What brings the value to outcome-based contract providers? Value drivers in outcome business models
What brings the value to outcome-based contract providers? Value drivers in outcome business models
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DOI：
10.1016/j.ijpe.2016.12.008
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发表时间：
2017-10
影响因子：
12
通讯作者：
I. Visnjic;Marin Jovanovic;A. Neely;M. Engwall
中科院分区：
文献类型：
--
作者：
I. Visnjic;Marin Jovanovic;A. Neely;M. Engwall
基于结果的合同 (OBC) 通常被视为产品公司提供的最先进的服务水平。为了提供 OBC，产品公司必须从传统的产品商业模式 (PBM) 转向采用成果商业模式 (OBM)。这是一个重大变革，重新安排了他们的活动体系，从而深刻改变了他们的价值创造过程。文献很少告诉我们这种变化意味着什么，以及 OBC 提供商在采用成果商业模式时关注的关键价值驱动因素。为了解决这个主题，我们研究了最近开始提供高度先进形式的 OBC 的四家全球资本设备制造商：庞巴迪、卡特彼勒、日立和劳斯莱斯。我们了解到，除了效率、新颖性、锁定性和互补性等公认的价值驱动因素外，OBC 提供商还从我们所标记的责任价值中获取价值。其次，OBM 中的价值驱动因素比传统 PBM 中的价值驱动因素更加多样化。第三，虽然在 PBM 中，价值驱动因素之间存在权衡，但在 OBM 中，价值驱动因素是相辅相成的，因为它们创造了协同相互作用。然而，与此同时，当企业开始提供 OBC 并转向 OBM 时，它们就会面临一些价值损失的来源。我们通过将 OBM 文献与更广泛的价值创造文献联系起来并识别 OBM 背景中出现的（特定）价值驱动因素以及它们之间的关系来为文献做出贡献。
Outcome-based contracts (OBCs) are frequently seen as the most advanced level of service offering that product firms offer. To deliver OBCs, product firms have to shift from the traditional product business model (PBM) to adopting an outcome business model (OBM). This constitutes a major change that rearranges their activity system and therefore profoundly changes their value-creation process. The literature tells us little about what this change entails andthe key value drivers that OBC providers focus on as they adopt outcome business models.To tackle this topic, we study four global capital equipment manufacturers that recently started to offer highly advanced forms of OBC: Bombardier, Caterpillar, Hitachi and Rolls Royce. We learn that, apart from recognized value drivers, such as efficiency, novelty, lock-in and complementarity, OBC providers draw value from what we have labelledaccountability value. Second, the value drivers are more diverse in OBMs than in traditional PBMs. Third, while in PBMs there is a trade-off between value drivers, in OBMs value drivers are mutually reinforcing, as they create a synergistic interplay. At the same time, however, firms are exposed to some sources of value loss as they start providing OBCs and shift to OBMs. We contribute to the literature by connecting the OBM literature with the broader value-creation literature and identifying (specific) value drivers as they appear in the OBM context, as well as the relationships among them.