In This Chapter
Understanding inputs and outputs
Using assets and tools to deliver services
Looking at a standardized process model
Providing flexibility with skilled participants
Overseeing the service
In this chapter, we introduce a very simple model of a service, looking at it from the inside. By providing some examples and figures, we help you understand how just about everything around you can be viewed as a service or a component of a service. To create a strategy for service management, you need to start by understanding some basic principles of service delivery and management. This chapter provides this basic level of information about managing services. To keep things simple, we ignore the fact that every service has a consumer and consider just what makes up a service from the inside.
Keep in mind one simple but important principle: The customer doesn't really want to know what makes the service tick. He wants a service that provides a valuable result or outcome.
In Chapter 1, we stake a huge claim and say that everything is a service. Although we're a little cavalier in defining the term that way, we don't have much choice, because what we're really doing is focusing on every activity to which you can apply service management, such as delivering food in a restaurant, responding to customer service queries, or producing manufactured goods.
Think of every activity within a commercial ...