Information Session

With services now accountable for around 80 per cent of most high income countries GDP, developing innovative new service solutions is key to staying ahead of the competition. Many businesses also see clear signs of commoditisation of products and product related services. Also for services, prices are under pressure and growth is not as easy as it used to be. As supplies are challenged with finding new ways to deliver value to their customers, they have to ask themselves: What added service can I provide that the customer is willing to pay for? The answer requires an insight into your customer’s needs and mindset which means employing sophisticated customer feedback mechanisms that really hit the spot. 

 How do you as a service leader develop your people, their behaviour and their competencies, so that they are proud to fulfill the position of becoming what we at Novetum call Trusted Advisors - the ultimate scenario in which your employees can ensure customer loyalty.

As Europe’s economic fortunes plummet, effective management of your service business becomes integral to ensuring profit. Amidst increased pressure to deliver a mature service capability, the financial status quo provides the opportunity to review your modus operandi and embrace powerful new incentives to enact a total service transformation. Without good leadership however, new initiatives tend to veer off track. Leadership is, more often than not, the major differentiating factor in a company’s level of success. The question becomes: What makes a successful leader in the services and how do you lead your company to profitable growth? At Noventum, our consultants have defined four priorities to first-rate service leadership; a good Strategy, focus on the Customer Experience, attention to the virtues of (what we call) the Service Factory, and developing your Employees’ skills and understanding. These considerations will be addressed through our executive Service Leadership Course.

HR departments have been forced to focus in recent years on downsizing or rightsizing the workforce, often resulting in the creation of un-balanced teams.  More importantly, the change and development of technology has meant that the skill sets of many of the teams are inadequately aligned to the needs of very demanding customers, and businesses trying to reduce costs while improving levels of performance.

Attention is now required on rebuilding the business (people, processes and technology combined), transforming the operation to facilitate the introduction of low-cost service delivery models, reduce costs and improve service levels.  The type and skills of staff now required are subtly different from previous recruitment criteria, requiring to be IT and software  literate as well as display electromechanical skills to deal with high tech devices.  On top of these technical skills is the need for a higher level of empathy towards the customer, to help solve their problems.

Successful operations set about accomplishing this steep learning curve by ensuring education and staff development and providing an integral staged learning programme.  The intention is to gradually build the skill set as the user grows.  Imagine a system that can recognise a novice seeking information, who is able to benefit from a graduated information output and develop towards more sophisticated requirements, and also recognise when the user has become expert and is ready to add value and learning to the total application.  Optimisation is about achieving a balanced position: and therefore it is important to understand optimisation, what it means for each business and how it can be achieved and measured. 

Noventum Service Management et Oracle vous invitent à un petit déjeuner qu’ils organisent le 17 novembre matin à Paris.

Le service constitue aujourd'hui un moteur incontestable de croissance et de profit, par sa propre activité. Il améliore la relation commerciale et la rend durable pour l’ensemble des activités de l’entreprise. Certaines entreprises développent maintenant leurs activités de service notamment en cherchant à proposer de nouvelles offres afin de résister à la forte compétitivité sur leur offre produit traditionnelle.

Nous savons aujourd’hui que nous pouvons aller encore plus loin. Une étude que nous avons menée auprès d’entreprises leaders nous l’a démontré. Elle a aussi souligné le nouveau rôle que doit jouer le ‘Field Service’ dans la capture des besoins du client et la gestion de sa perception. Ce rôle est essentiel. Il doit être soutenu par les différents ‘back offices’ de ‘service delivery’ et le développement de proposition de service à haute valeur ajoutée. C’est de cette stratégie et de ces actions dont nous souhaitons vous parler.

Au cours de ce petit déjeuner, Noventum et Oracle vous présenteront toute une série de réflexions autour de cette stratégie, illustrée par le témoignage de FagorBrandt. D’autres cas concrets et exemples de mises en œuvre viendront compléter cet échange qui, nous l’espérons, vous permettra de nourrir votre réflexion sur l’évolution du service client dans votre entreprise.

Le petit-déjeuner se terminera par une session de Questions/Réponses afin que vous puissiez échanger sur le sujet avec vos pairs.
Le nombre de places de ce petit déjeuner étant limité, nous vous invitons à rapidement vous inscrire.

The current rapidly changing environment demands much greater reliance on the quality and calibre of individuals for example  developing engineers as trusted advisors; beyond requiring that they adapt to technology and activity management, and the expectation that mobile solutions will provide effective command and control to support structure and processes.  Managing activities is important when productivity and cost reduction are in focus, and strong leadership will be necessary to ensure that, delivery of leading-edge service achieves all its objectives across a wide range of measures to include customer loyalty, engineer loyalty, process quality and deployment, as well as cost constraints.

A significant challenge for many service organisations is to improve the capability of their managers and staff; this is not simply a training issue, and acknowledging a lack of capability does not necessarily reflect poor or limited training, but is a more complex issue which companies are having to get to terms with in order to grow cost-effectively while retaining existing and seeking out new customers.

THIS EVENT WILL BE HELD IN THE FRENCH LANGUAGE                                                       

Noventum Service Management et Oracle vous invitent à un petit déjeuner qu’ils organisent le 17 novembre matin à Paris.

Le service constitue aujourd'hui un moteur incontestable de croissance et de profit, par sa propre activité. Il améliore la relation commerciale et la rend durable pour l’ensemble des activités de l’entreprise. Certaines entreprises développent maintenant leurs activités de service notamment en cherchant à proposer de nouvelles offres afin de résister à la forte compétitivité sur leur offre produit traditionnelle.

Nous savons aujourd’hui que nous pouvons aller encore plus loin. Une étude que nous avons menée auprès d’entreprises leaders nous l’a démontré. Elle a aussi souligné le nouveau rôle que doit jouer le ‘Field Service’ dans la capture des besoins du client et la gestion de sa perception. Ce rôle est essentiel. Il doit être soutenu par les différents ‘back offices’ de ‘service delivery’ et le développement de proposition de service à haute valeur ajoutée. C’est de cette stratégie et de ces actions dont nous souhaitons vous parler.

Au cours de ce petit déjeuner, Noventum et Oracle vous présenteront toute une série de réflexions autour de cette stratégie, illustrée par le témoignage de FagorBrandt. D’autres cas concrets et exemples de mises en œuvre viendront compléter cet échange qui, nous l’espérons, vous permettra de nourrir votre réflexion sur l’évolution du service client dans votre entreprise.

The importance of Effective Leadership in achieving success

Service Leadership issues seem to have been largely ignored, as changes have taken place in the running of service operations over the last 5 years; specifically the way operations and staff are managed. Technology may have vastly improved the ability to manage, but except for a few enlightened cases where the resolution of these issues has brought significant success, but still the ability of the leadership/management will determine how successful the operation is.

Defining something as complex and elusive as leadership risks the possibility of being open to the criticism that some aspects have been left out. The difficulty here lies in identifying where management ends and leadership begins.

Effective leaders can make a big difference to any operation within the business, and in the service operation, where success is measured on profitability, customer loyalty and cost effectiveness, it is inevitable that links be made to the personal effectiveness (leadership) of the manager in charge. This is not to say that leadership is a more effective form of management; the two are different, leaders and managers do different things.

Ideally, managers have both administrative competence and leadership capability – however this combination is rare. Generally, it is easier for a leader to find an administratively competent manager to backfill their deficiencies than it is to find a genuine leader to support an administrator.