Presentation from #JulianaHsuan and #ThomasFrandsenfrom the event Four Drivers For Competitiveness or in Danish: Fire bud på de næste vækstbølger which took place at Copenhagen Business School on 22 April. bitly.com/CBSVækstbølger
blog.cbs.dk/servitization
Competitive advantage; from sustainable to temporary by resilience, speed and reconfiguration of resources.
CBS Competitiveness Day 2014 @ Copenhagen Business School
This document summarizes a project on driving competitiveness through servitization. The project is a 4-year study funded by The Danish Industry Foundation involving both large companies and SMEs. It builds on pre-project work in 2014 and aims to disseminate findings to 200 companies through case studies and field research. The project team is led by professors and assistants from CBS Competitiveness Platform. Key topics covered include factors influencing competitiveness, servitization strategies, calculating costs, customer perspectives, and challenges of servitization such as addressing the "service paradox" of increasing revenues but decreasing profits.
Competitive advantage through servitizationFatima Arshad
How Firms gain Competitive Advantage through Servitization Concept. This concept is more famous specially in developed countries like U.S. Servitization is actually bundle of product and services that provide the best solution of customer need/problem. Choice of Suitable services are important here.
Value Creation Canvas for Servitization - A service design approach to servit...HOLON
This document discusses using a value creation canvas approach to help companies transition to servitization. It provides examples of case studies and lessons learned. The value creation canvas is a tool to map out the value proposition promised to customers, what experiences customers have, and what offerings are delivered. This helps align these aspects to ensure the customer perceives the promised value. The document also outlines lessons for organizations in ensuring their promise, revenue structures, customer segments, and offerings are aligned through the servitization process.
Jeroen Segers from Exser presented at the Servitization for manufacturing session at the Service Innovation Congres 2010 (DC10) in Almere, the Netherlands.
This document discusses servitization and knowledge management research being conducted at the Aston Centre for Servitization Research and Practice. It provides examples of how companies like Endress + Hauser and MAN Truck have implemented knowledge-based ICT systems to enhance servitization efforts and support ongoing customer relationships. The document also outlines several knowledge-related research projects at the center, including analyzing how data from service provision can be interpreted and shared to improve customer operations, and developing a serious game to educate managers about servitization concepts and strategies.
Competitive advantage through servitization Fatima Arshad
LG is a major electronics company that offers a wide range of products along with an integrated bundle of services. It provides services throughout the product lifecycle including installation and repair, access to replacement parts, product manuals and support, financing options, and a product return policy. LG aims to create value for customers not just through innovative products but also high quality services that enhance the customer experience.
Servitization Infographic Aston Centre for Servitization Research and PracticeTim Baines
Servitization transforms manufacturers from focusing on production to delivering advanced services. It involves changing business models and organizations. Manufacturers see themselves as service providers, building product-service systems to improve business processes for customers and generate additional revenue streams through long-term relationships. This paradigm shift changes interactions, responsibilities, and skills across the organization.
Competitive advantage; from sustainable to temporary by resilience, speed and reconfiguration of resources.
CBS Competitiveness Day 2014 @ Copenhagen Business School
This document summarizes a project on driving competitiveness through servitization. The project is a 4-year study funded by The Danish Industry Foundation involving both large companies and SMEs. It builds on pre-project work in 2014 and aims to disseminate findings to 200 companies through case studies and field research. The project team is led by professors and assistants from CBS Competitiveness Platform. Key topics covered include factors influencing competitiveness, servitization strategies, calculating costs, customer perspectives, and challenges of servitization such as addressing the "service paradox" of increasing revenues but decreasing profits.
Competitive advantage through servitizationFatima Arshad
How Firms gain Competitive Advantage through Servitization Concept. This concept is more famous specially in developed countries like U.S. Servitization is actually bundle of product and services that provide the best solution of customer need/problem. Choice of Suitable services are important here.
Value Creation Canvas for Servitization - A service design approach to servit...HOLON
This document discusses using a value creation canvas approach to help companies transition to servitization. It provides examples of case studies and lessons learned. The value creation canvas is a tool to map out the value proposition promised to customers, what experiences customers have, and what offerings are delivered. This helps align these aspects to ensure the customer perceives the promised value. The document also outlines lessons for organizations in ensuring their promise, revenue structures, customer segments, and offerings are aligned through the servitization process.
Jeroen Segers from Exser presented at the Servitization for manufacturing session at the Service Innovation Congres 2010 (DC10) in Almere, the Netherlands.
This document discusses servitization and knowledge management research being conducted at the Aston Centre for Servitization Research and Practice. It provides examples of how companies like Endress + Hauser and MAN Truck have implemented knowledge-based ICT systems to enhance servitization efforts and support ongoing customer relationships. The document also outlines several knowledge-related research projects at the center, including analyzing how data from service provision can be interpreted and shared to improve customer operations, and developing a serious game to educate managers about servitization concepts and strategies.
Competitive advantage through servitization Fatima Arshad
LG is a major electronics company that offers a wide range of products along with an integrated bundle of services. It provides services throughout the product lifecycle including installation and repair, access to replacement parts, product manuals and support, financing options, and a product return policy. LG aims to create value for customers not just through innovative products but also high quality services that enhance the customer experience.
