Aftermarket Business Platform 2013 post event report

2013
YOUR ESSENTIAL EXECUTIVE TOOLKIT Bojesen at Axelborg, Copenhagen, Denmark, October 23rd - 25th 2013
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2 Aftermarket Business Platform 2013 - Post Event Report
Aftermarket - Editor
Editor’s Retrospective
The 7th Aftermarket Business Platform took place October 23rd - 25th at the beautiful Bojesen in Copenhagen and welcomed close to 200 after-sales
experts from across Europe and beyond to discuss, share, learn, and network around several themes such as pricing, spare parts, BRIC
market strategies, sales growth initiatives, servitization and service design.
“Service will make the difference”
Looking at the evaluation forms and key takeaways of participants, it is clear that servitization is the big trend of the moment. Manufacturers
understand the growing importance of servitization to achieve sustainable growth and excellent customer service. Creating service as a prod-uct,
or a bundling of services as key differentiator, is a challenging task and requires manufacturers to undergo an extensive Service Transfor-mation.
The maturity level of the transformation varies among manufacturers, depending on their industry vertical (read more on that in our
Servitization Market Study).
Another key topic of importance among participants revolved around Pricing, which is critical to determine the profitability of a manufacturer’s
margins in the aftersales division. Following in the trend of servitization, which is about bundling services and products to produce value for
the customer, there is a need for manufacturers to follow up in the commercial department with Value Based Pricing and Value Selling. Unfor-tunately,
too many manufacturers are still using the simple algorithms of cost plus pricing, because they face uphill challenges in implementing
value based pricing. The top 3 challenges faced by our participants are: Data inconsistency (45.3%); lack competitive data (42.7%); and lack of
resources (38.7%).
Overall, the event showed that most manufacturers are facing the same challenges, and this type of event is the perfect platform for them to
learn from each other, brainstorm on, and get inspired into new and innovative service concepts.
Content Director
Copperberg
http://www.linkedin.com/in/thomasigou
https://twitter.com/tomigou
93% of the attendees rated the content
of the conference between 4-6 of 6
1 - 3 4 - 6

“It was my second visit to the outstanding conference
and it was even better than the first time. A very good
blend of Keynotes, smaller Workshops, Round-Tables and
a Fair - so Learning, Discussion and intense Networking
was guaranteed. If you haven’t at least found 10 new fruitful
Business Contacts and one dozen new Ideas how to approach
your business challenges, you have not been to the same
conference ;-)”
- Michael Kübel, Vaillant Group
“The quality of information presented was exceptional.
Individual who attended possess extensive knowledge
related to aftermarket support”
- Patricia Miller, Thermo Fisher Scientific
“Very good conference. Well organized, networking was
really very good. Enjoyed the discussions and different
industries that were represented.”
- John Lynly, KONE Corporation
“The well architected program delivers valuable information
from suppliers and consumers point of view. It provides
all participants many opportunities to learn from other
participants’ experience.”
- Bernd Stibi, Voith Paper
“Unique and inspirational set-up. Great to learn from
peers in a collaborative environment.”
- Jo Pauwels, ABB
“The content of the conference was extremely relative to
the conditions we are experiencing at our company. The
opportunity to listen and network with individuals whom
have already implemented strategies to address these
conditions is invaluable. I felt that I left the conference
with a refreshed perspective and the encouragement to
execute change.”
- Kelly Diedrich, JBT FoodTech
“The networking was my personal highlight due to a lot
of very interesting people from more or less heterogenic
branches. I would be glad to see you next time and to get
the invitation soon. Greetings!”
- Jen Schiring, Siemens Switzerland Ltd.
“Well organised event!”
- Ana Rita Dias, GE Power & Water
Aftermarket Business Platform 2013 - Post Event Report 3
Aftermarket - Testimonials
“Thanks for the invite and I would like to state that it’s the
first After Market forum I am attending and I sincerely
appreciate the efforts put in by the Copperberg Team. THE
reception was wonderful and the team was well coordinated”
- Sivaramakrishna Challa, Volvo India Pvt Ltd.
“Great congress, learned a lot and got new inspiration for
growing my service and aftermarket business”
- Geert Hendriks, Eaton Industries B.V.
“Time well spent, thought provoking presentations, well-structured
breakouts and networking opportunities”
- Ian Dowdle Pall Europe
“Excellent opportunity to stay abreast of latest developments
in the aftermarket space and to connect with peers in the
industry.”
- Eric Zahrai, Eaton Corporation – Vehicle Group
“Professionally organized, good content with high net-working
focus. Good conference.”
- Steffen Saur, Vaillant
“This was my first attendance and was really impressed.
Networking is so valuable, exchanging experiences, ideas,
creating opportunities”
- Olivier Legrand, BouMatic
“All aspects are very good. Contents as well as organization.”
- Haijo Leeuwis, Goss Contiweb
“The right level of people to exchange ideas and gaining
ideas to develop the future.”
- Thomas Radau, Deutz AG
“Great meeting with many interesting people and experience
to share. Going to participate again.”
- Ketil Græe, TTS Marine AS
“High level of speakers and attendees make this a worth-while
experience”
- Rutger Jansen, Godd Contiweb

