation with the customer
Online shipping status information
Training plan defining attendees and courses
Online training for application and administration
Training schedule for all users
As-build documentation
Project issues closeout
Support welcome packet
User contacts and roles
User schedule availability
Customer requirements input
Requirements Questionnaire template
System design template
Vendor comments and corrections to design
Staging guidelines
Shipping status
Confirmation of hardware arrival
Test plan template
Test results documented
List of users and roles
Schedule of user availability
Red-lined design document
Project issues list
Welcome packet template
Compelling Value Proposition
originates here!!!
Customer Needs Service Features Service Inputs
Four Steps to Better Service Value
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Define the ServiceVision
BlueprintThe
Service
Sell The Value
2 3 4
IMPROVE
Service Blueprintingframework
Establish the Value
Proposition
1
The Service Concept
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ServiceConcept
ServiceLife Cycle
Delivery Approach
ServiceResults
ServiceBlueprint
The Service Concept is the VISION for the service
It captures the Value Proposition derived from VOC analysis
VOC
Service Ideas
Begins to answer the 5 P’s of marketing Lays the groundwork
For the SERVICE BLUEPRINT
Service Concept
Document
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• What business problems are you solving?
• Who is the customer?• What do they value?
• What outcomes do you have to achieve?
• What is the service delivery model?
Defines the Service Product
Write Last !!
Service Concept
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The 5 P’s of Marketing• Product – service features, benefits
• Position – relative to market needs / competition
• Place – sales & distribution channel(s) to your market
• Price – cost-plus or value-based
• Promotion – marketing strategy
Service Description
Business Objectives
Target Customers• Market Segments• Individuals• Attributes / Benefits
Sales Strategy• Sales Channel• Opportunity• Positioning
Customer Rqmts• Needs• Service Features
Service Approach• Life Cycle• Description
Establishes a common foundation for go-to-marketing
messaging
• Web Content• Brochures• Sales Presentations• Battle Cards
Outline
Define the Business Objectivesfor the Service
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• Drive revenue or reduce cost• Enable employees• Achieve Compliance• Reduce risk• Change / improve current state• Use action verb (improve, reduce, enable)
Frame your Business Objectives in termsof the customer’s business goals:
ManagedApplication
Enable client to provide superior customer service through the contact center(driving revenue growth, customer satisfaction, loyalty and retention)
ApplicationImplementation
Accelerate adoption and utilization of the [solution](so you can achieve the full benefits of your technology investment sooner)
HostedTechnology
Provide anytime, anywhere access to key business applications and data (enabling your employees to spend more time with clients)
Include the“so that you can…”
A service offering probably has several business objectives
Identify challenges in achieving these objectives
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ManagedApplication
Enable client to provide superior customer service through the contact center(driving revenue growth, customer satisfaction, loyalty and retention)
ApplicationImplementation
Accelerate adoption and utilization of the [solution](so you can achieve the full benefits of your technology investment sooner)
Challenges
Lack of expertise for moves, adds, changes
No resources to upgrade application and keep up with patches
Can’t match system capabilities to business needs
Limited depth in understanding the system to make intelligent design decisions
Challenges
Challenges are the source for “probing
questions”
Service Concept
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Target Customers
Market Segment Target Customer Attributes Anticipated Benefits / Value
Small to mid-sized physician practices
Have electronic patient record and patient accounting Struggling to comply with HIPAA privacy Want to minimize costs to provide patients with visit and diagnostic results
Improved patient satisfaction and loyalty Improved turn around time for follow-up visit scheduling and patient treatment Reduced costs and exposure for complying with HIPAA privacy concerns
Sales Strategy
Sales Channel Opportunity Positioning
Direct sales Complete SHM solution Meets a critical need for a more effective means of communicating with patients
Channel sales Attached to a Physicians Electronic Patient Record solution sales
Provides substantial additional value (end-to-end digital solution)
What does the optimal customer look like?
How does the service uniquely solve their
needs?
Who will sell it?
In what type of deals?
Why is the service required in the deal?
Service Description
Business Objectives
Target Customers• Market Segments• Individuals• Attributes / Benefits
Sales Strategy• Sales Channel• Opportunity• Positioning
Customer Rqmts• Needs• Service Features
Service Approach• Life Cycle• Description
Outline
May serve more than one segment
Zig Ziglar’s “Successful Sales Formula”
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“Here’s a proposal with a Statement of Work that outlines exactly how we are going to deliver these outcomes”
NeedSatisfaction
“Here’s how we address these requirements:1) service feature…2) service feature…
Would that meet your objectives?”
NeedSolution
“Then you probably need to address :1) need…2) need…
to meet those objectives, correct?”
NeedAwareness
Probing Questions:• “What are your business objectives?”• “What are your pains and hurdles?”