Servitization Infographic Aston Centre for Servitization Research and PracticeTim Baines
Servitization transforms manufacturers from focusing on production to delivering advanced services. It involves changing business models and organizations. Manufacturers see themselves as service providers, building product-service systems to improve business processes for customers and generate additional revenue streams through long-term relationships. This paradigm shift changes interactions, responsibilities, and skills across the organization.
This document summarizes the 3rd International Business Servitization Conference on developing more eco-efficient products and services through servitization strategies. The conference was hosted in Bilbao, Spain on November 14th, 2014. It discussed how moving to product-service systems (PSS) can help businesses extend product lifespans, reduce environmental impacts, and create new revenue streams through services rather than just product sales. The Basque Country agency Ihobe's methodology for developing eco-efficient PSS was also presented, which involves analyzing a product's full life cycle and ownership models to identify services and environmental improvements.
This document discusses the concept of product servitization and the capabilities needed to implement it. Servitization involves shifting from selling physical products to providing services bundled with products. It requires new competencies like software engineering, data analytics, and knowledge of digital technologies. Adopting servitization changes a business model from selling products to offering product-service systems, and preparing companies for this transition requires a multidisciplinary approach.
Servitization: service is the future of manufacturingABN AMRO
Servitization refers to the process of manufacturing companies increasingly offering services in addition to or instead of traditional product sales. This transition allows companies to generate additional revenue from services and provide better value to customers. While challenging, servitization offers significant potential for increased revenue and higher profit margins compared to traditional product sales alone. Fully realizing this potential requires overcoming growing pains as investments in new services are made and a culture shift occurs throughout the entire organization to focus on customer service.
1) Servitization refers to manufacturers shifting from a product-focused business model to one focused on delivering services to customers throughout the lifecycle of products. This allows manufacturers to build stronger customer relationships and create new revenue streams.
2) The rise of technologies like sensors, data capture, and cloud computing enable servitization by allowing real-time monitoring of products and delivery of new services. Manufacturers can use sensor data to remotely maintain equipment and automatically replenish stock.
3) Atos helps manufacturers transform their business models to servitization by developing standardized processes and leveraging their expertise in technologies like IoT, cloud, and data analytics to deliver new services that increase customer loyalty and manufacturer flexibility.
Value Creation Canvas for Servitization - A service design approach to servit...HOLON
This document discusses servitization and the use of a Value Creation Canvas tool to help companies transform their business models to provide integrated product-service offerings. It provides examples of how manufacturers can redesign products, services and business models to focus on customer value through efficiency and cost reduction. The Value Creation Canvas is presented as a tool to align a company's value proposition, customer journey, and offerings to successfully deliver on promises and perceptions of value. Lessons for organizations highlight the need to champion user-centricity, relate experience to operations/strategy, foster conversations, and innovate from all perspectives.
The document discusses servitization in Basque manufacturing firms. It aims to provide insights from a practical point of view rather than create new knowledge. The author conducted a literature review, survey of Basque companies, and case studies. Key findings include that firms initially pursued servitization to support product business but now see it as a business itself, and servitization strategies often fail economically due to execution challenges. The author develops a framework and recommendations to help firms make strategic servitization decisions around value propositions, revenue models, service portfolios, and organizational structure.
This document outlines key concepts for successful service innovation in the digital world. It discusses conceptual building blocks like customer value co-creation and service systems. It presents a framework with four design practices: service concept, service design, customer experience, and service architecture. It also covers aligning service strategy and business model, a service innovation process involving ideation and commercialization, the importance of customer and community participation, and the need for strategic management through alignment and balancing exploration with exploitation. The overall message is that service innovation is technology-enabled but human-centered and process-oriented.
In this session, Aatish Dedhia, Founder and CEO of Zycus has discussed the one thing that he and the entire Zycus team is most passionate about: delivering unprecedented value and performance to its customers through procurement technology. He will highlight Zycus' key strategic directions and outline the execution plans that will enable Zycus to deliver maximum ROI to its customers and be the most innovative provider of procurement technology solutions worldwide.
P&G: Implementing a Shark Tank Environment to Drive Innovation with Small Tec...Lora Cecere
The document discusses innovation in supply chains at P&G. It provides an overview of P&G's business units and approach to innovation, which includes partnering with external organizations like universities, research institutes, and startups. The document outlines P&G's process for innovating with startups, which involves sponsoring business challenges, researching relevant startups, having startups pitch solutions, piloting solutions, and scaling successful solutions into the business. It also discusses some of the challenges and learnings around innovating with startups as a large company.
The document discusses how e-commerce has impacted traditional views of a company's value chain. It states that in e-commerce, information can be shared with customers and suppliers at many stages of the value chain, rather than just at the beginning and end. It also explains that a company's information system acts as the "glue" that links all processes and allows customers to track orders at every phase. Finally, it provides an overview of the primary and support activities that make up a value chain, such as inbound logistics, operations, marketing, and human resources.
The document discusses the need for companies to develop agile, adaptable, and aligned ("Triple-A") supply chains. It defines each concept and provides examples. Agility allows companies to respond quickly to unexpected changes. Adaptability is the ability to adjust supply chain design over time as markets change. Alignment encourages information sharing between partners to improve overall chain performance. Developing a Triple-A supply chain requires new attitudes and cultures that prioritize responsiveness over efficiency and view responsibility as extending to the entire chain. Technology alone is not enough - managers must facilitate the necessary changes.
