The document outlines opportunities for future research on servitization in manufacturing companies. It discusses existing contributions that have examined models for moving towards services, service strategies, and capabilities for managing service businesses. However, it notes areas that could be expanded, such as considering suppliers, project-based firms, and small/medium enterprises. It also suggests broadening the theoretical approaches used beyond the dominant service-dominant logic, to perspectives like resource-based view. In conclusion, the document argues future research should address misconceptions in service business motivation, extend the research scope, and apply alternative theories of service extension.
Past present-future-product-services-solutionsHeiko Gebauer
The presentation inspires to think about the past, present, and future of products, services, and solutions. It shows examples of companies making a leap into the solution business. It also illustrates the status of the existing research and describes future research opportunities. It's a mix of academic insights and practical implications.
The strategic importance of services for manufacturing companiesHeiko Gebauer
The document discusses exploitation versus exploration approaches to service opportunities in manufacturing companies. Service opportunities can arise through extension of existing customer activities or through reconfiguration of new value constellations. Exploitation focuses on incremental improvements and adding value to the existing value constellation through developing operational capabilities. Exploration involves more radical improvements through forming new value constellations using dynamic capabilities. The strategic paths for service opportunities depend on whether companies choose exploitation of existing opportunities or exploration through reconfiguration.
Service business development in manufacturing companiesHeiko Gebauer
This presentation is a very comprehensive view on different aspects of service business development in manufacturing companies. It discusses necessary investments into the service business, cognitive limitations for these investments, service strategies, organizational structures, and service business in China.
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.
This document discusses strategies for manufacturing companies to extend their service business. It begins by outlining the benefits of increasing services, including marketing, strategic, and financial advantages. It then examines examples of IBM and Bosch transitioning from product-focused to more service-oriented businesses. The document also analyzes the complexity of managing services compared to products. Additionally, it presents frameworks for identifying service opportunities and strategies, such as exploration of new opportunities versus exploitation of existing ones. Finally, the document concludes by posing management questions about defining attractive service opportunities, strategic approach, and aligning business model elements with service strategies.
Output- and Outcome-Based Service Delivery and Commercial ModelsCognizant
To extract more from IT sourcing arrangements, buyers and providers must embrace value-based models that prioritize measurable and meaningful results over human resource-oriented inputs.
An integrated inventory optimisation model for facility location allocation p...Ramkrishna Manatkar
This document presents a mathematical model for an integrated inventory optimization problem for a multi-echelon supply chain network. The model considers inventory, transportation and location decisions with the objectives of minimizing total inventory holding and transportation costs while meeting customer service level requirements. The model is formulated as a multi-objective non-linear integer programming problem to determine optimal assignments of retailers to distribution centers, safety stock levels at each facility, regular stock levels, and maximum inventory levels at each echelon. The model is tested on real data from steel industry supply chains to provide practical guidelines for inventory management and distribution network design.
Past present-future-product-services-solutionsHeiko Gebauer
The presentation inspires to think about the past, present, and future of products, services, and solutions. It shows examples of companies making a leap into the solution business. It also illustrates the status of the existing research and describes future research opportunities. It's a mix of academic insights and practical implications.
The strategic importance of services for manufacturing companiesHeiko Gebauer
The document discusses exploitation versus exploration approaches to service opportunities in manufacturing companies. Service opportunities can arise through extension of existing customer activities or through reconfiguration of new value constellations. Exploitation focuses on incremental improvements and adding value to the existing value constellation through developing operational capabilities. Exploration involves more radical improvements through forming new value constellations using dynamic capabilities. The strategic paths for service opportunities depend on whether companies choose exploitation of existing opportunities or exploration through reconfiguration.
Service business development in manufacturing companiesHeiko Gebauer
This presentation is a very comprehensive view on different aspects of service business development in manufacturing companies. It discusses necessary investments into the service business, cognitive limitations for these investments, service strategies, organizational structures, and service business in China.
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.
This document discusses strategies for manufacturing companies to extend their service business. It begins by outlining the benefits of increasing services, including marketing, strategic, and financial advantages. It then examines examples of IBM and Bosch transitioning from product-focused to more service-oriented businesses. The document also analyzes the complexity of managing services compared to products. Additionally, it presents frameworks for identifying service opportunities and strategies, such as exploration of new opportunities versus exploitation of existing ones. Finally, the document concludes by posing management questions about defining attractive service opportunities, strategic approach, and aligning business model elements with service strategies.
Output- and Outcome-Based Service Delivery and Commercial ModelsCognizant
To extract more from IT sourcing arrangements, buyers and providers must embrace value-based models that prioritize measurable and meaningful results over human resource-oriented inputs.
An integrated inventory optimisation model for facility location allocation p...Ramkrishna Manatkar
This document presents a mathematical model for an integrated inventory optimization problem for a multi-echelon supply chain network. The model considers inventory, transportation and location decisions with the objectives of minimizing total inventory holding and transportation costs while meeting customer service level requirements. The model is formulated as a multi-objective non-linear integer programming problem to determine optimal assignments of retailers to distribution centers, safety stock levels at each facility, regular stock levels, and maximum inventory levels at each echelon. The model is tested on real data from steel industry supply chains to provide practical guidelines for inventory management and distribution network design.
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.
A Representation Framework of Product-Service Systems for Classification and ...ServDes
This document presents a framework for representing and classifying Product-Service Systems (PSS). It describes existing classifications of PSS offerings and servitization processes. It then introduces a new representation framework with 12 dimensions for PSS design, including value space, product space, customer space, and others. Each dimension is defined and an example for a smart lighting customization service is provided. The framework aims to provide guidelines for PSS design and integration of products and services.
This document discusses service innovation in the water sector in the context of deregulation in England and Wales. It provides definitions of service innovation from literature and proposes a working definition for the water sector. Case studies and interviews with water sector experts explored interpretations of service innovation and examples being implemented. Key findings include that the water sector can improve fundamental business services like billing, customer relations, and data provision. Energy companies were cited as examples of innovative service models around pricing, monitoring, and communication that water companies could emulate.
This document discusses applying value chain analysis to online learning. It begins with an introduction to value chain analysis, originally developed by Michael Porter to analyze how value is created within a business. It then discusses how value chain analysis can be applied to analyze the processes involved in delivering educational services and online courses. Key activities in the education value chain include infrastructure, facilities, administration, learning management systems, technology, and teachers. The document also introduces balanced scorecards as a way to measure success across financial, customer, internal process, and learning/growth perspectives to identify areas for improvement. Finally, it discusses applying value chain analysis specifically to understand the components and interactions necessary to co-create value for learners in online education.
