06 readiness for pss - hsuan

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06 readiness for pss - hsuan

  1. 1. 07-05-2014 107-05-2014 1 CLICK TO EDIT CLICK TO EDIT Workbook 3: PSS Readiness Manual BY : Juliana Hsuan Professor jh.om@cbs.dk Gauging your Readiness for PSS
  2. 2. 07-05-2014 207-05-2014 2 Click to edit Master title style Presentation titleWorld-Class Servitization, methods, cases and partnerships • How do you know whether you are ready or not? • Do you have a strategy? • Which competitive factors do you consider critical in the strategy? Why? • Which criteria do you prepare yourself against? Are you ready for PSS?
  3. 3. 07-05-2014 307-05-2014 3 Click to edit Master title style Presentation titleWorld-Class Servitization, methods, cases and partnerships • Market Dynamics • Business Models • Partnerships • Organisational Dynamics • Value Propositions Critical Themes
  4. 4. 07-05-2014 407-05-2014 4 Market Dynamics • What are the competitive factors in our market? • What are the offerings available in the market? • What is the competitive environment? • How do we create our market-based capabilities? • Can we create new markets?
  5. 5. 07-05-2014 507-05-2014 5 • What are the competitive factors in our market? • What are the offerings available in the market? What is the competitive environment? • How do we create our market-based capabilities? Can we create new markets? • Can we determine potential profits, risks and costs involved in providing integrated PSS offerings to our customers? • Can we evaluate the life cycle costs incurred by our customers? • What kinds of contractual obligations do we have towards our partners? Market Dynamics Business Models
  6. 6. 07-05-2014 607-05-2014 6 • Can we determine potential profits, risks and costs involved in providing integrated PSS offerings to our customers? • Can we evaluate the life cycle costs incurred by our customers? • What kinds of contractual obligations do we have towards our partners? • What kinds of network constellation can be beneficial when operating in an integrated PSS oriented business? • What are the mutual dependencies shared between the customers, the provider and suppliers? • Can we build strong relationships and inspire trust with our customers and suppliers? Business Models Partnerships • What are the competitive factors in our market? • What are the offerings available in the market? What is the competitive environment? • How do we create our market-based capabilities? Can we create new markets? Market Dynamics
  7. 7. 07-05-2014 707-05-2014 7 • Can we determine potential profits, risks and costs involved in providing integrated PSS offerings to our customers? • Can we evaluate the life cycle costs incurred by our customers? • What kinds of contractual obligations do we have towards our partners? Business Models Partnerships • What are the competitive factors in our market? • What are the offerings available in the market? What is the competitive environment? • How do we create our market-based capabilities? Can we create new markets? • What kinds of network constellation can be beneficial when operating in an integrated PSS oriented business? • What are the mutual dependencies shared between the customers, the provider and suppliers? • Can we build strong relationships and inspire trust with our customers and suppliers? Market Dynamics Organisational Dynamics • Do product managers interact with service managers regularly? • Do we have the competences needed to provide service offerings? • Is there top management support to embark on the PSS transition? • Do we have the IT system required to support digital service activities? • Do we have a structured development process with integrated PSS thinking?
  8. 8. 07-05-2014 807-05-2014 8 Market Dynamics Business Models Organisational Dynamics Partnerships • What are the competitive factors in our market? • What are the offerings available in the market? What is the competitive environment? • How do we create our market-based capabilities? Can we create new markets? • Can we determine potential profits, risks and costs involved in providing integrated PSS offerings to our customers? • Can we evaluate the life cycle costs incurred by our customers? • What kinds of contractual obligations do we have towards our partners? • What kinds of network constellation can be beneficial when operating in an integrated PSS oriented business? • What are the mutual dependencies shared between the customers, the provider and suppliers? • Can we build strong relationships and inspire trust with our customers and suppliers? • Do product managers interact with service managers regularly? • Do we have the competences needed to provide service offerings? • Is there top management support to embark on the PSS transition? • Do we have the IT system required to support digital service activities? • Do we have a structured development process with integrated PSS thinking? • Is our value proposition dependent on and/or co-produced along with other suppliers? • Are our current offerings oriented toward short-term transaction or a long-term relationship? • To what extent does the customer’s own knowledge and skills affect the performance of our offerings? Asset-Centric  Product quality Recovery Provision  Minimum downtime Availability Maximisation  customer usage Outcome-Based  Configuration of resources Value Propositions
  9. 9. 07-05-2014 907-05-2014 9 Click to edit Master title style Presentation titleWorld-Class Servitization, methods, cases and partnerships So… are you ready? Let’s see how Danelec Marine A/S prepares itself for readiness.

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