Sami Pitkänen, VP Service EMEA,
Metso Automation
Lars Jansson, Former Chief Project
Manager, The PriMa Project at Volvo
Global Truck Sales & Marketing
Chairman: Jason Smith, Head of Projects,
AssetRight Ltd.
Session: Aftermarket Megatrends
Dr. Jörg Rissiek, Vice President Services
Strategy and Enterprise Initiatives,
EADS/Airbus Group
Session: Future Services Designs in
Aerospace and Defence
Gunther Kraft, Product Manager and
Team Leader at Product & Price
Management MAN Genuine Parts®
Session: How to make money with
spare parts - from the drawing board
to market success
Rutger Jansen, Director Sales &
Service, Goss Contiweb B.V.
Session: Remote Service Management
- Getting closer to your customers
through remote service tools
Dr. Guido Hild, Vice President Business
Unit Farm Services, GEA Farm
Technologies
Session: Creating a difference:
Service Branding at GEA Farm
Technologies
Session: From Product to Service -
Change Management as a supporting
tool for your Business Transformation
Jo Pauwels, Group Senior Vice President,
Head of Customer Services, ABB
Discrete automation and motion
Session: Service Excellence: from
customer satisfaction to customer
delight
Vsevolod Gavrilov, Director Russia,
Volvo Penta
Session: Remote B2B customer
management in Russia
John R. Lynly, Head of Segmentation
and Value Creation, KONE Corporation
Session: Linking Customer Value
Creation to Pricing Excellence
André J. Brogli, Vice President Customer
Support Services, Sulzer Pumps Ltd.
Session: Sales growth initiatives
using a proactive approach on spare
parts sales
Session: Increasing Sales
Effectiveness in Global Aftermarkets
Padmakumar (EPK), Global Director –
Vertical Solutions Manufacturing, HCL
Session: Transforming the Aftermarket
process by leveraging data and
connectivity
Andreas Westling, CEO, Navetti
Session: Sustainable profit through
operational pricing
Marcio Santos Cardoso, Vice President of
Sales and Aftermarket - South America -
JLG Industries Inc.
Session: Insights into aftersales
operations in Brazil
Tony Abouzolof, Co-Founder & Global
Sales, Syncron
Session 1: Aftermarket optimization
can take you beyond today’s business
level
Session 2: Aftermarket optimization
level
Aftermarket 2013 - Speakers

Wim Heyvaert, Director Aftermarket &
Service, Tomra Sorting Solutions
Session: Change Management for
sustainable competitive advantage -
a moving target is hard to hit
Sivaramakrishna, Head of Customer
Solutions, Volvo CE
Session: Customer support in
competitive India
Sean Duclaux, Service Parts Industry
Marketing Manager, PROS
Session: Increasing Sales
Effectiveness in Global Aftermarkets
Lars Hansson, Senior Manager, E2E
Network Management, Sony Mobile
Session: Service Parts Management:
From Excess to Success
Michael Kübel - Director Group Service
Operations, Vaillant Group
Session: Best Practice – Standard-izing
service business models across
markets
Fredrik Persson, Senior Advisor Service
& Asset Management, IFS
Session: Aftermarket optimization
level
Peter Cornelius, Product Director R&D,
IFS
Session: How to make the customer
happier and the business more
profitable through optimized reverse
logistics
Stephan März, Head of BU Services,
Member of the Group Executive
Committee, Bobst Group
Session: Generating profitable &
sustainable growth again with the
implementation of a brand-driven
service strategy
Peter Møllebjerg Andersen, Senior Director,
Vestas Wind Systems A/S
Session: Case Study: Market Leading
Lost Production Factor
Werner Holzgethan, Manager Supply
Chain Management RailServices,
Knorr Bremse Systeme für
Schienenfahrzeuge GmbH
Session: Lifecycle based pricing for
Spares and Services
Fabio Cicalini, Pricing Expert, former
Vestas
Session: Transformation of a Service
Sales Department
Pascal Born, Vice President Supply
Chain Solutions, Neovia Logistics
Session: The new Aftermarket
Frontier: Servitization and Service
Differentiation
Emma Karlsson, Solution Consultant,
Infor
Session: Equipment Companies:
Never Can Say Goodbye
Aftermarket 2013 - Speakers
87% of the attendees
would attend
again next year
87% 13%

Aftermarket 2013 - Roundtable Highlight
“How to achieve profitable and sustainable growth through Service Transformation?”
Noventum’s managing director Hilbrand Rustema facilitated the session and as a special guest at the table we had Stephan Maerz, Head of the
BU Services, and member of the board of Bobst Group.
Two roundtables of 40 minutes with different groups of approximately 25 persons each discussed the big question. All the executives around the
table agreed that the western economies have permanently changed. Before the global financial we lived in a products and services economy
were products and technological innovations were important for growth. Services provided by manufacturers were mainly product related, sup-ply
spare parts, and providing maintenance and repair services.
In the new reality companies have become suddenly a lot more cus-tomer
centric as many businesses were forced to re-think their reason
of existence and had to ask themselves how they add value for their
customers, employees and partners. Companies have come to realize
that often their customers do not only want technological innovations
but also want to better make use of the technology knowledge and
experience of their equipment vendors. Therefore many companies
are no focusing on selling more services that are knowledge inten-sive,
highly complex to sell and deliver but also represent enormous
growth and profit potential. Examples of advanced services that were
mentioned are up-time agreements with customers that guarantee
a machine’s performance, or advisory services helping customer to
improve their business processes.
The key question during the roundtables were: How do companies do this. The case of the Bobst Group was mentioned a number of times, as an
example were in less than a year an enterprise wide Service Transformation initiative has succeeded to achieve double digit growth.
(for more on this case http://www.noventum.eu/cases/bobst)
Most companies seem to go through similar phases of transformation of their service business. Companies around the table were either in the
start-up phase, intermediate phase or advanced phase which each have their key requirements before a company can pass to the next phase:

Aftermarket 2013 - Roundtable Highlight
Start-up:
• Have C-suite support. Without support from the highest in rank it will
be almost impossible to make the changes that are typically needed
for a successful Service Transformation
• Identify the service opportunities, everybody in the organisation
should understand what the potential reward for a strategic focus on
the service business is. Customers get what they really want,
Profitable and sustainable growth for shareholders and development
opportunities and a better place to work for employees.
• Have a vision and strategy for profitable and sustainable service
growth, just like any business, once the strategic objectives are
defined, as shared vision of the future should also be accompanied
by a well-articulated strategy that explains to all involved how, who,
when and where things will have to happen.
Intermediate
• Standardised services portfolio, standardised personalisation is needed to enable scalability, consistency in customer experience and
eventually predictability of profit margins. Companies have to make sure that what is sold also can be delivered profitably and consistently.
• Implement a standardised service organisation, investments done at corporate level into processes, systems and people will be leveraged so
that a good return on investment will be achieved, although countries, regions or divisions may implement at different speeds
• Select and implement the right systems, cloud based architectures are eliminating traditional constraints in process innovation. Agile
development methods are taking over from the big bang approach, reducing risk and improving the time to market of new service innovations.
Advanced
• Selling advanced services can only become successful when companies move from pushing products to helping customers understand what
they really want using consultative sales methods. That should be done by service sales people that follow proven sales methods, possess the
contextual knowledge and can articulate to customers how value is created with the services being offered.
• Deliver the brand driven customer experience. Customer expectations are often generated by the company’s brand. However, it often is the
service organisation that has to make the promise happen. Successful companies deeply understand what makes them different. Not only
do they manage to consistently deliver the results, they also make the customer feel as they would like to feel when dealing
with that brand. Customer experience can be designed, managed and measured fulfil the brand promise.
• Influence people behaviour. Brand values will also drive your people’s behaviour who in turn affect the customer’s experience. Engaging and
developing talented people is quickly becoming the competitive edge in the service industry. Leaders of successful service business invest
considerable time and money in this.
Hilbrand Rustema, Managing Director, Noventum

Aftermarket 2013 - Attendees
Company Title
ABB Manager Global Function Drives and Motors
ABB Diplomated Engineer, Process Automation
ABB Service Product Marketing Manager – BU- Medium Voltag
ABB Discrete automation and Motion Group SVP Head of Service
ABB Switzerland Head of Service Power Electronic Systems
AIRBUS Head of Transformation and Change Transformation
and Change – Customer Services
Algol Technics Oy MD
Allweiler AS Sales Engineer Aftermarket
Andritz Feed & Biofuel A/S Head of Automation and Site Services
AssetRight Head of Projects
Avure Technologies AB Technical Manager
Avure Technologies AB Product Owner Services
Avure Technologies AB Sales Manager
Bobst Group SA Head of BU Services, Member of Board of Directors
Bombardier Transportation France Sales & Marketing Director
BouMatic Gascoigne Melotte Sprl Product Manager Dairy Hygiene EU
Cargotec Project Manager, Hiab Services Markets
Cargotec Finland Oy Vice President, Service Operations
ClickSoftware Account Executive
ClickSoftware Account Manager
CNH Industrial Pricing Manager EMEA
Consilium Marine & Saftey AB After Sales Manager
Dassault Systèmes SA Solution Experience Director
Dassault Systèmes SA Industry Business Consultant
DeLaval International Service Coach
DEUTZ AG Head of Service Sales
DMG MORI SEIKI Service Manager Europe
EADS, ice President Services Strategy and Enterprise Initiatives
Eaton Corporation Manager Service
Eaton Corporation Commerical Director Clutch & Aftermarket
Ericsson AB Global Category Lead, After Market & Reversed logistics
Festo Cte Manager After Sales
Flowserve VP & GM EMA Aftermarket Operations
FLSmidth Head of Department Master of International Business
FLSmidth Business Developer
FLSmidth Head of Department, Local Service Units, Global
FLSmidth Product Developer
FLSmidth Head of Department Customer Service Operations
FLSmidth Global Product Manager
Former Vestas Pricing Expert
Former Volvo Trucks, Former Chief Project Manager PriMa Project
GE Power & Water EMEA After Market Leader
GEA Erge Spirale et Soramat Services Department Manager
GEA Farm Tech Vice President Business Unit Farm Services
GEA Mechanical Equipment Italia S.p.A. CFO
GEA Mechanical Equipment Italia S.p.A. International Aftermarket
Manager
Geislinger GmbH Manager Services
Goss Contiweb B.V. Director Sales & Service
Goss Contiweb B.V. Manager Technical Resources & Spare Parts
Company Title
Hardi International After Market Product Manager
HCL Senior Sales Director
HCL Country Manager - Denmark
HCL Senior Business Development Manager
HCL Manufacturing - AfterMarket Solution Head
HCL Head of Manufacturing Marketing
HCL Mobility CoE
Howden General Manager Aftermarket EMEA
Howden Denmark A/S General Manager Aftermarket
Howden Group LTD General Manager Howden Denmark
Howden Thomassen Compressors BV Manager Howden Thomassen
Service
Hyundai Motor Europe Teamleader Aftermarket
IFS Marketing Manager
IFS Global Industry Director Manufacturing
IFS Senior Advisor Service Management
IFS Sales Manager
IFS Key Account Manager
Infor Marketing Manager
Infor Account Executive
Infor Solution Consultant
Infor Global Account Manager
JBT FoodTech Aftermarket Analyst
JBT FoodTech Manager, Marketing & Administration - Aftermarket
JCB Service Aftermarket Product Manager
JCB Service General Manager – Sales & Marketing
JCB Service Regional Aftermarket Sales Manager
JLG Latino Americana Ltda VP of Sales & Aftermarket, South America
John Bean Technologies AB Aftermarket Director
John Bean Technologies NV Aftermarket Manager
Johnson Controls Marine & Navy Director, Global Marine Services
Marine & Navy
Johnson Controls Marine & Navy Branch Manager, Global Marine
Services
Katoen Natie Business Development Manager -
Aftermarket Logistics
KHS Service Director
Knorr-Bremse Systeme GmbH Manager Supply Chain Management
Aftermarket
KONE Corporation Head of Segmentation & Value Creation
Kongskilde Industries A/S After Sales Manager
Kongskilde Industries A/S Internal Sales Manager
Krøll Cranes A/S Managing Director
Lely Senior product manager
Man Diesel & Turbo Project Manager Logistics After Sales
MAN Diesel & Turbo SE | PrimeServ Senior Business Support &
Development Manager
MAN Truck & Bus AG Product Manager & Team Leader
MAN Truck & Bus AG Product & Price Management MAN Genuine Parts
Marel Global Service Director
Marel Service Manager

