This presentation and workshop was part of meeting at General Electric in Florence, Italy. The presentation illustrates aspects such as service innovation and growth in service business. It contains group works and presentation slides.
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.
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.
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.
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.
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
Select our content ready Vendor Management PowerPoint Presentation Slides for vendor evaluation and selection. Describe the various activities included in researching and sourcing vendors with the help of this seller evaluation presentation deck. Supplier evaluation process PowerPoint complete deck comprises of professional slides such as determine company requirements, search appropriate vendors, vendors classification, request for vendors proposal, selection of vendor operating model, the selection process for vendors, vendor selection timeline,30-60-90-day plan, vendors evaluation matrix, negotiations strategic planning, to name a few. Manage vendors and improve their impact on business using the supplier management process PPT visuals. Furthermore, our compressive presentation helps executives to present the vendor rating criteria, quality delivery service, and price. Demonstrate a step by step process of vendor selection and check out the supplier’s capabilities against your needs. Download vendor evaluation process presentation templates to unlock efficiency and drive more value from a vendor relationship. Clearly explain company guidelines with our Vendor Management Powerpoint Presentation Slides. It helps convey instructions. https://bit.ly/3BbGqqF
Servitization: service is the future of manufacturingABN AMRO
Servitization is the process whereby services are given an increasingly important role in the business model of manufacturing companies. In addition to – and sometimes at the expense of – traditional product and machine sales. Service turns from being a cost item into an opportunity to provide better service for the customer and thereby generate additional revenue. Servitization in the manufacturing industry can consist of companies proactively offering repair and overhaul services, spare parts and training in addition to their core products. But servitization also includes broader services such as consultancy, financing, insurance and logistics services. In this report ABN AMRO and Praetimus discuss the advantages, but also the challenges involved in the transition to a service-oriented business model.
NEGOSIASI merupakan skill unggulan para professional sales supplier. Memang mereka berlatih lebih banyak dalam hal ini. Sebaliknya kebanyakan para professional purchasing belum mendapatkan jumlah training sebanyak professional sales untuk bidang ini.
Presenting this set of slides with name - Vendor Evaluation PowerPoint Presentation Slides. This PPT deck displays twenty six slides with in depth research. Our topic oriented Vendor Evaluation PowerPoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Vendor Assessment Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
ISC europe 2016 - how much inventory do you really need? Inventory Target Set...Bram Desmet
Presentation given at the Integrated Supply Chain Conference in Brussels in januari 2016. Using the Supply Chain Triangle to define which metrics we need to balance, how to link them to the business strategy. Analysis in detail of gross profit, R&D costs, SG&A costs to differentiate between product leaders, customer intimacy players and operational excellence players.
Service business development in manufacturing companiesHeiko Gebauer
This presentation was hold at the Arizona State University. It describes strategies and pathways for extending the service business. It highlights necessary adaptations in the organizational structures and competencies. It shows relevant dynamic and operational capabilities as well as management innovations for making the service business successful.
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
Select our content ready Vendor Management PowerPoint Presentation Slides for vendor evaluation and selection. Describe the various activities included in researching and sourcing vendors with the help of this seller evaluation presentation deck. Supplier evaluation process PowerPoint complete deck comprises of professional slides such as determine company requirements, search appropriate vendors, vendors classification, request for vendors proposal, selection of vendor operating model, the selection process for vendors, vendor selection timeline,30-60-90-day plan, vendors evaluation matrix, negotiations strategic planning, to name a few. Manage vendors and improve their impact on business using the supplier management process PPT visuals. Furthermore, our compressive presentation helps executives to present the vendor rating criteria, quality delivery service, and price. Demonstrate a step by step process of vendor selection and check out the supplier’s capabilities against your needs. Download vendor evaluation process presentation templates to unlock efficiency and drive more value from a vendor relationship. Clearly explain company guidelines with our Vendor Management Powerpoint Presentation Slides. It helps convey instructions. https://bit.ly/3BbGqqF
Servitization: service is the future of manufacturingABN AMRO
Servitization is the process whereby services are given an increasingly important role in the business model of manufacturing companies. In addition to – and sometimes at the expense of – traditional product and machine sales. Service turns from being a cost item into an opportunity to provide better service for the customer and thereby generate additional revenue. Servitization in the manufacturing industry can consist of companies proactively offering repair and overhaul services, spare parts and training in addition to their core products. But servitization also includes broader services such as consultancy, financing, insurance and logistics services. In this report ABN AMRO and Praetimus discuss the advantages, but also the challenges involved in the transition to a service-oriented business model.
