Information Controlling in After-Sales Services

Coordination and controlling of information transfer processes in decentralized service organizations (diss.)

Researcher: 

Andreas Nobs

Financed by:

The Professorship’s own resources

Abstract

The provision of after-sales services is increasingly being recognized as a strategic success factor for manufacturers of industrial capital goods. In this context, the importance of service information transfers has grown. However, especially in decentralized service organizations the information transfer is often flawed, a fact that is underpinned by the results of a survey which has been undertaken in
the course of this thesis. The problems are largely attributed to the lack of coordination. On the one hand, the cross-functional information processes as well as the appropriate performance goals are often not clearly defined. On the other hand, there exists a subsequent lack of possibilities for the operational anchoring of these goals with the corresponding organizational responsibilities.
Therefore, an information controlling method was developed in order to close the
related gap in the existing literature. Based on a comprehensive performance measurement approach, the method contributes to an improved coordination of cross-functional information transfers in decentralized service organizations.
The central reference point of the method is a novel performance measurement model. It is based on the Balanced Scorecard framework, which has been adapted and detailed for the issue under consideration. The model generically describes the relevant aspects and parameters of the information transfer's effectiveness by means of performance perspectives, target areas, and performance indicators. Furthermore, the thesis presents a procedure model which provides a stepwise guidance for the concrete application of the performance measurement model. The procedure is divided into three phases, namely Analysis, Goals, and Implementation. With regard to the outlined problems, the first phase aims at understanding the information flows in the context of the business processes. For this purpose, the enhanced Industrial Service Mapping technique is developed. The findings of this analysis are the basis for the second phase, which serves to derive the goals for optimizing the cross-functional information transfers. In this phase, the performance measurement model is applied to structure the goals, to bring them into line with the superior corporate effectiveness and, finally, to substantiate them with the suggested performance indicators. The third phase addresses the implementation of the goals by defining the measures that are necessary to attain the goals as well as by assigning the goals and indicators to the respective organizational units. In addition, the procedure model addresses the essential steps concerning the measurement and regulation of the actual performance, i.e. the goal achievement. On the one hand, these steps serve the effective implementation of the goals, as it is described by the process control approach. On the other hand, they address the long-term assessment and adaptation of the goals and measures in terms of a continuous improvement process.
The practicability of the method is demonstrated by means of two practical examples of use. Overall, the information controlling method facilitates an enhanced  coordination and long-term operational anchoring of the information transfer processes. It establishes an increased transparency of, and awareness for, the corporate interrelations with regard to service information. Ultimately, the method contributes to the exploitation of the strategic after-sales service potentials.