Creating multi-vendor solutions: the resources and capabilities required.

Purpose – The purpose of this paper is to investigate the resources and capabilities required by manufacturers to develop and deliver multi-vendor solutions. Design/methodology/approach – A multi-case design comprising six UK-based manufacturers: two from each of the aerospace/defence, information technology and telecommunications sectors. Findings – Manufacturers can be characterized by their propensity to include products from other vendors in their solutions; single vendor solution providers (SVSPs) focus on solutions comprising their own products, while multi-vendor solution providers (MVSPs) fully embrace products from other manufacturers. Three capabilities were identified which distinguish MVSPs from SVSPs given the complexity of multi-vendor solutions (expertise specifying the solution, engineers trained in implementing/supporting the solution, partnerships with component suppliers of the solution). These capabilities are underpinned by both technical capability and impartiality in solution specification. Research limitations/implications – MVSPs need to be impartial when specifying customer solutions. They should be guided by the best interests of the customer rather than the interests of the product-based SBUs. Achieving impartiality can conflict with some manufacturers' product heritage. The research has focused on three sectors; further research is needed to test whether the findings are applicable beyond these sectors. Practical implications – Solutions are a valuable approach in creating market differentiation, although not all manufacturers will possess the resources/capabilities to be successful. Originality/value – A continuum of solution providers is proposed; SVSPs at one extreme and MVSPs at the other. The operant resource-based capability “impartiality” was identified as being particularly important to MVSPs in creating value for customers. </jats:sec

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

Industrial Service Networks erfolgreich steuern

Produzierende Unternehmen erweitern im Rahmen der Service Transition zunehmend ihr Geschäftsmodell um hybride Angebote. Die Chancen und Herausforderungen der Service Transition werden ebenso wie die Erfolgsfaktoren des Angebots industrieller Dienstleistungen in Forschung und Praxis bereits intensiv diskutiert. Wenig Beachtung finden hierbei bislang Netzwerke zur Erbringung industrieller Dienstleistungen. Obwohl jüngste Arbeiten sich mit der Konzeptualisierung von Dienstleistungsnetzwerken in einem B2B-Kontext auseinandersetzen, ist die Forschung in Bezug auf das Management von Industrial Service Networks noch nicht weit fortgeschritten. An dieser Lücke setzt der vorliegende Beitrag an. Im Rahmen einer konzeptionellen und empirisch qualitativen Analyse werden Erfolgsfaktoren der Steuerung von Industrial Service Networks aufgezeigt und Implikationen für ihr Management abgeleitet