NEGOSIASI merupakan skill unggulan para professional sales supplier. Memang mereka berlatih lebih banyak dalam hal ini. Sebaliknya kebanyakan para professional purchasing belum mendapatkan jumlah training sebanyak professional sales untuk bidang ini.
Presenting this set of slides with name - Vendor Evaluation PowerPoint Presentation Slides. This PPT deck displays twenty six slides with in depth research. Our topic oriented Vendor Evaluation PowerPoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Vendor Assessment Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
ISC europe 2016 - how much inventory do you really need? Inventory Target Set...Bram Desmet
Presentation given at the Integrated Supply Chain Conference in Brussels in januari 2016. Using the Supply Chain Triangle to define which metrics we need to balance, how to link them to the business strategy. Analysis in detail of gross profit, R&D costs, SG&A costs to differentiate between product leaders, customer intimacy players and operational excellence players.
Service business development in manufacturing companiesHeiko Gebauer
This presentation was hold at the Arizona State University. It describes strategies and pathways for extending the service business. It highlights necessary adaptations in the organizational structures and competencies. It shows relevant dynamic and operational capabilities as well as management innovations for making the service business successful.
Competitive advantage; from sustainable to temporary by resilience, speed and reconfiguration of resources.
CBS Competitiveness Day 2014 @ Copenhagen Business School
Innovation should not be accidental, it can be managed! This short presentation walks us through different drivers, models, processes and engagement types around innovation.
Content of the presentation was tailored for Shared Service Centers.
DC10 Walter Ganz - keynote - The challenge of testing innovative servicesJaak Vlasveld
Walter Ganz from the Fraunhofer Institute for Industrial Engineering is presenting at the DC10 Service Innovation Congress, organized by Exser and partners. See http://www.exser.nl/jaarcongres/ for more information.
ITIL History
ITIL Transition from V3 to V4
Key Concept of ITSM
ITIL Dimensions and Principles
Service Value System (SVS)
ITIL Practices
ITIL Certification Schema
Designing for customer needs frequently leads to higher-quality goods and services in addition to innovative outcomes. This is because an effective design process uncovers hidden customer needs. This discovery, and the subsequent solving of the problems that kept customer needs hidden, will lead to innovation. In this presentation, Juran Global CEO Dr. Joseph A. DeFeo focuses on the 4 steps to drive process innovation that every organization needs to embrace.
Critical Review of Open Group IT4IT Reference ArchitectureAlan McSweeney
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function.
IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles.
This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model.
The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain:
• Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management
• Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes
• Design Chain Operations Reference model (DCOR) - Manages the product and service development processes
• Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies
It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function:
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
Why Value Stream is key to Digital Product Delivery Mani Maun
Using Value Stream to visualize the end-to-end Flow of Digital Products and Services
Managing what flows through Value Stream can help bridge the gap Business and IT
Measurement of key metrics can enable data-driven decision making to improve value delivered to customers
Learn how your company can benefit from the Cost to Serve Initiative. Sonum has successfully implemented Cost to Serve Models in several countries using Acorn Systems software.
Die Präsentation zeigt die Grundelemente der Innovationskultur auf. Sie zeigt wie Unternehmens- und Innovationskultur zusammenhängen. Zudem wird Innovationskultur und Lernende Organisation erklärt.
Service Innovation in the sanitation sectorHeiko Gebauer
This presentation describes innovations in the sanitation sector. We highlight whether sanitation services occurr in isolated or integrated sanitation services.
Business Eco-Systems for Water and Sanitation ServicesHeiko Gebauer
This presentation describes the importance of business eco-systems in the context of water and sanitation services. It illustrated different types of business eco-systems and highlights how these eco-systems contribute to the scaling-up of water and sanitation services
Business Innovations for Water and Sanitation ServicesHeiko Gebauer
This presentation was hold at the Peak-Course on Business Innovations for Water and Sanitation Services. The Peak-Course was hold at the eawag with about 50 participants. The presentation shows key issues on business innovations for scaling-up water and sanitation services
Dienstleistungsorientierung in IndustrieunternehmenHeiko Gebauer
Die Präsentation illustriert wie sich Industrieunternehmen ihre Dienstleistungsorientierung erhöhen. Sie veranschaulicht wie Unternehmen Dienstleistungsstrategien formulieren und umsetzen. Sie zeigt Beispiele von Unternehmen und empfiehlt theoretische Beiträge zum Thema Dienstleistungsorientierung.