Cisco partners with Capgemini to accelerate speed of business with “FAST IT” ...Capgemini
Cisco partnered with Capgemini to accelerate the speed of business through a "Fast IT" continuous delivery transformation. The transformation enabled IT to keep pace with dynamic market changes by increasing agility and reducing time to deploy capabilities. Capgemini helped Cisco prototype an end-to-end continuous delivery pipeline that reduced deployment times by 27 times and manual steps by 82%. This proof of concept led Cisco to fully transform its delivery processes and culture to continuously deliver innovations to the business.
Formlabs Uses Supplier Development to Outpace CompetitorsLora Cecere
3D Printing technologies are quickly evolving? How did Formlabs outpace competitors? They used supplier development techniques to build and orchestrate a network to drive differentiation.
The document discusses virtual supply chains. A virtual supply chain coordinates other companies to do design, production, and distribution without owning physical assets or employees. Dell is used as a case study of a virtual organization that linked suppliers and customers through information sharing over the Internet. This allowed Dell to reduce costs and enhance customer relationships. The conclusion states that virtual supply chains networking all parties through collaboration are inevitable to increase profits and reduce costs in today's digital economy.
This document discusses service business development in manufacturing companies. It notes that while traditional service research has peaked, service business in manufacturing firms is an emerging topic. As manufacturers move downstream towards services in response to globalization and new technologies, they relate to theoretical perspectives on servitization and becoming solution providers. The value contribution of manufacturers can increase through investments in services like maintenance contracts, consulting, and integration services. Research on service business development examines models for moving to services, capabilities for managing services, and types of service offerings. Case studies of companies like IBM that transitioned from products to services have driven the research field. Future work could employ stronger theoretical frameworks and study under-researched markets and perspectives to further advance the topic.
A session at the CBS Competitiveness Day 2015 - This presentation will give an overview of how service business models can provide opportunities for driving competitiveness of Danish industry. The presentation is based on the ongoing applied research project 'Driving Competitiveness through Servitization’ which is supported by The Danish Industry Foundation. The project focuses on service strategies of manufacturers and is carried out in collaboration with a number of Danish companies.
This document discusses operations strategy and its relationship to business strategy. It defines operations strategy as a long-range plan for the operations function that specifies how resources will be used to support the overall business strategy. The document outlines how operations strategy determines the appropriate competitive priorities for an organization, such as cost, quality, time, or flexibility. It also discusses how operations strategy specifies the required structure and infrastructure of the operations system through decisions around facilities, technology, skills, and processes. Finally, the document discusses the importance of productivity and how it is measured to evaluate performance.
This document summarizes the 3rd International Business Servitization Conference on developing more eco-efficient products and services through servitization strategies. The conference was hosted in Bilbao, Spain on November 14th, 2014. It discussed how moving to product-service systems (PSS) can help businesses extend product lifespans, reduce environmental impacts, and create new revenue streams through services rather than just product sales. The Basque Country agency Ihobe's methodology for developing eco-efficient PSS was also presented, which involves analyzing a product's full life cycle and ownership models to identify services and environmental improvements.
This document discusses the concept of product servitization and the capabilities needed to implement it. Servitization involves shifting from selling physical products to providing services bundled with products. It requires new competencies like software engineering, data analytics, and knowledge of digital technologies. Adopting servitization changes a business model from selling products to offering product-service systems, and preparing companies for this transition requires a multidisciplinary approach.
Servitization: service is the future of manufacturingABN AMRO
Servitization refers to the process of manufacturing companies increasingly offering services in addition to or instead of traditional product sales. This transition allows companies to generate additional revenue from services and provide better value to customers. While challenging, servitization offers significant potential for increased revenue and higher profit margins compared to traditional product sales alone. Fully realizing this potential requires overcoming growing pains as investments in new services are made and a culture shift occurs throughout the entire organization to focus on customer service.
1) Servitization refers to manufacturers shifting from a product-focused business model to one focused on delivering services to customers throughout the lifecycle of products. This allows manufacturers to build stronger customer relationships and create new revenue streams.
2) The rise of technologies like sensors, data capture, and cloud computing enable servitization by allowing real-time monitoring of products and delivery of new services. Manufacturers can use sensor data to remotely maintain equipment and automatically replenish stock.
3) Atos helps manufacturers transform their business models to servitization by developing standardized processes and leveraging their expertise in technologies like IoT, cloud, and data analytics to deliver new services that increase customer loyalty and manufacturer flexibility.
Value Creation Canvas for Servitization - A service design approach to servit...HOLON
This document discusses servitization and the use of a Value Creation Canvas tool to help companies transform their business models to provide integrated product-service offerings. It provides examples of how manufacturers can redesign products, services and business models to focus on customer value through efficiency and cost reduction. The Value Creation Canvas is presented as a tool to align a company's value proposition, customer journey, and offerings to successfully deliver on promises and perceptions of value. Lessons for organizations highlight the need to champion user-centricity, relate experience to operations/strategy, foster conversations, and innovate from all perspectives.
