Participation in the course is paid. The table below shows the prices for participation.
||October 28th – November 9th
|| November 10th – November 15th
Criteria for the course completion
To be eligible for the course certificate, the participant must complete at least 60% of the homework. This certificate can be re-count for a similar course at UCU and other universities (if they have this possibility). The course is assessed in 3 ECTS credits.
This course will benefit those who work:
- for a B2B service company and want to have a better grasp of its operating context and service management strategy.
- on pre-sales and design value propositions for their clients (Engagement managers, PMs, BAs, QAs, Architects, Tech leads, etc.)
- in management positions and have a direct influence on the systems in which they operate, and, therefore, have the power to make changes (Project managers, Delivery managers, Heads of CoE, Delivery directors, Account managers, etc.)
1. Service management: why should you care?
- What is service design?
- What are its specifics in B2B market?
- Why do companies need to implement it?
- “Success stories” in-between the day-to-day work.
- Reviewing the reading materials
2. What is a service?
- What constitutes a service?
- What’s the difference between the service/engagement model and expertise?
- Why is it necessary to set limits between services?
- Identifying the services in “company X” (Vendor) based on number of people, client portfolio/references, segmentation between CoE’s and overall track record
- Deciding upon what goes in the expertise section
- Recognizing the aspects that the Vendor cannot deliver on the scale and is “faking” right now
Note: The best way to execute this task is to use a data-driven approach based on Vendor profile, track record, and publicly available information.
3. Service design 101
- What are the touch-points between Vendor and Client?
- Are there possible silos?
- Consistency is the key: how to achieve it?
- Risk & reward equation: what is it?
- Creating the Client’s journey map, using UXpressia template for the potential case
- Segmenting the key services based on the risk/reward equation
4. A systematic approach to value chain design
- Service starts before delivery: why?
- Why the “100% custom” approach is your enemy?
- Why the modular system leads to decreased overheads?
- Education is the key.
- Analyzing potential gains from the adoption of the template approach for engaging new clients
5. Expectation management
- What is expectation management?
- Why does it matter in B2B, especially for a service business?
- Based on publicly available information, creating a matrix of Vendor/Client responsibilities for the key service in the Vendor portfolio
- Why is the principle of “less is more” valuable in positioning?
- How can you stand out in a saturated market?
- How can you create a strategy to gain/sustain positioning?
- What can you do to ensure that your positioning always generates ROI (directly or indirectly)?
- Using similar market players to cross-reference and evaluate Vendor’s positioning
- Using similar market players to cross-reference those differentiators
7. Revision & summary
- Review of what we have learned
- Reviewing of course materials and preparing questions
By the end of the course, you will:
- Understand the context in which your outsourcing company operates from a tactical/strategical standpoint
- Recognize what constitutes the “Service” in the B2B market and what makes it different from the engagement model & pricing
- Learn that not everything is a “Service” and how to differentiate it
- Learn how to create a solid foundation in the company (service portfolio and knowledge manifestation system), allowing you to scale fast and efficiently
- Find out why transparency matters and can help you to support your offering/increase NPS
- See the connection between your marketing materials and client’s expectations and balance them
Andrii Laba, Director of Service Management
I combine my background in business analysis, IT domain acumen, and product management, to create sharp positioning for B2B companies. As a Director of Service Management, I’m working on the phased introduction of a customer-focused Services Portfolio and a metrics-backed brand value chain creation. For the last three years, I’ve been working with outsourcing companies to adopt the Service Management approach. I’ve successfully implemented the change on the scale (1,800+ people), and now I’m trying to replicate the success on a smaller scale (300+ people) with more constraints but a faster pace. I also consult companies on how to improve their operational efficiency, become more transparent, and focus on CX/Service management.
- Refreshed Services Portfolio using JTBD and Category Management (in companies of 1800+ and 300+ employees)
- Implemented a new Knowledge Management System for Onboarding (in companies of 1800+ and 300+ employees)
- Led change management/educational sessions for 7 c-suit executives (in a company of 1800+ employees)
- Introduced service performance reviews for top/middle management backed by data-driven decision making on the service level (in a company of 1800+ employees)