Service Innovationen: Von der Idee zu einer vermarktungsfähigen DienstleistungHeiko Gebauer
Die Präsentation beschreibt den Innovationsprozess für Dienstleistungen. Wir illustrieren Methoden im Innovationsprozess und veranschaulichen die einzelnen Phasen im Prozess. Wir veranschaulichen es anhand verschiedener Beispiele
Service innovation for energy services: how to get from an idea to a service ...Heiko Gebauer
The presentation describes the service innovation process. It describes how to get from a service idea to successful service innovations. We highlight innovation methods for facilitating the creativity and for describing the actual service.
This presentation shows various aspects on service business development in the Chinese market. It highlights approaches for spare parts logistics and human resource management to increase the service revenues and profits.
Business model innovation for sanitation servicesHeiko Gebauer
This presentation shows some preliminary results of our re-invent the toilet challenge. For further information, please contact Heiko Gebauer (heiko.gebauer@eawag.ch)
Von der Service Strategie zum Service PortfolioHeiko Gebauer
Die Präsentation zeigt wie produzierenden Unternehmen erfolgreich zum Lösungsanbieter werden. Es wird beschrieben wie Unternehmen eine Service Strategie formulieren und diese Strategie im Service Portfolio umsetzen.
Business Model Innovation For Water ServicesHeiko Gebauer
This presentation highlights potential business model innovations for the provision of water services in low-income countries. It highlights four types of business model innovations and discusses the specific aspects of each business model.
This presentation provides key insights into sanitation logistics. It shows logistic challenges in developing countries. It gives an overview on current projects at the eawag. For further information, please contact Heiko Gebauer (heiko.gebauer@eawag.ch)
How manufacturing firms can become service and solution providersHeiko Gebauer
This presentation describes how manufacturing firms can become successfully service and solution provider. It is based on 15 years of experiences working intensively with firms. It shows the pains and gains for the strategic shift from products to solutions.
This presentation shows how innovations and capability development in low-income countries could work. The presentation shows example of business ventures trying to success with business model innovation.
This presentation shows different innovations in the water sector. It shows examples of business model innovations for household water treatment devices, water treatment plants, or sanitation services. It continues the discussion on business strategies for poverty alleviation within the context of water and sanitation.
1. Delivering Value-Added Services
Heiko Gebauer
•ACMS: optimize for
today...Driving organic
growth initiatives, through an
external focus
•Florence 2010
•Department Innovation Research in
Utility Sectors - Eawag: Swiss
Federal Institute of Aquatic Science
and Technology
•University of St.Gallen (Switzerland)
•Karlstad University (Sweden)
2. Agenda
Session 1: Adding value through service innovation
Introduction
8:00-8:10
Session 1: Adding value through
service innovation
•Presentation on organic growth in
service business
8:10-8:40
•Group work on service innovations
8:40-9:10
•Selected presentations of service
innovations
Coffee break
9:10-10:00
10:00-10:30
3. Agenda
Session 1: Adding value through service innovation
Introduction
8:00-8:10
Session 1: Adding value through
service innovation
•Presentation on organic growth in
service business
8:10-8:40
•Group work on service innovations
8:40-9:10
•Selected presentations of service
innovations
Coffee break
9:10-10:00
10:00-10:30
4. Services are much more complex than the
traditional product business
Parameter
Product business
Service business
Nature of demand
More predictable, can
better forecast
Always unpredictable,
sporadic
Required response
Standard, can be
scheduled
As soon as possible
Number of product
generations
Limited
10 to 15 times higher
Product portfolio
Largely homogeneous
Always heterogeneous
Adapted from Cohen et al. 2006
5. Continuous extension of the service
offerings – Bosch Packaging
Selling products
• Core product
• „Own“ service
products
• Provide services
for own products
• Parts
• Field service
• Modernization
Providing productrelated services
• Bundle basic
services
• Bundle & optimize
services to full
packaging
• Service level
agreements
• Extended
warranty
• Parts & labour
package
• Service for other
products
• Conduct services
for competitor
products
Offering solutions
• Outsourcing services
• Provide full
functionality &
responsibility for
complete lines
• Product unrelated
services
• Leverage to other
services such as
• Logistics
provider
• IT support
6. BOSCH PACKAGING extends the share of
service revenue in total revenue
Total
revenue
Market share in service
market
Service revenue
Customer
45%
34%
66%
25%
30%
22%
Field Service
55%
Spare Parts
23%
Modernization
Revenue of
machines and
products
Third party
suppliers
Quelle: R. Hänggi, 2006
7. Leverage your unique skills for extending the
service business
Leveraging of competencies
Examples
Using it for innovative services
FESTO Didactic’s personell
development services
Leveraging
TRUMPF’s services (SYNCHRO)
on production optimization
TOYOTA’s services on lean
production practices
Unique competencies and
skills
PORSCHE engineering services
on automobile development
8. Identifying strategic paths through visualizing
service opportunities
Reconfiguration
How do service
opportunities
appear?)
