From product to service - Roland Berger

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1 Previously product-focused companies have used different strategies to succeed in a service-driven environment Overview expansion into new customer activity chains (schematic) Selective successful service transformation cases Service transformation: overall description Customer activities (e.g. "The purchase decision") A Capturing new customer activity/creating new customer activity within core activity chain by services New A B I II III > Took over network design, deployment and maintenance activities from clients by offering these services as well as network consulting > Developed into facility management services provider from its painting product expertise B Moving on from core product-based solutions towards extended portfolio of professional services Old C IV V VI > First developed a comprehensive technical services and IT integration portfolio, then moving on to BPO services ("On Demand Enterprise", "Agile Business") > Moved from traditional parcel services to total supply chain solutions Old New Customer chains hi (e.g. "Home purchase") C VII Rolling out successful service transformation experience to new business units/customer groups > I.a. transferred successful medical services business model to other industries (e.g. aviation, power systems) Source: Roland Berger Outlook from product to service excellence in telecoms_final_020610.pptx 8
2 Three key learnings can be derived from successful cases of transformation towards growth through services Organizing towards growth through services: overview of key learnings A Buiding up from solid B Setting up organization: C Ramp up: developing competences and assets services as separate units necessary skills and scale > Successful new services did not begin with entering completely new turf > Companies started developing service-centric business models by extending relationship with existing customer base leveraging – Superior customer knowledge as key asset – Customer proximity and delivery competence > New services have been developed in separate organizations for a number of reasons – Developing distinctive growth-and serviceoriented culture – Creating possibility for product neutrality > Services set-up either as front-line or as innovation and delivery-focused organizations > Often separate ´talent pools´, e.g. professional services, units created within service organizations > New service-specific processes required, above all, service innovations process to ensure fast scalability of process and time-to-market t kt > Extensive partnering and M&A activity to rapidly achieve scale and make services a sizeable business – with inevitable integration problems and risks IBM GS initially iti developed d from Overall setup identical in most cases, Service innovation process for hardware after-sales service units setup within service organizations scaling service offering to a can have specifics broad array of customers UPS developed from several product-based service units via Numerous acquisitions with subsequent acquisitions in variing degree of success various regions … Source: Roland Berger Outlook from product to service excellence in telecoms_final_020610.pptx 9
Page 1 and 2: From product to service How service
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From product to service - Roland Berger

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