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Reducing market risk through consolidation

Analytical models | IT organizations are complex systems | Coordination and control | Operational effectiveness and efficiency | Leveraging intangible assets | Effectiveness in measurement | Mark Hurd, Chairman and CEO, HP | Transfer of risks | Contract risks | Operational risks |


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Consolidation of demand reduces the financial risks for service providers and in turn reduces operation risks for customers. With an increase in the scale and scope of demand there is a reduction in the costs to serve the next unit of demand (Figure 9.11). The cost of unused capacity is also reduced through careful grouping of demand. Similar demand from multiple customer organizations can be hosted by the same set of service asset s or service units. Fragmented pieces of demand are matched with the capacity to fulfil the demand. This leads to economy of scope for those particular service assets. On the whole there is an increase in the average return of assets realized by the service unit, and a reduction in the variation in returns.

Figure 9.11 Consolidation of fragmented demand reduces financial risks


Afterword

This publication encourages exercises in strategic thinking much needed by IT organizations and others vying to be service providers preferred by customers. It has established a strategic context for service management in the real world. But that world is about change and uncertainty. Commercial pressures, competition, legislation and environmental factors all affect business priorities and consequently also the strategies that support the business. Public sector and non-profit organizations may not have to make profits for shareholders, but they share many of the same concerns as companies and corporations. Public sector organizations, for example, have to deliver cost-effective services, and at the top level or at the internal department level run the risk of being shut down, merged or outsourced if they are not effective. This publication is about being prepared for possible scenarios, and turning threat s into opportunities.

We all want to be ‘not optional’. To survive and flourish, every organization, department, branch, section and individual has to understand how they create value for themselves and for their customers and the way that their supplier s enhance that value. They must appreciate the strategic choices both for their own services and those they receive from providers. Because of the environment of constant change, strategy is not something to do once, and service strategies need to be developed, applied and continually reviewed, just like all the other parts of the Service Lifecycle. If the strategy is effective, then the effort in all the other stages of the lifecycle will be applied appropriately and successfully.

Service s are a predominant form in which value is created and transferred between organizations, and service management is in time maturing as a discipline. A wealth of knowledge and good practice is available for use if there is clarity on why services may be used to support the customer’s business. Clarity is attained if there is a willingness to take a long-term view, to search for patterns among the noisy detail, and to be guided by business fundamentals rather than technical possibilities. Good practice is rooted in hard facts and sound principles, which are often dismissed under the pretext of being practical. Poor practice is often the blind pursuit of success in the footsteps of early champions and leaders who, unbeknownst to their followers, have been far more diligent. This publication encourages its readers to adopt a practical but principled approach to finding long-term success and durable capabilities in service management.


Appendix A: Present value of an annuity

Use Table A.1 to find the present value of an annuity of Ј1 in arrears.

Find the column under your discount rate (or cost of capital). Then find the horizontal row corresponding to the last year of the investment. The point at which the column and the row intersect is the present value of a series of Ј1 payments. Multiply this value by the number of pounds you expect to receive in each payment, in order to find the present value of the series.

