Part 24 (1/2)

Step 2: Deterories

If the service does not fit within your predefined categories-is it because you ory? Or is it a service that doesn't fit within your mission? If the service doesn't fit, perhaps you should stop providing it

Step 3: Identify the service providers

Who within the organization is responsible for the delivery of the service? It may be a cross-unit effort, or it could be part of the definition of the org chart The ideal situation would require finding the product/service providerschart to identify the different places where contributors exist Rarely is a service provided by only one person or unit-even in a functionally-focused organization

Basically, what are the assets involved in the provision of the service or product? What and who goes into satisfying the custohts are soanization

Step 4: Identify the custo the customer base is to look at who uses the outputs from the service/product It really doesn't matter if the final custoanization It doesn't matter if the service/product is a ”for-profit” or ”not-for-profit” endeavor You need to knoho the custoe customer base? Is the customer base a niche market?

Step 5: What is the service environment?

What is the service's competition? Is it a ”monopolized” service? Does the customer have choices in who provides the service?

Is it a local raphic market?

Is it a national reereeanization and its customers It clearly defines, for anyone interested, ill be delivered and hoill be delivered If possible, it should be reed to be provided-it should capture the customers' expectations

If you can't directly ask customers about their expectations, which is the case when you have a large custo inforlean expectations froreeood sources of infor literature will capture the level of service promised or wanted Soested inputs like informal promises made by one department for another or requests by the customer

Another source is the feedback you'll receive in the data collection process when you are h you haven't developed yourcustomer satisfaction feedback tools like surveys, coardless of where you get the inforoal is to determine what the customer expects of the service This will be useful when developing expectations for the metrics

Step 7: Costs

If it's a fee-based service, what is the cost? Even when you are not a profit center, therethe service It could require a istered purchaser/owner of a product Some of our services had no other associated costs beyond custo either a faculty, staff, or student at our institution

These steps are also logical headers for the catalog You can organize theanize the any of the earlier ”steps” If you create an electronic (online) version of your catalog, you could allow searches or sorting on any of these steps

There are other important questions you can ask and answer about your services One of these crosses the boundaries between a Service/Product Health focused catalog and one built around Process Health What are the key/core services? This question doesn't answer a customer question, but it can be answered by them The answer is useful for the Service/Product Healthbased catalog, so that you knohich services toyou don't have the resources to measure them all) From the Process Health-based viewpoint, the key/core services tell you other important infor

If you will use the results of the service catalog for internal process improvement (the second quadrant of the Answer Key specifically), you will need to ask a few additional questions

Step 8: Key/Core services

The classification of the services and identification of ones considered ”key” or ”core” to the organization's success can be deter questions: Which services are core to the organization's success? Which are the enerators?

Which services are of higher priority? Where should most of the resources be allocated?

Where should the best resources be allocated?

Which services are seen as representative of the organization's brand? Which services have to be done particularly well?

Which will help set the custoanization as a whole?

Step 9: Dependencies