We are Service Architects, helping IT Solution Providers improve service value, profitability, and process efficiency through design. We apply world-class process improvement tools and techniques to improve everything from service vision and sales effectiveness to delivery efficiency and overall customer satisfaction.
Services
For top-end IT solution providers, services are strategic.
They depend on high-value service offerings to give them competitive advantage in the crowded market.
Yet, these same providers typically don't have a service development model that yields repeatable and scalable offerings.
All-to-often providers depend on "playbooks" for services sales that provide feel good bromides ("you can sleep at night; we have your back") without any real meat behind them.
These playbooks don't define the full set of service outcomes that achieve the business goals of the offering.
They depend on high-value service offerings to give them competitive advantage in the crowded market.
Yet, these same providers typically don't have a service development model that yields repeatable and scalable offerings.
All-to-often providers depend on "playbooks" for services sales that provide feel good bromides ("you can sleep at night; we have your back") without any real meat behind them.
These playbooks don't define the full set of service outcomes that achieve the business goals of the offering.
You must be able to articulate differentiated value - to avoid ending up competing on price.
Leading IT solution providers view services as strategic - providing them with competitive advantage in the crowded market place.
Well-designed service offerings target one or more business problems and have a crystal-clear value proposition.
They are the foundation for any solution provider expecting to grow their business appreciably, and they must be both repeatable and scalable.
If you design your services to achieve specific outcomes, targeted at your market's needs, your sales team can have a value-based conversation with your prospect.
Leading IT solution providers view services as strategic - providing them with competitive advantage in the crowded market place.
Well-designed service offerings target one or more business problems and have a crystal-clear value proposition.
They are the foundation for any solution provider expecting to grow their business appreciably, and they must be both repeatable and scalable.
If you design your services to achieve specific outcomes, targeted at your market's needs, your sales team can have a value-based conversation with your prospect.
The "service factory" has replaced the "craftsman" model historically associated with IT services.
In the new model, business processes and tools enable a provider to scale rapidly while maintaining high service levels.
As an IT Solution Provider, you must differentiate yourself through both value and delivery.
The challenge becomes building a process framework that consistently delivers value to the customer while eliminating wasted effort that erodes profitability.
It is hard to find expertise and time, even in a large company, to develop and implement repeatable processes.
In the new model, business processes and tools enable a provider to scale rapidly while maintaining high service levels.
As an IT Solution Provider, you must differentiate yourself through both value and delivery.
The challenge becomes building a process framework that consistently delivers value to the customer while eliminating wasted effort that erodes profitability.
It is hard to find expertise and time, even in a large company, to develop and implement repeatable processes.
It's what you've documented in service descriptions, delivery procedures, marketing collateral, and document templates.
It's also what your team knows that they haven't documented yet.
Preserving and growing intellectual capital is essential for market differentiation, growth, and sustained performance.
When not documented, it's handed down by word of mouth.
Key elements are lost in translation and retelling.
When seasoned employees leave, critical knowledge and business value go out the door with them.
It's also what your team knows that they haven't documented yet.
Preserving and growing intellectual capital is essential for market differentiation, growth, and sustained performance.
When not documented, it's handed down by word of mouth.
Key elements are lost in translation and retelling.
When seasoned employees leave, critical knowledge and business value go out the door with them.
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