Improving firm positioning through enhanced offerings and buyer–seller relationships

Penttinen, Esko; Palmer, Jonathan W.

doi:10.1016/j.indmarman.2006.02.005

Cited by 211 publications

(179 citation statements)

References 36 publications

(59 reference statements)

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“…Studies of service infusion in manufacturing firms generally view the strategy development process as rational, predictable, and limited to a predefined set of transition paths (Oliva and Kallenberg, 2003;Penttinen and Palmer, 2007;Wise and Baumgartner, 1999) or service maneuvers (Mathieu, 2001). Accordingly, exploring the concept of disjointed incrementalism and its tenets has the potential to bridge a gap in current theory.…”

Section: Disjointed Incrementalismmentioning

confidence: 99%

“…Successful service infusion is attributed to "a deliberate, systematic and well-structured transformation effort" (Oliva and Kallenberg, 2003, p. 170) and to specific success factors that provide guidance for managers "seeking to design a successful transition process" (Gebauer and Friedli, 2005, p. 76). There are various two-dimensional positioning frameworks proposed as tools enabling managers to identify the firm's current position and to evaluate potential moves (e.g., Kowalkowski, Brehmer, and Kindström, 2009;Penttinen and Palmer, 2007). However, in more recent studies, Matthyssens and Vandenbempt (2008) find that an incremental transition might be preferable to quantum leaps, and Gebauer and Fleisch (2007) show that overambitious objectives for service infusion strategies often lead to negative results.…”

Section: Disjointed Incrementalismmentioning

confidence: 99%

“…However, a broader view of industrial services includes an extensive range of service activities that relate directly to the industry's products (e.g., maintenance, repair, and overhaul) and production processes (e.g., process optimization), These can either be sold separately from the industry's products (e.g., service level agreement) or in a product-service bundle (e.g., rental agreement). In the service management and industrial marketing literature, service infusion is often a transition taken in a few large steps, moving from transactional, commoditized product sales to relational service and solution provision (Gebauer and Friedli, 2005;Oliva and Kallenberg, 2003;Penttinen and Palmer, 2007;Wise and Baumgartner, 1999). However, a more nuanced picture of service infusion is emerging that sees migration paths towards service infusion as incremental, rather than radical and unidirectional (Matthyssens and Vandenbempt, 2008).…”

Section: Introductionmentioning

confidence: 99%

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Service infusion as agile incrementalism in action

Kowalkowski

Kindström

Alejandro

et al. 2012

Journal of Business Research

152

139

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As product markets mature, firms are increasingly offering industrial services, in order to differentiate themselves and remain competitive. The general strategic view emerging from the services literature is that service infusion in manufacturing industries takes a somewhat unidirectional path from products to service provision. Based on in-depth case study research in the materials handling industry and drawing on Lindblom's (1979) concept of disjointed incrementalism, this study shows how service infusion often takes place in small steps without clearly directed efforts. The study identifies elements of incrementalism central to service infusion and demonstrates how a successful service strategy involves continuous modifications, adaptability, the seizing of ad hoc innovation, a continuous recalibration of opportunities, and the management of intertwining goals. The concept of agile incrementalism is introduced which aptly describes this contingency approach. The article contributes to a multifaceted and nuanced picture of service strategy and the service-infusion process.

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Section: Disjointed Incrementalismmentioning

confidence: 99%

Section: Disjointed Incrementalismmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Service infusion as agile incrementalism in action

Kowalkowski

Kindström

Alejandro

et al. 2012

Journal of Business Research

152

139

View full text Add to dashboard Cite

show abstract

“…Customers may lack the expertise to identify and describe their own needs accurately (Verhoeven & Pruyn, 2006;Eisingerich & Bell, 2007), and this can be an especially problematic issue when they need to source technology based solution services. Galetzka et al (2006) suggest that clients who don't fully understand what the dominant characteristics of a service are will use heuristic cues or other information available to them about how to evaluate the service encounter, such as service reliability and human contact, and the importance of this relational component between the parties in the provision of solution services has recently been recognized (Sawhney, 2006;Pennttinen & Palmer, 2007;Storbacka, 2011).…”

Section: Credence Based Technology Services and Technology Readinessmentioning

confidence: 99%

“…The implication for solution providers is that they should to consider the client firms' perspective and appreciate and satisfy the criteria these firms are most likely to use when selecting and evaluating potential providers. Consideration of the client perspective is greatly facilitated if some type of rapport can be developed between key decision makers in both firms and research has recently recognized the importance of this relational component when providing solution services (Sawhney, 2006;Pennttinen & Palmer, 2007;Storbacka, 2011).…”

Section: Managerial Implicationsmentioning

confidence: 99%

Technology readiness in a B2B online retail context: An examination of antecedents and outcomes

Vize

Coughlan

Kennedy

et al. 2013

Industrial Marketing Management

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This paper develops and empirically tests a model that examines the role of Technology Readiness (TR) in the Business-to-Business (B2B) context. It examines how the antecedents of TR affect the construct, and how the construct affects evaluations of a complex credence based B2B service. The research investigates how the retailers' TR impacts their evaluation of web solution service providers (WSSPs). It responds to previous research calls by extending the TR construct from the business-to-consumer (B2C) perspective that is traditional in the extant literature into the B2B domain. The key findings of a survey conducted with 133 firms in the retail industry are that TR is an important contributor to the eventual achievement of service quality and satisfaction. The key contributions of this study are; first it develops and validates a measure of TR in a B2B context; second it investigates the antecedents of TR in this domain, demonstrating the impact of past inexperience, industry trust and switching costs on firms' level of technology readiness to adopt online operations; and third, it finds that service quality and satisfaction are outcomes of TR. The key management implication for WSSPs is the need to address the TR levels of existing and potential clients if they wish to deliver successful e-business solutions to them, and that their clients' TR can be better managed by making the offerings more easily understood, building relational rapport, reducing risk perceptions and adopting a client centric perspective throughout the process.

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Joint optimization of maintenance and spares ordering policy for a use‐oriented product‐service system with multiple failure modes

Zhang

Zhao

Song

et al. 2021

Appl Stoch Models Bus & Ind

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The use-oriented product-service system, such as the bike-sharing system and the electric vehicle charging station, has gained wide application in engineering fields. Use-oriented product-service systems are commonly subject to failures of software and hardware. Failed software can be repaired while failures of hardware require the replacement by spares. An innovative joint optimization model of maintenance and spares ordering policy is proposed for a use-oriented product-service system in this work where different types of spares are considered for hardware failure. System effectiveness is maximized by simultaneously considering the incurred costs, system availability, spares availability and the availability of repair engineers. Then, the related reliability probabilistic indices and costs are derived through the continuous time Markov process. To overcome the computational complexity, a greedy search algorithm is applied to obtain a balanced optimal solution for the number of repair engineers and spares inventory policies of different types of parts. Finally, some numerical instances are given to demonstrate the superiority and effectiveness of the proposed joint optimization model.

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Improving firm positioning through enhanced offerings and buyer–seller relationships

Cited by 211 publications

References 36 publications

Service infusion as agile incrementalism in action

Service infusion as agile incrementalism in action

Technology readiness in a B2B online retail context: An examination of antecedents and outcomes

Joint optimization of maintenance and spares ordering policy for a use‐oriented product‐service system with multiple failure modes

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