The organisational environment’s impact on the servitization of manufacturers

Turunen, Taija; Finne, Max

doi:10.1016/j.emj.2013.11.002

Cited by 83 publications

(81 citation statements)

References 69 publications

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“…Manufacturing firms are increasingly moving away from generating pure physical products to offering service provision for several reasons -from finding a new competitive source or avoiding price competition, to adding value to their traditional manufactures and competing in an increasingly globalised market. In addition, they seek to innovate and create products and services that meet customers' needs more comprehensively in order to avoid competing solely on a cost basis (Turunen and Finne, 2014;Urban and Zucchella, 2011).…”

Section: Introductionmentioning

confidence: 99%

The role of servitization for small firms: drivers versus barriers

Confente

Buratti

Russo

2015

IJESB

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The purpose of this study was to explore the servitization approach in order to understand the development of this trend among small Italian companies. In doing so, this study adopted a qualitative method and data were collected via in-depth interviews with managers of firms belonging to the footwear industry-an important sector for the Italian economy. Data analysis was realised through NVivo software, thereby providing a first understanding of the drivers that lead these companies to become 'servitized', as well as the main obstacles they face when considering providing services beyond their core offering. This study suggests important implications both for managers and marketing scholars. For academics, it extends the existing knowledge of the factors that influence this organisational and managerial change, and enriches the body of knowledge of the main drivers of and barriers to servitization. For practitioners, it helps in the understanding of the main advantages and potential obstacles to developing a servitization process.

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Section: Introductionmentioning

confidence: 99%

The role of servitization for small firms: drivers versus barriers

Confente

Buratti

Russo

2015

IJESB

View full text Add to dashboard Cite

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“…Other notable examples encompass the clothing sector, where companies like Mud Jeans have started to lease jeans to customers for a monthly price, collecting them back for repair or recycling [9], or the lighting sector, where Philips have started to offer "light-as-a-service" under a pay-per-lux BM [6]. The literature has pointed out the potential benefits that companies may gather from servitized BMs, such as strengthening customer relations, creating higher barriers for competitors, and generating new and resilient revenue streams [12][13][14]; it also notes the great challenges implied [15][16][17], since servitization requires fundamental changes in the way of delivering value and dealing with customers and stakeholders [18].…”

Section: Introductionmentioning

confidence: 99%

Exploring How Usage-Focused Business Models Enable Circular Economy through Digital Technologies

et al. 2018

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Recent studies advocate that digital technologies are key enabling factors for the introduction of servitized business models. At the same time, these technologies support the implementation of the circular economy (CE) paradigm into businesses. Despite this general agreement, the literature still overlooks how digital technologies enable such a CE transition. To fill the gap, this paper develops a conceptual framework, based on the literature and a case study of a company implementing a usage-focused servitized business model in the household appliance industry. This study focuses on the Internet of Things (IoT), Big Data, and analytics, and identifies eight specific functionalities enabled by such technologies (improving product design, attracting target customers, monitoring and tracking product activity, providing technical support, providing preventive and predictive maintenance, optimizing the product usage, upgrading the product, enhancing renovation and end-of-life activities). By investigating how these functionalities affect three CE value drivers (increasing resource efficiency, extending lifespan, and closing the loop), the conceptual framework developed in this paper advances knowledge about the role of digital technologies as an enabler of the CE within usage-focused business models. Finally, this study shows how digital technologies help overcome the drawback of usage-focused business models for the adoption of CE pointed out by previous literature.

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“…The concept of "Servitization" [4][5] products, "Productization" [6] services and more recently the ProductService System (PSS) or Integrated Product-Service System (IPS2).…”

Section: Product-service System (Pss)mentioning

confidence: 99%

Hybrid Fuzzy Methodology for the Evaluation of Criteria and Sub-criteria of Product-service System (PSS)

et al. 2015

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The world economy has seen the evolution of predominant economic activities. From pre-industrial society based on extractive activities (primary sector), through the industrial era characterized by the production of consumer goods (secondary sector), to the post-industrial age with predominance of the service sector (tertiary sector). In addition, more recently, it has been integrated with the products. i.e. PSS (Product-Service System) an integrated combination of products and services. A PSS can be thought of as a market proposition that extends the traditional functionality of a product by incorporating additional services. The primary aim of this paper is to evaluate the criteria and sub-criteria of the implementation of PSS (point of view of operations), based on the quality dimensions, through of hybrid methodology (Fuzzy Delphi -FDELPHI and Fuzzy Analytic Hierarchy Process -FAHP). The fuzzy Delphi method was used to validate the criteria and sub-criteria taken from the literature. FAHP method to calculate the relative weights of the selected criteria and sub-criteria. The questionnaire (based on the quality dimensions) was applied to a large company located in Paraná, Brazil, which has the intention of implementing PSS. The results show that the criteria that were relevant to the company: C3 (Restructuring) had the high weight (17.80%), C9 (Assurance) (15.38%) and C4 (Innovation and Technology) (13.26%). Regarding sub-criteria (global weight), the most influential are "Sc46 (learning and understanding of requirements of necessity and customer satisfaction) 5.55%), Sc14, Sc15, Sc17 and Sc18 (Restructuring) (3.54%, 3.35%, 3.30% and 3.00% respectively). Thus, this work is expected to contribute to improvement in the management of product-service system (PSS) innovation and to provide competitive advantages.

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The organisational environment’s impact on the servitization of manufacturers

Cited by 83 publications

References 69 publications

The role of servitization for small firms: drivers versus barriers

The role of servitization for small firms: drivers versus barriers

Exploring How Usage-Focused Business Models Enable Circular Economy through Digital Technologies

Hybrid Fuzzy Methodology for the Evaluation of Criteria and Sub-criteria of Product-service System (PSS)

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