Service Operations Management ChallengesShaun West
To present service challenges and discuss how we overcame the barriers. The presentation was made at ServiceMax's CSO
Summit 2019, Chicago, USA, 22 October 2019.
This work is based on three studies with collaboration of four universities (Paolo Gaiardelli <paolo.gaiardelli@unibg.it>, Tim Baines <t.baines@aston.ac.uk> and Nicola Saccani <nicola.saccani@unibs.it>).
Models and Theories of Service Innovation - IME 2010 seminar 2Ian Miles
The document discusses various models and theories of service innovation. It begins by considering classic views that services lag behind manufacturing in areas like technology use, productivity growth, and innovation. However, more recent frameworks recognize greater variety in how services innovate. The Reverse Product Cycle theory proposes that services first introduce radical new products, then improve quality through process innovation, and finally focus on efficiency. Surveys also show services innovating in different ways than manufacturing. The document concludes that while IT is important, a broader view of innovation beyond technology is needed to understand service sector innovation fully.
Servitization in global markets - role alignment in global service networks f...Ying wei (Joe) Chou
This study investigates how global manufacturers offer advanced services through global service networks to meet customer needs. The study identifies challenges in value co-creation between manufacturers' R&D units and service network partners when providing advanced services globally. These challenges include governance, risk management, innovation, and scaling issues. The study proposes that role alignment, where manufacturers take the role of global service orchestrators and partners act as global service integrators, can help manage these challenges and establish win-win relationships. The findings contribute to understanding servitization in global markets and networks.
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.
A genetic algorithm approach for multi objective optimization of supply chain...Phuong Dx
This document summarizes a research paper that proposes using a genetic algorithm to solve a multi-objective supply chain network design problem. The objectives are to minimize total costs, maximize customer service levels, and maximize balanced capacity utilization across distribution centers. An experiment is conducted using real company data to evaluate the performance of the genetic algorithm and compare it to multi-objective simulated annealing. The genetic algorithm is able to generate a set of Pareto-optimal solutions for the decision maker to evaluate tradeoffs between multiple conflicting objectives in supply chain network design.
The document discusses service innovation and highlights several key points:
1. Services have traditionally been overlooked in innovation research, which focused mainly on manufacturing, but services do innovate, including introducing new goods.
2. Different service sectors innovate in various ways, with knowledge-intensive business services being more similar to high-tech firms and relying on R&D, while other professional services rely more on networks and ad-hoc innovation.
3. Innovation in service elements, like production and customer services, is still poorly understood compared to technological innovation.
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.
Digital Manufacturing Design And ApplicationsHites
This document outlines a course on design of 3D CAD solid models for mechanical parts and products. It will cover creating sketches and 3D solid models in CATIA, building models from reference elements, creating drawings from solid models, and understanding parametric and solid modeling. Students will also learn about digital manufacturing applications like CAD, PLM, manufacturing simulation, and VR modeling to gain an understanding of how modern companies utilize these tools. Key skills covered include creating and modifying parts and assemblies, applying constraints, inserting sub-assemblies, creating drawings and dimensions, and using catalog parts and save management. The student providing feedback notes strengths of being able to work at their own pace and outside of class in a light-hearted environment.
1. The document discusses supply chain management (SCM) in the construction industry. It describes SCM as an approach that aims to integrate and synchronize processes across interdependent organizations to improve customer value.
2. SCM principles that could benefit the construction industry are discussed, including transparency, trust, and efficiency across the supply chain. Benefits include improved value for clients, more competitive subcontractors, and assurance of business continuity.
3. The construction supply chain involves many stakeholders like subcontractors, designers, and material/equipment suppliers. Characteristics of construction supply chains are that they are highly non-linear with many linkages and information flows required.
Exploring technology-driven service innovation in manufacturing firms through...Shaun West
This paper attempts to explore technology-driven service innovation in manufacturing firms. It addresses the characteristics and ‘smartness’ of services provided by manufacturing companies and large OEMs within the context of product service systems enabled by Industry 4.0/IoT technologies (i.e. digital servitization).
The paper takes ten different IOT-based service systems, and through the lens of Service Dominant (SD) logic analyses the different approaches used in service innovation. The dimensions used for the analysis are ‘service ecosystem’, ‘service platform’ and ‘value co-creation’.
It was found, in some cases, that the proposed innovations cannot be considered ‘smart’ through the lens of SD logic, since they contribute little to value co-creation and to the development of ecosystems. Nevertheless, this does not negate their usefulness. We further discriminate between the different approaches to digital servitization, respectively app-ization and system-thinking. Last, the paper highlights that enabling technologies are provided by players that differ in terms of service scope and capabilities to run the service operations.
This document summarizes a presentation on combining creativity and efficiency in service innovation. The presentation discusses:
1) What service innovation is and why it is important for economic growth and competitiveness.
2) Combining customer-driven and employee-driven innovation approaches to develop new services.
3) Using foresight and futures tools to help innovators design services to meet future customer needs.
4) The need for policy support to promote service sector innovation.
Andy Neely, Director Cambridge Serivce Alliance in conversation with Yassi Mo...ALessio Patatìn
Andy Neely, Director Cambridge Serivce Alliance in conversation with Yassi Moghaddam, Executive Director, ISSIP, Innovating Your Business Model for Service Success
Roland berger best_practices_in_new_product_development_20130419Alberto Garcia Romera
Successful companies focus on product value rather than merely product costs. They apply more new product development methods and use them more intensely, achieving 11% higher success rates. The right combination of methods from different functions, like purchasing and R&D, leads to 15% greater success. Establishing top management support and structuring the development process also helps maximize new product value and profitability.
The use of equipment life-cycle analysis to identify new service opportunitiesShaun West
This document describes a methodology used successfully with two manufacturers to identify opportunities for new services based on the equipment life cycle analysis. The workshops began with an introduction to the total cost of ownership approach for equipment over its life cycle. Participants then mapped the life cycle of a car as an example, and the life cycle of their own company's equipment. By considering customer needs and value at each stage, they were able to identify new or additional services not currently offered. This visual approach using a customer value proposition canvas helped manufacturers understand how customer needs change over the equipment life and discover service opportunities.
