The first webinar starts with a detailed introduction of the learning environment, expectations and goals for the course. You will get to know the trainers and your virtual class for the course and dive straight into the role of the service owner.

The first webinar starts with a detailed introduction of the learning environment, expectations and goals for the course. You will get to know the trainers and your virtual class for the course and dive straight into the role of the service owner.

The first webinar starts with a detailed introduction of the learning environment, expectations and goals for the course. You will get to know the trainers and your virtual class for the course and dive straight into the role of the service owner.

The understanding of a service varies greatly depending on the industry and perspective. In addition, the quality of services tends to be perceived intuitively. As a rule, there is a lack of criteria for specifically mapping the characteristics, quality and objectives of services. In this course module, the trainers provide a proven framework that is suitable for services from almost all industries:

• What is a service - definitions, criteria and benefits
• How do you define service quality?
• Services between understanding facts and emotions
• Define service, service type and service components
• Industry-specific features of service models

The understanding of a service varies greatly depending on the industry and perspective. In addition, the quality of services tends to be perceived intuitively. As a rule, there is a lack of criteria for specifically mapping the characteristics, quality and objectives of services. In this course module, the trainers provide a proven framework that is suitable for services from almost all industries:

• What is a service - definitions, criteria and benefits
• How do you define service quality?
• Services between understanding facts and emotions
• Define service, service type and service components
• Industry-specific features of service models

The understanding of a service varies greatly depending on the industry and perspective. In addition, the quality of services tends to be perceived intuitively. As a rule, there is a lack of criteria for specifically mapping the characteristics, quality and objectives of services. In this course module, the trainers provide a proven framework that is suitable for services from almost all industries:

• What is a service - definitions, criteria and benefits
• How do you define service quality?
• Services between understanding facts and emotions
• Define service, service type and service components
• Industry-specific features of service models

Business models are often developed and described using a business model canvas. The focus here is on the mechanisms of value creation. Develop a deep understanding of the business model on which your service is based and thus make an important contribution to economic success. The more precisely you know the business case for your service, the more successfully you can implement a service model. This includes

• Define customer understanding and value proposition
• From the value proposition to the business case
• The service as a solution contribution in the business model
• Designing the customer journey and service experience
• Use cases for modeling service processes
• Plan service model, service architecture and delivery structure
• More transparency with service plans and service roadmaps

Business models are often developed and described using a business model canvas. The focus here is on the mechanisms of value creation. Develop a deep understanding of the business model on which your service is based and thus make an important contribution to economic success. The more precisely you know the business case for your service, the more successfully you can implement a service model. This includes

• Define customer understanding and value proposition
• From the value proposition to the business case
• The service as a solution contribution in the business model
• Designing the customer journey and service experience
• Use cases for modeling service processes
• Plan service model, service architecture and delivery structure
• More transparency with service plans and service roadmaps

Business models are often developed and described using a business model canvas. The focus here is on the mechanisms of value creation. Develop a deep understanding of the business model on which your service is based and thus make an important contribution to economic success. The more precisely you know the business case for your service, the more successfully you can implement a service model. This includes

• Define customer understanding and value proposition
• From the value proposition to the business case
• The service as a solution contribution in the business model
• Designing the customer journey and service experience
• Use cases for modeling service processes
• Plan service model, service architecture and delivery structure
• More transparency with service plans and service roadmaps

In the second webinar, you will reflect with the trainers on the transfer tasks from the first two self-learning phases, work out the most important learnings and results together and discuss how to successfully transfer them into practice.

In the second webinar, you will reflect with the trainers on the transfer tasks from the first two self-learning phases, work out the most important learnings and results together and discuss how to successfully transfer them into practice.

In the second webinar, you will reflect with the trainers on the transfer tasks from the first two self-learning phases, work out the most important learnings and results together and discuss how to successfully transfer them into practice.

Responsibility for a service also includes responsibility for the results delivered by partners and suppliers - even if you don't have direct access to them as a service owner. Find out how you can still influence them and manage simple to complex supply chains in a cost- and quality-conscious manner:

• Managing supply networks and mastering complexity
• Use delivery agreements to control delivery units
• Delivery processes: Avoid chaos, but without excessive control
• Cost and quality-conscious management of complex supply chains
• Drawing up guard rails for service operations
• Navigating the jungle of schedules and work orders

Responsibility for a service also includes responsibility for the results delivered by partners and suppliers - even if you don't have direct access to them as a service owner. Find out how you can still influence them and manage simple to complex supply chains in a cost- and quality-conscious manner:

• Managing supply networks and mastering complexity
• Use delivery agreements to control delivery units
• Delivery processes: Avoid chaos, but without excessive control
• Cost and quality-conscious management of complex supply chains
• Drawing up guard rails for service operations
• Navigating the jungle of schedules and work orders

Responsibility for a service also includes responsibility for the results delivered by partners and suppliers - even if you don't have direct access to them as a service owner. Find out how you can still influence them and manage simple to complex supply chains in a cost- and quality-conscious manner:

• Managing supply networks and mastering complexity
• Use delivery agreements to control delivery units
• Delivery processes: Avoid chaos, but without excessive control
• Cost and quality-conscious management of complex supply chains
• Drawing up guard rails for service operations
• Navigating the jungle of schedules and work orders

The role of the service owner is still relatively new in many companies or has yet to be created. A precise definition and demarcation is therefore important - for customers, partners, colleagues, stakeholders and, last but not least, for yourself. This includes:

• Important standards and frameworks from IT service management
• The service owner between strategic and operational level
• The importance of the service owner in the service lifecycle
• Clear rules for responsibilities, tasks and powers
• The service owner in distinction to other service participants

The role of the service owner is still relatively new in many companies or has yet to be created. A precise definition and demarcation is therefore important - for customers, partners, colleagues, stakeholders and, last but not least, for yourself. This includes:

• Important standards and frameworks from IT service management
• The service owner between strategic and operational level
• The importance of the service owner in the service lifecycle
• Clear rules for responsibilities, tasks and powers
• The service owner in distinction to other service participants

The role of the service owner is still relatively new in many companies or has yet to be created. A precise definition and demarcation is therefore important - for customers, partners, colleagues, stakeholders and, last but not least, for yourself. This includes:

• Important standards and frameworks from IT service management
• The service owner between strategic and operational level
• The importance of the service owner in the service lifecycle
• Clear rules for responsibilities, tasks and powers
• The service owner in distinction to other service participants

In the final webinar of the course, you will reflect with the trainers on the transfer tasks from the last two self-study phases, work out the most important learnings and results together and discuss how to successfully transfer them into practice.

In the final webinar of the course, you will reflect with the trainers on the transfer tasks from the last two self-study phases, work out the most important learnings and results together and discuss how to successfully transfer them into practice.

In the final webinar of the course, you will reflect with the trainers on the transfer tasks from the last two self-study phases, work out the most important learnings and results together and discuss how to successfully transfer them into practice.