Pre-Sales
Sales
After-sales
Extension
Primary customer
activities
Supplementary customer
activities
Where do service opportunities appear?
Adapted from Sawhney, 2004
9. Exploitation or exploration: How to
approach the service opportunities?
Exploration
Reconfiguration
How do service
opportunities
appear?)
•Radical improvement
Pre-Sales
Sales
After-sales
•New value constellation
•Dynamic
capabilities
Exploitation
Extension
•Incremental improvements
•Value-adding to existing value constellation
•Development of operational capabilities
Primary customer
activities
Supplementary
customer activities
Where do service opportunities appear?
Adapted from Sawhney, 2004, Fischer, Gebauer, Guanjie, Gregory and Fleisch. (forthcoming 2010)
10. Exploitation or exploration: How to
approach the service opportunities?
Exploration
Reconfiguration
How do service
opportunities
appear?)
•Radical improvement
Pre-Sales
Sales
After-sales
•New value constellation
•Dynamic
capabilities
Exploitation
Extension
•Incremental improvements
•Value-adding to existing value constellation
•Development of operational capabilities
Primary customer
activities
Supplementary
customer activities
Where do service opportunities appear?
Adapted from Sawhney, 2004, Fischer, Gebauer, Guanjie, Gregory and Fleisch. (forthcoming 2010)
11. Exploitation and the corresponding service
strategies
Development
partner
After-sales
service provider
Customer support
service provider
Outsourcing
partner
Service focus
Source: Gebauer, Fischer and Fleisch (2010)
12. Operational capabilities for implementing the
service strategies
Service orientation in the operational capabilities¹
A – abstract value of services, B – role understanding, C – personnel recruiting, D –
training, E – compensation, F – distinction product and service organization, G –proximity
to customers
Development partners
A
1
G
B
Customer support
After-sales
0.5
service providers
service providers
0
A
A
F
C
1
1
G
B
G
B
0.5
0.5
E
D
Outsourcing partners
0
0
F
C
F
C
A
1
E
D
E
D
G
B
0.5
F
Legend (0 – low, 1 – high – cluster means)¹
0
E
C
D
Source: Gebauer, Gustafsson, Edvardsson and Witell (2010), Neu and Brown (2005 and 2008)
13. Exploitation or exploration: How to
approach the service opportunities?
Exploration
Reconfiguration
How do service
opportunities
appear?)
•Radical improvement
Pre-Sales
Sales
After-sales
•New value constellation
•Dynamic
capabilities
Exploitation
Extension
•Incremental improvements
•Value-adding to existing value constellation
•Development of operational capabilities
Primary customer
activities
Supplementary
customer activities
Where do service opportunities appear?
Adapted from Sawhney, 2004, Fischer, Gebauer, Guanjie, Gregory and Fleisch. (forthcoming 2010)
14. Service innovation process
Extension of service offering
Training of fire brigades on
fire-fighting in tunnels
Maintenance
Repair service
Mobile gas measuring devices
Stationary gas measurement
Compressed air breathing
equipment
Service Innovation Process
Development phase
Creating service
ideas
Preliminary service
concept
Business Plan
Introduction to the
market
Activities
Idea generation
Idea selection
Concept description
Concept evaluation
Concept selection
Description of
the Business Plan
Market test
Introduction
15. Address hidden customer needs
Extension of service offering
Fleet Management for Hilti tools, i.e.
• One agreement for many Hilti tools
• Additional services, esp. repairs and
leasing
No consumables, e.g.