NeedAnalysis
Sales Dialog: Service Design:Business Objective:
• Challenges• Market Characterization
Customer Needs Analysis:• Customer Needs (from VOC)• Service Features
Service Blueprint:• Statement of Work
Service Concept
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Customer Requirements
Customer Needs Service Features
System design and configuration meet customer requirements Customer requirements are validated System design must reflect the
customer’s requirements System design must comply with the
manufacturer’s recommendations and guidelines
Requirements interview and questionnaire Detailed system design document depicting the
configuration Customer review and approval of the design Vendor review of the design
System must be installed and functional System must be installed in the
customer’s data center System must be tested prior to go-live
Remote server staging Install and configure application remotely Installation in customer data center Unit and system test plan Customer review of the test plan Unit and system testing Test failures fixed
Customer is prepared for the implementation project
Customer understands their roles and responsibilities
Customer data center has adequate space, power, and HVAC
Customer can plan for receipt of the hardware
Kickoff meeting to set expectations Project plan defining project schedule and methodology Detailed system design document decpiting the
configuration Coordination of the installation status with the customer Online shipping status information
What are the needs that areCritical to Satisfaction?
What Service Outcomes are providedto satisfy the needs
Service Description
Business Objectives
Target Customers• Market Segments• Individuals• Attributes / Benefits
Sales Strategy• Sales Channel• Opportunity• Positioning
Customer Rqmts• Needs• Service Features
Service Approach• Life Cycle• Description
Outline
Zig Ziglar’s “Successful Sales Formula”
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“Here’s a proposal with a Statement of Work that outlines exactly how we are going to deliver these outcomes”
NeedSatisfaction
“Here’s how we address these requirements:1) service feature…2) service feature…
Would that meet your objectives?”
NeedSolution
“Then you probably need to address :1) need…2) need…
to meet those objectives, correct?”
NeedAwareness
Probing Questions:• “What are your business objectives?”• “What are your pains and hurdles?”
NeedAnalysis
Sales Dialog: Service Design:Business Objective:
• Challenges• Market Characterization
Customer Needs Analysis:• Customer Needs (from VOC)• Service Features
Service Blueprint:• Statement of Work
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Designing the Delivery Model
Service Life Cycle:
• Block diagram depicting the life cycle relationship with the customer
• Provides a high level understanding of the service flow
• Outlines the organization of the process modules (Service Blueprints)
• Defined by grouping Features / Results identified in the Customer Needs Analysis
Typical Implementation Life Cycle
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Time
SystemDesign
System Build & Ship
Customer Training
ProjectInitiation
ProjectCloseout
System Install & Test
Entry Exit
Entry Exit
Entry Exit
Entry Exit
Entry Exit
Entry Exit
Commonly known as a
“Methodology”
Project ControlEntry Exit
Map Required Results to the Life Cycle
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SystemDesign
SystemBuild & Ship
SystemInstall & Test
Customer Training
Procure server hardware
Stage server
Install & configure
application
Prepare Install Plan and Obtain
Customer Approval
Install server in customer data
center
Prepare Test Plan and Obtain
Customer Approval
Conduct System Testing
Remediate test failures
Online Training System
Life CyclePhase
GatherCustomer
DesignRequirements
Create Top Level & Detailed
Design
Obtain Customer
Approval of Design
VendorDesignReview
Service Results
Needs Features
Service Concept
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Service Approach
Service Life Cycle Delivery System description
Project Initiation Sales and Project Manager on site to review plan
System Design Customer provided with questionnaire indicating design choices Conference call to review specifications Remote preparation of system design On site review of design
System Build and Ship Remote staging and application build Customer has web visibility of build status
System Install and Test Hardware vendor installs hardware in customer data center Remote development and review of test plan On-site connection of interfaces and system testing
Customer Training Remote administered webinars
Project Closeout Conference call for transition to support
What are the major delivery phases?
How are service outcomes achieved?
Service Description
Business Objectives
Target Customers• Market Segments• Individuals• Attributes / Benefits
Sales Strategy• Sales Channel• Opportunity• Positioning
Customer Rqmts• Needs• Service Features
Service Approach• Life Cycle• Description
Outline
The stage is set for the Service Blueprint
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ServiceConcept
ServiceBlueprint
VOC
Service Ideas
ServiceResults
DeliveryApproach
ServiceLife Cycle
SERVICE BLUEPRINT
Four Steps to Better Service Value
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Define the ServiceVision
BlueprintThe
Service
Sell The Value
2 3 4
IMPROVE
Service Blueprintingframework
Establish the Value
Proposition
1
What’s a Service Blueprint?
• Graphical projection of how a service is delivered from the CUSTOMER’S PERSPECTIVE
• Expansion of the general service delivery concept, providing who, what, when, where, & how details
• Charts all of the transactions that occur both in the customer’s view and outside of it
• Foundation for the Statement of Work and consistent delivery
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Page 1AntFarm, Inc. Form 000-5015-02 Copyright © 2006 AntFarm, Inc.
