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The service function as a holistic management concept

The service function as a holistic management concept Purpose – This article aims to introduce the service function concept, as well as why and how it can be a useful concept for addressing service management challenges in industrial firms. Design/methodology/approach – Two in‐depth case studies of global industrial firms enabled a thorough understanding of the roles of the service function entities and interdependencies between them. Findings – Although the service organization is most likely the key entity, it is only one part of the service function; other organizational entities are to be seen as part‐time service functions. Research limitations/implications – A finer‐grained conceptualization would enable a better understanding of the front‐ and back‐office entities involved in the service processes. Practical implications – The concept can be useful when communicating the importance of services and the inter‐relatedness between the service organization and other parts of the firm, which generates a better internal understanding of the service processes. The alignment between service offering and organization can be elaborated by mapping where service development, sales, and production take place, what the ideal configuration would be, and the roles played by different parts of the service function. Originality/value – The service function is a novel concept and is particularly relevant for industrial firms that offer services. It highlights the fact that it is erroneous to equate services with the activities of the service organization. Instead, a more holistic approach to the management of service offerings is needed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business & Industrial Marketing Emerald Publishing

The service function as a holistic management concept

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0885-8624
DOI
10.1108/08858621111162280
Publisher site
See Article on Publisher Site

Abstract

Purpose – This article aims to introduce the service function concept, as well as why and how it can be a useful concept for addressing service management challenges in industrial firms. Design/methodology/approach – Two in‐depth case studies of global industrial firms enabled a thorough understanding of the roles of the service function entities and interdependencies between them. Findings – Although the service organization is most likely the key entity, it is only one part of the service function; other organizational entities are to be seen as part‐time service functions. Research limitations/implications – A finer‐grained conceptualization would enable a better understanding of the front‐ and back‐office entities involved in the service processes. Practical implications – The concept can be useful when communicating the importance of services and the inter‐relatedness between the service organization and other parts of the firm, which generates a better internal understanding of the service processes. The alignment between service offering and organization can be elaborated by mapping where service development, sales, and production take place, what the ideal configuration would be, and the roles played by different parts of the service function. Originality/value – The service function is a novel concept and is particularly relevant for industrial firms that offer services. It highlights the fact that it is erroneous to equate services with the activities of the service organization. Instead, a more holistic approach to the management of service offerings is needed.

Journal

Journal of Business & Industrial Marketing – Emerald Publishing

Published: Aug 23, 2011

Keywords: Service function; Service organization; Industrial services; Manufacturing; Management strategy

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