The systemic perspective of service processes: underlying theory, architecture and approach

Abstract

As competition in the service industry grows, delivering high-quality service to meet customers' needs and expectations becomes paramount. In order to achieve a thorough understanding of customers, companies are increasingly adopting Customer Relationship Management (CRM) initiatives. However, CRM does not have the process reach necessary to cope with complex and cross-functional processes. This problem is better handled by Business Process Management (BPM) initiatives, which, by their turn, struggle to built-in customer intelligence in their systems. Based upon systems theory, we discuss the roles of CRM and BPM in an integrated approach to deliver customer fulfilment. As the evolution of service-oriented approaches requires us to consider both customer interactions and experiences as key elements of service processes, we present a broader perception of service processes involving these two perspectives. Also, we discuss the architecture of a customer-facing system comprising customer processes that are aimed at better dealing with customer interactions.

A through-life costing methodology for use in product–service-systems

“…Sampson (2012) highlights that service is better defined with reference to the work of a process, than by subtracting features from the concept of a product. Batista et al (2008) suggest that the general principles and characteristics of systems can be applied to the understanding and management of service processes. Thenent et al (2012) discuss technological knowledge, or detailed process understanding, as the foundation to capture the interplay rather than exacerbate the differences between services and the physical artefacts involved in a PSS.…”

Servitising manufacturers: the impact of service complexity and contractual and relational capabilities

“…the shift towards providing and receiving PSSs, is typically undertaken gradually (Tukker, 2004;Smith et al, 2012). In other words, manufacturing companies provide support services with different degrees of service complexity (Batista et al, 2008).…”

Synchronicity and alignment of productivity: the real value from Service Science?

“…However, recognition of challenges associated with integrating these varying aspects of service into a single and coherent concept has led to some, such as Johns (1999), pointing out that because of conceptual ambiguity, the context within which 'service' is being used must be articulated prior to, or at least, during use. Others (Batista et al 2008, Lavikka et al 2009 suggest that actually what is required is a new conceptualisation of service which merges technology with an understanding of business processes, the company (Horn 2005) and human resources (Grandison and Thomas 2008). Under such intellection, IS/IT professionals (mainly systems analysts and designers rather Production Planning & Control 499 than programmers) will take a lead in the articulation of the service experience (Fynes and Lally 2008).…”

“…The pervasiveness of service creates the need for an interdisciplinary support service framework (Batista et al 2008). These links come together to improve production-consumption relationships and improve service productivity.…”