Was sind Digital Services und Digital Value Added Services?

Many companies today have portals, dashboards, apps, or automated features. Yet teams are still answering the same questions, customers are waiting for information that has long been available internally, and existing data does not automatically lead to better decisions.

Not every digital feature actually improves day-to-day operations. Many look modern but make too little operational difference. Information is displayed but not organized. Processes are digitized but not simplified. Additional features are added without creating real added value.

A good digital service simplifies a process.
A good value-added service makes a service more valuable.

• You already have digital features, but the day-to-day operational workload remains high
• You want to better understand which digital services are truly useful
• You want to clearly distinguish the difference from Digital Value Added Services
• You want to evaluate digital services not by function, but by benefit

Digital services are digital offerings that make an existing service, process, or touchpoint easier, faster, or more transparent.

For example, a digital service helps to

• provideinformation directly
• processinquiries more easily
• makeprocessing statuses visible
• reduce follow-upinquiries
• enable directinteractions

Digital value-added services are additional digital services that go beyond the basic service and provide tangible added value. They do more than just make something available digitally; they improve a situation.

This can mean:

• Identifyingrisks earlier
• making better decisions
• responding more quickly
• prioritizing more effectively
• Better managingusage or operations

Many terms related to this topic are often used interchangeably. A clear classification can help.

Digitalization

Digitalization describes the overarching shift from analog or manual processes to digital forms. Digital services can be part of this.

Process digitization

Process digitization refers to the digital support, structuring, and control of workflows. Digital services are often built on such digitized processes.

Automation

Automation reduces manual steps or decisions. It can be a component of a digital service, but is not synonymous with the service itself.

Smart services

Smart services frequently utilize data, connectivity, or intelligent logic. Many digital value-added services fall into this category, but not every digital service is automatically a smart service.

Digital services are useful when day-to-day operations involve unnecessary coordination, waiting times, or a lack of transparency, even though the necessary information is generally available.

This is typically the case when employees have to gather information from multiple systems, files, or emails just to provide a simple answer.

For example, when:

• simple inquiries tie up specialists, even though no technical decision is required
• Processing statuses must be clarified manually
• Information is available but not where it is needed
• Handoffs only work because individual people are thinking ahead
• Customers are waiting for feedback, even though the data has long been available internally

Digital Value Added Services are particularly valuable when data, process knowledge, or usage patterns already exist but have not yet yielded any concrete added value.

A digital service is only as good as the process behind it. If responsibilities are unclear, data is inaccurate, or exceptions are constantly handled manually, the digital service will remain ineffective. That is why digital services are an integral part of process digitization.

Anyone who wants to develop digital services effectively must also address these questions:

• What process is behind it?
• Where does the information come from?
• What does the user really need?
• Which decision or action needs to be improved?
• Which data is reliable enough?

Digital services don’t start at the interface. They emerge where process, expertise, and technology come together.

For customers and partners

• Customer portal with status updates and documents
• Self-service for inquiries or changes
• Digital appointment scheduling
• Online access to invoices, contracts, or reports
• Support with clear updates on status

For internal teams

• Digital approvals
• Internal service portals
• Operational dashboards
• Automated feedback from systems
• Transparent processing statuses

A good digital service doesn’t start with an idea, but with a clearly identified unnecessary task in everyday life. The first question isn’t: What could we digitize?
But rather: Where do we currently see repetitive tasks, even though the information, data, or process steps are already available?

This is followed by the following classification:

1. Specify the manual effort in concrete terms
   Where are people currently searching, inquiring, coordinating, or manually working around issues?
2. Assess business relevance
   How often does the problem occur? Who is affected by it? What does it make slower, more expensive, or unnecessarily dependent?
3. Clearly identify the cause
   Is a digital service truly missing, or does the problem lie with the process, data quality, or responsibilities?
4. Clearly define the benefits
   What specifically needs to improve: fewer follow-up questions, faster information, better prioritization, or greater reliability?
5. Realistically assess feasibility
   Is the necessary data available? Is the process stable enough? Can the service be operated reliably?
6. Implement in a targeted manner
   Start where benefits, frequency, and feasibility align.
7. Measure the impact
   Not based on the scope of functionality, but on whether effort, wait times, or dependencies are actually reduced.