The document describes Indigo Advisory Group's UtiliPERFORM suite of tools and processes to help utilities improve operational performance and efficiency. UtiliPERFORM includes tools for process design, operating models, change management, and program assurance. The suite helps utilities deliver programs and transition initiatives to regular operations. It provides maturity assessments, process redesign frameworks, and program management tools to optimize utilities' performance.
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.
A Representation Framework of Product-Service Systems for Classification and ...ServDes
This document presents a framework for representing and classifying Product-Service Systems (PSS). It describes existing classifications of PSS offerings and servitization processes. It then introduces a new representation framework with 12 dimensions for PSS design, including value space, product space, customer space, and others. Each dimension is defined and an example for a smart lighting customization service is provided. The framework aims to provide guidelines for PSS design and integration of products and services.
This document discusses service innovation in the water sector in the context of deregulation in England and Wales. It provides definitions of service innovation from literature and proposes a working definition for the water sector. Case studies and interviews with water sector experts explored interpretations of service innovation and examples being implemented. Key findings include that the water sector can improve fundamental business services like billing, customer relations, and data provision. Energy companies were cited as examples of innovative service models around pricing, monitoring, and communication that water companies could emulate.
This document discusses applying value chain analysis to online learning. It begins with an introduction to value chain analysis, originally developed by Michael Porter to analyze how value is created within a business. It then discusses how value chain analysis can be applied to analyze the processes involved in delivering educational services and online courses. Key activities in the education value chain include infrastructure, facilities, administration, learning management systems, technology, and teachers. The document also introduces balanced scorecards as a way to measure success across financial, customer, internal process, and learning/growth perspectives to identify areas for improvement. Finally, it discusses applying value chain analysis specifically to understand the components and interactions necessary to co-create value for learners in online education.
Service Operations Management ChallengesShaun West
To present service challenges and discuss how we overcame the barriers. The presentation was made at ServiceMax's CSO
Summit 2019, Chicago, USA, 22 October 2019.
This work is based on three studies with collaboration of four universities (Paolo Gaiardelli <paolo.gaiardelli@unibg.it>, Tim Baines <t.baines@aston.ac.uk> and Nicola Saccani <nicola.saccani@unibs.it>).
Models and Theories of Service Innovation - IME 2010 seminar 2Ian Miles
The document discusses various models and theories of service innovation. It begins by considering classic views that services lag behind manufacturing in areas like technology use, productivity growth, and innovation. However, more recent frameworks recognize greater variety in how services innovate. The Reverse Product Cycle theory proposes that services first introduce radical new products, then improve quality through process innovation, and finally focus on efficiency. Surveys also show services innovating in different ways than manufacturing. The document concludes that while IT is important, a broader view of innovation beyond technology is needed to understand service sector innovation fully.
Servitization in global markets - role alignment in global service networks f...Ying wei (Joe) Chou
This study investigates how global manufacturers offer advanced services through global service networks to meet customer needs. The study identifies challenges in value co-creation between manufacturers' R&D units and service network partners when providing advanced services globally. These challenges include governance, risk management, innovation, and scaling issues. The study proposes that role alignment, where manufacturers take the role of global service orchestrators and partners act as global service integrators, can help manage these challenges and establish win-win relationships. The findings contribute to understanding servitization in global markets and networks.
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.
A genetic algorithm approach for multi objective optimization of supply chain...Phuong Dx
This document summarizes a research paper that proposes using a genetic algorithm to solve a multi-objective supply chain network design problem. The objectives are to minimize total costs, maximize customer service levels, and maximize balanced capacity utilization across distribution centers. An experiment is conducted using real company data to evaluate the performance of the genetic algorithm and compare it to multi-objective simulated annealing. The genetic algorithm is able to generate a set of Pareto-optimal solutions for the decision maker to evaluate tradeoffs between multiple conflicting objectives in supply chain network design.
The document discusses service innovation and highlights several key points:
1. Services have traditionally been overlooked in innovation research, which focused mainly on manufacturing, but services do innovate, including introducing new goods.
2. Different service sectors innovate in various ways, with knowledge-intensive business services being more similar to high-tech firms and relying on R&D, while other professional services rely more on networks and ad-hoc innovation.
3. Innovation in service elements, like production and customer services, is still poorly understood compared to technological innovation.
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.
Digital Manufacturing Design And ApplicationsHites
This document outlines a course on design of 3D CAD solid models for mechanical parts and products. It will cover creating sketches and 3D solid models in CATIA, building models from reference elements, creating drawings from solid models, and understanding parametric and solid modeling. Students will also learn about digital manufacturing applications like CAD, PLM, manufacturing simulation, and VR modeling to gain an understanding of how modern companies utilize these tools. Key skills covered include creating and modifying parts and assemblies, applying constraints, inserting sub-assemblies, creating drawings and dimensions, and using catalog parts and save management. The student providing feedback notes strengths of being able to work at their own pace and outside of class in a light-hearted environment.
1. The document discusses supply chain management (SCM) in the construction industry. It describes SCM as an approach that aims to integrate and synchronize processes across interdependent organizations to improve customer value.
2. SCM principles that could benefit the construction industry are discussed, including transparency, trust, and efficiency across the supply chain. Benefits include improved value for clients, more competitive subcontractors, and assurance of business continuity.
3. The construction supply chain involves many stakeholders like subcontractors, designers, and material/equipment suppliers. Characteristics of construction supply chains are that they are highly non-linear with many linkages and information flows required.
Exploring technology-driven service innovation in manufacturing firms through...Shaun West
This paper attempts to explore technology-driven service innovation in manufacturing firms. It addresses the characteristics and ‘smartness’ of services provided by manufacturing companies and large OEMs within the context of product service systems enabled by Industry 4.0/IoT technologies (i.e. digital servitization).
The paper takes ten different IOT-based service systems, and through the lens of Service Dominant (SD) logic analyses the different approaches used in service innovation. The dimensions used for the analysis are ‘service ecosystem’, ‘service platform’ and ‘value co-creation’.
It was found, in some cases, that the proposed innovations cannot be considered ‘smart’ through the lens of SD logic, since they contribute little to value co-creation and to the development of ecosystems. Nevertheless, this does not negate their usefulness. We further discriminate between the different approaches to digital servitization, respectively app-ization and system-thinking. Last, the paper highlights that enabling technologies are provided by players that differ in terms of service scope and capabilities to run the service operations.
This document summarizes a presentation on combining creativity and efficiency in service innovation. The presentation discusses:
1) What service innovation is and why it is important for economic growth and competitiveness.
2) Combining customer-driven and employee-driven innovation approaches to develop new services.
