The need

The scope of activity of service enterprises is quite broad and varied in each sectoral classification (Accommodation and Catering; Information and Communication; Professional, Scientific and Technical; Rental, Travel Agencies, Business Support; Health and Social Assistance; Artistic, Sporting, Entertainment and Amusement;…), but they all have different characteristics, structure and organisation from enterprises engaged in production activities.

Service enterprises are necessarily characterised by:

  • Human factor that represents a strategic element, both quantitatively and qualitatively;
  • “leggera ” organization with limited distance between top management and front-line staff;
  • Multiple channels of interaction with the Customer and aptitude to adapt to his wishes;
  • Precise and detailed external communication so that customers can judge the services provided to be of high quality;
  • Need for specific supervisory and control systems;
  • Human factor that represents a strategic element, both quantitatively and qualitatively, and of a significant consequence is the role of personnel organization and training activities They have a “light” organization The distance between top management and front-line personnel is not excessive, facilitating communication between resources in close contact with users and senior management levels. In this way, management can come to terms with more easily understanding of the concrete ways of providing the service and acting in terms of planning, to shape the service to the real needs of
    the customer.
  • Presence of interaction channels with the user, with a view to ’knowing the customer ”, to adapt to his wishes; the company must prepare all possible measures to receive information directly from those who know best the real services offered, i.e. the users of the service. Need for an effective internal communications system, through both formal communication channels as reports, reports and press releases, which are of an informal type, ie the possibility of discussion and interaction between the various hierarchical levels.
Sandro Gianoli

Services Industry Line Director

  • Communication skills towards the outside; an exact definition of the services offered is essential for customers to judge them of high quality. It is necessary to provide a realistic picture of the potential of the company, and not to venture into excessive and unrealizable promises: if advertising, salespeople or any other type of external communication create illusory expectations in customers, these they will inevitably be disappointed with real service experiences. The marketing function must, therefore, be able to disseminate an adequate image of the company, and for this purpose it must act in close contact with the operational area, to fully know what happens in real service situations. The latter,
  • on the other hand, must then be able to maintain the standards defined by mutual agreement and advertised to customers. of all hierarchical levels: in services, everyone is responsible for the quality and, therefore, for the success of the organization. The involvement of everyone in the company mission generates motivations and consensus,
  • an effort to comply with the established standards. The need for adequate supervision and control systems. The intangibility of the services makes them difficult to standardize and painstakingly measurable. However, the service company cannot neglect the activities of monitoring the performance actually provided: the control of the output, necessary to detect deviations from the standards and distance from the established objectives in time, must be carried out with particular attention, researching the factors that affect the level of quality.

The solution

The digitalization needs of service companies are needs that are often common to other industrial sectors which, due to BGP’s experience, is able to characterize with high specificity by intervening on the processes and management tools of the company along some fundamental operational guidelines:

  • Optimization of the organization (both macro and micro) and of personnel training (increase of skills, responsibilities and autonomy) with interventions in the field of information systems for Human Resources;
  • Integration of processes in an end-to-end logic, including administrative processes, through the implementation, or optimization, of ERP solutions and automation of activities through the implementation of RPA solutions;
  • Development of specific supervision and control systems capable of monitoring performance of services that are difficult to standardize and laboriously measurable through the control of the output, promptly detecting the deviations from the standards and the distance from the established objectives;
  • Automation of quantitative external communication through the adoption of processes and tools for automatic accounting closures;
  • Support for an effective internal communication system, both of a formal type such as reports, reports and communications, and of an informal type, i.e. the possibility of interaction and discussion between the various hierarchical levels.

The benefits

On the one hand, the sharing of corporate objectives by all hierarchical levels with reference to the need for absolute quality of the services provided which is the foundation for the success
of the organization. On the other hand, the involvement of all company resources in the corporate mission to generate motivation,
consensus, and compliance with the established standards. In addition, the reduction of activities with lower added value to increase the quantity and quality of the time dedicated to analyzes and evaluations for decisions.

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Why choose BGP?

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