The document discusses servitization in Basque manufacturing firms. It aims to provide insights from a practical point of view rather than create new knowledge. The author conducted a literature review, survey of Basque companies, and case studies. Key findings include that firms initially pursued servitization to support product business but now see it as a business itself, and servitization strategies often fail economically due to execution challenges. The author develops a framework and recommendations to help firms make strategic servitization decisions around value propositions, revenue models, service portfolios, and organizational structure.
This document outlines key concepts for successful service innovation in the digital world. It discusses conceptual building blocks like customer value co-creation and service systems. It presents a framework with four design practices: service concept, service design, customer experience, and service architecture. It also covers aligning service strategy and business model, a service innovation process involving ideation and commercialization, the importance of customer and community participation, and the need for strategic management through alignment and balancing exploration with exploitation. The overall message is that service innovation is technology-enabled but human-centered and process-oriented.
In this session, Aatish Dedhia, Founder and CEO of Zycus has discussed the one thing that he and the entire Zycus team is most passionate about: delivering unprecedented value and performance to its customers through procurement technology. He will highlight Zycus' key strategic directions and outline the execution plans that will enable Zycus to deliver maximum ROI to its customers and be the most innovative provider of procurement technology solutions worldwide.
P&G: Implementing a Shark Tank Environment to Drive Innovation with Small Tec...Lora Cecere
The document discusses innovation in supply chains at P&G. It provides an overview of P&G's business units and approach to innovation, which includes partnering with external organizations like universities, research institutes, and startups. The document outlines P&G's process for innovating with startups, which involves sponsoring business challenges, researching relevant startups, having startups pitch solutions, piloting solutions, and scaling successful solutions into the business. It also discusses some of the challenges and learnings around innovating with startups as a large company.
The document discusses how e-commerce has impacted traditional views of a company's value chain. It states that in e-commerce, information can be shared with customers and suppliers at many stages of the value chain, rather than just at the beginning and end. It also explains that a company's information system acts as the "glue" that links all processes and allows customers to track orders at every phase. Finally, it provides an overview of the primary and support activities that make up a value chain, such as inbound logistics, operations, marketing, and human resources.
The document discusses the need for companies to develop agile, adaptable, and aligned ("Triple-A") supply chains. It defines each concept and provides examples. Agility allows companies to respond quickly to unexpected changes. Adaptability is the ability to adjust supply chain design over time as markets change. Alignment encourages information sharing between partners to improve overall chain performance. Developing a Triple-A supply chain requires new attitudes and cultures that prioritize responsiveness over efficiency and view responsibility as extending to the entire chain. Technology alone is not enough - managers must facilitate the necessary changes.
Cisco partners with Capgemini to accelerate speed of business with “FAST IT” ...Capgemini
Cisco partnered with Capgemini to accelerate the speed of business through a "Fast IT" continuous delivery transformation. The transformation enabled IT to keep pace with dynamic market changes by increasing agility and reducing time to deploy capabilities. Capgemini helped Cisco prototype an end-to-end continuous delivery pipeline that reduced deployment times by 27 times and manual steps by 82%. This proof of concept led Cisco to fully transform its delivery processes and culture to continuously deliver innovations to the business.
Formlabs Uses Supplier Development to Outpace CompetitorsLora Cecere
3D Printing technologies are quickly evolving? How did Formlabs outpace competitors? They used supplier development techniques to build and orchestrate a network to drive differentiation.
The document discusses virtual supply chains. A virtual supply chain coordinates other companies to do design, production, and distribution without owning physical assets or employees. Dell is used as a case study of a virtual organization that linked suppliers and customers through information sharing over the Internet. This allowed Dell to reduce costs and enhance customer relationships. The conclusion states that virtual supply chains networking all parties through collaboration are inevitable to increase profits and reduce costs in today's digital economy.
This document discusses service business development in manufacturing companies. It notes that while traditional service research has peaked, service business in manufacturing firms is an emerging topic. As manufacturers move downstream towards services in response to globalization and new technologies, they relate to theoretical perspectives on servitization and becoming solution providers. The value contribution of manufacturers can increase through investments in services like maintenance contracts, consulting, and integration services. Research on service business development examines models for moving to services, capabilities for managing services, and types of service offerings. Case studies of companies like IBM that transitioned from products to services have driven the research field. Future work could employ stronger theoretical frameworks and study under-researched markets and perspectives to further advance the topic.
A session at the CBS Competitiveness Day 2015 - This presentation will give an overview of how service business models can provide opportunities for driving competitiveness of Danish industry. The presentation is based on the ongoing applied research project 'Driving Competitiveness through Servitization’ which is supported by The Danish Industry Foundation. The project focuses on service strategies of manufacturers and is carried out in collaboration with a number of Danish companies.
This document discusses operations strategy and its relationship to business strategy. It defines operations strategy as a long-range plan for the operations function that specifies how resources will be used to support the overall business strategy. The document outlines how operations strategy determines the appropriate competitive priorities for an organization, such as cost, quality, time, or flexibility. It also discusses how operations strategy specifies the required structure and infrastructure of the operations system through decisions around facilities, technology, skills, and processes. Finally, the document discusses the importance of productivity and how it is measured to evaluate performance.
