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埃森哲:服务领域成功蓝图-服务转型方法指南(中译版)(23页).pdf

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1、Blueprint for Service SuccessYour How-To Guide on Service TransformationIndustrial customers are less interested in buying a product than an outcome and increasingly find value in services and support.As a result,services have become a critical means for companies to differentiate themselves as well

2、 as stabilize cash flow,lower volatility and enhance resilience.For that reason,we investigated the best service management approaches that can be applied to successfully transform and grow your future service business.We surveyed 748 industrial service business executives from across 14 countries t

3、o understand the approaches they are taking.The research revealed that a stronger focus on service-driven business models is helping industrial companies better balance pre-and post-COVID-19 economic challenges.Those with a strong market position in digital-driven services flourished as customers so

4、ught more remote services.More than 60%of respondents said their service business accelerated during the pandemic,and they plan to augment services.This finding shows how services,particularly digital-driven ones,help industrial companies ride out economic cycles.Digitalization can also establish ne

5、w recurring service revenue streams and make services more attractive to maximize customer lock-in.The expectations of industrial companies customers are changing.Customers want to know the answer to questions like:How can I augment the life cycle of my existing assets?How can I make my assets more

6、flexible to address increasing requirements for speed and personalization?How can I get the product but only pay for the value of services I receive?2|Blueprint for Service Success:Your How-To Guide on Service TransformationFigure 1a:Total revenue distributionNew ServiceRevenueCoreServiceRevenue9%20

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本文主要讨论了如何成功地转型和增长未来的服务业务。研究调查了来自14个国家的748名工业服务业务高管,以了解他们正在采取的方法。研究发现,更加强调以服务为驱动的业务模式有助于工业公司更好地平衡疫情前后经济挑战。那些在数字化服务方面具有强大市场地位的公司在客户寻求更多远程服务时蓬勃发展。超过60%的受访者表示,他们的服务业务在疫情期间加速,并计划增加服务。 研究还发现,大约29%的工业公司收入目前来自服务,这一数字预计在未来几年将显著增长。增长核心服务的同时开发和扩展新服务,结合了定期收入,将是未来盈利增长和客户价值的更强杠杆。 此外,研究还识别了四个服务类别,根据不同的服务管理成熟度水平:冠军、大师、奋斗者和传统主义者。冠军和大师在服务利润率和新服务收入占总服务收入的比例方面表现出色,而奋斗者和传统者则因不同的原因未能跟上。 最后,研究确定了四个成功的服务转型的重点领域:综合销售方法和大胆目标、有效可扩展的交付、可持续的系统化数字服务投资、主动的服务生态系统管理。
服务转型如何帮助企业应对经济周期? 哪些因素影响服务转型的成功? 如何平衡核心服务和新型服务的发展?
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