Cisco Services 3.0: making product support a competitive differentiator
Ovum, February 2008, Pages: 21
Cisco is a classic products company. While it strictly limits its support services offerings to the capabilities and a scale required to ensure customer satisfaction, these services have played some particularly important roles in the company’s strategy. They bind the company particularly closely to the company’s customers and channels and help maintain Cisco’s extraordinary margin structure.
Cisco is now preparing to launch a massive new proactive services initiative, dubbed Services 3.0, that is intended to dramatically increase the vendor‘s focus on its customers’ needs, address these needs quickly - in many cases before the customer even recognizes these needs - and help customers improve their network availability, performance and data center processes. It plans to accomplish all this while simultaneously expanding its partner relationships and enhancing partner services margins.
Table of contents
Key messages
The genesis of Cisco Services 3.0
Redefining Support Services
Defining Smart Services
From reactive to proactive technical services
The support services offerings
Smart Services platform
Aggregated services database
Service availability and adoption
Rolling out the services
Services 3.0’s role in enhancing the customer experience
Network availability and performance
Process improvement
Benchmarking
Enabling Cisco’s partners
Traditional networking partners
Other types of partners
What Cisco will gain from Smart Services
Improving the support process
Redefining product development
Enhancing the strategic value of the network
Addressing Cisco’s partnership and margin goals
Implications for the market and the industry
Raising market expectations
The potential of Services 3.0
Table of figures
Figure 1 Cisco NLS 1.0 enterprise bundles
Figure 2 Smart Call Home Proof Point
Figure 3 The role of partners in delivering Smart Care services
Figure 4 Cisco’s transition to strategic, asset-based services
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