This document discusses various aspects of service, product, and business model innovation. It begins by highlighting the importance of solution-specific investments in innovation and how innovation in services relies more on investments in human capital and organizational changes than tangible assets. It then covers levels of service innovation from radical to incremental, elements of the service innovation process, and how innovation interrelates across business models, processes, and products/services. The document provides frameworks for new service development, product development, and business model innovation.
IT Leaders: A Guide to Doing More with Lesstechweb08
The document discusses how IT leaders can capture additional cost savings from their indirect spending, which accounts for about 1/3 of their total spending. It provides an example of a large company that was able to generate millions in additional annual savings by improving the management and sourcing of projects through a third-party solution. This involved dedicating expert resources to optimize the sourcing process for IT-related projects and purchases.
ADRESSING THE TRIPLE BOTTOM-LINE: THE HOLISTIC DETECON TRANSFORMATION APPROACH FOR INTEGRAL BUSINESS
Global trends and transformations in society and the environment are having an increasingly important impact on companies and their business processes. If they are to meet successfully the social, technological, and environmental challenges facing them, companies must rethink their current business models, structures, and methods and adapt them to changes in general conditions. Detecon interprets corporate responsibility as the productive utilization of integrated management and technology know-how from a commercial and social viewpoint.
The Detecon Approach helps
Integral Transformation Process
Detecon Approach: Integral Business Model
The Detecon approach helps companies to assume and integrate varying viewpoints. Being able to respond appropriately to global trends and changes requires an integral transformation process. Companies collaborate with and for their employees, customers, society, and the environment to develop new ideas and solutions.
Transformation and Optimization at the Forefront
The Detecon services in the area of “Integral Business” encompass a broad range of subjects in which transformation and optimization represent the key fields of action.
When it comes to transformation, Detecon consultants keep their eye on in-company as well as cross-company transformations which have social impact.
During optimization, Detecon supports companies as they strive to meet targets for reductions in energy consumption and CO2 emissions, to improve their responsible supply chain, and to increase efficiency in telecommunications networks and computer centers.
The document discusses several key aspects of operations strategy:
1) It defines operations strategy as the intersection of performance objectives (e.g. quality, cost) and operations decisions areas (e.g. capacity, supply network).
2) It explains the three levels of operations strategy - fit, sustainability, and risk. Fit refers to aligning resources with market requirements. Sustainability is developing a competitive advantage. Risk considers the impact of uncertainty.
3) It provides an example of a polar diagram that illustrates the relative importance of different performance objectives for current and new products at a medical company. This helps analyze strategic fit and gaps.
Presentation by Gary Gereffi for the Korea Institute for Industrial Economics & Trade (KIET) focused on Global Value Chains in Korea. The objective of the collaboration was to identify upgrading opportunities for the Korean economy using a global value chain (GVC) perspective. The presentation highlights Korea’s position in GVCs, key findings from the research and a global perspective on GVCs.
Moving Sustainability to the Core of Strategic SourcingJustin Sullivan
The University of California System's Sustainability Policy says that "Environmentally Sustainable Purchasing underlies all other areas of sustainable practice..." Find out how UC's System-Wide Strategic Sourcing Organization is embedding sustainability into its business processes and helping the UC be a global leader in sustainability.
The document summarizes Indigo Advisory Group's utility strategic planning services. It outlines their UtiliSME methodology which provides strategic planning, management, and execution services to utilities. The methodology involves conducting an assessment, developing strategic goals and initiatives, defining metrics and KPIs, and creating an implementation plan. It also discusses trends impacting utilities and the importance of strategic planning given changes in areas like regulation, markets, technology, and customer behavior.
Agency Management: Gaining a competitive edge in a mature marketJP KOM GmbH
Presentation held by JP | KOM's founder Joerg Pfannenberg at the International Public Relations Network's annual meeting in Beijiing, China in May, 2018.
The document discusses digitalization and automation of the supply chain. It introduces key enabling technologies like the internet of things, cloud platforms, mobility, and advanced analytics. It then summarizes examples of how companies like Amazon, PostNord, Adidas, and others have increased speed, flexibility, individualization, visibility, and cost efficiency through digitalizing parts of their supply chain. The document also presents Acando's capabilities in supply chain consulting and their approach to helping clients improve processes, organization, and digitalization/IT to create lasting business value.
This document outlines the services of Proudly Carbon Neutral, a company that helps organizations achieve carbon neutrality. It discusses measuring and reporting greenhouse gas emissions to comply with regulations and improve public image. Proudly Carbon Neutral provides software to audit emissions sources, create carbon offsetting plans, and certify clients as carbon neutral. Once certified, clients can promote their status using Proudly Carbon Neutral's trademark stamp on materials.
Intertek provides strategic support across the entire supply chain through testing, inspection, auditing, and certification services. They have a global network with over 35,000 employees in more than 100 countries. Their services help clients innovate while complying with regulations, focus on core business by mitigating risks, and make decisions based on data. Case studies show how they have helped clients with regulatory compliance, material selection, sustainability assessments, and developing partnerships with suppliers.
Who we are and what we can do for your company.
We believe that prosperity must include company and workers.
We face every challenge with the right thinking and tool: Lean Six Sigma, simulation, design of experiments, change management, training.
