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4 - Managing strategy in services

Published online by Cambridge University Press:  22 September 2009

Alan Nankervis ,
Yuki Miyamoto ,
Ruth Taylor  and
John Milton-Smith
Alan Nankervis
Affiliation:
Curtin University of Technology, Perth
Yuki Miyamoto
Affiliation:
Curtin University of Technology, Perth
Ruth Taylor
Affiliation:
Curtin University of Technology, Perth
John Milton-Smith
Affiliation:
Curtin University of Technology, Perth
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Summary

Learning objectives

After studying this chapter, readers will be able to:

  • distinguish between traditional approaches to strategy and more recent strategic management models

  • appreciate the conceptual logic underpinning strategic management models

  • grasp the relationship between an integrated strategic management perspective and the management of the practical operational, financial, marketing and human resource management aspects of service

  • explore and explain the blurring of the traditional boundaries between goods and services

  • understand why a more comprehensive and integrated approach to strategic management is now required in order to design and sustain competitive advantage towards service

  • analyse a selection of specific service case examples from a strategic management perspective.

Introduction

The previous chapters explored the growing importance and distinctive characteristics of service and the various challenges involved in managing it. They analysed the global, regional, national and local environments within which service is provided, and discussed the complex and dynamic nature of stakeholder management issues that now impact upon organisations as they place greater emphasis upon service. This chapter focuses on the conceptual aspects and practical implementation implications of a strategic management approach to service. In doing so, it also discusses the critical importance of taking a strategic management perspective in applying the integrated services management model. The ideas presented in this chapter provide a foundation for the subsequent chapters, which in turn analyse the specific issues associated with the marketing, operational, financial, and HR management (HRM) dimensions of the ISM.

Type
Chapter
Information
Managing Services , pp. 108 - 154
Publisher: Cambridge University Press
Print publication year: 2005

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