It is interesting that Rob Bernshteyn’s new book “Value as Service” talks about software as something that people bought (back in the 1980’s and ’90s), but suffered with in the process.
As the President of Coupa, Bernshteyn drives the company’s strategy and execution. He has over two decades of experience in the business software industry. He came to Coupa from SuccessFactors, where he ran Global Product Marketing and Management. As a member of the executive management team, the company scaled from an early start up to a successful public company. Before that, Bernshteyn directed Product Management at Siebel Systems, where he helped build Siebel ERM into one of the company’s fastest growing product lines.
One thing that struck this reporter most in approaching the 190-page hard-cover book, was the issue of customer service in our 21st Century. While technology has brought society lots of cool, gadgets with “bells and whistles” so to speak in terms of conveniences, it has also brought lots of complications and frustration.
So, I asked Bernshteyn one question. With the constant change of technology, is service (customer service) really the only thing that any company these days can tangibly strive for as a ‘permanent’ thing or goal?
He wasn’t able to respond to me directly as he has been very busy with traveling overseas since September. Yet in the last chapter he states, “simply put, the days of selling stuff that doesn’t deliver are over.”
Basically, if I were to find the common thread of “a theme” in Bernshteyn’s book it would be how “service” will be the focus of the new business enterprises and that customers and company-service providers will be able to ‘customize’ what is needed/wanted, etc.
This all sounds good and as a ‘concept’, with the green light on all along the way, even in a world of rush hour traffic. Yet, it was not clear to me in Bernshteyn’s book what type of service he speaks of. It’s kind of like talking about ‘professionalism.’ Isn’t being professional part of any business? So, it is only natural and always has been that people would stop using a product or service that did not meet the needs. What is new about that?
And in terms of this “value as service” what is it exactly that is being valued? Would it be in the form of consulting? Would it be in the form of access, such as to a 24-hour hot line or a web site or server system? Or would it be like a membership club?
I was curious to know if “service” means what I think it means, “customer service.” How in this changing world of technology can one offer customer service as a value? Especially, when so much of customer service has been outsourced these days.
And, as a matter of fact, we live in an age of “self-serve” and ‘selfie’ focused lifestyles, thanks in part to technology. So, I ask, how can service be rendered to a public that needs help but is expected to have ‘self-help’ as it were?
Consumer reports last year reported in July that more self-service options and tools will be increasing. And, according to CR, fans on its Facebook page told CR “most accept it as the new normal.”
With that in mind, I am still curious to know, what Bernshteyn defines as service? Especially, when he spotlights ‘Value-as-a-Service’ business model. Is he including the aspect of self-service as well? There is of course the focus of ‘performance’ when looking at any service. But here again, what are the tasks or services that are valued? Even if his concept is strictly for clients and not so much regarding customers in the public sector, most companies have a staff person to tackle issues. Will the admin of the prized client be searching for self-help options? And if that is a scenario, will self-help options be part of the ‘Value-as-a-Service’ business model?
Forbes this past spring featured an article proclaiming that Self-Service Customer Service is a revolution and it is a hot topic. “Companies are investing time and money to create a better customer service experience.”
This then forms another defining question, is “an experience” being valued? And for that matter, will it be guaranteed under a warranty? The question of what is it that is being offered/sold to the client-customer becomes more prevalent. And the need to clearly define it. The more I read Bernshteyn’s book expanding on this concept of “Value-as-a-service” business model, to me, the more abstract the concept became.
I say this because “value” could apply to anything and yet nothing. Where is the tangible aspect? And is that a variable that will be negotiated in a contract? I say this because what if the “value” is about some sort of a relationship, like that of an ‘adviser?’ Or, again perhaps a guarantee?
Most of Bernshteyn’s concept speaks of an idea that seems to be shared between companies; or between management and employees or Executive types and corporate structures. The book reads like notes from a workshop or conference. It is written in a style that speaks like a CEO or CFO at convention.
Even so, whether at a corporate level or not, a sense of value would have to not only be understood implicitly, it would have to be spelled out, written down some place. And, then it would have to be enforced. How would that be done if ‘value’ has not been tangibly defined? How would a company or business enforce a value that is abstract, hard to pin-down?
If technology is constantly changing then would it be the sense of ethics “to serve the client” no matter what as the “value as a service” being offered? It seems to me if ‘value as a service’ is an ethic that too would have to be spelled out in a tangible way.
Diginomica got an early edition and did a write up of the book back in May. Bernshteyn answered some of computer analyst Phil Wainewright’s questions. He is a contributor to Diginomica. Bernshteyn talked about “core values” and that “results” are the outcome. Still, here again, I think some sort of definition or clarification would have to be established. What type of “results’ would the client-customer need or want?
For me the words of value, service, product, etc. all get blurry. Either you have a stellar product or not. It can either perform or not. And if it fails, then it is up to the company, team, business — whatever they call themselves to make another product to keep that customer.
Much of what Bernshteyn’s book says sounds pleasant and, at times, impressive. But there is no mention of what the tangible “value” is. Still, the idea of value in today’s world of inflation and constant change is appealing. Released this past August by Greenleaf Book Group Press, the book has received three reviews so far on goodreads.com. Some consider the book an advertisement for Bernshteyn. To learn more about Rob Bernshteyn and his book “Value as Service – Embracing The Coming Disruption, visit his web site.
