Servitization, digitization and supply chain interdependency
TL;DR: In this article, the authors empirically explored how digital disruption has affected Business-to-Business (B2B) interdependencies and proposed that upstream firms can still capture additional value through digital service if their servitized offer includes difficult to imitate elements.
About: This article is published in Industrial Marketing Management.The article was published on 2017-01-01 and is currently open access. It has received 416 citations till now. The article focuses on the topics: Supply chain & Supply chain management.
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TL;DR: In this article, the authors identify three stages of digital transformation: digitization, digitalization, and digital transformation, and delineate growth strategies for digital firms as well as the assets and capabilities required in order to successfully transform digitally.
1,072 citations
TL;DR: This work develops a conceptual framework that connects Servitization and Industry 4.0 concepts from a business model innovation (BMI) perspective and discusses different levels of complexity for the implementation of these configurations.
490 citations
TL;DR: It is found that IoT is foundational to any service transformation, although it is mostly needed to become an availability provider, and PA is essential for moving to the performance provider profile.
Abstract: The role of digital technologies in service business transformation is under-investigated. This paper contributes to filling this gap by addressing how the Internet of things (IoT), cloud computing...
411 citations
Cites background from "Servitization, digitization and sup..."
...…2009; Belvedere, Grando, and Bielli 2013; Coreynen, Matthyssens, and Van Bockhaven 2017) by enabling novel product service offerings (Lerch and Gotsch 2015), transforming the structure of supply chains (Vendrell-Herrero et al. 2016) and reshaping industry competition (Porter and Heppelmann 2014)....
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...The literature is in agreement that digital technologies (hereafter DTs) facilitate the service innovation of manufacturers (Neu and Brown 2005; Kindström and Kowalkowski 2009; Belvedere, Grando, and Bielli 2013; Coreynen, Matthyssens, and Van Bockhaven 2017) by enabling novel product service offerings (Lerch and Gotsch 2015), transforming the structure of supply chains (Vendrell-Herrero et al. 2016) and reshaping industry competition (Porter and Heppelmann 2014)....
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TL;DR: In this paper, an analysis of three successful IoT implementation cases in manufacturing companies, representing different industry sectors such as metal processing, power generation and distribution, is provided, and the results of the empirical research presented in the paper provide an insight into different ways of creating value in servitisation.
346 citations
TL;DR: In this paper, a causal relationship between the degree of openness and performance of companies with Industry 4.0 is analyzed. But, the authors do not consider the impact of enabling technologies on the performance of local manufacturing units.
343 citations
References
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TL;DR: Relationship marketing, established, developing, and maintaining successful relational exchanges, constitutes a major shift in marketing theory and practice as mentioned in this paper, after conceptualizing relationship relationships as a set of relationships.
Abstract: Relationship marketing—establishing, developing, and maintaining successful relational exchanges—constitutes a major shift in marketing theory and practice. After conceptualizing relationship marke...
19,920 citations
TL;DR: In this paper, the authors explore the significance of business models and explore their connections with business strategy, innovation management, and economic theory, and understand how the enterprise can organize to best meet customers' needs, get paid for doing so, and make a profit.
6,242 citations
"Servitization, digitization and sup..." refers background in this paper
...Business models reflect consumer's requirement, how value is delivered, consumer lock-in, processes of value capture and profit generation (Teece, 2010)....
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Book•
01 Jan 1985
TL;DR: Most general managers know that the revolution is under way, and few dispute its importance as mentioned in this paper, however, they don't know how to take advantage of this knowledge and their ability to become involved in the management of new technology.
Abstract: Most general managers know that the revolution is under way, and few dispute its importance. As more and more of their time and investment capital is absorbed in information technology and its effects, executives have a growing awareness that the technology can no longer be the exclusive territory of EDP or IS departments. As they see their rivals use information for competitive advantage, these executives recognize the need to become directly involved in the management of the new technology. In the face of rapid change, however, they don’t know how.
4,800 citations
"Servitization, digitization and sup..." refers background in this paper
...The linkages between the systems of interdependent activities that compose a product's supply chain create the structures of power and therefore the resolution of the trade-offs created within these linkages provides a source of firm competitive advantage (Porter, 1985)....
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TL;DR: The role of the business model in capturing value from early stage technology has been explored in this paper, where the authors explore the intellectual roots of the concept, offer a working definition and show how the Xerox Corporation arose by employing an effective business model to commercialize a technology rejected by other leading companies of the day.
Abstract: This paper explores the role of the business model in capturing value from early stage technology. A successful business model creates a heuristic logic that connects technical potential with the realization of economic value. The business model unlocks latent value from a technology, but its logic constrains the subsequent search for new, alternative models for other technologies later on—an implicit cognitive dimension overlooked in most discourse on the topic. We explore the intellectual roots of the concept, offer a working definition and show how the Xerox Corporation arose by employing an effective business model to commercialize a technology rejected by other leading companies of the day. We then show the long shadow that this model cast upon Xerox’s later management of selected spin-off companies from Xerox PARC. Xerox evaluated the technical potential of these spin-offs through its own business model, while those spin-offs that became successful did so through evolving business models that came to differ substantially from that of Xerox. The search and learning for an effective business model in failed ventures, by contrast, were quite limited.
3,372 citations
TL;DR: Online feedback mechanisms harness the bidirectional communication capabilities of the Internet to engineer large-scale, word-of-mouth networks as discussed by the authors, which has potentially important implications for a wide range of management activities such as brand building, customer acquisition and retention, product development and quality assurance.
Abstract: Online feedback mechanisms harness the bidirectional communication capabilities of the Internet to engineer large-scale, word-of-mouth networks. Best known so far as a technology for building trust and fostering cooperation in online marketplaces, such as eBay, these mechanisms are poised to have a much wider impact on organizations. Their growing popularity has potentially important implications for a wide range of management activities such as brand building, customer acquisition and retention, product development, and quality assurance. This paper surveys our progress in understanding the new possibilities and challenges that these mechanisms represent. It discusses some important dimensions in which Internet-based feedback mechanisms differ from traditional word-of-mouth networks and surveys the most important issues related to their design, evaluation, and use. It provides an overview of relevant work in game theory and economics on the topic of reputation. It discusses how this body of work is being extended and combined with insights from computer science, management science, sociology, and psychology to take into consideration the special properties of online environments. Finally, it identifies opportunities that this new area presents for operations research/management science (OR/MS) research.
2,519 citations