Aftermarket 2013 - Attendees
Company Title
Marel A/S Spare Parts Manager
Marioff Corporation Manager, After Sales & Service Operations
Marioff Corporation Manager, After Sales
Meritor Aftermarket Switzerland AG, Managing Director,
Aftermarket Europe
Metso Automation VP Services EMEA
Metso Automation Oy Solution Manager
Metso Power AB Product Owner, Performance Services
Navetti CEO
Navetti VP Marketing & Human Resources
Neovia Logistics Services Global Business Development Director
Neovia Logistics Services Vice President Supply Chain Solutions
Noventum Service Management Consultants Ltd. Managing Director
Noventum Service Management Consultants Ltd. Partner
Outotec, Vice President Head of Services EMEA
Outotec, Director Service Architecture
Outotec Oyj VP Services
Ovivo Title Market Director – Parts & Service
Palfinger AG Head of Service
Palfinger Dreggen AS Head of Spare Parts
Pall Service Product Marketing
Pall AG Operations Director
Pall Service Manager Southern Europe
Penske Logistics Strategic Account Executive
Penske Logistics Supply Chain Manager
Perten Instruments Head of Global Aftermarket
Pitney Bowes Service System Business Manager
Planmed Oy After Sales Manager
Pon Equipment and Pon Power Vice President Service Management
Pottinger Head of Service Department
Pragma Acuity MD
PROS Marketing Director EMEA
PROS Product Marketing Manager Spare Parts
PROS Account Director Nordics
PROS Account Development Rep
PROS Strategic Consultant
PTC EMEA Marketing Manager
PTC Principal Technical Sales Specialist and Team Lead
PTC Sales Director Aftermarket Solutions, Nordics
PTC Global Product Marketing & Market Development
Roxar Flow Measurement AS Director Global Services
Saab AB Business Development Director
SAP Director EMEA Business Development
SAP Regional Sales Manager
Seaonics AS Service and Aftersale Manager
ServiceMax Sales Director
ServiceMax Senior Sales Consultant
Siemens Industrial Turbomachinery AB Strategic Research & Process
Development, Business & Product
Development Service
Company Title
Siemens Industrial Turbomachinery AB Manager Product Development
Gas Turbine Engineering & R&D Service
Siemens AG Sales Representative Customer Services
Siemens Wind Power Business Developer
Siemens Wind Power A/S Product Management Manager
SKAKO A/S Head of Aftersales & Service
SKF Polska SA Distributor Programs Manager
Sony Mobile Senior Manager, E2E Network Management
Sony Mobile Communication Senior Project Manager
Sony Mobile Communication Senior E2E Planner
Stoneridge Electronics AB Business Unit Manager
Sulzer Pumps Ltd Head of Global Customer Support Services
Syncron Head of Marketing
Syncron Co-Founder & Global Sales
Syncron Director Sales DACH
Syncron Sales Executive Nordics
TelliQ AB Business Manager
Terex Aerial Work Platforms Parts Manager EMER
Terex Aerial Work Platforms Technical Services Manager –
Scandinavia, Baltic States & Russia
Thermo Fisher Scientific Marketing Communications Manager
Thermo Fisher Scientific – EPM Product Line Manager –
Service and Support
TOA Technologies Business Development Executive, EMEA
TOA Technologies Director- Sales
Tomra Sorting Solutions Aftermarket & Service Director
TTS Marine Vice President Services Winches
TTS Marine Project Manager Service
TTS Marine Project Manager Service
TTS Marine ASA Vice President Sales & Marketing
Vacon Service Marketing and Business Development Manager
Vacon Service npi Engineer
Vacon Manager, Network Support & Spare Part mngt
Vaillant Group Director Group Serivce Operations
Vaillant Group Head of After Sales & Service Germany
Vestas Senior Director
Vestas Wind Systems A/S Senior IT Architect, Service & Service
Engineering
Wipro Technologies Vice President
Wipro Technologies Principal
Voith Paper GmbH & Co. KG President Products and Service
Voith Paper GmbH & Co. KG Vice President Products & Services Europe
Volvo Construction Equipment AB Director Global Logistics
Volvo Construction Equipment AB Director Global Financial Services
Volvo India PVT LTD Head of Customer Solutions
Volvo Penta Director of Volvo Penta Division
Volvo Penta Global Price Manager
Volvo Penta Dir Parts & Serv Eng. Training and Information
Volvo Penta AB Director After Market Sales & Customer Support
Wärtsilä Director, Global Parts Management
Wärtsilä GM, Parts Managment

