Service Management

Global Services Management

Explore the operational and strategic aspects of managing international service businesses.

Global Services Management
Track Service Management
Duration 30 hours
Skill Level Beginner
Language English

About this Course

Explore the operational and strategic aspects of managing international service businesses.
Learning Mode: Learn at ALC or at Home

Detailed Course Curriculum

Hands-on module breakdown aligned with MKCL production standards and industry requirements.

  • Supply Chain Management
  • History of Supply Chain Management 1
  • The increasing popularity of ‘Logistics’
  • The Technological Revolution
  • Globalization
  • Components of Supply Chain Management
  • Components of Supply Chain Management 2
  • Service Supply Chain Management
  • Supply Chain Models
  • Characteristics of Service Supply Relationships
  • Four categories of Services
  • Customer – Supplier Duality
  • Service Supply Relationships – Hubs, Not Chains
  • Service Capacity
  • Management of Service Relationships
  • Web 1.0 vs Web 2.0
  • Social Media
  • Social Media Networks
  • Characteristics of Social Media
  • Social Media for Competitive Strategy and Edge
  • Customer Convenience
  • Co-creation
  • Lego Case Study
  • Attributes of Professional Service Firms
  • Service Consulting Firms
  • Service Consulting Applied to the 5 Ps
  • Service Consulting Workflow
  • Strategies and Tips for Service Consultants
  • Globalisation & Outsourcing
  • Outsourcing
  • Definition & Example of Outsourcing
  • Fundamentals Of Outsourcing
  • Benefits of Outsourcing
  • Core Competency
  • Costs
  • Costs- Labour Costs
  • Costs- Overheads
  • Costs- Cash Flow
  • Access to Expertise and Infrastructure
  • Risk Mitigation
  • Economy of Scale
  • Risks and Challenges in Outsourcing
  • Risk Factor
  • Cultural Differences, Miscommunication
  • Substandard Quality
  • Loss of Control
  • Atrophy of In-House Capabilities
  • Loyalty Compromised
  • Classification of Businesses for Outsourcing
  • Domestic Growth And Expansion
  • Talking Head Section
  • Definition Coach 1
  • Domestic Growth And Expansion - 2
  • Domestic Growth And Expansion - 3
  • UltraTech Case Study
  • Focused Service
  • Definition Coach 2
  • Focused Service - 2
  • Focused Network
  • Clustered Service
  • Definition Coach 3
  • Clustered Service - 2
  • Definition Coach 4
  • Diversified Network
  • Definition of a franchise
  • Domino’s Pizza- Case Study
  • Reasons for franchising
  • Retail franchising
  • Definition for Retail Franchising
  • Retail franchising 2
  • Benefits to retailers from Franchising
  • Five Points of Entry in Indian Markets
  • Procedure to get a Franchise
  • Issues that Franchises Face
  • Franchisee Autonomy 1
  • Definition for Franchisee Autonomy
  • Franchisee Autonomy 2
  • Franchise Contract
  • Conflict Resolution
  • Understanding Globalization
  • Benefits of Globalisation
  • Challenges of Globalisation
  • Strategies for Globalisation / Global strategy
  • 5 C’s of Strategic Planning /Customers
  • Currency
  • Country
  • Glocalization
  • Planning Transnational Operations
  • Cultural Transferability
  • Labour Market Norms
  • Host-Government Policy
  • The 5 Ps in Action
  • Fundamentals of global Service Strategy
  • Multi country expansion
  • Importing customer
  • Following the Customer
  • Follow the Customer Strategy
  • Service Offshoring
  • Swiss Post Solutions- Case Study
  • Beating the Clock
  • Generic Strategies / Demand Management
  • Level Capacity
  • Customer induced variability / Arrival Variability
  • Chase Demand
  • Segmenting Demand
  • Offering Pricing Incentives
  • Promoting Off Peak Demand
  • Developing Complimentary Services
  • Reservation Systems & Overbooking
  • Demand and Supply
  • Demand Fulfilment
  • Service Capacity
  • Capacity Planning and Management
  • Measuring Service Capacity
  • Capacity Managers
  • Strategic Capacity Management Techniques
  • Weekly Work Shift Scheduling
  • Weekly Work Shift Scheduling with days of constraint
  • Work shift Scheduling Process
  • Alternate Ways of Strategic Capacity Management
  • Sharing Capacity - Coworking Case Study
  • Why used Yield Management
  • Calculating Yield
  • Factors that influence yield management
  • Tips for Yield Management
  • Case Study Spice-jet Airlines
  • Benefits of Yield Management
  • What is Yield Management
  • History of Yield Management
  • Prerequisite for Yield Management
  • Applications of Yield Management
  • Strategy for Yield Management
  • Yield Management - Roles
  • Case Study- Holiday Inn
  • Case Study- RyderFirst
  • Case Study- Restaurant Catering Software
  • Case Study- Amtrak
  • Fundamental differences
  • Prerequisite for yield management:
  • Reasons to use yield management systems
  • Yield Management System
  • Yield Management Process
  • Yield Management: Effectiveness and Advantages
  • Yield Management Risks
  • Selling the right product
  • To the right customer
  • At the right time
  • For the right price
  • Case study in Publishing
  • Myths about Yield Management
Eligibility Criteria
• Basic knowledge of computers and keen desire to build skills in this field.
• Open to students, job seekers, and working professionals.
Official Certification
• Official MKCL KLiC Certificate upon successful completion of the course and evaluations.
Work-Centric Learning Approach
• Step 1: Learners are given an overview of the course and its connection to life and work
• Step 2: Learners are exposed to the specific tool(s) used in the course through the various real-life applications of the tool(s).
• Step 3: Learners are acquainted with the careers and the hierarchy of roles they can perform at workplaces after attaining increasing levels of mastery over the tool(s).
• Step 4: Learners are acquainted with the architecture of the tool or tool map so as to appreciate various parts of the tool, their functions, utility and inter-relations.
• Step 5: Learners are exposed to simple application development methodology by using the tool at the beginner’s level.
• Step 6: Learners perform the differential skills related to the use of the tool to improve the given ready-made industry-standard outputs.
• Step 7: Learners are engaged in appreciation of real-life case studies developed by the experts.
• Step 8: Learners are encouraged to proceed from appreciation to imitation of the experts.
• Step 9: After the imitation experience, they are required to improve the expert’s outputs so that they proceed from mere imitation to emulation.
• Step 10: Emulation is taken a level further from working with differential skills towards the visualization and creation of a complete output according to the requirements provided. (Long Assignments)
• Step 11: Understanding the requirements, communicating one’s own thoughts and presenting are important skills required in facing an interview for securing a work order/job. For instilling these skills, learners are presented with various subject-specific technical as well as HR-oriented questions and encouraged to answer them.
• Step 12: Finally, they develop the integral skills involving optimal methods and best practices to produce useful outputs right from scratch, publish them in their ePortfolio and thereby proceed from emulation to self-expression, from self-expression to self-confidence and from self-confidence to self-reliance and self-esteem!

