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Bringing service strategy to life the Accenture way

Accenture’s industry-proven framework helps Communications, Media and Technology companies define actionable measures to implement a new service operating model.


Post-sales service in the communications, media, and technology industries is gaining importance as product margins continue to erode due to competition. In fact, service is now moving to the forefront as a business strategy.

This shift is in response to customers’ growing emphasis on support, maintenance, and repair services. Companies are now exploring services to better connect to their customers and generate new revenue streams.

Organizations understand that the word spreads quickly when services fall short. So they place emphasis on customer satisfaction programs to influence customer experience that can be an important brand differentiator.

Nonetheless, in an attempt to respond to market situation and pursue business goals, companies prioritize reducing service cost through process efficiency and efficient utilization of assets. However, they are also looking for ways to adapt their service strategy.

Accenture has developed a comprehensive and industry-proven framework for Communications, Media and Technology companies that provides a provides a pragmatic approach to breaking complex service operating model into single elements, improve them and merge back together into daily service operations. It also provides a toolset to define actionable measures to implement a new service operating model.


Accenture helps clients cut through operating model complexity with an end-to-end framework for implementing service operations. The framework features five steps and is used to break complex service operation models into single components that companies can define, refine, and roll out in daily service operations.

Step 1: Prepare

  • Identify and evaluate factors that impact service strategy.

  • Comprehend current service operating model specifics.

Step 2: Analyze and define

  • Assess as-is and define to-be for each single element.

  • Specify initiatives to close the gap.

Step 3: Recommend

  • Calculate business case.

  • Prioritize initiatives and determine implementation roadmap.

Step 4: Breakdown

  • Break down the service operating model into single elements.

  • This step help clients understand and redefine their industry and company-specific service operating models.

Step 5: Merge and align

  • Merge the elements and the defined initiatives into a complete new service scenario.

  • Eliminate inconsistencies by fine-tuning the single to-be initiatives.


Companies should have a full understanding of the service configuration that is suitable for them and the impact of the setup upon implementation of service strategy right at the outset.

Accenture recommends the following for successfully implementing its end-to-end framework for service operations:

  1. Prepare. Companies need to address the challenges in the right order, starting from identifying key factors that influence a service operating model followed by a thorough understanding of both internal and external factors.

  2. Breakdown. Companies have their ideas to differentiate themselves from their competition using services. They must take sufficient time to analyse and comprehend the specifics of a given services operation model before breaking it down into elements.

  1. Analyze and define. It is important that companies create a vision (where they want to be) and compare it with the current state (where they are right now). Companies should focus on filling the gap between vision and the current state.

  2. Elements of service operations model need to come together to:

  • Help identify the complete picture of the services to be delivered by the company. (Governance)

  • Ask the right questions to define the future of the service operation model. (Execution)

  • Select and implement activities that fit with the internal and external environment and target service strategy. (Management)

  1. Supporting systems and tools. IT must be considered early in the planning process as any change in the service operating model is likely to cause and impact.

  2. People enablement. Companies should plan ahead on communicating the impact of the changes to the workforce. Having the buy-in of people can prevent costly failure during the strategy rollout.


Till Habel is leading our practice area “Service Strategy & Operations” in Accenture’s Management Consulting Group, in Munich, Germany.

He has worked in management consulting with many leading consumer electronics and high-tech companies in Europe for more than five years. His functional expertise covers all key aspects of service—from strategy to process and network optimization, service revenue generation, and business process outsourcing.

Prior to joining Accenture, Till worked for more than 11 years for mobile communication companies.

Aiste Adomaviciute works in Accenture’s Management Consulting Group, in “Service Strategy & Operations” practice area and is based in Munich, Germany.

She has been working in management consulting for multiple years with a focus on supply chain and after-sales strategy, business process optimization, and implementation.

Aiste has worked with global leading high-tech companies and supported them in their service strategy and operations.

Marc Perbix works in Accenture’s Management Consulting Group, in “Service Strategy & Operations” and is based in Munich, Germany.

He has six years of management consulting experience in after-sales service strategy development, process optimization, and managed services projects.

Before joining Accenture, Marc worked for a mobile communication company and was involved in various customer care optimization projects.