SeMM – critical requirements list
| BM component | MM dimension | Critical requirement |
|---|---|---|
| Value proposition | Capabilities | Capability to design specific value propositions to meet actual customer needs Capability to develop new service offerings that create new value for the customer Service logic translation capability |
| Process management | Procedure and practices to define and formalize the key value sources for specific value propositions Procedure and practices to ease the determination of the value for the customer (e.g. total cost of ownership) Procedure and practices to manage service portfolio | |
| Tools | Specific tools and methods for service value proposition design Tools to ease the determination of the value of the new offering | |
| Organizational approach | Establishment of a customer-centric organization | |
| Customer relationships | Capabilities | Relational skills of sales and marketing personnel Relational skills of service personnel |
| Process management | Procedures and practices for managing customer feedbacks on product/service experience | |
| Tools | ICT systems/applications that support the automatization of relationships and collaboration between customers and providers | |
| Customer segments | Capabilities | Capability to understand the customer's problem and interpret their real needs Capability to manage customer production processes data Capability to manage customer portfolio and identify customer segments |
| Process management | Procedures and practices for assessing customer preferences and needs on product and process-related information (e.g. technical and technological, etc.) Procedures and practices for assessing customer preferences and needs on service-related information (e.g. services, financial aspects, risks, etc.) | |
| Channels | Organizational approach | Establishment of an after-sales teams for different service categories Establishment of a field service organization Establishment of sales teams/key account managers to direct interface with important customers |
| Partnerships | Capabilities | Capability to select and evaluate suppliers'/partners' performances over time and their achievement of targets/expectations |
| Process management | Procedures and practices for drawing-up business deals/agreement with key partner/suppliers | |
| Tools | ICT systems/applications that support supply chain management and collaboration activities with suppliers | |
| Key activities | Organizational approach | Establishment of dedicated team/roles/persons for new service development Establishment of a distinct service function with profit-and-loss accounting and responsibility for strategic service development Establishment of a distinct back- and front-office roles to improve or balance efficiency and effectiveness of service processes |
| Performance management | Metrics to measure service-related activities operational performances (e.g. response time, quality, etc.) Metrics to measure product state and product-process performances | |
| Process management | Procedures and practices for development of new services Procedures and practices for total cost of ownership evaluation and assessment Procedures and practices for internal service-related processes (e.g. helpdesk) standardization Procedures for managing service delivery processes (e.g. technical assistance intervention) Procedures and practices for managing the integration between product and service development processes Procedures and practices for managing the involvement of different business functions in the product design and improvement Procedures and practices for aligning incentive and rewards systems of sales and marketing personnel to strategic service objectives | |
| Key activities | Capabilities | Capability of technical office to design modular products and components (product-design phase) Capability of technical office to design reliable products anticipating potential causes of failure during the product-design phase Capability of technical office to design products in which components are easy to access/replace during technical assistance (design for serviceability) Capability of technical office to design products taking into account the need for disassembly/recovery/disposal/recycling at the end of the product lifecycle and the environmental impact (design for end-of-life) Capability of technical office to design products taking into account the economical impact of the product during the whole product lifecycle Capability of the deputed roles to design modular services (service-design phase) Capability to formalize and standardize services/new service offerings Capability to communicate and make tangible the service value to the customer (sales and marketing personnel) Capability to communicate and make tangible the service value to the customer (technical assistance personnel) Capability to organize, orchestrate and manage the after-sales activities Capability to internally coordinate sales and field service organizations |
| Tools | Tools for supporting the product design accordingly to new service design requirements Tools for supporting the development of new services Tools for total cost of ownership evaluation and assessment Tools for supporting sales and marketing personnel (e.g. payback simulation tools) Tools for planning and managing maintenance activities (e.g. scheduling routine maintenance) Tools for supporting the development and delivery of maintenance activities | |
| Key resources | Organizational approach | Service business attractiveness and mind-set Service orientation and attitude of sales and marketing personnel Top management commitment: drive change and establish a service culture Open access to customers' installed base data (data availability) |
