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Course:
Services Operations
Management









Unit-8:
Growth and Globalisation of
Services



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Table of Contents

8.1. Learning Objectives ..................................................................................................................... 3
8.2. Introduction .................................................................................................................................. 4
8.3. Growth of Services Sector ............................................................................................................ 5
8.3.1. Innovation in Business Practices .............................................................................................. 6
8.3.2. Technological Growth ............................................................................................................. 6
8.3.3. Need of Services from Manufacturing Industry ........................................................................ 6
8.3.4. Changing Demographics .......................................................................................................... 6
8.3.5. Liberalisation and Reforms ...................................................................................................... 6
8.3.6. Globalisation ........................................................................................................................... 7
8.4. Factors Contributing to Globalisation of Services ...................................................................... 7
8.4.1. Global Economic Environment ................................................................................................ 7
8.4.2. Technological Advancement .................................................................................................... 9
8.4.3. Increase in Global Trade .......................................................................................................... 9
8.4.4. Competition and Markets ......................................................................................................... 9
8.4.5. Global Human Resources ........................................................................................................ 9
8.4.6. Foreign Direct Investment ..................................................................................................... 10
8.5. Challenges in Globalisation of Services ..................................................................................... 10
8.5.1. Legal and Regulatory Barriers ............................................................................................... 10
8.5.2. Cultural Barriers .................................................................................................................... 10
8.5.3. Infrastructural Barriers ........................................................................................................... 10
8.6. Indicators Representing the Level of Globalisation .................................................................. 11
8.7. Global Expansion Strategies ...................................................................................................... 12
8.7.1. Offering Right Services ......................................................................................................... 12
8.7.2. Developing a New Organisational Design and Structure ........................................................ 13
8.7.3. Communicating Effectively ................................................................................................... 13
8.7.4. Redesigning Business Processes ............................................................................................ 14
8.8. Frequently used Terms in Business of Globalised Services ...................................................... 16
8.9. Summary..................................................................................................................................... 18
8.10. References/Additional Resources ............................................................................................. 18




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8.1. Learning Objectives

By the end of this unit, you will be able to:

Explain the growth of global services sector
Identify the factors contributing to the globalisation of services
Outline the global services expansion strategies and the challenges therein
Identify the factors influencing the success of a global service firm




































Exhibit 8.1

Why do Services Matter for Development?

In developing countries, the average share of services in GDP increased from around 40 percent in
1965 to around 50 percent in 1999. While in the OECD countries, the average share increased over
the same period from 54 percent to over 60 percent. Among the fastest growing sectors in many
countries are services such as telecommunications, software, and finance. Efficient services not only
provide a direct benefit to consumers, but also help shape overall economic performance.

An efficient and well-regulated financial sector leads to the efficient transformation of savings to
investment, ensuring that resources are deployed wherever they have the highest returns. This
facilitates better risk-sharing in the economy. Improved efficiency in telecommunications generates
economy wide benefits, because this service is a vital intermediate input and also crucial to the
dissemination and diffusion of knowledge.

The spread of the internet and the dynamism that it has lent to economies around the world is
testimony to the importance of telecommunications services. Similarly, transport services contribute
to the efficient distribution of goods within a country, and are particularly important in influencing
a countrys ability to participate in global trade. Although these are the more prominent services,
others are also crucial.

Business services such as accounting and legal services are important in reducing transaction costs.
The high level of which is considered to be one of the most significant impediments to economic
growth. Education and health services are necessary in building up the stock of human capital.
Retail and wholesale services are a vital link between producers and consumers, and influence the
efficiency with which resources are allocated to meet consumer needs.

Software development is the foundation of the modern knowledge-based economy. Environmental
services contribute to sustainable development by helping alleviate the negative impact of economic
activity on the environment.

Source: The World Bank.




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8.2. Introduction

The growth and globalisation of the services sector over the past few decades have been phenomenal.
The services sector, especially since the last decade and a half, had a significant impact on the world
economy and characterises the growth of the developing countries. The service sectors contribution to
the global economy has been growing steadily over the past few decades; consequently, the sector now
contributes over two thirds of the worlds GDP.

