a b s t r a c tProductisation relates to the process of analysing a need, defining and combining suitable elements, tangible and/or intangible, into a product-like defined set of deliverables that is standardised, repeatable and comprehendible. This paper clarifies the concept of productisation by surveying the extant literature and reporting the origins, characteristics, benefits and features along with aiming to support future work. The analysed literature is categorised, its content is analysed, and the need for a clear framework is highlighted.The results indicate that productisation has a specific role in addressing the challenges of being able to describe and explain complex, often abstract offerings and producing them, involving activities both to ensure adequate standards and those activities leading to selling the products. A well productised product is easier to buy, sell and market, has stronger features and may enable benefits depending on the product type. Productisation has implications through having a complementary role amongst well established functions and in strengthening the linkage of market needs and engineering-oriented development. The concept requires further development. Potential future research directions are presented.

This study aims to extend the product portfolio management (PPM) practices to cover all lifecycle phases and product portfolio layers by the means of comprehensively analysing the current PPM literature and the relevant practices of ten case companies. The principal results of this study include designing ontologies for the potential new business process hierarchy and for new PPM process concept over product lifecycle phases and portfolio layers. The new PPM concept proposal has Author been discussed and validated within a case company focus group to acknowledge the obtained comments. The results of this study can help cross-functional management teams in creating and implementing a process management approach for active PPM practices.

The previous literature has indicated that the productisation of services may play a role in service management, although a certain level of obscurity still surrounds the concept. The purpose of this study is therefore to clarify the meaning of service productisation as well as to contribute to a greater understanding of the concept. Design/methodology/approach An inductive analysis was applied to thirteen instances of activities related to the productisation of services, with secondary data being analysed to identify practices relevant to service productisation and to examine their significance. The analysis is guided by an extensive literature review. Findings Service productisation has been found to play a role in systematising and tangibilising a service offering and its related processes as well as in formalising the processes and service offerings. The potential elements of service productisation have been identified and supporting evidence has been provided. The findings indicate that service productisation has a specific focus on the offering and its related processes, with the aim being to create a service product that can be sold, delivered and invoiced. Service productisation may utilise various practices and techniques, and customer orientation also plays a significant role. A typology of service productisation has been created by reflecting on its commercial and technical aspects. Practical implications This study has important implications for the service industry as it provides a structure and key considerations for productising services. Originality/value This study is one of the first to seek evidence for the concept of service productisation from multiple instances of service productisation as well as an extensive literature base. The typology created provides a context for discussing service productisation as well as reflecting on its commercial and technical aspects.

a b s t r a c tThe main purpose of this study is to widen the scope of product portfolio management (PPM) targets and key performance indicators (KPIs) to cover all phases of the product life cycle. Earlier research mainly covers PPM performance management within new product development (NPD) life cycle only. In addition, current challenges relating to PPM performance management over product life cycle are studied.The research method includes current state analysis based on both a thorough literature review and analysing ten case companies that represent hardware (HW), software (SW), services and solutions type businesses. The contribution is discussed and validated by a focus group consisting of all the case companies before making final conclusions.The principal results of this study include the potential framework for managing product portfolio renewal over the entire product life cycle based on strategic, tactical and operational performance measures. The PPM performance management, its business impact and connection to business processes and performance management dashboard are discussed.The role of PPM as a means of executive level dynamic performance management and decision making sets further questions for researchers' for systematic product portfolio definitions, governance models, processes and tools over product life cycle.

Light drinking has increased over time for each cohort, with no substantial differences between cohort profiles. Binge drinking has increased with more recent cohorts and there are distinct differences between cohort profiles, especially among women.