Delegate Profile
Industry breakdown at Aftermarket Business
AftermaDrelkegaete Ptro fil2e 013 - Breakdowns
46%
15%
5%
4%
8%
6%
5%
3%
3% 3% 2%
Platform 2013
Machinery/Industrial Equipment
Marine
Energy
Automotive
Oil & Gas
Food
Aerospace/Defence
Process Automation
Healthcare
Consumer Goods
Consumer Electronics
5%
4%
Countries represented at Aftermarket Business
Platform 2013
Countries represented at Aftermarket Platform 2013
Platform 2013
of the attendees rated
the networking of the
conference between
Platform 2013
20%
13%
13%
11%
8%
4%
3%
5%
5%
5%
3%
3%
1%
1%
2% 2%
1%
1%
1%
1%
1%
1%
4-6 of 6
Sweden
Denmark
Germany
UK
Finland
India
France
Switzerland
Belgium
Netherlands
Italy
Norway
USA
Austria
4%
Industry breakdown at Aftermarket Platform 2013
46%
15%
5%
8%
6%
5%
3%
3% 3% 2%
Platform 2013
Marine
Energy
Automotive
Oil & Gas
Food
Aerospace/Defence
Process Automation
Healthcare
Consumer Goods
20%
13%
13%
11%
1%
1%
Aftermarket Business
2013
8%
4%
3%
4%
3%
5%
5%
5%
5%
3%
3%
1%
1%
2% 2%
1%
1%
1%
1%
1%
1%
1%
1%
Sweden
Denmark
Germany
UK
Finland
India
France
Switzerland
Belgium
Netherlands
Italy
Norway
USA
Austria
Aftermarket Business
2013
Marine
Energy
Automotive
Oil & Gas
Food
Aerospace/Defence
Process Automation
Healthcare
Consumer Goods
13%
13%
Sweden
Denmark
Germany
UK
Finland
India
France
Switzerland
Belgium
Netherlands
Italy
Norway
USA
Austria
Delegate Profile
46%
15%
8%
6%
5%
3%
3% 3% 2%
Platform 2013
Marine
Energy
Automotive
Oil & Gas
Food
Aerospace/Defence
Process Automation
Healthcare
Consumer Goods
20%
13%
13%
11%
8%
5%
5%
3%
3%
2% 2%
1%
1%
1%
1%
Sweden
Denmark
Germany
UK
Finland
India
France
Switzerland
Belgium
Netherlands
Italy
Norway
USA
Austria
91%
4 - 6
1 - 3
Hercules
Stoby Måleri
Thanks to our Partners 2013

Aftermarket 2014 - Amsterdam Oct 22nd - 24th
Join us in 2014
We are proud to announce that next year’s edition, the 8th Aftermarket Business Platform, will take place in Amsterdam on
October 22nd - 24th, 2014. Follow us regularly for more information on agenda, venue and speaker list after the New Year.
Call for speakers 2014 edition
Would you like to be involved in the 8th Aftermarket Business Platform? There are many ways:
• Chairman: Open the conference and moderate the 3-day event
• Keynote presentation (45 minutes)
• Focused sessions (30 minutes): Case studies or best practices on actual implementations with
concrete results to share to the audience
• Firestarters (15 minute): lightning talks about a specific topic, straight to the point
If interested, please contact:
Thomas Igou, Content Director
Phone: +46 8 502 552 339
Email: thomas.igou@copperberg.com
Why should you become a partner?
This conference is the leading platform for aftersales and service professionals in Europe,
and has stood the test of time. Now in its 8th edition, we are proud to see the event constantly
growing, and we expect 2014 to be our biggest event yet. This is an opportunity you simply
cannot miss out on.
1Associate your brand with #1
Manufacturing Aftermarket
Business Platform
2
Limited Partner Opportuni-ties;
We are inviting a limited
number of partners, all well
evaluated for the best
matchmaking effect
3
Benefit from the Global
Marketing coverage
4Generate new business
opportunities with leading
manufacturing organizations
5Be a part of business critical
conversations that take this
industry forward
6
Show your solutions to an
audience that really counts
We tailor make your
individual business
suit to fit your
specific business
objectives
Åsa Karphammar
Senior Business Advisor
Phone: +46 8 120 505 53
E-mail: asa.karphammar@
copperberg.com
7
By invitation only; All attend-ees
are carefully screened
for business critical issues

