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Digital Servitization is one of the significant trends affecting the manufacturing industry. Companies try to tackle challenges regarding their differentiation and profitability using digital services. One specific type of digital services are smart services, which are digital services built on data from smart products. Introducing these kinds of offerings into the portfolio of manufacturing companies is not trivial. Moreover, they require conscious action to align all relevant capabilities to realize the respective business goals. However, what capabilities are generally relevant for smart services remains opaque. We conducted a systematic literature review to identify them and extended the results through an interview study. Our analysis results in 78 capabilities clustered among 12 principles and six dimensions. These results provide significant support for the smart service transformation of manufacturing companies and for structuring the research field of smart services.
This chapter examines the question of the contribution of smart services for companies and the implications this has for the management of these business models. The chapter starts by outlining the different terminology used to describe smart services and introduces a business-driven view on the digitalization strategy of a company. The characteristic features of digital business models are explained as well as their implications for the management of smart service organizations. [https://link.springer.com/chapter/10.1007/978-3-030-58182-4_4]
Companies are transforming from transactional sales to providing solutions for their customers. Mostly, smart products, enabling companies to enhance their products by providing smart services to their customers, are a key building block in this transformation. However, the development of a smart product requires many digital skills and knowledge, which regular companies do not have. To facilitate the design and conceptualization of smart products, this paper presents a use-case-based information systems architecture prototype for smart products. Furthermore, the paper features the application and evaluation of the architecture on two different smart product projects. The use of such an architecture as a reference in smart product development serves as a huge advantage and accelerator for inexperienced companies, allowing faster entry into this new field of business. [https://link.springer.com/chapter/10.1007/978-3-031-14844-6_16]
Service Engineering Models
(2019)
Since the field of service engineering emerged in the late 20th century, the service industry has undergone drastic changes. Among the reasons for these changes is the increasing digitalization, which has made it difficult for companies to successfully develop new service offerings. While numerous service engineering models are available to provide guidance during the design of new services, many of them cannot keep up with the requirements of today’s economic environment. The present paper examines the requirements that service engineering models need to meet in order to be suitable guidelines for the digital age. To this end, the introduction illustrates how digitalization has changed the service industry. Afterwards, selected service engineering models and related norms are presented. Finally, a set of requirements for modern service engineering models derived from best practices from recent years is introduced.
Traditional manufacturing companies increasingly launch data-driven services (DDS) to enhance their digital service portfolio. Nonetheless, data-driven services fail more often than traditional industrial services or products within the first year on the market. In terms of market launch, their digital characteristics differ from traditional industrial services and thus need specific structures and actions, which companies currently lack. Therefore, a process guideline for a six-month market launch phase of DDS is developed. The guideline relies on analogies from product, service and software launches based on the latest literature from service marketing and successful practices from various industries. Finally, the guideline is evaluated within five industrial case studies. Thus, the guideline provides scientific research insights regarding the market launch process of DDS and adds to the research of service marketing. It provides practical guidance for manufacturing companies by serving as a reference process for the market launch and offering a collection of successful practices within this area. [https://link.springer.com/chapter/10.1007/978-3-030-00713-3_14]