Steering Manufacturing Firms towards Service Business Model Innovation
Steering Manufacturing Firms towards Service Business Model Innovation
复制标题
DOI：
10.1525/cmr.2013.56.1.100
复制
发表时间：
2013-11
影响因子：
10
通讯作者：
Ivanka Visnjic Kastalli;Bart van Looy;A. Neely
中科院分区：
文献类型：
--
作者：
Ivanka Visnjic Kastalli;Bart van Looy;A. Neely
越来越多的制造企业开始将服务作为创造和获取价值的新方式。尽管有潜在的好处，许多新的产品服务提供商仍难以有效地部署服务活动，尤其是因为他们未能在绩效管理系统中反映服务活动的存在。本文报告了深入案例研究的结果，该研究探讨了制造商如何引导向服务的过渡。它表明，制造企业需要强调服务活动市场绩效的两个独立但相关的维度：“服务采用”，反映购买制造商服务的客户比例；和“服务覆盖范围”，表明客户选择的服务要素的范围或服务合同的全面性。这两个反映服务市场表现的指标应该辅以一个“互补性指数”，旨在揭示产品和服务之间的关系是增强关系还是替代关系。这些指标结合起来，使制造企业能够以集成和可持续的方式部署基于服务的商业模式。
Increasingly, manufacturing firms are turning to services as a new way of creating and capturing value. Despite its potential benefits, many new product-service providers struggle to deploy service activities effectively, not least because they fail to reflect the presence of service activities in their performance management systems. This article reports the results of an in-depth case study, which examines how manufacturers can steer the transition towards services. It shows that manufacturing firms need to emphasize two separate but related dimensions of the market performance of service activities: “service adoption,” reflecting the proportion of customers who purchase the manufacturer's services; and “service coverage,” signaling the range of service elements or the comprehensiveness of the service contract that customers opt for. These two indicators, reflecting service market performance, should be supplemented with a “complementarity index” designed to disclose whether the relationship between products and services is reinforcing or substitutive. When combined, these indicators allow manufacturing firms to deploy a service-based business model in an integrated and sustainable manner.