Procedure Notes
Task / Activity
Functional Area Service / Procedure Owner
Service ID Service TitlePhase / Process
Effective Date
• [none]
Techniques• Vendor config web site• Design template
Tools
• Review customer responses for completeness and compliance with recommended practices. If customer responses are incomplete or do not comply with recommended practices contact customer and explain deficiency• Determine Primary Database Server configuration first, using parameters from interview results
• Refer to System Design Guidelines for how to set specific parameters based on customer input• Upon completion of main database service configuration, validate with vendor config web site• Complete Primary Database Server portion of System Design Specification
• Determine Backup Database Server configuration (same steps)• Select Small, Medium, or Large Communications Server configuration based on customer parameters and document in the System Design Specification• Add ancillary items (printers, workstations, etc.) per requirements• Forward entire Design Specification document to Vendor for review• Finalize System Connectivity Diagram in Design Specification document• Forward System Design Specification to Engr Mgr for review
Steps & Guidelines
• Vendor review of configuration• Engineering manager review of System Design Specification
Control• Defects identified in Vendor review•
Measure
Prepare detailed design
Engr
Coordinate design review
Engr
Gather rqmts & specs
Engr
System Design Guidelines
Customer has responded to
interview
System Design Specification
Vendor has reviewed
configuration
Prepare detailed design 300-0201-01 SHM ImplementationPhase 2: System Design
Professional Services 6/30/06Engineering Manager
Interview question results
Engineering Manager has
reviewed Design Spec
ServiceArchitecture
Process Maps
Procedure Descriptions
Job Aid
Three Layersof the
ProcessFramework
Service BlueprintProcess Overview
Life Cycle Diagram
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Depicts the customer’s overall experienceLife Cycle Diagram
Catalogs the library of process modules in the service
Shows how the pieces fit together
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Process Module Components
Detailed Process WorkflowStep‐by‐step workflow for the process area
Process OverviewObjectives and boundary conditions for the process
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Process Overview
What goes into the process… What comes out of the process…
What you’re trying to achieve with the process
Sets expectations
for the process
Objectives and boundary conditions for the process module
Significant elements of the process (Sub-processes) and their relationship
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Background processes or interfaces with other processes
Systems and tools which play a role in the service; backstage documents
Storyboardfor Service
Delivery
Service Blueprint “Swim Lanes” style process map
Actions in contact with the customer
Actions out ofdirect view of the customer
Tangible deliverables or results
Events and outcomes experienced by the customer
“You are here” in the serviceLife Cycle Diagram
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Workflow
Show the workflow and the connection to the customer experience
Identify action performers by role
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Tangible Evidence
Document the physical evidence the client sees
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Integration with automation
Show how automated systems relate to the workflow
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Building the Statement of Work
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Phase 2: System DesignIntegrator Responsibilities Customer Responsibilities
Coordinate the design requirements interview Conduct the design requirements interview and gather system requirements and specifications Prepare the Detailed System Design Coordinate the design review session Present the design for customer approval Prepare contract change order (if required)
Complete Design Interview Questionnaire Participate in the design requirements interview and provide customer input on system configuration as it relates to their workflow Participate in the design review session Review, provide input to, and approve the system design Approve the change order (if required0
Deliverable Description Provided By
Design Interview Questionnaire
Comprehensive set of questions and tables used to gather customer workflow information as input to the Detailed System Design
Integrator, completed by customer
Detailed System Design
Resulting system configuration, reflecting customer specific workflow requirements
Integrator, approved by customer
Change Order Amendment to initial contract reflecting any system component changes that resulted from the design preparation and review
Integrator, approved by customer
Phase Completion Criteria
System design approved Change order signed (if applicable)
Service Blueprint
PhysicalEvidence
CustomerActions
OnstageActions
BackstageActions
SupportProcesses
SupportSystems
Life CycleStages
[ LINE OF CUSTOMER INTERACTION ]
[ LINE OF CUSTOMER VISIBILITY ]
[ LINE OF INTERNAL INTERACTION ]
GatherRqmts &Specs
Respondto interviewquestions
PrepareDetailedDesign
PresentDesign
ApproveDesign
w/ changes
DesignSpec
InterviewQuestions
ChangeOrder
ProjectPortal
VendorDesignReview
VendorConfigSystem
System Design
CoordinateDesignreview
ExitConditions
AA
B
C
D
E
B
CD
E
Zig Ziglar’s “Successful Sales Formula”
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“Here’s a proposal with a Statement of Work that outlines exactly how we are going to deliver these outcomes”
NeedSatisfaction
“Here’s how we address these requirements:1) service feature…2) service feature…
Would that meet your objectives?”
NeedSolution
“Then you probably need to address :1) need…2) need…
to meet those objectives, correct?”
