Which Service? How Industry Conditions Shape Firms’ Service‐Type Choices

Visnjic, Ivanka; Ringov, Dimo; Arts, Sam

doi:10.1111/jpim.12483

Cited by 53 publications

(77 citation statements)

References 123 publications

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“…Product innovations can combine with SIs to offer customers greater benefits and customized value, potentially enhancing firm value (Shankar, Berry, and Dotzel 2009; Ulaga and Reinartz 2011). Customer focus can significantly influence an innovation’s success (Visnjic, Ringov, and Arts 2019). We define customer focus innovations as new services that emphasize the solution to a customer problem and customer benefits over other aspects.…”

Section: Conceptual Developmentmentioning

confidence: 99%

The Relative Effects of Business-to-Business (vs. Business-to-Consumer) Service Innovations on Firm Value and Firm Risk: An Empirical Analysis

Dotzel¹,

Shankar²

2019

Journal of Marketing

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Many firms introduce both business-to-business service innovations (B2B-SIs) and business-to-consumer service innovations (B2C-SIs) and need to better allocate their resources. However, they are unsure about B2B-SIs’ effects on firm value or risk, especially relative to those of B2C-SIs. The authors address this problem by developing hypotheses that relate the number of B2B-SIs and B2C-SIs to firm value and firm risk together with the moderators (the number of product innovations and customer-focus innovations). To test the hypotheses, the authors develop and estimate a model using unique panel data of 2,263 SIs across 15 industries over eight years assembled from multiple data sources and controlling for firm- and market-specific factors, heterogeneity, and endogeneity. They analyze innovation announcements using natural language processing. The results show that B2B-SIs have a positive effect on firm value and an insignificant influence on firm risk. Importantly, the effect of a B2B-SI on firm value is significantly greater than that of a B2C-SI. Unlike B2C-SIs, the effect of B2B-SIs on firm value is greater when the firm has more product innovations. Surprisingly, unlike B2C-SIs, the effect of B2B-SIs on firm value is less positive when the SIs emphasize customers. These findings offer important insights about the relative value of B2B-SIs.

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Section: Conceptual Developmentmentioning

confidence: 99%

The Relative Effects of Business-to-Business (vs. Business-to-Consumer) Service Innovations on Firm Value and Firm Risk: An Empirical Analysis

Dotzel¹,

Shankar²

2019

Journal of Marketing

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“…Mirroring the manufacturing strategy contingency literature, the servitization literature considers a two-pronged effect of market characteristics on manufacturing servitization (Fliess and Lexutt, 2019). There is a direct effect with service offerings being a response to, or aligned with complex markets (Vandermerwe and Rada, 1988;Neu and Brown, 2005;Gebauer, 2008;Neely, 2008;Ceci and Masini, 2011;Visnjic et al, 2019). There is an indirect effect through strategic priorities as complex markets incentivize strategic focus on differentiation, which is supported by servitization (Wise and Baumgartner, 1999;Oliva and Kallenberg, 2003;Matthyssens and Vandenbempt, 2008).…”

Section: Market Complexity and Advanced Servicesmentioning

confidence: 99%

“…In dynamic environments, product technology is often uncertain and specific to the manufacturer (rather than being an industry standard). Hence, the manufacturer that sells the product is in a privileged position relative to other manufacturers or independent service providers to offer services that help customers to deal with the technological uncertainty of products (Sjodin et al, 2019;Visnjic et al, 2019). Thus:…”

Section: Market Complexity and Advanced Servicesmentioning

confidence: 99%

“…Although achieving market differentiation is an often-cited goal of ADS, our understanding of relationships between manufacturing strategies based on differentiation and ADS provision remains incomplete (Bustinza et al, 2015). Despite the adoption of contingency views in recent servitization studies (Benedettini et al, 2017;Bohm et al, 2017;Josephson et al, 2016;Kohtam€ aki and Partanen, 2016;Turunen and Finne, 2014;Valtakoski and Wittel, 2018;Visnjic et al, 2019), there is still limited understanding of how market environment and manufacturing strategic priorities may shape the extent to which firms offer ADS to their customers (Fliess and Lexutt, 2019). Likewise, there is also to date limited large-scale empirical evidence to support these relationships (Baines et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

