Customer Centric International Shared Services
Learn how customer centric international shared services can help your company achieve savings of 20%-30% or more, while significantly improving service delivery to internal customers across the globe. Case study evidence highlights the factors for success and provides step-by-step implementation advice.
Technique Overview
Customer Centric International Shared Services Definition
Customer centric international shared services describes when a multinational firm reconfigures parts of its global business functions into a new shared services unit. The new shared services unit focuses on achieving excellence in professional service provision by using sophisticated processes and communication technologies to give internal customers a single point of contact across international boundaries. Leading firms maximise customer centricity by co-designing services with key stakeholders and internal customers from the outset (Soalheira & Timbrell, 2014).
Customer Centric International Shared Services Description *
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Business Evidence
Strengths, weaknesses and examples of Customer Centric International Shared Services *
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Business Application
Implementation, success factors and measures of Customer Centric International Shared Services *
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Professional Tools
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Further Reading
Customer Centric International Shared Services web and print resources *
Customer Centric International Shared Services references (4 of up to 20) *
- Bergeron (2003) Essentials of Shared Services, Wiley, Hoboken, NJ.
- Bondarouk, T. (2014) Shared Services as a New Organizational Form (Ed.), Emerald Group Publishing, Bingley, UK.
- Cooke, F. L. (2006) Modeling an HR Shared Services Center: Experience of an MNC in the United Kingdom, Human Resource Management, 45(2), pp. 211-227.
- Davenport, T. H. (2000) Mission Critical: Realising the Promise of Enterprise Systems, Harvard Business School Press, US.
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