Chapter
|
Description |
Case
Studies |
|
Introduction: Sirens’
Song to Scylla’s Fee |
A review of why
companies are pursuing
professional services in the first
place. Key reasons include REVENUE,
customer REQUEST, and RELATIONSHIP.
Why do companies continue to
struggle with their professional
service efforts? |
Technology Industry revenue mix
trends |
|
Ch 1: Strategy,
Structure, Culture |
An overview of the
three fundamental areas that cause
friction for professional services
within a product-centric company.
Each area is explored and specific
challenges are itemized. |
|
Ch 2: Services
Strategy Context
|
This chapter reviews
the environment that gives birth to
a new services strategy.
Discusses common
misperceptions that exist when
company executives first
articulate a professional services strategy. |
|
Ch 3: Three Pillars
of a Services Strategy
|
This chapter
introduces a model to align the
service strategy to the company
strategy. The first pillar of the
framework is titled “revenues”, and
it focuses on how to effectively set
the charter and business model of a
professional services organization
when PS is not the core company
offering. The second
pillar is titled “services”, and it
aligns your market objectives with
your service offerings and channel
strategy. The final pillar of the
services strategy is “skills”. This
pillar focuses on defining core
competencies and scaling service
capabilities. |
|
|
Ch 4: Mastering
Financial Objectives |
To master the
management of financial objectives
for the Professional Services
organization, the management team
must look beyond financial targets.
This chapter discusses the three
critical variables of the “revenues”
pillar:
Charter
How to conduct a
charter discussion that aligns
services management and executive
management.
Business Model
Example business
models for PS at a product company.
Importance of setting and using a
target business model.
Financial Objectives
Sample financial
objectives and how they must align
with charter and business model.
|
Hitachi
Data Systems
Genesys
Labs
IBM,
Cambridge Technology Partners |
|
Ch 5: Mastering the
Services Portfolio |
To create a
successful services portfolio, the
management team must consider the
markets being targeted and the sales
channels being accessed. This
chapter moves to the “services”
pillar and provides tool in the
following areas:
Markets
Tools to define
market types and customer types are
reviewed.
Service
Offerings
After target markets
are defined, types of potential
services are discussed. The
criticality of aligning service
offerings to market objectives is
outlined.
Channels
The bane of every
services marketing manager: the
services channel mix. A six-step
process to determine the appropriate
service channel mix is presented.
|
Progress
Software
Convergys Inc.
Lucent Technologies
|
|
Ch 6: Mastering
Scalability |
To master the art of
scaling professional service
capabilities, the management team
must clearly understand what skills
are core to company. This chapter
moves to the final pillar of a
services strategy: skills.
Core
Competencies
The importance of
clearly defining core competencies
is discussed. A standard skills map
for a professional services
organization is introduced.
Partners
The process of
identifying, qualifying, and
enabling delivery partners is
reviewed.
Scalability Mix
Five strategies to
scale competencies are compared and
contrasted |
EMC
Cisco
|
|
Ch 7: Strategy
Evaluation |
Using the service
strategy pillars to complete
subjective and objective evaluation
a services strategy. |
|
Ch 8: Metrics that
Matter
|
Introduction of
The Metrics Perspectives Graph
TM. Methodology to
develop a metrics portfolio that
provides leading insight into the
health of the services business. |
|
Ch 9: The Revenue
Life Cycle
|
Applying the concepts
of the book to the day to aspects of
managing a professional services
business. Discussion of the unique
challenges now facing professional
service providers in the 21st
Century. |
|
|
Appendix A: Scylla’s
Fees Summary |
An executive summary
of the key concepts presented in the
book. |
|
Appendix B:
Positioning Pentagon
|
Introduction of the
Positioning Pentagon TM.
A unique model to identify and
assess the positioning of target
services. |
|
|
Appendix C: Pricing
Pentagon |
Introduction of the
Pricing Pentagon TM. A unique model for determining what pricing model makes
sense for target service offerings. |
|
|
Appendix D: Services
Leadership |
Template to evaluate
executive leadership for the service
function. |
|
