Service value chain

SERVICE VALUE CHAINS TO SERVICE VALUE NETWORKS... 

A more recent variant of the value chain is the services value chain. Definitions vary, but in general they refer to optimizing after-sales service situations—right across the service supply chain. The service supply chain was seen as one that, over time, delivered the fully collaborative state of low inventories, efficient planning, and high customer service levels. This may have included all planning, movement, and repair of materials activities to enable after-sales support of products (de Waart Kemper, 2004 de Waart, 2003 Poole, 2003). 

Beck (2002) suggested the service value chain , supported by consolidation and advances... 

Figure 11. Service value chain aggregator (Source Beck, 2002)...

France et al. (2002) predicted the service value chain would be one of the most important developments for the global maturation of the services industry. 

These service value chain approaches involve combinations of external supply chains, internal value integrators, and various strategic approaches. This complexaggregated structure is thus better termed a service value network. 

THE BALANCED SCORECARD BUILDING SERVICE VALUE CHAIN NETWORKS... 

Beck, J. (2002). The services value chain provides framework for joint ventures. Gartner Group Research Note (AV16-2271). 

The requirements for holistic solutions— driving cooperation throughoutthe services value chains, and aiming to satisfy client demands. 

The operational, services, and customer component areas are integrally connected in the modem service value chain network. Data is pooled, shared, exchanged, and cross-concept applied (between customer servicing, operations, and business strategies) to provide new learning and new customer solutions. The component areas come together at the service encounter touch-point . The customer receives the business s demand-driven, appropriate, approximated, value-added set of services. This mix is intelligently sourced and retrieved from its networked combinations of databases. 

The strategy ofthe business has avital connection to the virtual service encounter. If the strategy is one of low service integration, then the business will not be delivering high levels of value-added service, but rather will deliver more standard service offerings. The service value chain network virtual encounter dimensions house the Web site and its visible interface. This interface offers customer touch-points whereby the customer may interact, and may seek (or demand) services from the business. 

Where high levels of uniform IT systems, integration, communication, performance, and sophisticated assessment and delivery exist across the entire business and its partnering netwoiks, the business may approximate, or achieve, a service value chain network status. 

Brown, S., Vashistha, A. (2002). Igniting the services value chain. Journal of Marketing Management, 11( ), 12-13. 

The chapter addresses the development cycles of e-services. The service cycles progress from supply and demand chains, to value chains, to service value chains, and finally to service value networks. The service cycles enable service businesses to develop competitive business solutions overtime. The chapter also offers a balanced scorecard mechanism to manage e-services. 

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