Gauging your Readiness for PSS

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Gauging your Readiness for PSS

  1. 1. Click to edit Master title style • • • •
  2. 2. Click to edit Master title style • • • • •
  3. 3. 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?
  4. 4. • 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
  5. 5. • 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
  6. 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? 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?
  7. 7. 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
  8. 8. Click to edit Master title style

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