Abstract
Many manufacturers are moving to servitization, but making that move successfully requires considering the underlying business logic of a division or product. Differences in existing conditions, such as product characteristics or other business attributes, may determine success in transition to a services-based business model and create challenges for a firm moving, for instance, from a spare-parts model to advanced service contracts. Our study pinpoints a number of key product attributes that define how far a company can move up the service ladder. The findings suggest that the Power-by-the-Hour model pioneered by Rolls-Royce suits products that constitute critical ancillary input to, and not essential elements of, customers’ core processes; that require low initial investments relative to high total costs of ownership; that are used in controllable operating environments with measurable performance requirements; and that are associated with high risk and high costs in the event of failure. Further, the service delivery system must be integrated and orchestrated to be product-specific—that is, aligned with the function and operating conditions of the product in use.
Originalsprog | Engelsk |
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Tidsskrift | Research Technology Management |
Vol/bind | 59 |
Udgave nummer | 3 |
Sider (fra-til) | 29-36 |
Antal sider | 8 |
ISSN | 0895-6308 |
DOI | |
Status | Udgivet - 2016 |
Udgivet eksternt | Ja |
Emneord
- Servitization
- Service transition strategy
- Case study