A resource-based view and dynamic capabilities approach in the context of a region’s international attractiveness: The recent case of Western Australia

This exploratory study proposes a framework based on the resource view theory and the dynamic capabilities approach to further the understanding of a region’s attractiveness, particularly from an international perspective. The case of Western Australia is examined through in-depth, face-to-face interviews with nine country consuls experienced in international trade. The findings revealed significant ways in which Western Australia could enhance its future commercial appeal. The findings revealed the value of synergies between this state and other countries, particularly exchanging expertise, transferring knowledge, or exporting know-how, education, both university and industry-focused, research and development and expertise. These forms of regional attractiveness emphasise the strategic role of industry resources and dynamic capabilities, thus, underscoring the usefulness and applicability of the proposed framework. While the state’s mineral exports will continue to drive its economy, harnessing its potential in other areas is crucial to adapt to changing business environments and to build sustained competitive advantage. © 2018, The Author(s) 2018

Exploring the journey to services

Firms are increasingly providing services to complement their product offerings. The vast majority of studies on the service journey, also known as servitization or service transition, examine the challenges and enablers of the process of change through cases studies. Investigations that provide an in-depth longitudinal analysis of the steps involved in the service journey are much rarer. Such a detailed understanding is required in order to appreciate fully how firms can leverage the enablers while overcoming the challenges of servitization. This study investigates what does a service journey look like? It analyzes in some detail the actual service journeys undertaken by three firms in the well-being, engineering and learning sectors. The paper offers four contributions. First, in the change literature, there are two dominant theories: The punctuated equilibrium model and the continuous change model. This study demonstrates that servitization follows a continuous change rather than a punctuated equilibrium. It shows that such continuous change is neither logical nor structured but much more emergent and intuitive in nature. Second, the study provides empirical evidence to support a contingency view of the dominance and sequencing of the different process models of change across the change journey. Third, this research shows the pace of service development and when the coexistence of basic, intermediate and complex services occurs. Finally, it contributes to the literature in the service field by presenting three actual service journeys and the associated seven stages of the service strategy model that organizations should consider when managing their service journeys

Data Gained from Smart Services in SMEs–Pilot Study

Nowadays, manufacturing companies increasingly invest in servitization by adopting ‘smart services’ enabled by connected product-service systems enabling data exchange between the customer and the service provider. Managing the transition toward smart services is not easy, especially among SMEs as many businesses struggle with lack of money, insufficient digital technologies, unskilled employees or gathering and using the proper data. The research presented in this paper is divided into two parts. The quantitative part focuses on researching possible correlations between business performance and the use of company IT systems among sixty Czech electrotechnical SMEs. The other part consists of a qualitative multi-case study and was conducted among seven Czech electrotechnical SMEs which have already started with smart service development. The findings indicate that companies gather and use the data in very different ways. They provide information to their customers, but also use information for themselves. The study is unique in highlighting the problems of smart services in small and medium manufacturers. Moreover, it investigates the gathering and the data usage gained from smart services in SMEs.Nowadays, manufacturing companies increasingly invest in servitization by adopting ‘smart services’ enabled by connected product-service systems enabling data exchange between the customer and the service provider. Managing the transition toward smart services is not easy, especially among SMEs as many businesses struggle with lack of money, insufficient digital technologies, unskilled employees or gathering and using the proper data. The research presented in this paper is divided into two parts. The quantitative part focuses on researching possible correlations between business performance and the use of company IT systems among sixty Czech electrotechnical SMEs. The other part consists of a qualitative multi-case study and was conducted among seven Czech electrotechnical SMEs which have already started with smart service development. The findings indicate that companies gather and use the data in very different ways. They provide information to their customers, but also use information for themselves. The study is unique in highlighting the problems of smart services in small and medium manufacturers. Moreover, it investigates the gathering and the data usage gained from smart services in SMEs

Service Innovation in Industrial Contexts

Both academics and practitioners emphasize the importance for product firms of pursuing service innovation. Despite a strategic focus on service-led growth, however, many firms struggle to succeed with their service innovation initiatives. In order to increase our understanding of the nature of service innovation in product firms, this chapter discusses the specificities in, and dynamics of, service offerings, service processes, and business models in industrial contexts. First, it outlines key differences between new product development and new service development, and highlights issues like sales and delivery, which firms frequently fail to accomplish. While product development is generally ‘back heavy’ with many resources required for prototyping and technology development, service development is more ‘front heavy’ with more weight placed on market introduction, pilot testing, and securing the skills, systems, and infrastructures for sales and delivery. In terms of service offering innovation, a taxonomy based on service focus and revenue model is presented. In order to better understand service process innovation, Larsson and Bowen’s (1989) service design typology is then revisited. Finally, common service business model archetypes are introduced and discussed

A Framework to Support Value Co-creation in PSS Development

International audienceThe design of innovative offers involves deep collaboration between the provider and the customer to create higher value than in traditional offers. Product-Service Systems (PSS) are bundles of products and services and constitute innovative offers designed to fit complex customer needs. The academic literature on PSS development has a strong focus on the provider perspective, and only a few works address customer involvement in the process of value co-creation. This paper proposes a methodological framework composed of a customer view and a provider view, highlighting the interface between them, in which value co-creation takes place. The proposed framework aims at supporting the collaboration process between the customer and the provider during the entire PSS development. The framework has been built within a R&D project in a French company called Vibratec

Industrieunternehmen und die Transformation von Geschäftsmodellen im Kontext der Digitalisierung - Eine empirische Studie über die Auswirkungen anhand des Business Model Canvas

The paper examines the impact of digitization on industrial companies’ business models in the context of the development of integrated, data-based product service packages. Examples of this are manufacturers of automation robots that offer their customers digital services for intelligent control, optimization or maintenance in addition to their core physical product. By analyzing the data generated during ongoing operations, it is possible to create new customized solutions and thus generate additional customer benefits. Industrial companies can thus generate decisive competitive advantages and open up new markets by developing digital business models. The paper first examines the effects of digitization on industrial companies’ business models and uses the Business Model Canvas as an established method for business model development to present and evaluate them in a structured way. On the basis of five interviews with experts from leading companies in various key industries, key impacts, the resulting challenges, and practical recommendations for action are discussed and derived. The developments associated with digitization are illustrated by a case study based on the example of Mitsubishi Electric. The paper introduces practitioners to the effects of the digital transformation of business and provides starting points for the transition to digital, hybrid value creation