Universal service level service agreement

Firstly, it is a service level agreement (abbreviated as SLA), a specific agreement to be defined as part of a universal and conditional agreement guaranteeing the customer. The management of effective applications as support is legally binding as an agreement of understanding between the client and the client, which cannot be negotiated as a counterparty. In accordance with applicable law and all other organizations, the unit may vary depending on the direction of activities and service personnel, as well as other departments of the company.

Although models may not exist for comprehensive and effective procurement planning, RFP has developed an institutional procurement strategy and planning matrix based on industry best practices. in general, that he repeatedly used it to carry out procurement plans of departments. This model helps to understand and document the requirements and goals of departmental procurement, gaining a complete picture of the program’s mandate, operating environment (including opportunities and limitations), structures of legislative, regulatory and departmental policies, operational goals (including historical context) and key acquisition factors.

Outsourcing requires, first of all, determining the appropriate parameters (what needs to be preserved, what should be outsourced?). Performing is not improvised and requires key skills. The question of whether the company should continue to perform independently or outsource is obviously central to this study.

Innovation in the service sector is a relatively recent area of research, which, as you can say, is in the pre-paradigmatic phase. In this quick “review” we do not give an analysis limited to the direct application or extrapolation of traditional (industrial) classifications (and theories). We present only those classifications and theories that show a greater interest in the specifics of services and their innovations.

These classifications seek to avoid the difficulties associated with the difference between the product and the process, the difficulties that are further exacerbated in the case of services. To this end, they take a functional approach to the economy, which rejects disagreement with good service, believing that the client is not interested in a product or service, but in satisfying a need (function).

Two attempts were made in this regard, innovation – valorization or special innovations, which consist in using and synergy of existing knowledge and experience gained in the course of past experience to create new knowledge, additional value of knowledge in close cooperation with the customer. Innovation-valorization corresponds to the innovation brought about by the customer. This is the “vital minimum” of innovation that a consulting consultant can achieve: this is an excellent form of mobilizing experience. Since it is created in cooperation between the client and the consultant (and this is “unplanned”, “emergent” way), this form of innovation creates problems of appropriation (to whom ultimately belongs?) And reproducibility.

All this does not replace, but combines the skills that the consultant must provide to the client, among which one must not forget about the ability to provide the client with an external perspective: the consultant must provide the company with sensitivity to changes and market expectations, borrowed from experience in the sector, which is very difficult to capture and develop in company.

This prospect has truly become one of the fundamental requirements today, as the attention of companies to customer satisfaction grows as a fundamental brick for loyalty, customer retention and the ability to act as a business multiplier (satisfied customer is a promoter) company and its products). This is true not only in the traditional competitive spheres of consumer goods and services, but also in those sectors that are historically less attentive to the satisfaction of the final consumer, starting with quasi-monopoly situations.

It is clear that enriching the traditional skills of a consultant with various skills and requirements is a process that creates difficulties: usually a consultant is a person with an excellent training program, able to work on complex projects for many hours a day without losing concentration; it is possible that he becomes conditioned by these characteristics and offers himself as a kind of superman. But this can become an obstacle to project management, where the key to success is the ability to attract others and activate the company in the implementation of concerted actions, while at the same time spreading skills and knowledge among the resources of the client company.