The role of the services sector is significant because as the share of services in the GDP creation is
often-used as an indicator of the economy development level. The higher the share of services the more
developed is the economy of the given country. Another significant factor is that the growth of the
services sector has led to growth in the employment and contributed to the globalisation of trade. Data
and research indicates that along with the services growth, the per capita income level of the countries
has grown. Table 8.1 provides the data about the contribution of service sector to the GDP in various
countries.

Efficient functioning of services is of basic importance for the performance, productivity and
competitiveness of the whole economy.

Table 8.1. Contribution of the Service Sector to the GDP in Various Countries
Country Percentage of Services in
the GDP
GDP per capita (PPP)
in USD
United States 79.6 46,900
France 77.6 33,200
Netherlands 72.9 40,400
United Kingdom 74.5 36,500
Japan 72.3 34,000
Sweden 70.5 38,100
Australia 66.3 38,100
Germany 69.1 35,400
Singapore 72.2 51,500
India 53.4 2,900
Brazil 65.3 10,200
China 40.1 6,000

Source: The World Fact book 2009, Washington, DC: Central Intelligence Agency, 2009.

Key factors contributing to the growth of the global services sector include:

Business innovation
Technological advancements
Free trade across nations
Development of knowledge and excellence across the globe



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Note: Demand for services is highly income elastic, that is, the demand for services increases as income
level increases.

With the pace of the services sector growing, organisations that wish to remain globally competitive
have to come out with new strategies to face global challenges and expand to new countries. As trade
barriers across the nations have come down, competition has gone global. New challenges have
emerged with the technology enabling transactions across boundaries.

8.3. Growth of Services Sector

For a long time global trade has been about transporting goods from locations of cheaper production to
the markets. That is how the various colonies across the world came about; suppliers of cheaper
materials and products for consuming markets. Later on these evolved to movement of human resources
across the nations to access cheap labour.

Meanwhile as political climate matured, the various inter-governmental and UN agreements have
enabled steady flow of trade across nations.

During the last two decades the advancement in the telecom and internet based technologies have
enabled the growth of cheaper knowledge based services to be transacted overseas. Another reason
behind the growth of the services sector is the increasing role of services as intermediate inputs in the
production process in manufacturing, agriculture and other services sectors. Figure 8.1 displays the
GDP by sector in high income countries from 1971-2003.



Figure 8.1. GDP by Sector in High I ncome Countries from 1971-2003

Source: World Bank, World Development Indicators.

The growth of services can be attributed to the following reasons:

8.3.1. Innovation in Business Practices
8.3.2. Technological Growth


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8.3.3. Need of Services from Manufacturing Industry
8.3.4. Changing Demographics
8.3.5. Liberalisation and Reforms
8.3.6. Globalisation

8.3.1. Innovation in Business Practices

Business grew with advancement in new products and services along with increasing competition. New
ideas and means of doing business came across due to the advancement in new products and services.

One of the means of doing business was to retain the core activities of a company, then delink and
outsource the rest of the related services to third party who had the expertise to execute the same.
Today, this type of service industry is familiar as outsourcing industry. Apart from the above, today we
have increasing demand for specialised services.

8.3.2. Technological Growth

The rise in high-tech products and services has led to a corresponding rise in demand for specialists
who can fix and maintain these products and services. Technology has not only enabled the creation of
a new set of services but has enabled a new manner in which services are delivered to the customer.

8.3.3. Need of Services from Manufacturing Industry

As the manufacturing industry grows and as competition increases, the sector itself has created a huge
demand of non-core and specialised services so that it can take on the emerging challenges.

8.3.4. Changing Demographics

Social factors that increased demand for new services and also increased demand for specialised and
customised services are:

Increasing affluence
Changing lifestyles
Increased leisure time

8.3.5. Liberalisation and Reforms

Over the last two decades, many economies have been undertaking the process of liberalisation and
reforms. This has lead to reduction in trade barriers, leading to economic growth. It has also enabled the
exchange of business knowledge and new ideas, products and services.

Another important aspect is that, liberalisation paved the way for financial investments in the services
industry which provided the much needed initial support to the services sector.



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8.3.6. Globalisation

Globalisation of the world trade has had a tremendous impact on the growth of the services industry.
Globalisation allowed companies to compete and operate across the globe, use technology, access the
most cost effective locations and utilise the global talent pool.