Hidden Customer Needs
Incremental improvements and shortterm advantages
Obvious
customer needs
• Battery packs, battery chargers
• Insert tools
• Fire stop, anchors, struts, pipe-rings, etc.
„Hidden“ customer
needs
Sustainable competitive advantages
16. 1. Understanding the customer processes …
Customer process:
Construction operations
Contracting
Purchase
Delivery
Training
Use / Operate
Maintenance
Locate
17. … with all its complexity
Owner / Architect
General
Contractor
Bank
Customer process:
Construction operations
Contracting
Purchase
Supplier small &
standard parts
Delivery
Supplier building
materials
Training
Supplier
heavy equipment
Use / Operate
Supplier
construction tools
Maintenance
Construction
logistics
Locate
18. 2. Absorbing the complexity into own service
innovations
Customer process:
Construction operations
Contracting
Purchase
Hilti
Delivery
Training
Use / Operate
Maintenance
Locate
19. 3. Orchestrating complexity in combination
with suppliers
Customer process:
Construction operations
Owner / Architect
Contracting
General
Contractor
Purchase
Bank
Supplier small &
standard parts
Hilti
Delivery
Supplier building
materials
Training
Supplier
heavy equipment
Use / Operate
Supplier
construction tools
Maintenance
Construction
logistics
Locate
20. Achievements
• Margin: price sensibility decreases dramatically; no upfront
investment; schedule; admin work reduction
• Customer retention: unbelievable; pay for hole, not for tool
• Cross selling: spare parts, other tools
• Imitation barrier: process and IT know-how – lists competitors on
web to watch them dying
• Customer intimacy: here is the real value
Net sales
(million SFr)
Asia/Pacific
North America
Latin America
Europe/Africa
Source: Hilti
21. Conclusion
Service business is much more complex than the traditional product business.
Nevertheless, companies continuously try to achieve service growth
Strategic paths for service business
Service opportunities arise around primary and supplementary customer
activities as well as extension and reconfiguration of customer activities
Service opportunities can be either exploited or used to explore new value
constellations
Exploitation creates strategic paths around after-sales service and customer
support service providers as well as development and outsourcing partners
Service innovations
Exploitation is about identify ideas based on existing and obvious customer
need
Exploration is about understanding customer’s complexity
22. Agenda
Session 1: Adding value though service innovation
Introduction
8:00-8:10
Session 1: Adding value through
service innovation
•Presentation on organic growth in
service business
8:10-8:40
•Group work on service innovations
8:40-9:10
•Selected presentations of service
innovations
Coffee break
9:10-10:00
10:00-10:30
23. 1. Understanding the customer processes …
Customer process:
Wearing black socks
Search
Purchase
Replenish
Put on
and wear
(Hand) wash
Emergency
purchase
Wear colorful
socks
Dispose
24. … with all its complexity
Department
store
Bank
Customer process:
Wearing black socks
Search
Manufacturer
Purchase
Replenish
Distributor
Put on
and wear
Laundry
(Hand) wash
Hotel
Emergency
purchase
Airport
Wear colorful
socks
Clothes
donation
Dispose
25. 2. Absorbing the complexity into own service
innovations
Customer process:
Wearing black socks
Search
Purchase
Replenish
Blacksocks
Put on
and wear
Wash
Emergency
purchase
Wear colorful
socks
Dispose
26. 3. Orchestrating complexity in combination with
suppliers
Customer process:
Wearing black socks
Department
store
Search
Bank
Purchase
Replenish
Manufacturer
Distributor
Blacksocks
Put on
and wear
Laundry
Wash
Hotel
Emergency
purchase
Airport
Wear colorful
socks
Clothes
donation
Dispose
27. Achievements
•
•
•
•
Margin: 98 CHF for 9 pairs of black socks; cash-in at day 1
Customer retention: unbelievable
Cross selling: underwear
Imitation barrier: process and IT know-how – lists competitors on
web to watch them dying
• Customer intimacy: here is the real value
Source: Courtesy of Samy Liechty
28. Task assignments
1. Specify the customer processes and activities
2. Elaborate the complexity of the customer processes
3. Create ideas in how to deal and absorb the complexity into service
innovations
29. Agenda
Session 1: Adding value though service innovation
Introduction
8:00-8:10
Session 1: Adding value through
service innovation
•Presentation on organic growth in
service business
8:10-8:40
•Group work on service innovations
8:40-9:10
•Selected presentations of service
innovations
Coffee break
9:10-10:00
10:00-10:30