3) Using foresight and futures tools to help innovators design services to meet future customer needs.
4) The need for policy support to promote service sector innovation.
Andy Neely, Director Cambridge Serivce Alliance in conversation with Yassi Mo...ALessio Patatìn
Andy Neely, Director Cambridge Serivce Alliance in conversation with Yassi Moghaddam, Executive Director, ISSIP, Innovating Your Business Model for Service Success
Roland berger best_practices_in_new_product_development_20130419Alberto Garcia Romera
Successful companies focus on product value rather than merely product costs. They apply more new product development methods and use them more intensely, achieving 11% higher success rates. The right combination of methods from different functions, like purchasing and R&D, leads to 15% greater success. Establishing top management support and structuring the development process also helps maximize new product value and profitability.
The use of equipment life-cycle analysis to identify new service opportunitiesShaun West
This document describes a methodology used successfully with two manufacturers to identify opportunities for new services based on the equipment life cycle analysis. The workshops began with an introduction to the total cost of ownership approach for equipment over its life cycle. Participants then mapped the life cycle of a car as an example, and the life cycle of their own company's equipment. By considering customer needs and value at each stage, they were able to identify new or additional services not currently offered. This visual approach using a customer value proposition canvas helped manufacturers understand how customer needs change over the equipment life and discover service opportunities.
The document describes Indigo Advisory Group's UtiliPERFORM suite of tools and processes to help utilities improve operational performance and efficiency. UtiliPERFORM includes tools for process design, operating models, change management, and program assurance. The suite helps utilities deliver programs and transition initiatives to regular operations. It provides maturity assessments, process redesign frameworks, and program management tools to optimize utilities' performance.
El documento describe diferentes periféricos y dispositivos de entrada y salida de una computadora. Entre los periféricos de entrada se mencionan el teclado, el ratón, el scanner y el lector de código de barras. Los dispositivos de salida incluyen el monitor y la impresora. Los medios de almacenamiento discutidos son la memoria USB, el disco duro, la cinta magnética y los CD/DVD.
The document outlines a marketing plan for launching Keglevich Fruit Infused Vodka in the UK market. The objectives are to sell 2 cases per week through off-trade accounts and gain national accounts, while growing social media followers. The strategy involves establishing an online presence and point-of-sale materials to build foundations, exploring promotional events and social media to engage consumers, and using events and social media to encourage ongoing engagement with the brand.
Este documento presenta el planteamiento del problema de investigación acerca de la calidad de las sentencias de primera y segunda instancia sobre el delito de exposición de persona al peligro en el expediente 01011-2012-72-1308-JR-PE-02 del Distrito Judicial de Huaura-Huacho. Se caracteriza el problema examinando estudios internacionales, nacionales y locales que muestran deficiencias en la calidad de sentencias. Asimismo, se presenta el marco teórico, los objetivos y la justificación de la investigación, la cual analizará
Microsoft Security Essentials es un programa antivirus gratuito de Microsoft que protege contra virus, spyware y otros malware. Se descarga e instala fácilmente siguiendo los pasos guiados. Una vez instalado, funciona de forma automática en segundo plano para mantener el sistema seguro, mostrando su estado como verde (seguro), naranja (necesita actualización) o rojo (no protegido). Detecta y elimina amenazas de forma automática con solo pulsar unos botones.
Automating the consumption of Eclipse for internal usePascal Rapicault
Supporting a large user base implies catering to a lot of different needs.
In Ericsson's case this means building over 20 different eclipse distributions and creating a corporate wide p2 repository to make it easy for our users to get all the plugins they need.
To achieve the necessary customization of each eclipse distro with a high degree of automation, a wide variety of technologies has been used: product files, jenkins, tycho, jbehave, p2 tools, etc.
In this talk, we give an overview of our semi-automated workflow, where each technology fits and give you our tips and tricks.
This document provides an activity for students to learn about bat adaptations for finding food. It includes cards with descriptions of six bat species and their adaptations. Students will analyze the adaptations on each card to determine what type of food that bat species eats. This allows students to investigate how anatomical features relate to particular bat diets and to predict diets based on observing adaptations. The activity promotes skills in observation, comparison, and hypothesizing about animal-food relationships.
El documento describe la formación y características de los huracanes. Explica que la palabra huracán proviene de lenguas indígenas y significa "centro del viento". Los huracanes se forman principalmente en el verano y otoño en el hemisferio norte, tienen vientos en espiral alrededor de un ojo central y pueden causar inundaciones, oleaje fuerte y destrucción. Se miden en una escala de 1 a 5 dependiendo de su intensidad.
Las chimeneas industriales como elemento de arte publicoAmapola Polar
Las grandes transformaciones urbanas que se han venido desarrollando en el barrio del Poblenou han generado un rápido cambio en el paisaje urbano, provocando una creciente pérdida de la identidad y memoria fabril que existía en el sector. Este cambio ha generado que las chimeneas, que antes se presentaban como hitos visuales predominantes en el paisaje, hoy en día, hayan visto opacada su presencia entre los nuevos edificios construidos, condición que ha llevado a realzar el carácter escultórico que poseen por sí mismas. Son estas chimeneas un claro ejemplo de cómo un elemento arquitectónico de patrimonio industrial, pese a no tener la facilidad de reutilización de las naves industriales, puede transformarse en un elemento de arte público debido a su singularidad y a la importante carga simbólica que tiene asociada, características que pueden mantener viva la memoria fabril del barrio y al mismo tiempo, puede articular y configurar los nuevos espacios públicos del sector.
En este segundo Modulo para la elaboración de Proyectos sociales continuamos el caso "Mejoramiento Turistico del Complejo de Aguas Termales del distrito de Yura, región Arequipa" desarrollado por el economista Harold Abel Aquino Nuñez
This document discusses various stages of winemaking in Catalan including growing grapes, harvesting grapes, pressing grapes, and storing wine. The stages mentioned include growing vines, pruning vines, harvesting grape clusters, stems, bunches of grapes, trampling grapes, using a traditional press, extracting juice, and storing wine in a cellar in bottles.
Este documento presenta la información sobre un curso de Gestión de Proyectos con enfoque PMI. Se incluye la biografía del instructor, los objetivos del curso, el plan de estudios y la distribución del tiempo. El curso cubre temas como los beneficios de la gestión de proyectos, el ciclo de vida de los proyectos, los procesos y áreas de conocimiento de acuerdo con PMBOK y la presentación de los participantes.
