The service function as a holistic management concept

Purpose of the paper This article introduces the service function concept, as well as why and how it can be a useful concept for addressing service management challenges in industrial firms. Design/methodology/approach Two in-depth case studies of global industrial firms enabled a thorough understanding of the roles of the service function entities and interdependencies between them. Findings Although the service organization is most likely the key entity, it is only one part of the service function; other organizational entities are to be seen as part-time service functions. Research limitations/implications A finer-grained conceptualization would enable a better understanding of the front- and back-office entities involved in the service processes. Practical implications The concept can be useful when communicating the importance of services and the interrelatedness between the service organization and other parts of the firm, which generates better internal understanding of the service processes. The alignment between service offering and organization can be elaborated by mapping where service development, sales, and production take place, what the ideal configuration would be, and the roles played by different parts of the service function. Originality/value of the paper The service function is a novel concept and is particularly relevant for industrial firms that offer services. It highlights the fact that it is erroneous to equate services with the activities of the service organization. Instead, a more holistic approach to the management of service offerings is needed. Type of paper: Conceptual Keywords: Service function, service organization, industrial services, manufacturingOriginal Publication: Christian Kowalkowski , The service function as a holistic management concept, 2011, The journal of business & industrial marketing, (26), 7, 484-492. http://dx.doi.org/10.1108/08858621111162280 Copyright: Emerald http://www.emeraldinsight.com