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SERVICE STRATEGYSERVICE STRATEGY

ORGANISATION MORE EFFECTIVE IFORGANISATION MORE EFFECTIVE IF

EVERYONE IS WORKING FOR SAME GOALEVERYONE IS WORKING FOR SAME GOAL

GOALS ARTICULATED PRECISELY ANDGOALS ARTICULATED PRECISELY AND

COMMUNICATED EARLYCOMMUNICATED EARLY

RESULTS CAN BE ACHIEVE THROUGH SERVICERESULTS CAN BE ACHIEVE THROUGH SERVICE

STRATEGYSTRATEGY

TELLS WHAT THE ORGANISATION IS,WHAT ITTELLS WHAT THE ORGANISATION IS,WHAT ITDOES,WHAT DOES IT BELIEVES ONDOES,WHAT DOES IT BELIEVES ON

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SERVICE STRATEGYSERVICE STRATEGY

it must also identify the customers who will beit must also identify the customers who will be

served and the value they will receiveserved and the value they will receive

good strategy produce several important benefitgood strategy produce several important benefit

communicates the customers what the organisationcommunicates the customers what the organisation

is and what it will provide (positioning)is and what it will provide (positioning)

communicates to employees exactly what thecommunicates to employees exactly what the

company stands for, and is trying to docompany stands for, and is trying to do

 produces operating efficiency by eliminating produces operating efficiency by eliminatingactivities that are not relevantactivities that are not relevant

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SERVICE STRATEGYSERVICE STRATEGY

SERVICE STRATEGY HAS SEVERALSERVICE STRATEGY HAS SEVERAL

CHARECTERSTIC:CHARECTERSTIC:

IT IS CLEAR SPECIFIC ANDIT IS CLEAR SPECIFIC ANDUNAMBIGUOUSUNAMBIGUOUS

EQUALLY RELEVANT TO CUSTOMERSEQUALLY RELEVANT TO CUSTOMERS

AND EMPLOYEESAND EMPLOYEES

BASED ON KNOWLEDGE OF CUSTOMERSBASED ON KNOWLEDGE OF CUSTOMERS

 NEEDS,OBTAIN THROUGH SOME FORM NEEDS,OBTAIN THROUGH SOME FORM

OF MARKET RESEARCHOF MARKET RESEARCH

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ELEMENT OF SERVICE STRATEGYELEMENT OF SERVICE STRATEGY

1.1. THE VISION STATEMENTTHE VISION STATEMENT

2.2. MISSION STATEMENTMISSION STATEMENT

3.3. GENERAL GOALSGENERAL GOALS

4.4. MEDIUMMEDIUM--STRATEGIC GOALSSTRATEGIC GOALS

5.5. SHORT TERMS PLANSSHORT TERMS PLANS

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FOUR FOCUS STRATEGIESFOUR FOCUS STRATEGIES

EXTENT OF FOCUS CAN BE DESCRIBED ONEXTENT OF FOCUS CAN BE DESCRIBED ONTWO DIFFERENT DIMENSIONSTWO DIFFERENT DIMENSIONS

MARKET FOCUSMARKET FOCUS-- extent to which a firm servesextent to which a firm servesfew or many marketsfew or many markets

SERVICE FOCUSSERVICE FOCUS-- the extent to which firm offer the extent to which firm offer 

few or many servicefew or many service

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FOUR FOCUS STRATEGIESFOUR FOCUS STRATEGIESFULLY FOCUSED ORGANISATION:provides limitedFULLY FOCUSED ORGANISATION:provides limited

range of service (single core product)range of service (single core product)

MARKET FOCUSED COMPANYMARKET FOCUSED COMPANY-- concentrate on narrowconcentrate on narrow

market segment but has wide range of servicemarket segment but has wide range of service

SERVICE FOCUSED FIRMSSERVICE FOCUSED FIRMS-- narrow range of service tonarrow range of service to

fairly broad marketfairly broad market

UNFOCUSED CATEGORYUNFOCUSED CATEGORY-- try to serve broad markets andtry to serve broad markets and

 provide wide range of service provide wide range of service

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STEPS IN DEVELOPINGSTEPS IN DEVELOPINGSTRATEGY STRATEGY 

STRATEGY NARROWLY FOCUSED AT DIRECTSTRATEGY NARROWLY FOCUSED AT DIRECT

COMPETITORSCOMPETITORS

THREAT FROM GENERIC COMPETITORS WHICHTHREAT FROM GENERIC COMPETITORS WHICHOFFERS DIFFERENT WAY OF ACHIEVING SIMILAR OFFERS DIFFERENT WAY OF ACHIEVING SIMILAR 

BENEFITBENEFIT

RESEARCH AND ANALYSIS ARE DESIGNED TORESEARCH AND ANALYSIS ARE DESIGNED TOHIGHLIGHT BOTH OPPORTUNITIES AND THREATHIGHLIGHT BOTH OPPORTUNITIES AND THREAT

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STEPS FOR DEVELOPING STRATEGY STEPS FOR DEVELOPING STRATEGY 

MARKET ANALYSISMARKET ANALYSIS-- SIZE, LOCATION, TERNDSSIZE, LOCATION, TERNDS

SEGMENT ANALYSISSEGMENT ANALYSIS

SELECTION OF APPROPRAITE TARGETSELECTION OF APPROPRAITE TARGET

MARKETMARKET

ARTICULATE DESIRED POSITION INARTICULATE DESIRED POSITION IN

MARKETPLACEMARKETPLACE

SELECTION OF BENEFIT FOR CUSTOMERSSELECTION OF BENEFIT FOR CUSTOMERSANALYSIS OF POSSIBILITIESANALYSIS OF POSSIBILITIES

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STEPS FOR DEVELOPING STRATEGY STEPS FOR DEVELOPING STRATEGY 

MARKETING ACTION PLANMARKETING ACTION PLAN

INTERNAL ANALYSISINTERNAL ANALYSIS-- RESOURCES,RESOURCES,CONSTRAINT, VALUESCONSTRAINT, VALUES

COMPETITIVE ANALYSISCOMPETITIVE ANALYSIS-- STRENGTHS,STRENGTHS,WEAKNESS,CURRENT POSITIONINGWEAKNESS,CURRENT POSITIONING