An integrated business services model, designed from the outside in with the customer experience at its core, is fully focused on better customer outcomes.
CEOs with such advanced shared services models are significantly less likely to feel that internal complexity inhibits their efficiency and effectiveness.
Advanced models support cost reduction. They can help boost both gross margin and gross sales. They can reduce customer service costs. They help innovate new service capabilities to drive even more value for the organization and its customers.
Over the next five years nearly half of all shared services organizations expect to be using them.
Integrated business services models organize around the customer in three key ways:
They focus on customer outcomes by organizing around customer needs to improve service levels, boost satisfaction and increase share of wallet.
They measure success in terms of outcomes. CEOs with integrated business services models are as much as 20 percent less likely to feel that internal complexity inhibits their efficiency and effectiveness.
They innovate new service capabilities. Over the next five years Accenture anticipates a 51 percent increase in integrated supply chain offerings, a 38 percent increase in customer service and a 39 percent increase in marketing services.
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Shared services organizations should leverage advanced models to create better customer outcomes and drive more value for the enterprise.
They need to build models that:
Focus on outcomes—re-orienting existing functional or process activities to deliver a seamless customer experience.
Measure success in terms of those outcomes—and share the results with the core business to show just how much benefit such models bring to the enterprise as a whole.
Innovate new service capabilities—leveraging the power of a consolidated approach to big data and analytics to drive such value-add offerings as integrated supply chain, customer service and marketing.