1. Service Delivery Management: Delivering value to the business Lucia Eversley Global Business Management June 22nd, 2010 1

2. Agenda Running as a Business Model 1 2 3 WHO, WHAT, HOW Closing Comments 2

3. Approach Within the framework of a internal service organization running as its own company. Emphasize that to provide value, the WHO must be the center of focus Demonstrate that providing value means continuously changing the game via improvements

4. Win in Market Users Delivery Priorities Clients DiscoverDesignQualifyReadyLaunch PEPCLPALA Innovation Service Management Service Operations Running as a Business Framework

5. Benchmarking Scorecards & Measurement Innovation Issues & Opportunities Develop a Learning Plan Leading & Participating in a SWOT analysis Service Architecture Definition Benefit Articulation Value Proposition Defining Service Equity Service Strategy & Planning Portfolio Management Initiative Approval & Sponsorship Service P&L Responsibility Communications & Training Operational Oversight Participation in SIMPL gate reviews Segmentation Strategic Market Definition Conducting User & Client Research Sensing Brand Building Framework

6. Example: WHO Executives Lead Teams Functional Teams Casual Reader

7. Example: The WHAT: Decision Cockpit Equity: The one stop shop ……to enable better and faster decisions Benefit: Easy access to information in one place. Value: Better, faster decisions Featured Video Brand Equity Pyramid

8. 8 What: Key Performance Indicators The Benefits you Get VALUE ADOPTION Market Share To the Company To the client/ User First Moment of Truth (FMOT) Second Moment of Truth (SMOT) First Moment of Truth (FMOT) Second Moment of Truth (SMOT) Satisfaction = Technical Benefit+ Emotional Link Costs

9. HOW: Value Driven Master Plan Understand business goals and priority issues Define service solution that achieves business goals and addresses issues Identify what needs to be true in order to succeed. Define how success would be measured Organize initiative into a timeline that considers other activities that may happening concurrently Obtain alignment to the plan Execute, monitor, and take action

10. HOW: Create a plan to generate more value! 1) Introduce a new service and drive distribution until you have maximized adoption in your defined market. 2) Upgrade the service (everyone will benefit). 3) Introduce a new service that reapplies your solution to a different segment. The challenge for any service manager is to increase value and fight against commoditization of the service

11. Do we have sufficient interest to staff a project? Do we have a strong business proposition? Is this initiative ready for release? Is this initiative ready for launch in a market? Is the market launch successful? -Concepts -Mock-ups -User Interviews -Poster sessions -Prototypes -Client Talk-sheet -Value Creation -Development -Commercial Plan -Communications -Pilot Testing -Local Plans -Training -Systems Ready -Deployment -Measurement -Adjustments -Concept Test -Client Review -Concept & Use -Client Review -Systems Testing -Usage & Attitude -Market Readiness -Trial Measure -User Satisfaction -Purchase Intent -Tech Feasibility -Value Estimate -Adoption Forecast -Trial Measure -Repeat Measure -Met Expectations -User Satisfaction -Client Acceptance -Tech Feasibility -Value Estimate -Adoption Forecast -Trial Measure -Repeat Measure -Met Expectations -User Satisfaction -Client Satisfaction -Tech Readiness - Market Readiness Checklist DiscoverDesignQualifyReadyLaunch Phases Gate Reviews Questions The “Proof” Decision Criteria PEPCLPALA The HOW: Include your WHO in the process

12. Develop interest in the solution in a compelling way Drive trial in a way the audience understands and experience the value proposition. (FMOT) Win in the SMOT.End user and Client recommends the product. Objective HOW: Gaining WHO Advocacy

13. Closing Comments Be WHO centric. Plan and deliver value in consumable bites based on market (who) readiness Acquire experienced team and include your WHO in delivering a quality product and service Communicate to enable, energize and recruit leading to WHO advocacy Continue to change the game, track against the promise and take action as needed.

14. Questions?

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