Present worth of Ј1 per period payable at end of each period
Years 3% 3.5% 4% 4.5%
  Ј0.970874 Ј0.966184 Ј0.961538 Ј0.956938
  Ј1.913470 Ј1.899694 Ј1.886095 Ј1.872668
  Ј2.828611 Ј2.801637 Ј2.775091 Ј2.748964
  Ј3.717098 Ј3.673079 Ј3.629895 Ј3.587526
  Ј4.579707 Ј4.515052 Ј4.451822 Ј4.389977
  Ј5.417191 Ј5.328553 Ј5.242137 Ј5.157872
  Ј6.230283 Ј6.114544 Ј6.002055 Ј5.892701
Years 5% 5.5% 6% 6.5%
  Ј0.952381 Ј0.947867 Ј0.943396 Ј0.938967
  Ј1.859410 Ј1.846320 Ј1.833393 Ј1.820626
  Ј2.723248 Ј2.697933 Ј2.673012 Ј2.648476
  Ј3.545951 Ј3.505150 Ј3.465106 Ј3.425799
  Ј4.329477 Ј4.270284 Ј4.212364 Ј4.155679
  Ј5.075692 Ј4.995530 Ј4.917324 Ј4.841014
  Ј5.786373 Ј5.682967 Ј5.582381 Ј5.484520
Years 7% 7.5% 8% 8.5%
  Ј0.934579 Ј0.930233 Ј0.925926 Ј0.921659
  Ј1.808018 Ј1.795565 Ј1.783265 Ј1.771114
  Ј2.624316 Ј2.600526 Ј2.577097 Ј2.554022
  Ј3.387211 Ј3.349326 Ј3.312127 Ј3.275597
  Ј4.100197 Ј4.045885 Ј3.992710 Ј3.940642
  Ј4.766540 Ј4.693846 Ј4.622880 Ј4.553587
  Ј5.389289 Ј5.296601 Ј5.206370 Ј5.118514
Years 9% 9.5% 10% 10.5%
  Ј0.917431 Ј0.913242 Ј0.909091 Ј0.904977
  Ј1.759111 Ј1.747253 Ј1.735537 Ј1.723961
  Ј2.531295 Ј2.508907 Ј2.486852 Ј2.465123
  Ј3.239720 Ј3.204481 Ј3.169865 Ј3.135858
  Ј3.889651 Ј3.839709 Ј3.790787 Ј3.742858
  Ј4.485919 Ј4.419825 Ј4.355261 Ј4.292179
  Ј5.032953 Ј4.949612 Ј4.868419 Ј4.789303
Years 11% 11.5% 12% 12.5%
  Ј0.900901 Ј0.896861 Ј0.892857 Ј0.888889
  Ј1.712523 Ј1.701221 Ј1.690051 Ј1.679012
  Ј2.443715 Ј2.422619 Ј2.401831 Ј2.381344
  Ј3.102446 Ј3.069614 Ј3.037349 Ј3.005639
  Ј3.695897 Ј3.649878 Ј3.604776 Ј3.560568
  Ј4.230538 Ј4.170294 Ј4.111407 Ј4.053839
  Ј4.712196 Ј4.637035 Ј4.563757 Ј4.492301
Years 13% 13.5% 14% 14.5%
  Ј0.884956 Ј0.881057 Ј0.877193 Ј0.873362
  Ј1.668102 Ј1.657319 Ј1.646661 Ј1.636124
  Ј2.361153 Ј2.341250 Ј2.321632 Ј2.302292
  Ј2.974471 Ј2.943833 Ј2.913712 Ј2.884098
  Ј3.517231 Ј3.474743 Ј3.433081 Ј3.392225
  Ј3.997550 Ј3.942505 Ј3.888668 Ј3.836005
  Ј4.422610 Ј4.354630 Ј4.288305 Ј4.223585
Years 15% 16% 17% 18%
  Ј0.869565 Ј0.862 Ј0.855 Ј0.847
  Ј1.625709 Ј1.605 Ј1.585 Ј1.566
  Ј2.283225 Ј2.246 Ј2.210 Ј2.174
  Ј2.854978 Ј2.798 Ј2.743 Ј2.690
  Ј3.352155 Ј3.274 Ј3.199 Ј3.127
  Ј3.784483 Ј3.685 Ј3.589 Ј3.498
  Ј4.160420 Ј4.039 Ј3.922 Ј3.812
Years 19% 20% 21% 22%
  Ј0.840 Ј0.833 Ј0.826 Ј0.820
  Ј1.547 Ј1.528 Ј1.509 Ј1.492
  Ј2.140 Ј2.106 Ј2.074 Ј2.042
  Ј2.639 Ј2.589 Ј2.540 Ј2.494
  Ј3.058 Ј2.991 Ј2.926 Ј2.864
  Ј3.410 Ј3.326 Ј3.245 Ј3.167
  Ј3.706 Ј3.605 Ј3.508 Ј3.416

 

 

Appendix B: Supplementary guidance


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