54 Questions
What types of questions can help expose a service provider’s distinctive capabilities?
Questions related to product edge and regulatory compliance
How can services generate lower costs and increased switching?
Via unique product offerings not found elsewhere
What type of values can services provide besides monetary gains?
Social benefits and increased expenses
In the context of non-profit organizations, what should 'profit' be associated with?
Social benefits realized
Which aspect of a service provider's operations can reveal patterns for future strategic decisions?
Different and effective activities in the value chain
How can a service provider identify the most profitable customers, channels, or purchase occasions?
By focusing on higher profits through cost reduction
What can lead to poor designs, ineffective operation, and lacklustre performance in service contracts?
Lack of clarity in service definitions
Why is it important for Service Providers to understand the context in which resources are useful?
To justify the cost from a customer's perspective
In what way can customers appreciate improvements in services better?
Within the context of their own business assets and outcomes
What can create value for customers and help Service Providers build strong relationships with them?
Offering lower costs and valuable services
What is the main challenge in achieving service improvements when the required improvements are not clear?
Lack of clarity in service definitions
Why is it essential for Service Providers to deliver value to a customer's business through services?
To support customers in achieving specific business outcomes
What are the two main characteristics of service assets mentioned in the text?
Utility and warranty
How are resources and capabilities used in service management?
To create value in goods and services
What do customers perceive from service utility according to the text?
Performance of tasks associated with desired business outcomes
How are capabilities described in the context of an organization?
Skill sets of individuals within the organization
What justifies further investments in service management according to the text?
The tendency of capabilities and resources to enhance each other
In what aspect may customers initially trust a service provider according to the text?
Low-value contracts or non-critical services
Service Providers should focus on defining service by business outcomes outlined in Figure 4.2 to identify their market spaces.
True
The Service Portfolio includes only the commitments made by a Service Provider to its customers.
False
Third-party services are not part of the Service Provider's offerings to customers according to the Service Portfolio.
False
Each phase of the Service Lifecycle requires resources for completion of contracts, initiatives, and projects.
True
Service Portfolio Management (SPM) is not considered an important governance aspect in service management.
False
The Service Portfolio only represents the resources that have already been utilized, not those being released in various phases.
False
Service management must invest further in assets such as process, knowledge, and people to handle the increase in value.
True
Service management's successful learning and growth enable commitments of lower service levels.
False
A market space is defined by a set of business outcomes that are facilitated by a service.
True
The opportunity to facilitate business outcomes does not define a market space.
False
Service Provider capabilities include financial capital, infrastructure, and applications.
True
Resources in service management include management and organizational capabilities.
False
Type I service providers are typically funded by profits and are allowed to operate independently from the business mandates.
False
Shared Service Providers (SSP) allow for a more centralized governing structure compared to Type I providers.
False
External Service Providers (ESP) primarily focus on increasing unit costs through demand consolidation.
False
Type I providers benefit from tight coupling with their owner-customers, which helps in avoiding costs associated with external business dealings.
True
Shared Service Providers (SSP) focus on maintaining core business functions at the corporate level to attract the attention of the chief executive officer.
False
External Service Providers (ESP) have the ability to create, grow, and sustain an internal market similar to that of service providers in the open market.