Market Survey Report – Servitization
Servitization is a trendy word these days among manufacturers. However, what does it mean and how can organizations get there? For the purpose
of a common understanding, here is the definition we use:
“Servitization is the innovation of an organization’s capabilities and processes to shift from selling products to selling
integrated products and services that deliver value in use.” (Malcol Youll)
The purpose of this study was to understand why are manufacturers turning to servitization, what are their most pressing challenges in service
transformation, and where do they currently stand on a maturity scale in their goal to servitize?
What industry do you represent?
How much does the aftersales contribute to
your company´s annual turnover?

Market Survey Report – Servitization
On a scale of 1-5 (1 being the least mature, 5
being the most mature) how would you rate
the maturity level of your organization in its
goal to move from product manufacturer to
service provider?
What is the main reason your organization is
looking at servitization?
Pressing challenges in organizations’ journey to servitize
Servitization is one of those hot trends right now in manufacturing, like Big Data for example, that everyone hears about and for which everyone
understands the general sense or concept, but yet for which there is still no common definition. This fact leads to the first challenge faced by
manufacturers in their quest to servitize: change the mindset/culture of the organization. It is hard to transform into something if the organization
or the change agents themselves don’t fully grasp what the “something” is. Additionally, while manufacturers themselves are facing hurdles in their
service transformation, so must they face at the same time changing customer requirements. So it is essential not only to learn how to change
internally, but also understand your customers and their evolution.
One interesting finding from the market study is the main reason for servitization: challenge competitors on value rather than cost of products
(price). Many markets and products are becoming commoditized, and additionally, Western manufacturers face increasing competition from
cheaply manufactured products flooded from Asia, so being able to sell on the value of their products and subsequent services has become their
main tool to gain competitive advantage. However, there is a long way to go before manufacturers fully embrace servitization. A large majority
(43.1%) have only recently started change management initiatives.
Thomas Igou, Content Director
Copperberg

14
The implications of Servitization
on manufacturing companies
over the next five years
Malcolm is an experienced international executive
who has successfully operated within leading
manufacturing and engineering companies to
deliver increased revenues and profits across
a variety of industries. Pragmatic in approach,
he delivers results ahead of targets; using best
in class methodologies, processes and systems
to deliver unrivalled financial returns and
customer service.
Malcolm earned his MSc in Manufacturing,
Management & Technology from The Open
University and attended the Lausanne Leader-ship
Program at IMD (International Institute
for Management Development) - Business
Programs and MIT Driving Strategic Innovation.
By Malcolm Youll AssetRight © 2013
malcolm.youll@assetright.com
www.assetright.com
Aftermarket Business Platform 2013 - Post Event Report
The following paper is intended to raise more questions than provide solutions
to you, however if it stimulates you to think “Is my company doing enough
towards my customer” then it has achieved its intended purpose. The global
aftermarket business is changing rapidly yet many companies are still focus-ing
on short-term problems rather than thinking about the implications to the
business over a longer period of time, believing that their margins are safe.
Time for change
Business silos exist today where
many companies are developing
strategies and organisations to
deliver only one part of the total
solution to their customer, often
missing out on a cohesive offer-ing
to doing business, which will
leave many renowned names in
danger of allowing new entrants
into the marketplace.
However there is a real opportu-nity
to allow developed compa-nies
to change their business
model and offering and make a significant
impact on their business, servitization may be a
savour for many western developed companies
and a concept which needs further exploring to
see what opportunities are available through
this concept.
When I think about my previous positions within
established and market leading companies, the
only real issue that concerned me on an ongoing
basis was the threat from the Asian market. My
career has been built around Aftermarket and
Service, which traditionally has been the area
which created the profit for the companies who
I worked for; however, this is now changing.
Many people will recognize that parts generate
significant margins, but this is changing and
companies must start to realize that margins
of 50%+ over the next five years will start to
spiral downwards out of control due to increased
competition and a disconnection with the
customer over what value truly is. For many, the
high margins previously achieved
will move more towards the mid
30%, and there will be no plan
to recover this: sales people will
discount to win business based
on revenue targets, suppliers will
seek a direct route model to mar-ket
to maintain their margins,
and the customer will have more
choice than ever over where they
purchase parts.
But the real issue is that com-panies
will move even further
away from connecting with their
customers, who they say are
their most important focus.
Defining Servitization
So why does it go wrong? Customers do not buy
products, they buy solutions to their problems.
So, what is “Servitization”? There are many
people offering their view of what it is; however,
I offer my view, which hopefully is easier to
understand.
Throughout my career within Engineering/Manufacturing companies I have never seen a complete
offering towards the customer, and when I consider this, I sense excellent companies are missing
a significant opportunity to connect with their customer and offer true value which translates into
improved customer satisfaction and retention. Figure 1 is typical of many companies who operate
within a Manufacturing/Engineering business
Figure 1

