Business models in servitization

This chapter sheds light on the different business models of manufacturing companies that have servitized their business operations. This chapter presents four distinctive yet simultaneously pursued business models for servitized manufacturers: (1) the product business model, (2) the service-agreement business model (3) the process-oriented business model, and (4) the performance-oriented business model. Depending on the direction taken, dedicated customer needs targeted, value propositions adopted, and services and solutions provided, a servitized manufacturer should decide which business model(s) the firm will adopt with different customers.fi=vertaisarvioitu|en=peerReviewed

To servitize is to (re)position : utilizing a Porterian view to understand servitization and value systems

Drawing on the case of a global servitizing company in the ship power industry, we use a Porterian toolkit for analyzing the implications of industry power and its consequences on firm vertical (re)positioning within the value system. Whereas repositioning has been seen as a way of moving closer to customers and obtaining new competencies, strategic moves aimed at increasing companies’ sphere of influence were neglected. This chapter illustrates how the power approach to repositioning, through different alternative mechanisms, complements the widespread capability view and contributes to value system analysis in servitization.fi=vertaisarvioitu|en=peerReviewed