A Review of Service Frameworks Analyzing Strategic Repositioning: The Case of Bank Services

A Review of Service Frameworks Analyzing Strategic Repositioning: The Case of Bank Services

Markku Tinnilä
DOI: 10.4018/jisss.2011010102
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In manufacturing operations it is important to recognise the capabilities of the firm and established ways to position the current and expected manufacturing capabilities. The most recognised tool is the Product-Process matrix of Hayes and Wheelwright. Similarly, in service business there is a growing need to position the capabilities of firms. Many tools analysing services have also been proposed, but no generally accepted framework has so far emerged as a basis for service classification and strategic service positioning. This paper focuses on strategic positioning of services with special focus on analyzing and measuring the repositioning of services. Banking services are used as the main example, which have been analyzed in several studies of service repositioning. The author reviews the service classifications proposed and the dimensions used. Strategic repositioning and its dimensions are illustrated in banking services, and some trends in services are recognized and discussed. Some elements of a more generic service positioning framework are presented for the purpose of summarizing and consolidating the findings of reviewed frameworks.
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Service Classifications Reviewed

Many authors have developed service classification schemes and models, as well as, positioning tools. Seemingly, none of the proposed models is satisfactory in analyzing the great variety of services, reflected in the wide range of criteria used in classifications.

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