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Advanced services and differentiation advantage: an empirical investigation

Sousa

Silveira

2020

IJOPM

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PurposeThis study theoretically articulates and empirically validates a model of relationships between market complexity (competition intensity, heterogeneity and technological change), strategic focus on product and service differentiation, ADS offerings and differentiation advantage.Design/methodology/approachThe authors develop and test hypotheses through structural equation modeling based on data from the Sixth International Manufacturing Strategy Survey (IMSS-VI), involving 931 manufacturers from 22 countries.FindingsThe results indicate that (1) market complexity has a positive impact on strategic focus on product and service differentiation; (2) focus on product and service differentiation, but not market complexity, has a positive impact on the extent to which business units offer ADS to their customers; (3) ADS have a positive impact on service differentiation advantage, but no influence on product differentiation advantage.Practical implicationsManagers should incorporate decisions related to ADS provision as part of their manufacturing strategy formulation processes to align markets, strategic focus on product and service differentiation, and ADS provision. ADS seem an appropriate lever for market differentiation, because they appear not only to support service differentiation advantage, but also to be consistent with strategic focus on product differentiation.Originality/valueThe study provides novel insights and large-scale empirical evidence on the influence of the market environment on the offering of ADS, as well as on how relationships between the product and service activity in the manufacturing organization may affect differentiation advantage.

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“…Organizational modeling should be considered as the process of creating analogs to real objects or processes, which allows isolating the key properties and essential characteristics that correspond to the simulated objects (Visnjic, Ringov & Arts 2019). This does not take into account minor properties and characteristics.…”

Section: Organizational Model For the Technology Integration Developmentmentioning

confidence: 99%

Models of Technological Integration Development

Miller

2020

Proceedings of the 25th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Mana

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Issues of scientific and technological development of the economy, increasing its competitiveness, including various aspects of technological integration, are the subject of foreign and domestic research. At the same time, technological integration is considered as a key direction of the new industrial and scientific-technical policy, as a means of transition to the digital economy, to production processes with higher added value, as a means of establishing a constructive dialogue between industrial enterprises and science. The key problem is the inability to meet the growing demand for products, to stop the critical decline in the share of domestic products in the domestic market and to neutralize the threat of loss of national security of the country. In order to achieve sustainable economic growth, it is necessary to develop state policies aimed at creating new economic institutions. At the same time, it should be emphasized that new sectors of the economy, as priority areas of scientific and technological development, should become the main consumers of scientific and technical products. The purpose of the article is to study the problems of modeling the development of technological integration in the context of priority scientific and technological development of the Russian economy. The article uses a wide range of general scientific methods: analysis and synthesis, grouping, typing, modeling, economic-statistical and graphical. The main methodological approaches used in the article are: structural-functional, instrumental and process approaches, which are reflected in the scientific and practical material of the general theory of systems, the theory of organization. The processes of formation and development of technological integration represent an insufficiently researched area. The reason for this is, on the one hand, the relative novelty of this economic phenomenon, and, on the other hand, the lack of theoretical and methodological tools for modeling the development of technological integration. The study provides a theoretical justification for the organizational model of technological integration development as a dynamic set of interrelated modules: management and coordination; structure; processes; resources, the purpose of which is to achieve the strategic goals of participants in technological integration. There was proved a process model of technological integration development, and there was carried out its decomposition, which allows us to identify the main, supporting and regulatory processes of participants in technological integration. The combination of these models helps to manage these processes in order to achieve maximum efficiency of the modern economy.

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Which Service? How Industry Conditions Shape Firms’ Service‐Type Choices

Cited by 53 publications

References 123 publications

The Relative Effects of Business-to-Business (vs. Business-to-Consumer) Service Innovations on Firm Value and Firm Risk: An Empirical Analysis

The Relative Effects of Business-to-Business (vs. Business-to-Consumer) Service Innovations on Firm Value and Firm Risk: An Empirical Analysis

Advanced services and differentiation advantage: an empirical investigation

Models of Technological Integration Development

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