Service Strategy provides guidance on developing service-based business models and strategies. It defines the value creating context and principles of service management that shape decisions, policies and processes across the ITIL Service Lifecycle. Service Strategy defines the objectives, resources, and constraints within which services and the relationships they define with customers are to be managed.
The core process in Service Strategy involves defining the market, developing the offerings, developing strategic assets and preparing the organisation for execution through the Service Lifecycle. This process is driven by functions such as Financial Management, Service Portfolio Management, Demand Management, Organization Development and Sourcing Management. The title introduces the role of Product Manager as a counterpart to Business Relationship Managers.
The guidance in Service Strategy is relevant to service providers in the public and private sectors. It is useful for developing strategic perspectives, distinctive positions in customers' minds, and effective execution through the Service Lifecycle. The title helps managers set up the potential of Service Management as a strategic asset. It also helps them make the business case for investments in the Lifecycle phases of Service Design, Service Transition, and Service Operation, and in the ongoing activity of Continual Service Improvement.
Key features:
- Pivotal to the ITIL Service Lifecycle with guidance for senior management and leadership.
- Cross-pollinated with knowledge and practice from multiple disciplines such as design, marketing, finance, systems engineering and operations.
- Illustrates key concepts, models and methods in graphical form to facilitate communication and collaboration across organisations, cultures and regions.
- Case examples and references across industry sectors and professional disciplines.
Service Strategy represents advanced thinking on how services define relationships between customers and service providers based on mutual dependence and welfare. It places business outcomes for customers at the centre of all dialogue in service management. Services are viewed as mechanisms for engaging the capabilities and resources of service providers for the support of the customer's business activity.
The title also highlights the need for organization design and development to ensure that process models are properly integrated within the reality from which they were abstracted.
Important topics include:
- Market Spaces
- Service Definitions
- Value Creation
- Value Capture
- Value Networks
- Service Assets
- Business Service Management
- Demand Patterns
- Service Level Packages
- Option Spaces
- Service Automation
- Service Provider Risks.
