Service value network

SERVICE VALUE CHAINS TO SERVICE VALUE NETWORKS... 

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. 

Thus athorough and comprehensive approach to the understanding and delivery of service is defined, and integrating the downstream supplier businesses to the upstream sellers involves combinations of multiple networks—including the business s e-supply chain networked structures. Thus, service value networks interlink the understandingand deliverabilityofthe business s downstream business e-supply chain networks and its upstream customer service offerings. 

Today, various virtual e-services and physical services models may be developed, evaluated, and monitored using a balanced scorecard approach. The service value network concept also fits under this measured strategic decision-making approach. Service value networks house fully integrated e-demand and e-supply chains working in harmony to the deliver both services and e-services. They are also highly agile and offer customer-induced flexible business solutions to customer requests. 

The service value network integrates the sup-ply-side alliance partners and their associated peripheral partners into a highly competitive cohesive unit, striving to deliver operational and service innovation, cost savings, and value-adding solutions to its diverse customer-demanded business encounters, while the balanced scorecard delivers a set of strategic management control functions. 

Today industry is seeking new pathways to competitive positioning and ways to driving business models forward. Currently, many models exist, and new additions like the e-services built around e-supply chain networks are increasingly targeting meeting customer needs. These models still lack a customerization (one-on-one business-to-individual-customer relationship) approach, and consequentlyneed further enhancements. Service value networks offer a comprehensive pathway towards enhanced competitiveness. 

The mechanisms underpinning these service value networks and their strategic measurement areas allow the industry and its management to cohesively move forward towards an enhanced competitive position—delivering a glocaf (global and local) solution. 

Hamilton, J. (2004). Modeling, information flows, performance, strategy and competitiveness across the service value network. Journal of New Business Ideas and Trends, 2(2), 29-53. 

Hamilton, J. (2004a). Service value networks Value, performance and strategy for the services industry. Journal of Systems Science and Systems Engineering, 23(4), 469-489. 

Service value networks offer a new business model and a new paradigm to service delivery mechanisms. They reconcile two conflicting, but concurrent, requirements of customers, namely to leverage economies of scale (from a diverse block of data storages), and to be able to deliver highly speciflc customized solutions (Brown Vashistha, 2002). This service value network pathway is being driven by ... 

The features from the previous chapter s models, when considered with other factors like customer demand-driven needs, wants, desires, and price point supply side service feeds the effect of the Internet, business strategic solutions and technology options, along with their interrelated and interconnected links, can be drawn into a new topology model termed the Service Value Network Framework Model. 

Figure 1. Service value network framework (Source Hamilton, 2004a)...

Many market forces influence the development of the service value networks. There is an ever-present economic imperative to reduce IT costs, while increasing both the business value and impact of this IT suite. Many businesses cannot afford high degrees ofIT customization, andindeedthismay not always be necessary—consider amass user situation like online airline bookings. Hence size and capital remain limiting factors. Timeline s to move to online service value network solutions also vary. 

The close relation between the physical and virtual business-customer encounters means that service value networks have applications to the... 

The virtual service value network model discussed above may now be constructed into an operational model for the pharmacy industry. We use the Australian pharmacy industry for the discussion below. 

Figure 5 displays a global perspective of the industry and the capabilities required from a service value netwoik. Here a national data storage solution is to be developed that may be accessed by individual stores, store groups, store chains, or e-pharmacies. Development of such a service value network solution requires industry-wide information sharing, and will eventually lead... 

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