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Service Strategies
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Wouldn't you like to know how to achieve success in your business? Almost everyone wants to be more competitive, to increase market share, reduce costs, improve quality, and increase profit. To do that, you must please your customers through improved responsiveness, delivery, and service. This doesn't happen by accident. In fact, it re­quires a structured and well-thought-out approach to your business. The critical keys are

1.    To know what to do

2.   To plan how to do it

3.    To do it

4.   To evaluate what you did.

It may sound simple, but the reality is that many businesses today are struggling with these fundamental issues of effective business man­agement, and as a result, are not as successful as they might be.

So here are seven sizzling secrets for success in service! Strategy including vision, mission, goals, objectives, planning,

systems Understanding your customers, your suppliers, your employees, and yourself

Character, that of your business as well as your people, including eth­ics, morality, values, actions, and attitude Competence including knowledge, skills, and abilities Evaluation, measurements, and results Synergy, networking, and teamwork Service, including quality, cost, schedule, and helping others.


Strategic planning is the process by which you determine the direction for your business. Through strategic planning, you will develop your plans for the future and the means you will use to ensure that you achieve your goals, perform your mission, and basically get where you want to go. The strategic planning function ultimately generates plans of ac­tion designed to develop and refine competitive activities that have the potential of giving you a competitive advantage. It requires a struc­tured and comprehensive process to develop an effective strategic plan. Strategic plans look into the future, as much as 5 to 10 years. The strategic planning process begins with identifying the vision you have for your business. What do you want to be doing 30 to 50 years from now? What do you want your business processes to look like? What industries will you be in? What products will you make? What ser­vices will you offer? The answers to these questions will help you for­mulate your mission (what you do from day to day). You will also establish your company values (how you treat each other, your cus­tomers, and your suppliers while you are performing your mission). The planning process concludes with specific goals and making action plans. Developing action plans includes defining the overall objectives and goals of an organization by analyzing information about enterprise capabilities, needs, competition, opportunities, costs, and benefits. Thus your strategy tells you what you will do, when, how, and why.


So often people walk through their lives thinking (incorrectly) that everyone is just like you are, that they are motivated by the same things you are, that they want the same things that you do, and that their ob­jectives are the same as yours. This just isn't true. Since most people interact with other people throughout the business day, it is important to learn what motivates those you interact with and what their objec­tives are, and you must learn how to be in relationship with them   insuch a way that you can succeed. Since they want to succeed too, there must be compromises, relationships, agreements, and partnerships be­tween us, as customers and as suppliers. This means a "win-win" ar­rangement. Often, however, businesses put themselves in a "win-lose" arrangement, where the business can't win unless someone else loses.

What would you do to ensure that your business is successful? Would you underpay your employees? Would you underpay your supplier? Would you overcharge your customer? In essence, this is what you do, when you charge too much and pay too little. Understand your suppli­ers. What are their objectives? What are they trying to achieve? Under­stand your customers. How do they use your product? What are their requirements? Understand your personnel. What motivates them? What do they want from their jobs? What support do they expect from you? Most importantly, understand yourself—what motivates you? What val­ues do you have? What is your own personal vision and mission?

Understand the systems you use. Understand how they interact, how they assemble information, where the information comes from, and what algorithms are used to process the information and produce the results. Understand the numbers related to your business. This includes not only the financial measures, but also the performance measures. Know what your performance is. Understand how all the individual pieces of your business fit in to a coherent whole.

To Be Continued

For balance of this article, click on the below link:

Lean Manufacturing Articles and click on Series 10

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