Zero Wait-State Agile EC MCAD Implementation Quick Start PresentationZero Wait-State
Our technical staff has developed a methodology and tool set that dramatically reduces the time and cost needed to deploy Agile Engineering Collaboration into production environments. We have worked with Oracle's largest Agile clients to enable CAD data management with Agile PLM and have a proven track record.
The document summarizes the International Trade Centre's (ITC) project to build climate resilient value chains in Morocco and Kenya. The project uses a Climate Expert Tool to help small and medium enterprises (SMEs) identify climate risks, develop adaptation strategies, and conduct cost-benefit analyses of adaptation measures. The tool is applied along international value chains with various stakeholders, including producers, processors, buyers, and trade support institutions. The project aims to help SMEs seize business opportunities from adaptation while managing climate risks. Key lessons include tailoring the approach to sector needs, involving multiple stakeholders, improving climate data, addressing gaps in trade support services, demonstrating the business case for adaptation, and promoting relevant standards.
For Businesses who want become a Smart Services Leader, TMG provides a Digital Improvement Program which drives dynamic value creation through the alignment of business models, organization, talents and infrastructure
The document discusses Boeing's global supply chain strategy for its 787 Dreamliner aircraft. It lists some of the international suppliers for Boeing 787 components, including their headquarters location and the components they supply. These suppliers are located around the world and provide parts like wings, landing gear, and electronics. Boeing utilizes a global supply chain to access talent and resources globally and lower costs.
Similar to Driving Competitiveness through Servitization (20)
Thomas Hall, Senior Vice President of People & Communication at COWI, presented on how the company is closing the skills gap in engineering. COWI has approximately 6,400 employees across 25 countries and works on 13,000 projects annually. Future trends like urbanization, digitalization, and sustainability are increasing project complexity and size. By 2025, Denmark will lack 10,000 engineers. COWI's five-step approach to closing this gap includes innovation, cross-border collaboration, collaboration with universities, strong leadership and talent development, and building a strong brand as an employer.
1. Customers have an unsystematic gaze pattern and many packages cannot catch their visual attention. Visual attention is drawn to designs that are easy to understand.
2. Familiarity and ease of understanding extend visual attention, with packaging design potentially also playing an important role. Customers prefer easy choices that are optimally placed.
3. Testing of packaging redesigns found significant correlations between visual attention/memory and authenticity/memory, suggesting redesigns that attract more visual attention and appear more authentic are better remembered.
This document provides an agenda for an event on new frontiers of innovation. It introduces the event moderator Wolfgang Sofka and lists the scheduled speakers: Francesco Di Lorenzo, Jesper Glad, and Michael J. Mol. The event will include a panel discussion on bridging business and academic research on topics like new ways of organizing innovation searches and Denmark's position in technology markets.
A presentation at The 2015 Copenhagen Business School Symposium on High-Frequency Trading. Robert Almgren, President and Head of Research at Quantitative Brokers (New York)
A presentation at The 2015 Copenhagen Business School Symposium on High-Frequency Trading. Björn Hagströmer, Associate Professor in Finance at Stockholm Business School, Stockholm University
This document discusses high frequency trading (HFT) and its impact on market structure. It begins by explaining that HFT has emerged due to technological progress and regulatory changes. It then defines HFT and differentiates it from other types of automated trading. The document notes that while there is no standardized definition, HFT is generally characterized by using computer algorithms to conduct arbitrage trading with no overnight positions. It also discusses how HFT has led to fragmented liquidity and better price discovery. The rest of the document outlines some of the effects of HFT, such as smaller orders and trades, and more messages and activity. It proposes different approaches for regulating HFT and describes some of the measures taken by Nasdaq Nordic to
A session at the CBS Competitiveness Day 2015 and a part of the Smart Solutions for Innovative Cities Conference, organized by the Innovation Centre Denmark.
A session at the CBS Competitiveness Day 2015 - Profitabel top- og bundlinjevækst står øverst på de fleste virksomheders agenda – og det er oplagt at starte med at indhøste restpotentialerne blandt virksomhedernes nuværende kunder. Udfordringen for mange virksomheder er dog, at de mangler viden om, hvor restpotentialer skal findes, så man kan prioritere og målrette salgsindsatsen derefter. Denne session præsenterer et værktøj der kan sikre virksomhederne et sådant indblik i på kunde- og produktniveau og gennemgår de resultater, der er opnået fra pilotimplementeringerne.
A session at the CBS Competitiveness Day 2015 - The session launches the new book. The authors introduce the key tools from the book, offer an overview of the customer challenge and how to master it.
A session at the CBS Competitiveness Day 2015 - Professor Louise Mors will present initial findings from a study on board dynamics collaborating with Margarethe Wiersema (Professor at UC Irvine). The study will draw on initial interviews conducted with board members in Denmark, Norway and the US aiming to reach a better understanding of the structure and interactions on boards; especially with an interest in how or if female board members have an influence on these dynamics.
A session at the CBS Competitiveness Day 2015 - In recent years financial markets have undergone a huge transformation driven by technology and regulation. Both the structure of the markets in which participants operate and the behavior of those participants have seen a phase shift towards increasing fragmentation and digitalization where trades take place in micro- or even nanoseconds. We will present a study of high-frequency trading and show how the use of high-speed algorithms might transform the financial markets.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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2. 2
About theproject
• Four year project funded by The Danish Industry Foundation (okt. 2014-18).