8.4. Factors Contributing to Globalisation of Services

Key factors contributing to the globalisation of services are:

8.4.1. Global Economic Environment
8.4.2. Technological Advancement
8.4.3. Increase in Global Trade
8.4.4. Competition and Markets
8.4.5. Global Human Resources
8.4.6. Foreign Direct Investment

8.4.1. Global Economic Environment

As mentioned before, the continuous interactions amongst countries in the world over, in the past few
decades on the economic front under the World Trade Organisation (WTO) has lead to creation of an
environment. In this new environment, though the regulatory environment continued to mature, the
tariffs and trade barriers have been reducing. This reduction in tariffs and trade barriers lead to a
manifold increase in global trade in both physical goods and services.

As services increasingly dominate the share of world trade, the General Agreement on Trade in
Services (GATS) under WTO has grown to be an essential component of global service trade.

The GATS contribution to world services trade rests on three main pillars. They are:

Ensuring improved transparency and certainty of relevant rules and regulations
Promoting progressive liberalisation through negotiations
Improving the capability for organisations to create a presence in global markets

GATS have arrived at modes and classification of services for effective negotiations and overall
consistency in trade and trade matters. The GATS four modes of supply comprises of:

1. Mode 1: Cross Border Trade
2. Mode 2: Consumption Abroad
3. Mode 3: Commercial Presence
4. Mode 4: Presence of Natural Persons

Figure 8.2 represents the GATS four modes of supply.



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Figure 8.2.GATS Four Supply Modes

Mode 1: Cross Border Trade
Cross border trade is defined as delivery of a service from the territory of one country into the
territory of other country.

Mode 2: Consumption Abroad
This mode covers supply of a service of one country to the service consumer of any other
country.

Mode 3: Commercial Presence
Commercial presence covers services provided by a service supplier of one country in the
territory of any other country, that is, foreign direct investment undertaken by a service provider.

Mode 4: Presence of Natural Persons
Presence of natural persons covers services provided by a service supplier of one country
through the presence of natural persons (of this country) in the territory of other country.

Figure 8.3 represents the 11 main (WTO/GATS) standard services classifications.





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Figure 8.3. Eleven Standard Services Classifications

8.4.2. Technological Advancement

Technological advancement especially in the areas of telecommunications and transportation has
enabled the globalisation of services. The rapid advancements in internet and web technologies increase
in the bandwidth thereby creating ability to digitise and transfer information across nations. Technology
has enabled companies to seek and provide across the borders.

8.4.3. Increase in Global Trade

The increase in cross-border trade, foreign direct investment, and cross-country mergers and
international joint ventures has augmented the number of multinational service enterprises. Also as
discussed earlier country economies now are increasingly promoting the services industries as service
are now considered to be the engines of growth. Based on the standard measures of economic
openness, more countries are now in a position to engage in international trade and investment
compared to earlier times.

8.4.4. Competition and Markets

Companies now have to compete globally to survive the borderless markets and customers have
necessitated that services are now globalised. Also to be competitive enough a huge number of services
are being outsourced to benefit from the cost advantage and the increasing understanding that off
shoring can lead to major productivity and quality improvements being offered across locations.

8.4.5. Global Human Resources

Today talent is increasingly available across the world. The emergence of global business culture has
enabled that companies confidently go to markets and offer services across the globe.


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The dissemination of Western management principles, the acceptance of English as the global language
of business, etc., have contributed towards the creation of a global talent pool.

8.4.6. Foreign Direct Investment

The flow of investments into the service sector has been increasing steadily, and has been an important
factor towards globalisation of services.

8.5. Challenges in Globalisation of Services

Key challenges in globalisation of services are:

8.5.1. Legal and Regulatory Barriers
8.5.2. Cultural Barriers
8.5.3. Infrastructural Barriers

8.5.1. Legal and Regulatory Barriers

Every country in the world has its own legal systems under which the economies operate. There is a
huge variety and complexity in each country. On the other hand, most of the developed countries have
mature legal systems which enable the growth and protection of businesses. Services, because of its
intangible nature, need a different approach when compared to goods.

The issue of intellectual property rights, piracy, and copyrights are also there. Apart from these, there
are protectionist and regulatory issues in all countries which pose a challenge and barriers in
globalisation of services. Another important factor is the ease and time taken to start a business.

