服务创新对组织结构变革的重要性--澳洲代写Assignment范文

澳洲代写Assignment范文:“服务创新对组织结构变革的重要性”，这篇论文主要描述的是随着经济的发展，现如今有不少企业也开始注重到产品服务对企业发展的重要，逐渐的采取相应的措施来改善现有的服务，但是却很少有企业在创新服务有新的突破或成功，大多是改善现有的服务。

With the development of economic, many companies have made incremental improvements to their service offerings, but few succeed in creating service innovations that generate new markets or reshape existing ones. For example, most improvements to pure service activities are incremental. Product makers establish Web sites with e-commerce functions; stores stay open longer; casinos, airlines and supermarket chains enhance loyalty card programs[4]. These changes are useful and indeed necessary, but they are limited in the kind of returns they can produce. Only rarely does a company develop a service that creates an entirely new market or so reshapes a market that the company enjoys unforeseen profits for a considerable length of time. However in order to move in the new service innovations that generate new markets or reshape existing ones, executives must understand the different types of market-creating service innovations as well as make right decisions that enable these innovations.

A successful example is set to illustrate service innovation. IBM has achieved great goals in translating its software programming capabilities into high-value consulting services. It proved that nurture a new market isn’t easy, but it can be done.

In the 1960s and 1970s, IBM was a very large, enormously successful, extremely well managed company. As a hardware manufacturer IBM had long established in the mainframe business and well entrenched in the 1980s and early 1990s. However, it is not alway in the prior stage, the managers of IBM realized the enterprise must to change its direction otherwise the business must be deteriorate while IBM posted record losses of nearly US$5 billion in 1992, along with the latest in a string of layoffs. With such background, the senior executives realized that IBM’s greatest value lay in the synthesis of multiple parts of the business to develop solutions. Under the guidance of this idea, IBM combined its gigantic technology of both software and hardware then made great achievements. IBM prioritized its service offering over its hardware business as soon as possible. We have to say that IBM is an extremely innovative company. Faced such a severe obstacle IBM’s managers made more major decisions,placed many of the former PWC managers in quite top and key positions within the combined organization after acquired consulting firm Price Water house Coopers in 2002[5]. Such as, soon after that announcement, IBM fired its chief executive officer and brought in the first outside CEO the company had ever had in its history, Lou Gerstner. IBM’s service-model innovation was born out of this crisis.

As we all know, global connectivity (created through IT infrastructure, telecommunications and open standards) makes new skills and partners accessible and practical to employ and enables entirely new forms of collaboration, and, thus, new service models. As global connectivity reduces collaboration and transaction costs, companies are taking advantage of the expertise and scale that lies hidden in their own organizations and across the globe. They are assembling a business model fashioned from groups of ‘‘specialized’’ capabilities – combining internal expertise and scale through shared services centers with the capabilities of specialized partners to create truly differentiating business designs. But, the same global connectivity also exposes firms to new competitors with very different service models and cost bases, which, in turn, can force service model innovation. Businesses are so often summarized as the providing products and services they take to market and their managers have traditionally paid close attention to innovative energy there.

IBM’s 2006 CEO study interviewed 765 corporate and public sector leaders from around the world on the subject of service innovation. The key finding was that gigantic competitive pressures have pushed service model innovation much higher than expected on CEOs’ priority lists. With so many refresh opportunities and threats that technological advances and globalization presenting, corporation leaders are finding and seeking some new ways to bring their service models remain sustainable competitive advantage in the current industry or even to seek growth by entering quite new marketplaces.

So, what actions were executives taking to crack their business obstacles? Since, organization structure changes and major strategic partnerships topped the list of most significant service market innovations. One CEO claimed that the success of strategic partnerships depends heavily on combining each company’s strengths in an economic model that benefits all parties. So, IBM need to develop a business model based on strategic partnerships that creates value not just for the company, but also for the industry as a whole. IBM cannot do everything in this era of specialization. So, according to the certain strategy, IBM sold its PC business which is the core business of IBM to Chinese PC manufacturer Lenovo. Offered IBM’s semiconductor lines to act as a foundry for other companies’ products. This brought in new revenue and increased the utilization rate of IBM’s equipment and facilities. IBM’s need to generate greater profits also led it to rethink its whole approach to managing its patents and technology. The company was able to raise hundreds of millions of dollars a year by licensing its intellectual property. After that, IBM offers a variety of services, ranging from software implementation to management consulting to outsourcing and enterprise reawakens the new life. More than half of the company’s $90 billion revenue in 2006 came from its IBM Global Services arm, a business that didn’t exist 15 years earlier.

Based on the results, we recognize that the case company follow special strategy and can be innovation according to it. Maybe the generic approaches to generating value to customers are different for different corporations. There are three common disciplines, they are product leadership, customer intimacy and operational excellence. According to individual framework, companies must choose one of these value disciplines and act upon it consistently and vigorously in order to be successful in service innovation[6].

Product leadership is manifested in very strong service innovation drive and brand marketing. Companies utilizing this strategy operate in dynamic markets, where technologies and customer preference evolve constantly. To survive in this business, the focus must be on continuous development and commercializing innovation – even if it means killing your own product. Branding is often in the design of the products, and R&D and manufacturing processes are geared to improve time-to-market. Products have high margins since profits have to be made in a short timeframe.

Customer intimacy means the customer directly placed at the center of the firms every day operations and long time strategy. Utilizing this method companies must excel in customer attention and detailed service. Services and products are tailored to individual customers and small segments. The core of operations is on customer relationship management. Companies must deliver products and services on time and above customer expectations. Reliability gets you close to the customer. The information customers share to service-providers they trust is crucial in developing products that are constantly cutting edge and provide superior value. Operational excellence refers to developing superb operations and smooth execution often by providing a reasonable quality at a very low price. The focus is on efficiency and streamlining operations in supply chain management. The firm’s offering needs now frills as the only thing that counts is volume in manufacturing and sales.

Our finding through the IBM case into service innovation is that it essentially requires balancing internal capabilities and external resources. This refers to having core competence in management, R&D and commercialization. Just being in touch with the markets and its development won’t take companies anywhere, since managers need to act on the opportunities they face. Too much information can also be confusing and just asking what customers want is always a good idea. At the same time, managers must have their own vision and understanding of how they aim to create value to customers. Service innovation needs managers own the ability, identify what their core capabilities are and focus on it.

For decades, the importance of services to the global economy has grown steadily while the importance of goods has declined. Actually, services now dominate, making up about 70% of the aggregate production and employment in the Organization for Economic Cooperation and Development (OECD) nations and contributing about 75% of the GDP in the United States[7]. It’s only natural, then, that companies are constantly seeking to provide better services, regardless of whether they are in a “pure” service business or in a manufacturing industry that must increasingly rely on its service operations for continued profitability.

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