| 101 | Determining a vision that clearly shows the direction of the service strategy, not only for the company, but also for clients and partners | Ceschin (2013) |
| 102 | Benchmarking competitors' services to search for new opportunities for a service business | Fischer et al. (2010) |
| 103 | Analyzing the effects of the external environment on the service business, such as changes in technologies and regulations | Kindström et al. (2013), Turunen and Finne (2014), Lertsakthanakun et al. (2012), Kowalkowski et al. (2012) |
| 104 | Estimating how the service business might affect the company, such as obtaining economic benefits and strengthening the relationship with customers | Gebauer et al. (2005), Oliva and Kallenberg (2003), Gebauer et al. (2010), Brax et al. (2021) |
| 105 | Constructing a comprehensive and consistent service portfolio to reduce the risks of the service business | Kindstrom and Kowalkowski (2014), Kindström and Kindstrom (2010), Brax et al. (2021) |
| 106 | Specifying the customer segments and markets for the service business that can guarantee making a profit | Alghisi and Saccani (2015), Kindstrom and Kowalkowski (2014), Kindström and Kindstrom (2010) |
| 107 | Defining the competitive advantage of competitors and other service providers from the viewpoint of services instead of products | Eloranta and Turunen (2015), Gebauer et al. (2005) |
| 108 | Setting a service price at which price competitiveness and internal profit are compatible | Kindstrom and Kowalkowski (2014), Parida et al. (2014), Rapaccini (2015), Auguste et al. (2006), Ulaga and Reinartz (2011), Kanninen et al. (2017) |
| 109 | Supporting top management's decisions on investment in the service business | Alghisi and Saccani (2015), Oliva et al. (2012) |
| 110 | Obtaining the cooperation of key individuals and related departments within the company that are necessary for the service business | Gebauer et al. (2005), Kindstrom and Kowalkowski (2014), Karlsson et al. (2017) |