However as mentioned earlier, initiatives like GATS are directed towards minimising the effects of
legal barriers across countries.

8.5.2. Cultural Barriers

The presence of varied cultures across the globe is a challenge to any global services company. The
creation, promotion and delivery of services according to cultural affiliations of the local customer are a
test to any company. At the same time maintaining the companys global identity without diluting its
core service is a challenge. Another factor is the cultural affinity of the customer towards the local
service providers.

8.5.3. Infrastructural Barriers

Though there has been tremendous increase in the technologies which have enabled the growth of
services the challenge of having the basic infrastructure in place still remains.



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8.6. Indicators Representing the Level of Globalisation

Before we look at the global expansion strategies, let us take a look at the indicators which tell us about
the level of globalisation a service organisation has achieved. The indicators that lead and help
companies to work out winnable strategies are:

1. Presence in Strategic Markets
One way to assess the level of globalisation is to see the presence of the company that is
considered to be strategic in terms of industry, size of the markets, profit margins, presence
of top competitors, innovation happening in that industry etc.

2. Location Value-Added Services
Another way of assessing is to count on the number of global locations a company is able to
provide and deliver value apart from its core service. The mere presence of the company is
not sufficient but the extent to which it is able to market and deliver its value to the
customers across locations using a global location is a key measure.

3. Balance between Global and Local Customisation
Another aspect is the ability of a company to balance between its original services and
provide local customisation across markets.

4. Consistent Quality and Pricing
Another measure is the ability of a company to maintain its quality of service and pricing. It
typically, is a measure of how companies involve people from different countries, and how
they manage the variety of inputs entering the service delivery chain.

5. Ability to Respond to Changing Global Environment
Another measure is to see how a company has been changing itself, its services, strategies,
promotions, as per the changing global environment.

















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8.7. Global Expansion Strategies

In modern world, competition is increasingly borderless. There exist challenges and opportunities for
global service companies to expand. Key reasons why companies go global are, increasing and
attracting market share and following new customers and following competitors and making use of the
first user advantage.

Some the global expansion strategies are:

8.7.1. Right Service Offerings
8.7.2. Developing a New Organisational Design and Structure
8.7.3. Communicating Effectively
8.7.4. Redesigning Business Processes

8.7.1. Offering Right Services

The decision to have the right mix of the components of the service offerings which consist of the core
component and the supplementary value-add component of the services is one of the important strategic
decisions to be made. The global strategy can differ in terms of dimension of strategy and based on the
elements of the value-adding chain in the service offering.
Exhibit-8.2

MTV: Global-local-glocal?

The strategic response of the MTV group of companies has indicated the complexity of competitive
responses to the centrifugal/centripetal forces that are pushing and pulling competition. The
original MTV strategy was based on the view that non-United States teenagers had a desire to view
the same format of television as their United States counterparts. There was a somewhat justified
belief that teenagers aspired to the American Dream and wished to watch the same programmers
and consume the same goods as United States consumers. This approach underlined the belief in the
global teenager.

However, during the late 1980s, and following the collapse of the Berlin Wall, there were some
significant shifts in cultural norms. The resurgence of an identity of difference was one of the most
notable elements of this shift. In response, MTV localised a good deal of its broadcast material, in
the first stage opting for regional broadcasting in Europe for example, and then moving to a
nationally based broadcast strategy. MTV is now a truly glocal company broadcasting a core of
uniform material tailored for local tastes, with a significant element of entirely local content. The
manner in which MTV has adapted as a cultural entity to these shifts offers lessons for all service
firms.

Source: Recent Developments in Trade and Competition Issues in the Services Sector, UNCTAD, www.unctad.org




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Global strategy of right service offering is factored by three types of services:

People-Processing
People processing services involve a high degree of contact with service personnel and
facilities.

Possession-Processing and Information-Based
Possession-processing and information-based services have much lower contact in nature.

Information-Based
Information-based services are collecting, manipulating, interpreting, and transmitting data to
create value to the service organisations, for example, accounting, banking, consulting,
education, insurance, legal services, and news.

8.7.2. Developing a New Organisational Design and Structure

To put in place the right kind of organisational structure in place which facilitates the managing of
global and local service offerings is a strategic choice to be made. The development of a multi-location
approach provides autonomous development and implementation of strategies by country or regional
units.

