When managing your service you must take into account that there are features that differentiate it from production companies. One of them is the simultaneity between the production of the service and the receipt thereof by the customer. A customer at its session of beauty is receiving massages at the same moment in which the masseuse performs them on your body. In one case, there cannot be a prior production, a shipping and a subsequent consumption. If that masseuse is provider of your spa and your service is not satisfactory for arriving late to your session, you can not explain to the client that that service is external, or get rid of that responsibility. It will automatically associate that dissatisfaction with your company, beyond explanations that you can give, because the client does not distinguish external vendor, separating it from the company that hired him.

In this sense, the ISO 9001 (systems of management of the quality requirements) says: the Organization must ensure that the product meets the requirements of purchase specified. The type and extent of control applied to the supplier and the purchased product should depend on the impact of the product purchased in the subsequent realization of the product, or on the final product. (Saying this standard product, also refers to service). This last aspect that emphasizes the rule is important in the management of the service, since should differentiate the supplier according to the impact that the service generates on your client. Continuing with the previous example, we see that the masseuse service be mimics both with the service provided by the company, you might say that this provider fulfils the role of an employee in direct contact with the client. On the other hand, the hydromassage maintenance provider may also have an impact on clients (if the computer is not able to when it should be used), but in this case there is a possibility of ex ante verification and correction which does not exist with the masseuse.