• The project includes both large and SME’s with different types of products/core
processes (OEM’s and subcontractors of components and materials).
• We build on a pre-project carried out in the spring of 2014.
• Dissimination activities are expected to reach 200 companies with around 15
case studies and one or more longitudinal field studies.
3. 3
Who are behind the project
• Christer Karlsson, Professor, Academic Director CBS Competitiveness Platform
• Juliana Hsuan, Professor (mso), Department of Operations Management
• Thomas Frandsen, Adjunkt, Department of Operations Management
• Jawwad Raja, Adjunkt, Department of Operations Management
• Christina Merolli Poulsen, Projektleder, CBS Competitiveness Platform
• Ieva Harjo, Forskningsassistent, Department of Operations Management
• Kai Inga Basner, Student, Department of Operations Management
• Christina Schou Mikkelsen, Student, Department of Operations Management
4. 4
Agenda
What we do Heading
1. Factors influencing the competitive situation • Global challenges
2. How to compete in this environment • Operations strategy
3. Servitization – what can be offered in
addition to the product?
• Servitization of manufacturing
• Extending your value proposition
4. How far to go – what services to offer • Strategic considerations
• Moving from product manufacturer to
service provider
5. Clarifying the service as a product • Contracting potentials and risk
6. The service relation has implications on how
to calculate costs
• Calculating costs
7. Considering the customer perspective • Perspectives on servitization
8. The challenges of servitization • The servitization paradox
• Challenges to servitization
6. 6
Competitiveness is the capability to
create value
• Competitiveness aims at qualifying as
a supplier and winning the order
• It deals with outcompeting competitors
• Productivity is just one factor
Competitiveness is a cross-
disciplinary issue
CBS brings together research and
practice across fields and industries
www.cbs.dk/competitiveness
Productivity and Competitiveness:
Challenges to Management
Why focus on competitiveness? Key competitiveness dimensions
The purpose of the platform is to strengthen competitiveness
of Danish industry in a global context
Quality Flexibility
DependabilitySpeed
Cost effectiveness
Competitor Our company
Required
performance
7. 7
Factors and trends that affect
industrial operations worldwide
Factors Trends Description
Macroeconomic
Globalization Competition from low cost countries
Commoditization Competition shifts to cost
Customer demand Risk aversion and new contract forms
Market
Lock in customers
Sale of equipment at low cost to profit from spare parts and
maintenance
Life cycle offerings Total cost of ownership calculations
New profit formulas Fixed costs and long term, outcome based contracts
Technology
Internet of Things/Connectivity
Incorporation of sensors and actuators in machines to provide
remote maintenance and continuous information
Big Data analytics Making sense and analysis of the vast amount of field data
Additive manufacturing (3D Printing)
Displacement of inventory and spare parts by installing 3D
printers at the customer’s site
Environmental
Geopolitical Export controls and conflict regions
Ownership vs. usage
Using rather than owning physical assets is more economically
sound for the customer and environment friendly for all
Global resource scarcity
Energy prices, CO2 reduction, design for disassembly, take
back systems
8. 8
Background and driving forces
Competitive advantage; from sustainable to temporary
by resilience, speed and reconfiguration of resources
• Danish companies are increasingly competing on global markets
• Information and communication technologies shape economics
• Innovation is happening at a much higher pace
• Technology is transferred
• Complex product and process systems are becoming more intertwined
10. 10
Competitive performance
objectives
Competitive
performance
objective
Implications Examples of KPIs for
manufacturing
Examples of KPIs for
service
Quality • Being right
• Fit for purpose
• Process control
• Defects per unit
• Mean time to failure
Customer satisfaction
Flexibility • Being able to change
• Customization
• Resilience
Range of product mix Range of service mix
Speed • Being fast
• Risk of obsolescence
Cycle time for process Response time
Dependability • Being on time
• Trust
• Stability
% orders delivered on
time
% faults addressed
within time
Cost • Being productive
• Efficiency
Efficiency Labor productivity
11. 11
Polar diagram for our service
versus a competitor’s service
Cost effectiveness
Quality Flexibility
DependabilitySpeed
Competitor
Our company
Required performance
13. 13
Servitization - creating value
through the provision of services
Servitization is about competing through value propositions that
integrate services with product offerings
Servitization is about competing through value propositions that
integrate services with product offerings
Servitization based on
physical product:
- Adding services
- Offering functions
- Total solutions
Essentially it is about
‘interfering’ in your
customers’ processes
Selling an asset Providing recovery
Maximizing availability Offering outcomes
(See table 4 on page 10)
14. 14
Services can have a large potential
for growing revenues and profits
Vestas, June 12, 2014 Presentation from Capital Markets Day, ’Capture full potential of the
service business’ slide 9
17. 17
Value propositions and customer
expectations
Type of value
proposition
Customer expectations Example
Selling an asset Quality and performance of
equipment
Offer customized product
Providing recovery of
an asset
Minimum disruption in case of
equipment failure
Repair of equipment after
notification
Maximizing the
availability of an asset
Fault free equipment Provide remote and preventive
maintenance
Offering outcomes for
the customer
Assisting customers to achieve their
goals
Take over customer
functions/activities
A product goes into to the processes of the customer
19. 19
Agenda
What we do Heading
1. Factors influencing the competitive situation • Global challenges
2. How to compete in this environment • Operations strategy
3. Servitization – what can be offered in
addition to the product?
