A service excellence culture is determined by various factors. Some factors are supporting the realization of a service excellence culture, others are more about to inhibit excellent service. The internal environment of the organisation is the foundation for excellent service. While the employees are known as the key of excellent service, it is up to the management to support their employees with a respective treatment. Especially empowerment and encouragement are known as supportive elements concerning service-orientated behaviour of the employees. The term internal excellence describes the optimal internal situation of the organisation for introducing a service excellence culture. Within an internal excellence, the front-line-employees are creating customer satisfaction and delight among the customers by working off the customers problems as well with standardized processes, as well as with innovative processes. An inhibiting factor is the complexity of the customers problems. With a rising complexity, it gets more difficult to solve the problem and to create customer satisfaction and customer delight. In the IT service industry, the complexity has a special impact. Due to the characteristics of the industry, encountered problems are often complicated and technical sophisticated. These individual characteristics lead to an increased complexity, the front-line-employees have to deal with. To manage this challenge, several measures have to be adopted. The service-employee can be supported by a clearly defined guideline, that includes all relevant steps of the service process. Additionally, a learning culture can be enhanced by creating a knowledge database, where service-cases are documented. The technical support of the service-employee by using special software tools is another measure, which supports the service excellence culture of the organisation.