Exhibit-8.3 explains the global expansion strategy of developing a new organisational design and
structure.















8.7.3. Communicating Effectively

Communicating effectively means ensuring proper communication channels to all the stakeholders,
both the internal employees and the external customers.

Exhibit-8.3

HSBC Holdings plc (HSBC) is a good example of an organisation that developed a new
organisational design and structure in order to facilitate its global business transformation. Six
years after opening its first offshore operating centres in China, HSBC had established offshore
operations in ten Asian countries. That globalisation was coordinated by a group called the Global
Processing Team, which evolved from a small team reporting to the company's UK Senior Manager
for Personal Financial Services to a strategic division of its own that reports directly to the Group
CEO.

Source: Globalisation Wisdom: The Seven Secrets of Great Globalisers by Atul Vashistha, Founder & Chairman of Neo
Advisory.



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8.7.4. Redesigning Business Processes

Redesigning of the various business processes include automation of information flow, new multi
location interactions, knowledge and data management, and other support systems and managing and
supporting increasingly complex business networks. Sometimes process redesign involves thinking
about business practices in an entirely new way.

































8.7.5. Mode of Entry into the Markets

Companies can enter global markets using different modes of entry. These include exporting, specific
projects, in licensing, franchising, JVs, wholly owned subsidiaries, strategic alliances, mergers and
acquisitions, tie-ups and piggybacking. The challenge is to arrive at the right mix.
Exhibit-8.4

Global Service Delivery Model

Global service delivery (GSD) is evolving as a mature business model, where an individual
company leverages on a few resources offshore to countries, and is now preparing to emerge as the
next destination for technology and business process out-sourcing. This is a business model on
which both leading companies and service providers are leveraging on. It is now a key strategic
requirement for successful enterprises and is now shaping the way services are developed and
delivered across the globe.

The GSD approach gives the service provider the opportunity to tap into the best global resources,
which are talent, infrastructure, technology solutions and political and economic environments. It
signifies the emergence of a type-3 model as distinct from type-1 and type-2 model.

(In type-1 model, delivery is focused on domain or industry skills resident in the country of delivery
In type 2 model, delivery is focused on high quality, technology skills resident in an offshore
location)

The cost arbitrage of offshore operations also adds economic advantage to the entire process. With
these benefits the customer is able to get the optimum mix of resources and ensure business value. It
is the unique balance of on shore and off shore delivery. Companies that provide this effectively are
those that are equally invested in the demand and supply side of the execution model. It has given
the service providers more degrees to freedom-freedom from 10-hour days; labour shortages,
economic constraints and single point dependencies.

Selected and designed correctly, the GSD model benefits both the customer and the service
provider.

Source: http://voicendata.ciol.com/



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Franchising is another mode of entry into the markets. The key benefits of franchising are:

Knowledge of local markets
Consistency and uniformity of services across locations
Investment and working finances shared
Ability to customise according to local requirements
Increased revenues and market share because of wider reach
Ability to develop a global brand and communicate effectively

The Caselet-1, Caselet-2 and Caselet-3 explains the strategies adopted by different companies to
enter into market to offer their services.

































Caselet-1

Walt Disney

World leader in Entertainment Services Walt Disney considered various modes of market entry for
different countries and made this strategic choice an important part of their success. For example,
when Walt Disney ventured into Europe apart from making the choice of right location they decided
to go in for direct investment owing 49% and making the rest 51% open to public where as when
Disney went to Japan they went through licensing.
Caselet-2

ICI CI Lombard

ICICI Lombard General Insurance Company Limited is a 74:26 joint venture between ICICI Bank
Limited and Fairfax Financial Holdings Limited. Fairfax Financial Holdings Limited, is a Canada
based financial services company worth USD 26 billion. ICICI Bank is India's second largest bank;
while Fairfax Financial Holdings is a diversified financial corporate engaged in general insurance,
reinsurance, insurance claims management and investment management.

Lombard Canada Ltd, a group company of Fairfax Financial Holdings Limited, is one of Canada's
oldest property and casualty insurers. ICICI Lombard General Insurance Company received
regulatory approvals to commence general insurance business in August 2001.


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To conclude, we can mention that success of a global services company depends on the following key
factors.

