Abstract: It is not very often that the possibility arises to show the case of a successful virtual and real time enterprise whose business model is to give value managing intangible assets: processes and relationships with third parties. Especially after it has undergone detailed re-engineering of its processes and its network of suppliers. This is the case of Multiasistencia, whose business is to outsource the integral management of the assistance service for domestic claims and repair work for its corporate clients, comprising insurance companies, banks and large distribution chains. Multiasistencia operates in Spain, France and the United Kingdom and has eight million potential end customers. In 2003, its Contact Center received over one million claims, which were successfully dealt. Multiasistencia ensures service quality by managing two key competences: the management of a process supported by a powerful seamless Internet-developed application and the control of a very varied network of professionals who finally ‘manufacture’ the repair. Therefore, we consider the case as a description of a "best practice".
But there was a problem, described in the section 2 of the case. The problem set forth in the case was the growth crisis Multiasistencia had to face in the year 2000 after its formidable success in the nineties. The management took the decision to transform the main repair management system and the professional network co-ordination model by applying re-engineering concepts and finding the best opportunities for using information technologies. The result of the project was not only the quality assurance of the service, but also a cumulative increase in productivity of 49.6% during the period 2000-2003. At present, the use of a ubiquitous computing technological model supported by CRM systems, the Internet, web services and mobile systems has enabled the full automation of the company’s operations. This means that personnel are employed to deal with exceptions and to develop a framework of B2B collaborative relations with customers and professionals. These relations are giving rise to new services based on information management and on-line data use. As a consequence, there are different ways to grow: in scale, expanding the B2B model to other industries and in scope, offering more services to the Multiasistencia’s corporate client base. Designing the growth scenarios for the future will give a good insight for understanding the Multiasistencia’s business model.