True
Match the following types of service providers with their characteristics:
Type I Provider = Funded by profits and operates independently Shared Service Provider (SSP) = Maintains core business functions at the corporate level External Service Provider (ESP) = Focuses on demand consolidation to increase unit costs Service Portfolio Management (SPM) = Governance aspect in service management
Match the following resources with their corresponding capabilities in service management:
Financial capital = Management Infrastructure = Organization Applications = Processes Knowledge = People
Match the service assets with their main characteristics:
Process, knowledge, people, applications, infrastructure = Assets in service management that require further investment Service Portfolio = Commitments made by a Service Provider to customers Resources utilized in various phases = Representation of utilized resources in the Service Portfolio Third-party services = Not part of the Service Provider's offerings according to the Service Portfolio
Match the following aspects of market spaces with their definitions:
Market space = Defined by a set of business outcomes facilitated by a service Business outcomes = Opportunities that define a market space Facilitate outcomes = Opportunity to create one or more market spaces Service utility = Perception by customers from services
Match the following terms related to service improvements with their descriptions:
Service management investments = Assets like process, knowledge, and people invested for handling value increase Service level commitments = Enabled by successful learning and growth in service management Challenges in achieving improvements = Unclear required improvements posing main challenge Learning and growth impact = Higher commitments due to conditioning for bigger challenges
Match the following aspects of service providers' operations with their implications:
Capabilities and resources usage = Used in service management for handling value increase Trust towards service provider = Initiated by customers in certain aspects according to the text Strategic decision patterns revelation = Found in operations for future decision-making Lower service levels commitment impact = Enabled by successful learning and growth in service management
Match the following components of service definitions with their descriptions:
Utility Part A = Lines of Service field staff securely access enterprise applications Utility Part B = Provide value to the customer when loans officers determine credit rating of applicants Mobile workspace services = Business processes being constrained by location or time without slowing down the loan process Credit reporting services = Disruption or loss
Match the following aspects of Service Portfolio Management with their definitions:
Commitments and investments made by a Service Provider across all customers and market spaces = Service Portfolio Governance and decision-making related to contractual commitments, new service development, and ongoing service improvement = Service Strategy Programmes initiated by Continual Service Improvement = Service Improvement Programmes Includes third-party services integral to service offerings to customers = Third-party services
Match the following statements on service improvements with their implications:
Resources presently utilized or being released in various phases of the Service Lifecycle = Service Portfolio Requires resources for completion of contracts, initiatives, and projects in each phase = Service Lifecycle A governance aspect that involves investing in assets like process, knowledge, and people for increased value = Service Management Successful learning and growth enabling commitments of lower service levels = Learning and Growth
Match the following aspects of service definitions with their characteristics:
Visible to customers = Some third-party services Not visible to customers = Some third-party services Represents all resources presently utilized or being released in various phases of the Service Lifecycle = Service Portfolio Integral part of service offerings to customers = Third-party services
Match the following statements on market spaces with their implications:
Defined by a set of business outcomes facilitated by a service = Market Space Definition Opportunity to facilitate business outcomes but does not define a market space itself = Business Outcomes Facilitation Facilitates appreciation for improvements in services by customers = Improved Customer Perception Appreciated by customers but not directly associated with market spaces = Customer Appreciation
Match the following statements on resources in service management with their descriptions:
Management and organizational capabilities = Resources in Service Management Investing in assets like process, knowledge, and people to handle increased value = Asset Investment for Value Handling Understanding the context in which resources are useful for Service Providers' operations = Contextual Resource Understanding Described in the context of an organization as crucial components for operational success = Capabilities Description
Match the type of service provider with its description:
Type I = Operates strictly within the mandates of the business Type II = Consolidates services into an autonomous special unit Type III = Offers competitive prices and drives down unit costs External Service Provider = Can consolidate demand to lower costs
Match the service provider type with its funding source:
Type I = Funded by overheads Type II = Not maintained at the corporate level Type III = Can offer competitive prices External Service Provider = Drives down unit costs
Match the service provider model with its governing structure:
Type I = Tight coupling with owner-customers Type II = An autonomous special unit called SSU Type III = Focus on serving business units as direct customers External Service Provider = Consolidates demand to lower costs
Match the service provider type with its approach to market creation:
Type I = Operate within the business mandates Type II = Model themselves along lines of open market service providers Type III = Can create, grow, and sustain an internal market External Service Provider = Offer competitive prices
Match the service provider category with its focus on cost reduction:
Type I = Avoid certain costs associated with external parties Type II = Spread costs and risks across a wider base Type III = Drive down unit costs by consolidating demand External Service Provider = Offer competitive prices
Match the service provider type with its ability to serve business units directly:
Type I = Operates strictly within the mandates of the business Type II = Focus on serving business units as direct customers Type III = Can consolidate demand to lower costs External Service Provider = Can create, grow, and sustain an internal market
Test your knowledge on how customer assets like people, infrastructure, and accounts receivables can be linked to services provided by service providers. Understand how service providers create conditions to deliver value to customers and help them achieve specific business outcomes.
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