Augmented reality techniques can enhance collaboration by providing spatial cues that improve awareness of partners' actions. Studies found AR collaboration mimicked natural face-to-face interaction more than video conferencing through gestures, speech patterns and subjective feedback. Future collaborative AR systems aim to seamlessly bridge the physical and virtual through wearable displays and tangible interactions to support remote and co-located collaboration.
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Florence research-presentation
1. Servitization in manufacturing companies: setting-up
a research agenda
Heiko Gebauer
Associate Professor
Department Innovation Research in Utility Sectors - Eawag: Swiss Federal
Institute of Aquatic Science and Technology
University of St.Gallen (Switzerland)
Karlstad University (Sweden)
2. Servitization in manufacturing companies
Theoretical perspectives Practical illustration
− Transition from product
manufacturers to services
providers
− Moving downstream towards
services
− Servitization in the manufacturing
sector
− Service business development
− Capital equipment manufactures
moving towards high-value
solutions
− Product-service-systems
− Logistic support and
technical advice
− Construction and design of
components
− Design of small volume cars
− Outsourcing services for
manufacturing small volume cars
Selected sources: Wise and Baumgartner, 1998; Davies (2004), Vandermerwe and Rada, 1988, Oliva and Kallenberg (2003), Mathyssens and
Vandendempt (1998 and 2008), Neely (2008), Brown, Gustafsson, Witell, 2009
3. Service business extension
Investments into the service business
Service paradox
Ad-hoc service
support
Dominated by
products
Value
contribution
Maintenance contracts
Performance-based
Business consulting
Integration services
Dominated by
services
4. Servitization receives an increasing
research attention
Cummulative number of citations (extracted
from scopus september 2011)
Vandermerwe & Rada, 1998
Matthyssens &
Vandendempt, 1998
Mathieu, 2001
Oliva & Kallenberg, 2003
Davies, 2004
Tukker, 2004
Neu & Brown, 2005
Gebauer et al., 2005
Brax, 2005
5. Arguments for extending the service business
Marketing benefits
– Augmenting the product offering
– Intensity of customer relationship
– Lock-in effect for customers
– Long-term customer relationship (strategic partnerships)
Strategic benefits
– Differentiation opportunities
– Comparison of offerings is more complex
– Collaborative innovation between customer and supplier
– Services as entry barrier for competitors
– Service competencies more difficult to imitate
Financial benefits
– Higher margins (product: -1% to 3%; services: 5% to 20%)
– Stable source of revenue
– High installed base
– Size of the service market (service market 2 to 10x bigger than product market)
6. Example – IBM‘s move from products
to services (1)
Major milestones
In 2001, Global Services (40.7%), Hardware (38.9%),
Software (15.1%), Global financing (4.0%), Enterprise
Investments/Other
• Management commitment
• Management and financial system
• Recruiting new and intensive training
of existing employees
• Incentive system for services
• Formulation & implementation of a
service strategy
• Creation of IBM Global Services as
strategic Business Unit
• Continuous service innovationen
(Network, data storage, e-Business)
Revenues
in billion US dollar
8. Example – IBM‘s move from products to
services (3)
Revenue structure in 2010
9. Contributions to servitization in
manufacturing companies
Unit of analysis
Manufacturing companies extending
the service business
4) Service strategies4) Service strategies1) Models for moving
towards services
1) Models for moving
towards services
2) Capabilities for
managing the service
business
2) Capabilities for
managing the service
business
3) Service offerings3) Service offerings
Product-related
services
Customer support
services
1)
Oliva & Kallenberg, 2003;
Cohen et al., 2006; Gebauer et
al., 2005; Reinartz & Ulaga,
2008; Auguste et al., 2004
4
Raddats and Easingwood, 2010;
Davies, 2004; Windahl and
Lakemond, 2010; Sawhney et al.,
2004; Wise & Baumgartner, 1999
2
Neu & Brown, 2004 and
2008; Baines et al.,
2007, Davies et al.,
2007 etc.)
3
Mathieu, 2001b; Windahl
& Lakemond, 2010;
Oliva & Kallenberg,
2003)
10. Summary of existing contributions and future
research agenda
Motivation for extending the service business
– Marketing, strategic, and financial benefits
Increasing research attention to servitizitation
Research contributions
– Models for moving towards services
– Service strategies
– Capabilities for managing the service business
– Service offerings
Broaden-up the empirical field
– Suppliers
– Project-based firms
– IT-firms
– Small and medium-sized enterprises
– Manufacturing to product-dominant firms
1) Misconception in the
motivation for extending
the service business
2) Research scope
3) Theoretical approaches
on service business
extension
11. 1) Misconceptions in the motivation for
extending the service business
Revenue structure Gross margins
a) Services are not necessarily more profitable than products
12. a) Services are not necessarily more profitable than products
b) Share of service revenue as an indicator for the maturity of the service business
might be misleading
c) Services can be a more stable source of revenue, but revenue cycles differ for
different types of services
d) Pay-per-use or performance-based service offering entail major strategic risks and
can initiate a ruinous cost competition
e) Clarification on achieving (sustainable) competitive advantages
1) Misconceptions in the motivation for
extending the service business
13. Summary of existing contributions and future
research agenda
Motivation for extending the service business
– Marketing, strategic, and financial benefits
Increasing research attention to servitizitation
Research contributions
– Models for moving towards services
– Service strategies
– Capabilities for managing the service business
– Service offerings
Broaden-up the empirical field
– Suppliers
– Project-based firms
– IT-firms
– Small and medium-sized enterprises
– Manufacturing to product-dominant firms
1) Misconception in the
motivation for extending
the service business
2) Research scope
3) Theoretical approaches
on service business
extension
14. 2) Extending the research scope
Suppliers Customers
Highly operational (micro-perspective)
Highly strategic (macro-perspective)
Company
Result of multidimensional scaling of the existing contributions (n=127)
Work in progress
15. Suppliers Customers
Highly operational
Highly strategic
Company
Multidimensional Scaling
Cohen, M., Agrawal, N. and
Agrawal, V. (2006), ‘Winning
in the aftermarket’, Harvard
Business Review 84 (5),
129-38.
Cohen, M., Agrawal, N. and
Agrawal, V. (2006), ‘Winning
in the aftermarket’, Harvard
Business Review 84 (5),
129-38.
Windahl, C. and Lakemond, E. (2010).
‘Integrated solutions from a service-
centered perspective: Applicability and
limitations in the capital goods
industry’, Industrial Marketing
Management 39 (8): 1278-90.