NeedAwareness
Probing Questions:• “What are your business objectives?”• “What are your pains and hurdles?”
NeedAnalysis
Sales Dialog: Service Design:Business Objective:
• Challenges• Market Characterization
Customer Needs Analysis:• Customer Needs (from VOC)• Service Features
Service Blueprint:• Statement of Work
Four Steps to Better Service Value
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Copyright © 2009 - 2014 AntFarm, Inc. All Rights Reserved
Define the ServiceVision
BlueprintThe
Service
Sell The Value
2 3 4
IMPROVE
Service Blueprintingframework
Establish the Value
Proposition
1
Achieving the Value Proposition…
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DesignServiceProcess
CustomerNeeds Drive
ServiceResults
Define the Value Proposition
Service Concept
ServiceProcess
Yields ServiceResults
SatisfyCustomer
Needs
Achieve the Value Proposition
Service Execution
Service Blueprint
Targeted Value
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• The Service Concept specifically focuses on meeting well understood customer needs
= Customer Value
• The Service Blueprint ensures consistent delivery and reduced mistakes and rework
= Business ValueDefects Cycle
Time
Cost
BusinessValue
ServiceResults
Delivery
Price
CustomerValue
Service Concept
Common go-to-market messaging for:
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• Web site Service Descriptions
• Service Offering Brochures
• Sales Battle Cards
• Sales Presentations
Marketing Brochure
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Service TitleDescription:Clear & Concise description of the service:• 1 or 2 sentence service description• bulleted list of objectives (in business terms)• bulleted list of service results or features
Service Backdrop:Target market and market conditions; explain why this service is required based on the technology landscape
Customer Problem/Need Statement:Focus on the needs of the customer that your value proposition addresses
How this service solves the problem:Match the service results to customer needs, showing how the needs are met
Service Title
Differentiators:What’s important about the service or delivery?• Methodology• QualityWhat makes this solution unique?
Outcomes or Deliverables:Ensure the Service Results are described clearly and are well understood by the target buyer(s)
Simple, reinforced value proposition:Describe the overall business outcomes for the service; restate the value proposition
Call to Action:Statement with an action verb of what the customer should do next to have their problem solved
Company Contact Info
All of this information is derived from the Service Concept
Sales Training
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Business Objectives for the Service
Target Market Segments
Sales Strategy
Value Proposition
Delivery Methodology
- Attributes, benefits, & value for the organization
- Channels, opportunities, positioning vis-à-vis other offerings and solutions
- Customer needs and the service results that satisfy them
- Life Cycle phases, objectives, major activities
- Why they would buy it to begin with
(plus pricing / quoting)
Selling the Value
• The Value Proposition must be based on meeting customer needs BY DESIGN
• Base Sales Tools on the Service Concept
• Build the Statement of Work from the Service Blueprint
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More Sales
More SatisfiedCustomers
Two Questions for you…
• Does the Value Proposition for your services provide you with a competitive advantage?
• Are you prepared to consistently Sell and Deliver on that value proposition?
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Well, really 3 Questions• If the answer to either question is NO, what are
you doing about it?
Preview of AntFarmService Offerings
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AntFarm’s Service Design Framework
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ServiceConcept
ServiceBlueprint
Life CycleDelivery Methodology
Service Resultsderived from
Customer Needs
VOC
Service Idea
SERVICE BLUEPRINT
GO TO MARKETDOCUMENTS
Features
Benefits
STATEMENT OF WORK
Customer Integrator
RESPONSIBILITIES
TRAINING PLAN
Role Skills
TRAINING REQUIREMENTS
TECHNICALPROCEDURES
DELIVERABLETEMPLATES
CUSTOMERNEEDS
ANALYSIS
CTS
CTS
CTSCTQ
CTQ
CTQ
CTQ
CTQ
CTQ
Customer
SERVICE CONCEPT
Customer Value
Target Market
Sales Team Opportunity
Sales Strategy
• Brochures• Sales Presentations• Battle Cards• ROI Tools
Step 1: Establish the vision Step 2: Develop the delivery process
Voice of the Customer
Service Concept Design Project
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Improve the growth potential for a service offering by establishing a sound vision for the value proposition, target market, and service delivery methodology.
Objective
• Define the client business problems and the service outcomes delivered by the offering to satisfy them = the value proposition
• Characterize the market for the service offering to allow more targeted messaging and sales channel alignment
• Outline the high level delivery model, enabling sales to set accurate expectations for service delivery
Service Blueprinting Project
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Improve service value and profitability by establishing consistent service delivery with reduced rework and non-value-add effort.
Objective
• Outline the high level architecture of the service delivery model, setting the stage for detailed service design.
• Develop a detailed design specification, the Service Blueprint, for an IT-related service which can be rolled out with a high probability of successful delivery.
Questions?
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