| Capabilities | Capability to analyze data collected from the installed base for improving fleet management Capability to collect product and process-related data (e.g. usage, performance, health state) Capability to collect service-related data (e.g. reliability, failure) Capability to interpret product and process-related data Capability to interpret service-related data Capability to elaborate business plans and documents to acquire new financial resources | |
| Process management | Procedures and practices for data collection, interpretation and processing of product and process-related data Procedures and practices for data collection, interpretation and analysis of service-related activities Procedures to manage financial resources allocation | |
| Key resources | Tools | Monitoring technologies on product/systems that support collection of service-related data (e.g. Maintenance activities) Monitoring technologies on product/systems that support collection of product and process related data (e.g. Product usage, performance,…stems/applications that support the collection of service-related data (e.g. Maintenance activities information) Ict systems/applications that support collection on product and process-related data (e.g. Product usage, performance, etc.) ICT systems/applications that support interpretation, analysis and reporting on product and process-related data ICT systems/applications that support interpretation, analysis and reporting on service-related data |
| Revenue model | Capabilities | Product-service solution pricing capabilities Capability to define reliable outcome expectations with the customer and define the corresponding metrics/parameters to evaluate the agreed outcome |
| Cost structure | Capabilities | Capability to evaluate operating and financial risks and manage uncertainty Capability to distribute risk to other network of partners Capability to design and implement safeguarding mechanisms (e.g. For financial and operating risks) |
| Process management | Procedures and practices for financial risk evaluation Procedures and practices for operating risk evaluation Procedures and practices for customer's liability risk assessment | |
| Tools | Tools to support cost evaluation of the product-service solution Tools for reporting and cost accounting of service-related activities | |
| Performance management | Metrics to evaluate service-related activities costs Metrics to evaluate service-related activities costs Metrics to measure financial performances Metrics to evaluate fleet financial costs |
| BM component | MM dimension | Critical requirement |
|---|---|---|
| Value proposition | Capabilities | Capability to design specific value propositions to meet actual customer needs |
| Process management | Procedure and practices to define and formalize the key value sources for specific value propositions | |
| Tools | Specific tools and methods for service value proposition design | |
| Organizational approach | Establishment of a customer-centric organization | |
| Customer relationships | Capabilities | Relational skills of sales and marketing personnel |
| Process management | Procedures and practices for managing customer feedbacks on product/service experience | |
| Tools | ICT systems/applications that support the automatization of relationships and collaboration between customers and providers | |
| Customer segments | Capabilities | Capability to understand the customer's problem and interpret their real needs |
| Process management | Procedures and practices for assessing customer preferences and needs on product and process-related information (e.g. technical and technological, etc.) | |
| Channels | Organizational approach | Establishment of an after-sales teams for different service categories |
| Partnerships | Capabilities | Capability to select and evaluate suppliers'/partners' performances over time and their achievement of targets/expectations |
| Process management | Procedures and practices for drawing-up business deals/agreement with key partner/suppliers | |
| Tools | ICT systems/applications that support supply chain management and collaboration activities with suppliers | |
| Key activities | Organizational approach | Establishment of dedicated team/roles/persons for new service development |
| Performance management | Metrics to measure service-related activities operational performances (e.g. response time, quality, etc.) | |
| Process management | Procedures and practices for development of new services | |
| Key activities | Capabilities | Capability of technical office to design modular products and components (product-design phase) |
| Tools | Tools for supporting the product design accordingly to new service design requirements | |
| Key resources | Organizational approach | Service business attractiveness and mind-set |
| Capabilities | Capability to analyze data collected from the installed base for improving fleet management | |
| Process management | Procedures and practices for data collection, interpretation and processing of product and process-related data | |
| Key resources | Tools | Monitoring technologies on product/systems that support collection of service-related data (e.g. Maintenance activities) |
| Revenue model | Capabilities | Product-service solution pricing capabilities |
| Cost structure | Capabilities | Capability to evaluate operating and financial risks and manage uncertainty |
| Process management | Procedures and practices for financial risk evaluation | |
| Tools | Tools to support cost evaluation of the product-service solution | |
| Performance management | Metrics to evaluate service-related activities costs |
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