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• W125341773 abstract "This study is commissioned by COO, a newly created Dutch joint-venture operating within the facility market. Ittries to answer the question what could be altered and specified regarding the initial ideas of this joint venture inorder to develop into a viable organization. In other words, this study tries to answer, for COO, the twofundamental questions to every service organizations: What are the important elements of the service to beprovided for the customer? and What efforts does this suggest in terms of designing, delivering and marketingthe service? In guiding the answering process of these questions, the business model of Osterwalder (2004) isused as starting point. However, discussing this model showed some disadvantages. To overcome these, thebusiness model from Osterwalder (2004) is integrated with the strategy map (Kaplan and Norton, 2000). Thisnew integrated business model consists of four perspectives: the customer, the process, the learning and growth,and the financial perspective. These four perspectives together contain eleven elements: value proposition, targetcustomer, relationship, distribution channel, value configuration, partnership, capability, information systems,corporate culture, cost structure, and revenue streams.It is this integrated business model which is eventually used as guiding tool within this study. First it is used todevelop a theoretical framework. From conversations with the founders of COO, the website, and the corporatepresentation, it showed that COO is as service organization with a Business-to-Business (B2B) focused customerintimacy. Therefore, the theoretical discussion of the four perspectives and eleven elements revolves aroundthese characteristics in order to develop a theoretical framework on business models for service organizationswith a B2B-focused customer intimacy strategy. Then, the founders of COO are again interviewed to get a clearpicture of the initial situation of COO in terms of the integrated business model. After that, this study zooms inon customizing the theoretical framework to the specific situation of COO. This is done by developing aninterview framework, based on the theoretical framework, which is used to interview seven market-experts.The main results of these interviews were first of all that, given the current situation of COO and the marketcharacteristics, the Small- and Medium-sized Enterprise (SME)-market seems most attractive for COO. Also, theexperts stated that there are no fundamental content-wise differences between the four sectors COO is aimingfor. Furthermore, it was said that all of the four main services of COO (janitor-COO, E-COO, facilitypurchasing, and facility consultancy) could be of value to customers, but in certain situations and with certainrequirements. Finally, it is concluded that although COO is not as innovative as they claim, they can still beoperating with a competitive advantage if they become pro-active, flexible, willing to change, and customerorientedin the sense that they are willing and able to personalize and customize the service. The results of theseinterviews combined are then combined with the literature in order to come to several recommendations on howCOO could, given the current internal and external situation, best alter and specify their initial ideas with theintention to become a viable organization. The most important recommendations are that it is preferable for COOto first focus on Small- and Medium-sized Enterprises within the region by exploiting their knowledge andnetwork. This means that large enterprises are not yet to be targeted. Also the value proposition and externalcommunication should not focus on the innovativeness of the janitor-COO concept, but on the personal, tailored,reliable, problem-solving character of offering total relieve for the client-organization regarding facilitymanagement issues. This is best done by sub-dividing the main value proposition into three elements: janitor-COO, E-COO, and purchasing and consultancy. It was also concluded that for COO, it is best to offer E-COOonly in combination with SITA and Novon, not with other parties. Also, it is concluded that given the currentsituation, COO will do wise to be selective in their targeting. Furthermore, given their main strategy, it ispreferable for COO to focus on customer lifetime value by aiming for long-term relationships with the help ofcreating loyalty. Loyalty is said to relate to perceived quality which in turn depends on balancing betweenexpected quality (e.g. influenced by references) and experienced quality. Experienced quality is said to beinfluenced by, among others, the characteristics of the value propositions and the SERVQUAL-model domains,especially reliability, assurance, and the willingness to help aspect of responsiveness. Finally, it would bevaluable if COO can provide specific management reports in which they constantly come with recommendationson how to improve the service." @default.
• W125341773 created "2016-06-24" @default.
• W125341773 creator A5078550358 @default.
• W125341773 date "2010-01-01" @default.
• W125341773 modified "2023-09-26" @default.
• W125341773 title "Towards an integrated business model for business-to-businessfocused service providers pursuing a customer intimacy strategy: A Case study aimed at optimizing the business of an innovative joint venture by increasingcoherence and alignment within the integrated business model" @default.
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