Aftermarket Business Platform 2013 - Post Event Report
“I sense excellent companies are missing a significant opportunity
to connect with their customer and offer true value which translates
into improved customer satisfaction and retention. “
The future leaders of aftermarket profitability
need to be thinking differently about their
current business model. Customers will in the
future expect the product “machine” and service
“parts” to be a complete offering, which has a
fee to deliver an outcome. How this translates
will see extended warranties and maintenance
contracts disappear and all that will be left is a
monthly fee to provide machinery and optimum
operating performance set by customer de-
15
mands. When this happens, the OEM will no lon-ger
have a dominant position and will become
a supplier with little control over the customer
experience. New entrants will be able to enter
the market probably from the financial market-place,
where they buy products from suppliers
OEM’s, and then provide the customer the true
requirement of product to fulfill the job required.
The financial company will manage not only the
customer relationship but will dictate terms and
conditions on the OEM over specification, cost,
features and future development requirements.
So what will be left for the OEM? Very little, unless
they act now. Manufacturing must change to
a service business and recognize that product
differentiation against competitor is less and
less, investment in service truly opens the door
to allow OEM’s to survive the coming years and
beyond.
A couple of predictions over the future of OEM’s and Aftermarket:
• Margins will drop across machinery and service
• Greater consolidation and competitor collaboration in core areas
• New entrants entering aftermarket from new markets
• Greater need for data, and integrated technologies
• Solutions will be the focus, and the companies that succeed will be totally integrated to the customer and provide a single solution
• Pace of change will be rapid and existing complex organisations will not be able to cope with the pressure of customer needs and competition
The market is changing and the future is still to be discovered. In our upcoming
Aftermarket Business Platform, let’s discuss and debate the future and hopefully
learn what needs to be changed within our businesses
Malcolm Youll
“Servitization is the innovation of an organisation’s
capabilities and processes to shift from selling
products to selling integrated products and
services that deliver value in use.”
Most businesses today are driven by monthly
revenue targets and their businesses are con-sidered
as performing as long as they achieve
financial based targets, so day to day invoicing
is critical and gains significant focus. How-ever,
for me, supplying parts has not achieved
anywhere near what the customer really wants.
If companies anticipated, for example, machine
failure and then had the parts and technician
on the customer site before the machine failed,
then this would have provided a solution where
parts are consumed and where the customer
considers his supplier to add real value towards
his business. It adds value and reduces risk,
and therefore Servitization has been achieved.
(Figure 2)
Figure 2
“ “

Linking Pricing Excellence
to Customer Value
After spending almost 30 years in the elevator industry, most of it focused on the
service business, I find the greatest challenge that our sales people face is not leading
a customer discussion with KONE. Our people have been trained on our products and
services and that is what they are comfortable talking about.
Unfortunately, these discussions rarely bring any significant value to
the customer. Having a background in strategic accounts, I have always
realized we need to put the customer’s business processes, activities and
challenges out front. Our focus should be on learning and intimately un-derstanding
the customer’s business. On a global level, this is surprisingly
more difficult than I ever imagined.
The key is providing tools and techniques to help sales people ask the
right kind of questions and document the findings. They can then take the
learning and apply this to
future sales opportunities
and actions. This is the
first of four steps in truly
understanding the needs
of our customers. I will
review and discuss all
four steps at the upcoming
conference.
All global organizations
face challenges with per-sonnel
and competency
development. Becom-ing
a truly customer
facing organization is
really a change in culture
and thus becomes
an exercise in change
management. Two things
stand out as critical to
this process. First and
foremost is executive
sponsorship. From the top down the organization must be committed to
making the change and it must be part of the discussion each and every
day and at all levels. Second, you need strong advocates at the frontline
level who take ownership and “champion” the change process.
These “Champions” require inspiration, support and tools to be successful
in their roles. Rarely will companies have dedicated resources that spend
100% of their time on a change management initiative. They will have
other responsibilities and always be pulled in many directions. I will provide
some insight and considerations for supporting the success of these
important resources to produce a win-win for everyone.
Value creation is only as good as the quantified value you are able to
demonstrate to your customers. Quantifying the value of your solutions
is clearly the most difficult step in the process. Sales people will naturally
gravitate to the soft values which are the most intangible and typically
carry the least monetary value to the customer. Challenging your teams
to dig deeper and “peel back the onion” will allow for more meaningful
quantifications and create real impact to the customer.
Once sales people are armed with the real value your solutions bring, they are
now in a position to confidently move the conversation from price to value.
Naturally this directly links to pricing excellence. Customers appreciate quanti-fied
value because they
see what your solution
does to help their bottom
line and make them more
successful. Sales people
appreciate quantified
value because it supports
differentiation and allows
them to avoid discounts
and even sell at premium
price levels. One thing is
for sure, if you want to
sell value, it is clear that
your organization needs
to be good at providing
meaningful life cycle
solutions.
So, if you have great
products and ser-vices,
but find your
sales teams need higher
discounts to close deals,
I can honestly say there is a better way and I will be happy to share what
we have learned and put into practice at KONE.
See you in Copenhagen!
John R. Lynly
Can we
increase
customer’s
revenue?
Can we
decrease
customer’s
total cost of
ownership?
Can we
minimize
customer’s
capital
requirements?
Can we
reduce
customer’s
risks?
4 Steps to Quantify Customer Value
4 Steps to Quantify Customer Value