Windahl, C. and Lakemond, E. (2010).
‘Integrated solutions from a service-
centered perspective: Applicability and
limitations in the capital goods
industry’, Industrial Marketing
Management 39 (8): 1278-90.
Tuli, K.R., Kohli, A.K. and Bharadwaj,
S.G. (2007). ‘Rethinking customer
solutions: from product bundles to
relational processes’, Journal of
Marketing 71 (3): 1-17.
Tuli, K.R., Kohli, A.K. and Bharadwaj,
S.G. (2007). ‘Rethinking customer
solutions: from product bundles to
relational processes’, Journal of
Marketing 71 (3): 1-17.
Kowalkowski C, et al, Service infusion
as agile incrementalism in action, J
Bus Res (2011), doi:10.1016/j.
jbusres.2010.12.014
Kowalkowski C, et al, Service infusion
as agile incrementalism in action, J
Bus Res (2011), doi:10.1016/j.
jbusres.2010.12.014
Davies, A., Brady, T. and Hobday,
M. (2007). ‘Organizing for
solutions: systems seller vs.
systems integrator’, Industrial
Marketing Management 36 (2):
183−193.
Davies, A., Brady, T. and Hobday,
M. (2007). ‘Organizing for
solutions: systems seller vs.
systems integrator’, Industrial
Marketing Management 36 (2):
183−193.
2) Extending the research scope
17. 2) Extending the research scope
Milestones Merger & acquisitions
• Employers Reinsurance Corp.
• Decimus (computer leasing)
• Polaris (aircraft leasing)
• Genstar (container leasing)
• Gelco (portable building leasing)
• Penske Leasing (truck leasing)
• Financial Guaranty Insurance Co.
• Burton Group Financial Services
• Travelers Mortgage (mortgage services)
• Chase Manhattan Leasing
• Itel Containers (container leasing)
a) Future research should consider the extension of the service business in the
context of strategic decisions such as merger & acquisitions
In million US dollar
General Electric
Bartlett & Wozny (1999)
18. 2) Extending the research scope
a) Future research should consider the extension of the service business in the context
of strategic decisions such as merger & acquisitions
b) Future research should consider the service provision from a network perspective
(strategic and operational level) and international business strategies
c) Future research should gain insights into collaboration arrangements in supplier-
buyer relationships, services as vertical integration or services considering industry
dynamics
19. Summary of existing contributions and future
research agenda
Motivation for extending the service business
– Marketing, strategic, and financial benefits
Increasing research attention to servitizitation
Research contributions
– Models for moving towards services
– Service strategies
– Capabilities for managing the service business
– Service offerings
Broaden-up the empirical field
– Suppliers
– Project-based firms
– IT-firms
– Small and medium-sized enterprises
– Manufacturing to product-dominant firms
1) Misconception in the
motivation for extending
the service business
2) Research scope
3) Theoretical approaches
on service business
extension
20. Cumulative number of citations (extracted from
scopus September 2011)
Oliva & Kallenberg, 2003
Vandermerwe & Rada (1998)
Matthyssens & Vandendempt (1998)
Mathieu (2001)
Tukker (2004)
Davies (2004)
Neu & Brown (2005)
Brax (2005)
Gebauer, Fleisch, & Friedl (2005)
Vargo & Lusch (2004)
Goods-dominant to
service-dominant
logic
a) Current research attention on embedding the transition from products to
services into the service-dominant logic should be considered more carefully
3) Theoretical approaches on service business
extension
21. 3) Theoretical approaches on service business
extension
a) Current research attention on embedded the transition from products to services into
the service-dominant logic should be considered more carefully. Side effects of the
service-dominant logic are purely understood.
Performance
Time
High
Low
Application of Christensen‘s Innovators dilemma
22. 3) Alternative theoretical approaches on
service business extension
a) Current research attention on embedded the transition from products to services into
the service-dominant logic should be considered more carefully.
b) Alternative theoretical perspective such as “boundary of the firm”, “organizational
capabilities”, or “resource-based view” might be more appropriate
Founding of Voith
Industrial services
Acquisition of Hörmann (technical service
specialists for the automotive industry)
Acquisition of Premier Group
(technical services for the
automotive industry)
Acquisition of SIS Scandinavian industrial
services (technical services for Chemical
& petro chemical industry
Acquisition of the Ermo-Group (technical services
for the petro chemical industry and power plants
Acquisition of DIW (German Industrial Maintenance) (technical
services for industrial equipment (partly and full)
Acquisition of CeBe Network
(engineering services)
2001 2004 2007 2010
Since October 2010 the
business of all acquired
companies continued under the
name of Voith Industrial
Services
Years
Combining
Service specialist
Product Services
23. Conclusions
• Various meaning of servitization in manufacturing companies, but common
sense is the extension of the service business
• Servitization does not only receives an increasing research attention, but
has also create significant contributions
• Besides the existing contribution, there exist strong future research
opportunities
• Future research should ...
... overcome misconceptions in the motivation for extending the service
business
... extend the research scope
... apply alternative theoretical approaches on service business extension
24. Thank you very much for your attention
If you have any further questions, please
contact me:
heiko.gebauer@eawag.ch
Euroma Conference No academic community – No scholar – Someone helping manufacturing companies to servitise or to extend the service business. Diverse knowledge – Disadvantegous / advantegous I favor the advantegous, becoming an expert in this field. I started the explorartion of this research field 12 years ago.