Identifying the right entry mode into the markets
Practicing the right marketing methods
Customising the service offerings to the local needs
Developing the capabilities of the human resources

8.8. Frequently used Terms in Business of Globalised Services

Frequently used terms in business of globalised services are defined below:








Caselet-3

Subway

With more than 31,000 locations in 90 countries, the SUBWAY

brand is the worlds largest

submarine sandwich franchise, and has become a leader in the international development of the
quick service restaurant industry. SUBWAY

restaurants first ventured outside North America when

the first location opened in the small Middle Eastern island nation of Bahrain in December of 1984.
Since then, the SUBWAY

concept has gone around the world, with restaurants opening from
Argentina to Zambia. Wherever SUBWAY

restaurants are located, the core menu stays relatively

the same, with the exception of some cultural and religious variations. World travellers can expect
the same high quality of ingredients regardless of what nation they are visiting.

Outsourcing: The World Trade Organization definition reads as the act of transferring
some of a companys recurring and repetitive activities and decision rights to outside
providers, as set in a contract.

Off-shoring: The Organisation for Economic Co-operation and Development (OECD)
defines services off-shoring as the transfer, through foreign direct investment or
subcontracting, of all or part of the production of services to another country with the
intention to re-import them to the home country.

Near-shoring/near outsourcing: Sourcing service activities to a foreign, lower-wage
country that is relatively close in distance or time zone (or both). The customer expects
to benefit from one or more of the following constructs of proximity: geographic,
temporal, cultural, linguistic, economic, political, or historical linkages.




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Source: International Institute for Sustainable Development.

























Right shoring: Balancing outsourcing, off-shoring, near-shoring and on-shore options to
leverage optimum value.

On-shore outsourcing: Obtaining of services from someone outside a company but
within the same country.

In-sourcing: A practice in which the work that would otherwise have been contracted
out is performed in-house. This involves bringing in specialties to fill temporary needs
onsite.
For example, near-shoring destinations for US business will be Mexico, Central
America and Canada, while for Western Europe, they will be Ireland and Eastern
Europe. Most organisations give preferences to near-shoring over offshore for a variety
of reasons (both internal and external), including physical and time zone proximity,
cultural affinity and other ones.

Exhibit-8.5

What is the next big thing in the globalisation of services? And what does that mean for
managers today?

Off-shoring will become a much more truly global activity. Other countries will gain on India as
they figure out their own unique niches and competitive advantages.

Second, globalization will come to many more servicesboth high value added (R&D, product
design, legal and advisory work) and more personalised services (tutoring for your child, life
coaching, and personal scheduling).

Third, globalisation of services will grow strongly in the non-IT realm. Instead of servicing clients
from a distance, new firms will bring clients to the developing world. We are already seeing the
beginnings of this trend with so-called medical tourism and retirement communities in low-cost
countries.

Fourth, business-process multinationals will play an ever more important role. Companies such as
Tata Consultancy Services, Infosys, Wipro, and Genpact are growing at astounding rates; all are
likely to have more than 100,000 employees within a few years. They will be well positioned to offer
the equivalent of standardised parts for knowledge work. As this happens, ever-greater numbers
of firms in the developed world will be compelled to conceive of their traditional back-office
processes as standardised utilities.

Source: The Services Shift.



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8.9. Summary

Here is a quick recap of what we have learnt so far.

Services sector today dominates the global trade today. It is a prime indicator of the
economic growth of a country.
Technological advancements, business innovation, changing global market and reforms have
been the prime factors fuelling the growth of service industries. At the same time there are
challenges to be met by companies who have no way but to go global to survive grows and
be competitive.
Key strategies to expansion would consist of deciding the right service offerings depending
on the type of services, mode of entry, organisational structure and managing the human
resources.

8.10. References/Additional Resources

Robert Johnston, Graham Clark Service Operations Management, Improving Service
Delivery, Second Edition, Pearson Education, 2008
Metters, King-Metters, Pullman, Walton, Service Operations Management, Cengage
Learning, 2008
James A. Fitzsimmons and Mona J. Fitzsimmons, Service Management: Operations,
Strategy, Information Technology, Fifth Edition, McGraw Hill, 2005
Websites of WTO, UNCTAD and World Bank