Manufacturing Business Platforms 2014
Calendar of Events
Copperberg is the specialist events organiser for the Global Manufacturing industry. Dedicated for senior executives from global organisations
- our events are giving you the tools to improve short term results whilst simultaneously designing robust future strategies.
2nd Annual Spare Parts Business Platform 2014
February 5th - 6th, Stockholm, Sweden
Spare Parts Business Platform will return in February 2014 for its second edition. Following an extremely successful launch event, the conference will
once again gather senior spare parts executives for a two day event on how to optimize the spare parts process. The event will delve into topics such as
parts pricing, logistics and forecast, piracy, obsolescence, centralization vs. decentralization of warehouses, inventory management. Participants last
year came from all corners of Europe and offered plenty of networking opportunities to enhance sharing of experiences between peers.
4th Annual Defence Collaboration and Logistics 2014
April 9th - 11th, Amsterdam, The Netherlands
The Defence Collaboration and Logistics conference is coming back for the 4th time and this time in Amsterdam. This unique annual 3 day conference
is the only one in Europe and beyond gathering all the relevant stakeholders from the Defence sector and focusing on the current challenges that the
Armed Forces are facing regarding multinational logistics and collaboration, SmartDefence, policies, PPP, outsourcing, supply chain and logistic, trends
in technology and much more.
2nd Annual Manufacturing Pricing Excellence Platform 2014
May 21st - 23rd, Amsterdam, The Netherlands
The Manufacturing Pricing Excellence is designed to meet the needs of pricing decision makers from the Manufacturing industry from Europe
and beyond. Packed with practical case studies from leading organizations across like BMW, LEGO, Eaton, Whirlpool, Assa Abloy, Monsanto,
Novozymes, the conference brings up-to.date topics that any pricing professional can rely on. Effective Pricing Strategies, Change Management,
Value Based Pricing, Pricing Confidence and Price Optimization are only few of the topics that are going to be discussed at the conference.
1st Annual Sales Effectiveness 2014
May 21st - 23rd, Amsterdam, The Netherlands
The Sales Effectiveness is designed to meet the challenges and needs of Senior Sales Executives from Europe and beyond. Packed with practical
case studies from leading organizations in process and manufacturing industry, this two day conference will bring up-to date topics that any
Sales professional can relay to – Trends in Changing Sales, Enterprise Sales Alignment, Sales Strategies, Field and Inside Sales Models, Value
Capturing and Value Based Selling, Channel Management, Account Management, Sales Optimization, Sales Execution, Tools and Technology,
CRM and much more.
1st Annual Field Service Business Platform
June 2014, Amsterdam, Netherlands
The Field Service Business Platform is designed to meet the challenges and needs of service and aftersales professionals from Europe and
beyond. Packed with practical case studies from leading organizations within the manufacturing industry, this two day conference will focus on
how to optimize the service division to turn it into a sustainable profit center. Topics discussed will revolve around mobility, workforce scheduling,
predictive maintenance, and knowledge management to support field technicians and increase customer loyalty.
8th Annual Aftermarket Business Platform 2014
October 22nd - 24th, Amsterdam, The Netherlands
The Aftermarket Business Platform is the leading European event for senior aftermarket executives, attracting 150+ participants from global
organizations. Now in its 7th edition, it focuses on current market challenges on how manufacturing companies can increase growth revenues from
their service divisions through success stories on the following topics: remote service management , spare parts, value based pricing/selling, value
proposition and total cost of ownership, data in the aftermarket, BRIC market strategies. Over the course of three days and plenty of networking
opportunities, participants will be confronted with tools and solutions to current challenges as well megatrends of the future.
2nd Enterprise Asset Management 2014
November 11th - 12th, Copenhagen, Denmark
The Enterprise Asset Management is designed to meet the challenges and needs of Asset Management experts and maintenance design managers from
Europe and beyond. Packed with practical case studies from leading organizations in process and manufacturing industry, this two day conference will bring
up-to date topics that any asset professional can relay to. Emerging ISO standards, Asset management holistic approach, Change Management, EAM KPI’s,
Asset Lifecycle Management, Predictive Maintenance, M2M, Mobile EAM are only few of the topics that are going to be discussed at the conference.
4th Annual NPD World Tour 2014
November, Stockholm, Sweden
The NPD World Tour, now in its 4th edition, is recognized as the leading event for product development, innovation, and R&D senior professionals interested
in tools to optimize their new product development process and shortening time to market. In a cross-industry perspective gathering both B2B and B2C
organizations, the event is the perfect opportunity to learn, share, and network with peers both within and outside your industry, and thus ensure relevant
and outside the box thinking. This year, the event will have special tracks looking at front end of innovation, the valley of death, and crowdsourcing product
development.
www.sparepartseurope.com
www.defencesupplychain.org
www.pricingeurope.com
www.aftermarketeurope.com
www.eameurope.com
www.npdworldtour.com

Copperberg
S:t Eriksplan 11, 2 tr
113 20, Stockholm, Sweden
Phone: +46 8 650 02 70
Fax: +46 8 441 07 93
Email: info@copperberg.com
www.copperberg.com
© 2013 Copperberg. All rights reserved.
For more information, email info@copperberg.com or visit www.copperberg.com.
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