Different meanings – basic idea is that manufacturing companies extend the total offering by adding services to products. Service business development in manufacturing companies Practical description – Magna –component manufacturer (drive system or seat systems) – step-by-step extension of the service bsuiness. Magna constructs cars, (low volume cars), even it produces cars, Buying BMW X5 or a Renault Capriolet means that these cars are manufacturered by Magna. By the way -, enabled Magna to make a serious offer for Opel (subsidary of General motors), Theroretical perspective describe this phenomenon as transition from product manufacturer to service provider (23% of the total revenue comes from the service business)
Ergänzung der Produktorientierung mit der Dienstleistungsorientierung als Ausweg aus der Beschränkung bisheriger produktorientierter Geschäftsmodelle. Weg zur Dienstleistungsorientierung verschiedene Entwicklungsstufen. Historisch – Dienstleistungswüste, Produktverkauf hiess noch Vertrieb und es ging eher darum Kunden ausreichend viele Produkte zur Verfügung zu stellen und Nachfrage zu befriedigen. Vertriebsfunktion zur Vertriebs/Service-Funktion gewandelt, Service-Funktion –ad-hoc unterstützung. Waschmaschinen läuft aus oder Fernseher ist kaputt. Dann Servicetechniker bezahlt man für Reparatur und Ersatzteile (Fixpreis oder variable ja nach Aufwand). Service-Funktion in Marktorganisation aktiv versucht Dienstleistungen zu verkaufen. Typisches Beispiel sind Serviceverträge für eine bestimmten Zeitraum 1 oder 2 Jahre, alle Servicetätigkeiten und Ersatzteile für einen bestimmten Festbetrag. Serviceveträge findet man heute auch teilweise bei Waschmaschinen (V-Zug), Werkzeugmaschinen). Weitere Ausbau hat jedoch ein Risiko, statt die Dienstleistungswüste in einen Dienstleistungsgarten zu verwandeln. Einen Garten der gut gepflegt ist und einen schönen Ertrag erwirtschaften, landen Sie im Dienstleistungsdschungel. Dienstleistungsdschungel heisst, die ausuferndes Dienstleistungsangebot, mangelnde Kostentransparenz, Kunden verlieren die Übersicht über das Dienstleistungsangebot und den –nutzen. Am Ende investieren sie in das Dienstleistungsgeschäfts, aber die erwarteten Return-on Investments in den Dienstleistungsbereich sind geringer als erwartet. Vermeidung des Dienstleistungsdschungels durch Professionelles und systematisches Dienstleistungsmanagement Service als strategisches Instrument und Wandel zu Performance-based Geschäftsmodellen oder pay-per-use. Beispiel Flugzeugturbine, GE & Rolls-Royce neue Turbinengeneration, günstiger im Unterhalt, und leichte Verbesserung der Leistung, niemand wollte aber die Turbine, Marktflop. Kurz vor dem Scheitern. Ausweg Power-by-the hour. Bezahlung nur für die Verfügbarkeit und die Nutzung der Turbine. Revolution der gesamten Wertschöpfungskette in der Luftfahrt. Boeing und Airbus umgangen, Konzept gemeinsam mit Fluggesellschaften, (Power-by-the-hour – Anstieg ins Finanzierungsgeschäfts für Flugzeuge, Boeing und Airbus erwirtschaften bis heute nur circa 2-3% der Umsatzes mit Dienstleistungen. Turbinenhersteller bis zu 50%. Solchen strategischen Erfolgen von Dienstleistungen stehen jedoch auch strategische Risiken gegenüber. Konsequenz solcher Risiken sehr gut bei Herstellern von Kopiergeräten und Druckern erkennbar. Bereich professionelle Drucker. Performance-based oder pay-per-use. Bezahlung pro Kopie oder gedruckte Seite. Dunkle Seite (Risiko/Gefahr) bei diesem Geschäftsmodell ist Verändertes Kundenverhalten und erzeugte Preistransparenz. Kunden erkennt kaum Qualitätsunterschiede. Gedruckte Seite HP = Xerox, Kopie von Canon = Sharp, kaum qualitative Unterschiede. Kunden erkennt nur, eine Seite 7 Rappen oder 6 Rappen. Kaufentscheid rein vom Preisabhängig. Kostenführerschaft als notwendige Erfolgsposition. Ruinöser Preiswettbewerb, fast keines der Unternehmen wirklich Profitabel war, Verlagerungen in Niedriglohnländer und Zusammenschlüsse. Eventuell Form erklären.
Research put increasing attention to serviitization topic Historically, started with Vandermerwe & Rada (1998) article introducing the term servitization. Same year an article preseted by Matthyssens & Vandendempt discussion how service can create competitive advantages. This article identfies triggers for competitive advantages based on services. Mathieu (2001) – strategic avenues – different types of services – services ensuring the product functionality (services supporting the product), services spporting the customer. Break through with the Oliva & Kallenberg (2003) article on transition line – product manufacturer move from products to services through a dedicated sequences of four phases. Phase description. 2004 – PPS and Davies (2004) service strategies (integration services, operational services, and business consulting) Neu & Brown (2005) organizational elements Saara Brax – Gebauer et al. (2005) – service paradox. Main message – increasing attention to servitization in manufacturing companies
Common perspective is the motivation
IBM – Extremfall / Paradebeispiel für den Wandel von einer Produkt- zur Dienstleistungsorientierung. IBM vor 20 Jahren, Technologiesprünge (verschlafen), Mainframes, zu spät im PC Geschäft, Software-Trend (verschlafen), 90 und 91 erste Entlassungen, einmalig bis dato in IBM Firmengeschichte. Zerschlagung des gesamten Konzerns, in sogenannte IBM Baby Blues, in Anlehnung an Baby Bells, Auflösung der Telefongesellschaften in den USA. Titelblätter des Economist und Fortune setzten eine grosses Fragezeichen hinter den zukünftige Entwicklung von IBM. Erste Turn-arounds mit der Fortführung der Produktorientierung gescheitert. Einmalig war dann Berufung von Louise von Gerstner in auf dem Posten des CEO. Aussenstehender, Service-Bereich. Mit ihm kam ein extremes Commitment zum Wandel im Geschäftsmodel von der Entwicklung, Produktion und Verkauf von Mainframes zu Wertgenerierung für Kunden mittels Dienstleistungen. Ganze Management & Finanzsystem wurde radikal an die Rahmenbedingungen für Dienstleistungsorientierung angepasst. Extreme Mitarbeiterfluktuation und –ausbildung. Jahr mit 10‘000 neuen Mitarbeitern im Servicebereich. Formulierung einer Dienstleistungsstrategie und die Gründung von IBM Global Service sind weitere Meilensteine auf dem Weg von IBM zum Dienstleister. Durch Strategie und Organisation wurden die notwendige Voraussetzungen geschaffen, für kontinuierliche Service Innovationen. Mittels Service Innovationen Aufbau neuer strategischer Geschäftsfelder. Ergebnis all dieser Meilensteine 2001, Service-Umsatz, grösster Umsatzanteil. Kurz darauf – Verkauf der Laptop-Sparte an Lenovo. Einmalig, IBMs Registrierung an New York Stock Exchange.