• Servitization of manufacturing
• Extending your value proposition
4. How far to go – what services to offer • Strategic considerations
• Moving from product manufacturer to
service provider
21. 21
Product-centered servitization
A portfolio of services is directly coupled to a product offering
• Products (goods) as a tangible commodity manufactured to be sold and quite
simplistically is capable of “falling on your toe”
• Services: “economic activity that does not result in ownership of a tangible asset”
• Servitization is “the increased offering of fuller market packages or “bundles” of
customer focussed combinations of goods, services, support, self-service and
knowledge in order to add value to core product offerings” (Vandermerwe and Rada, 1988)
Use
Oriented
Service
Result
Oriented
Service
Product
Oriented
Service
Maintenance
Repair
Leasing
Renting
Pooling
Activity management
Functional outcome
Product Service
Tucker (2004)
22. 22
Agenda
What we do Heading
1. Factors influencing the competitive situation • Global challenges
2. How to compete in this environment • Operations strategy
3. Servitization – what can be offered in
addition to the product?
• Servitization of manufacturing
• Extending your value proposition
4. How far to go – what services to offer • Strategic considerations
• Moving from product manufacturer to
service provider
5. Clarifying the service as a product • Contracting potentials and risk
24. 24
Risks involved in servitization
Experiences from practice show mixed results on profit when firms
increase their service activities. Risks involved in servitization include:
Potential Risk Example
Recovery Lack of service infrastructure Involve partners, create service clusters
and networks
Availability Less revenue from service offerings Penetrate your installed base in order to
increase the adoption and capacity
utilization
Development Customer‐specific development costs Charge the design and the construction
of services separately and offer to
equalize them when the product is
purchased
Outsourcing Operational risks Risk pooling, transferring risk to
suppliers, integrate risks in pricing
mechanism
25. 25
Agenda
What we do Heading
1. Factors influencing the competitive situation • Global challenges
2. How to compete in this environment • Operations strategy
3. Servitization – what can be offered in
addition to the product?
• Servitization of manufacturing
• Extending your value proposition
4. How far to go – what services to offer • Strategic considerations
• Moving from product manufacturer to
service provider
5. Clarifying the service as a product • Contracting potentials and risk
6. The service relation has implications on
how to calculate costs
• Calculating costs
26. 26
Calculating costs
Life Cycle Cost Analysis
Costs of a product’s entire life
Total Cost of Ownership
From price orientation to total cost
of owning a product
Both methods influence investment decisions
within the company and across value chains
27. 27
Agenda
What we do Heading
1. Factors influencing the competitive situation • Global challenges
2. How to compete in this environment • Operations strategy
3. Servitization – what can be offered in
addition to the product?
• Servitization of manufacturing
• Extending your value proposition
4. How far to go – what services to offer • Strategic considerations
• Moving from product manufacturer to
service provider
5. Clarifying the service as a product • Contracting potentials and risk
6. The service relation has implications on how
to calculate costs
• Calculating costs
7. Considering the customer perspective • Perspectives on servitization
28. 28
Understanding the customer’s
“make or buy” process
Typical customer needs Implications for the service provider
Focus on core activities Design services to seamlessly support and enhance the value of
customer’s core activities
Restructuring costs Evaluate the option of retaining product ownership and offering a
“leasing” service
Access to talent Adopt a customer centric focus and ability to offer expertise adapted
to customer needs
Reduce time to market Offer engineering and R&D capabilities as a service to the customer
and become a development partner
Manage risk Consider how scale, specialization and expertise can become a
valuable source of mitigating business risks
Manage capacity Increase flexibility of resources to mitigate fluctuations in demand
when customers procure services to manage capacity
Increase scalability Increase volume flexibility and ramp up speed
29. 29
Agenda
What we do Heading
1. Factors influencing the competitive situation • Global challenges
2. How to compete in this environment • Operations strategy
3. Servitization – what can be offered in
addition to the product?
• Servitization of manufacturing
• Extending your value proposition
4. How far to go – what services to offer • Strategic considerations
• Moving from product manufacturer to
service provider
5. Clarifying the service as a product • Contracting potentials and risk
6. The service relation has implications on how
to calculate costs
• Calculating costs
7. Considering the customer perspective • Perspectives on servitization
8. The challenges of servitization • The servitization paradox
• Challenges to servitization
30. 30
Addressing the servitization
paradox
An observed “service paradox” in which revenues earned by the
manufacturer may increase but profits actually decrease with greater
servitization.
An observed “service paradox” in which revenues earned by the
manufacturer may increase but profits actually decrease with greater
servitization.
Setting strategic direction
Define and communicate a clear
service strategy and initiate the
necessary investments to align the
strategic direction with operational
capabilities
Adjusting organizational
design
Create the organizational
arrangements to support the
development, sale and delivery of
services and align performance
measures and objectives
Developing capabilities
Develop capabilities for designing
and delivering services, including
technical expertise, customer
orientation and Information
Technology
Establishing a service culture
Provide managerial attention to the
values supporting service design
and delivery such as customer
orientation, heterogeneity and
flexibility