Balancing Product-service Provider's Performance and Customer's Value: The SErvice Engineering Methodology (SEEM)

Pezzotta, Giuditta; Pinto, Roberto; Pirola, Fabiana; Ouertani, Mohamed-Zied

doi:10.1016/j.procir.2014.01.008

Cited by 49 publications

(40 citation statements)

References 23 publications

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“…Other approaches [31][32][33] integrate customer views only by adapting service parameters or optimizing service processes. Some of them define terms, which are similar to customer barriers, like customer dissatisfaction [31] as the target of the PSS-development or the gap between customer needs and PSS-options [32] or a decrease of receiver state parameter [33]. Those approaches have included the customer view as a measure to quantify the desired state, which is necessary for optimizing service parameters.…”

Section: Discussionmentioning

confidence: 99%

“…They identify dissatisfaction of customers to enhance service processes by optimizing service parameters and structure. Similar to [31], Pezzotta, Pinto, Pirola and Ouertani [32] developed a methodology for service engineering to adapt services to customers. They suggest different methods like the service requirements tree which support designers in handling different kind of requirements.…”

Section: State Of the Artmentioning

confidence: 99%

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Customer-oriented Framework for Product-service Systems

et al. 2015

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During the last years, several frameworks for developing PSSs arose, which vary in focus. Examples of their focuses are engineering processes, technology, knowledge engineering, services or tangible products. However, just a few frameworks concentrate on the market or, specifically, the customer. As the customer is the key success factor of any product, we have developed a framework for designing PSSs by adapting an existing technology-centered framework. Our framework describes the perspective of increasing customer acceptance using PSS. Increasing customer acceptance means to reduce the effects and influences of customer barriers, e.g. unnecessary high costs of purchase or a lack of trust in the product's reliability. The model consists of three layers and the strategy space. The layers are the customer layer, the barriers layer and the solution layer. The customer layer describes the customers and the target groups of customers, who the PSS aims at. The barriers layer includes all customer barriers that are to be reduced by the PSS. The solution layer describes the PSS and its components; tangible elements, intangible elements and the infrastructure for connecting all elements. This layer shows how the PSS is realized to reduce the customer barriers of the focused target group. As other goals and influences affect the design of a PSS, the strategy includes external factors. Those external factors are generated by the company itself (e.g. other departments, product portfolio) or by external stakeholders or sources (e.g. suppliers, laws). Our model helps designers to understand the proceeding to design a PSS for increasing customer acceptance by reducing customer barriers.

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Section: Discussionmentioning

confidence: 99%

Section: State Of the Artmentioning

confidence: 99%

Customer-oriented Framework for Product-service Systems

et al. 2015

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“…Only recently, Pezzotta et al (2014) discussed balancing customer value and "provider's performance", therefore displaying an explicit focus on the value attained by PSS providers throughout the entire life of the o ering. However, the one-sided focus on the customer side of the co-creation of value that is a highly integrated PSS leaves a tremendous gap for optimization with respect to the provider side, o ering the chance to attain considerable improvements in resource e ciency and new business opportunities.…”

Section: A Provider-focused Understanding Of Value In Pssmentioning

confidence: 99%

What’s in it for the Provider? : A Lifecycle-Focused Approach towards Designing for Value in Product-Service Systems

Matschewsky¹

2016

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As the value for customers of Product-Service Systems is increasingly understood, this thesis examines the question: What's in it for the Provider? Combining products and services into Product-Service Systems (PSS), which are o en owned and even operated by the company o ering them, is seen as an important element of conducting more sustainable business. e prospective environmental bene ts of PSS lie mainly in the improved resource-and operational e ciency. is is achieved by way of a critical shi in incentive structure: If an industrial company assumes responsibility for an o ering throughout the lifecycle, the terms on which that company operates in general are changed notably in comparison to traditional product sales. Instead of bene ting from a short lifetime through additional sales opportunities or making pro t through the sale of spare parts, in highly integrated PSS, each parts exchange, each technicians' visit and each day the lifetime of the o ering is reduced directly a ects the bottom line of the provider. Due to that, solely as a result of economic rationality, a provider of these o erings has an incentive to design in such a way that the life of this o ering is prolonged, need for spare parts is reduced, service activities are facilitated and simpli ed, and that the conditions are in place to allow for a second or third life of the o ering through remanufacturing. Regardless of this compelling logic, industrial companies at times fail to establish the preconditions to capturing these bene ts as they continue to rely on product and sales-centric design processes even though they provide PSS.is thesis examines this unexploited opportunity from two vantage points. On the one hand, methods conceived in academia to support industry in implementing and executing joint, lifecycle-focused design of products and services, and the use of these methods in practice, are examined. Here, the focus rstly lies on understanding how PSS are designed today, and secondly, on what should change about PSS design methods to improve their implementability and usability in industrial practice, so that they can ful ll their supposed role as facilitators of e cient PSS design and operation. On the other hand, the possible bene ts of providing speci cally designed and lifecycle-focused PSS as an industrial company are in focus. To this end, the value attained by providers throughout the use phase of PSS is investigated, to then identify possible approaches towards enhancing this value. Eventually, both focus-areas are joined in an e ort to examine the interaction between method-supported, lifecycle-oriented PSS design and the value attained by providers of such o erings.As a result of the research, a lacking adaptation of design processes to PSS is identi ed in the case companies. Further, shortcomings of PSS design methods conceived in academia, e.g. excessive complexity, lacking clarity and rigidity, are found in both literature as well as in a study with an industrial company. To take a rst step towards rectifying ...

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“…They purpose to identify how products and services should best be bundled in the design and development of a company's value proposition. For example, Pezzotta, Pionto, Pirola, and Ouertani (2014) introduced the service engineering methodology (SEEM) that supports companies for in servitizing their business model either by the engineering of a new product-related service or by the reengineering of alreadyavailable offerings. Xing, Wang, and Qian (2013) proposed a sustainability-oriented value assessment model to support PSS development based on life cycle thinking.…”

Section: Introductionmentioning

confidence: 99%