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Course Overview
  • Duration: 30 hours
  • Track: Service Management
  • Skill Level: Beginner
  • Language: English
  • Mode: Learn at ALC or at Home
  • Certificate: Official MKCL
Key Course Highlights:
  • Interpret the idea, historical development, and constituent elements of supply chain management.
  • Paraphrase the attributes of service supply relationships and how they are administered.
  • Diagnose the idea of social media networks and their role in enhancing competitive strategies and gaining a competitive edge.
  • Examine the ideas of Globalization and Service Outsourcing, including the pros and cons of outsourcing services.
  • Report the various kinds of services that are outsourced to facilitate domestic expansion and growth.
  • Diagnose the intricate globalisation strategies to facilitate its international operations and reach a broader customer base.
  • Interpret the complex interplay of various elements and factors involved in service capacity management.
  • Illustrate effectively managing service capacity by navigating various challenges and risks while implementing strategic approaches.
  • Compare the analysis, modelling, and optimization of various factors and configurations of Queuing theory.
  • Examine implementation of generic strategies that encompass pricing and segmentation techniques in demand management.
  • Interpret intricate coordination of weekly work scheduling and implementation of diverse strategies to optimize operational efficiency and resource allocation.
  • Paraphrase the complex strategies for optimizing resource allocation and pricing to maximize revenue based on various factors and demands, yielding substantial benefits.
  • Diagnose the prerequisites, systems, and processes for yield management entailing managing risks to optimize revenue through dynamic pricing and resource allocation.
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