IBM – Extremfall / Paradebeispiel für den Wandel von einer Produkt- zur Dienstleistungsorientierung. IBM vor 20 Jahren, Technologiesprünge (verschlafen), Mainframes, zu spät im PC Geschäft, Software-Trend (verschlafen), 90 und 91 erste Entlassungen, einmalig bis dato in IBM Firmengeschichte. Zerschlagung des gesamten Konzerns, in sogenannte IBM Baby Blues, in Anlehnung an Baby Bells, Auflösung der Telefongesellschaften in den USA. Titelblätter des Economist und Fortune setzten eine grosses Fragezeichen hinter den zukünftige Entwicklung von IBM. Erste Turn-arounds mit der Fortführung der Produktorientierung gescheitert. Einmalig war dann Berufung von Louise von Gerstner in auf dem Posten des CEO. Aussenstehender, Service-Bereich. Mit ihm kam ein extremes Commitment zum Wandel im Geschäftsmodel von der Entwicklung, Produktion und Verkauf von Mainframes zu Wertgenerierung für Kunden mittels Dienstleistungen. Ganze Management & Finanzsystem wurde radikal an die Rahmenbedingungen für Dienstleistungsorientierung angepasst. Extreme Mitarbeiterfluktuation und –ausbildung. Jahr mit 10‘000 neuen Mitarbeitern im Servicebereich. Formulierung einer Dienstleistungsstrategie und die Gründung von IBM Global Service sind weitere Meilensteine auf dem Weg von IBM zum Dienstleister. Durch Strategie und Organisation wurden die notwendige Voraussetzungen geschaffen, für kontinuierliche Service Innovationen. Mittels Service Innovationen Aufbau neuer strategischer Geschäftsfelder. Ergebnis all dieser Meilensteine 2001, Service-Umsatz, grösster Umsatzanteil. Kurz darauf – Verkauf der Laptop-Sparte an Lenovo. Einmalig, IBMs Registrierung an New York Stock Exchange.
IBM heute- Software - Zwei grosse Service Division und Hardware nur noch 18.0%, Verknüpfung von Software, Services & Hardware, Software als wichtiger Lock-in für Kunden, Gesamtlösung Lesson‘s Learned – IBM einmalig IBM braucht eine Krise, um Notwendigkeit der Dienstleistungsorientierung zu erkennen? Bitte nicht bis zur Krise warten, um dann einen fundamentalen Wandel einzuleiten? IBM zeigt typische Erfolgsfaktoren für Dienstleistungsorientierung. Management-Commitment, Strategie, Organisation, Kultur, Personalmanagement, Management- und Finanzsystem. Dienstleistungsorientierung stellt das gesamte Unternehmen auf dem Kopf, alles ist betroffen. Wenn alles betroffen ist, dann gibt es auch über all Bedenkenträger und Widerstand. Sind Sie sich dieses Widerstandes bewusst und passen sie ihr vorgehen darauf an.
Existing contributions to servitization – four main areas – Models – Oliva & Kallenberg (2003), Ulaga & Reinarz four steps to increase the service profitability, Cohen et al. (2006) article six steps in setting-up an after-sales service business. Capabilities – Organizational capabilities (dynamic and operational capabilities) – dynamic come from the evolutionary theory of the firm – ability to respond to changing business environments. In this dynamic context, it is about sensing service opportunities and threats, seizing the sensed opportunities. Seizing means finding the reight business model for approaching the service opportunities. Another dynamic capabilities, which has been discussed in this context is the ability to reconfigure the operational capabilities. Operational capabilities is a static perspective on how a company can operate in a stable business environment. It is about earing the living in the service business. Service offerings As I mention. SSP & SSC, basic services for the installed base,advanced services, maintenance services, outsourcing services. Differrent types of service offering used to describe different service strategies -
Let me shortly summarise the existing contributions – Common approach to the motivation – Citation rates indicate an increasing attention to services Despite the previous contributions, I want to propose three issues for a future research agenda. First, I strongly believe that we are facing a misconception on the motivation to extend the service business. We have to carefully reframe and re-craft the motivation for manufacturing moving towards services. Instead of mentioning these three as a common motivator, we need a more detailed approach. Second, despite an increasing number of contributions, I strongly believe that there are uncontested and interesting research area. These research areas can be substantiated by comparing the content of the existing contributions to the actual real world of companies extending the service business. We don‘t not fully cover the practical issue when it comes to guiding manufacturing companies to move from being a product manufacturer towards a service provider. Third, I strongly see the need to think about the theoretical approachesinvestinging for moving towards services.
Services are more profitable tha products – IBM example, actually most profitable is software, hardware is also more profitable than the two main service business units. Single example, but the reconsiderating of service being more proftable than products is applicable to many industries. Machine & equipment, the statement depends on where you book your spare parts revenue and profits. If you book it into the product business, - or service business. Car manufacturer – don‘t get profit from selling cars, car insurance is more profitable. Statement again does not tell the whole truth, a product as to cover the whole R&D cost, costs for distribution. Insurance only included the costs for providing the insurance policy, This goes with the product sales, No development cost, no overhead costs. Such a cost structure does not reflect any reality. So, my message is be careful with the statement car insurance are more profitable. Germany – example HUG
Share of service revenue – easies way - low quality – product is not reliable – Financial – legal – distributors, labor costs – Volatiliy – services more stable only applies for maintenance – installations follows the same cycle, modernization is a counter-cycle. Pay-per-use – you follow the cycle of your customer. Condering the whole supply chain – Service revenue & profit bullwhip effect. Unitl now, manufacturing works with a order back-log, which function as a buffer for down-turns. Performance-based or pay-per-use means this buffer is gone. I have doubt that works with a Copy manufacturer – Better answer to how to avoid the imitation of service competencies. Example SEFAR
Magna vertical integration. Industry dynamics an so on
Tendency to frame moving from a product manufacturer to a service provider in the service-dominant logic. Cross-reference – moving from products to services does not necessarily mean to change from a GDL to SDL. Pure citations does not bother me. What bother me is that the application of the unreflective SDL can cause companies to fail.
Company failure is caused by the side effects of the SDL. I call it the dark side. Star wars – Darkvader or dark side becomes evident by considering innovators dilemma. Explains why big companies fail. It is about disruptive innovation / technology. Technology is business approaches. Disruptive business innovation. Causes to close to the customers. Now, let‘s consider the two of the holy ten premises of SDL. The customer is always the co-creator of value. Firms are resource integrators. Considering these fundamental premises, from the Innovators dilemma. Customers guiding R&D resources. SDL can create a strategic exposure to a disruptive change. SDL makes companies vulnarable for disruptive changes. Company Wetrok – SDL can create a strategic risk, empore of good-dominat firms can strike back. Don‘t get me wrong here-