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[Der Sammelband] Widmet sich den in Wissenschaft und Praxis aktuell intensiv diskutierten Fragestellungen zu Smart Services. Befasst sich mit Geschäftsmodellen, Erlösmodellen und Kooperationsmodellen von Smart Services. Geht auf branchenspezifischen Besonderheiten von Smart Services ein. (link.springer.com)
Monetizing Industry 4.0: Design Principles for Subscription Business in the Manufacturing Industry
(2019)
Subscription business models have a major role for monetizing products and services for manufacturing companies in the age of Industry 4.0. As the manufacturing industry has difficulties generating revenues through digitalization, the implementation of innovative business models are essential to remain successful. Physical assets are often capital-intensive and require a more complex manufacturing process than subscription business models. Moreover, subscription models can focus on the individual customer benefit and a consistent service transformation, constituting a unique selling proposition and a competitive advantage. Hence, the following paper provides a management model that enables manufacturing companies to successfully realize the transformation towards a subscription business model. The management model presents four major fields of action, each matched with one design principle that must be considered when dealing with subscription models in the manufacturing industry. These principles were determined by an in-depth case study analysis among various manufacturing companies. Opportunities, challenges and recommendations for action were then systematically derived and integrated into the management model.
Subscription business models provide an important component for monetizing the potential of Industrie 4.0. Subscription business is based on a long-term and participative business relationship between customer and provider. However, only digitalization offers the necessary framework conditions to realize the characteristic recurring and performance-based billing, and to ensure the necessary transparency about the usage phase of products as well as continuous performance improvements in the customer process. Against this background, companies must not only recognize the much-cited potential that lies in the total dedication to the success of individual subscription customers. Rather, the central obstacles must be addressed, examined, and subsequently overcome in a targeted manner in order to successfully establish subscription business models and place them on the market.
Industry 4.0 and Smart Maintenance represent a great opportunity to make manufacturing and maintenance more effective, safer, and reliable. However, they also represent massive change and corresponding challenges for industrial companies, as many different options and starting points have to be weighed and the individual right paths for achieving Smart Maintenance need to be identified. In our paper, we describe our approach to evaluating maintenance organizations in a case study for the oil and gas industry, developing a shared vision for the future, and deriving economical and effective measures. We will demonstrate our approach, by showcasing a specific example from the oil and gas industry, where a need for action on HSE-relevant critical flanges in the company's piping systems was identified. We describe the steps, that were taken to identify the need for action, the specifications of the project and the criticality analysis of the piping system. This resulted in the derivation of a digitalization measure for critical flanges, which was first commercially analyzed and then the flanges were equipped with a continuous monitoring solution. Finally, a conclusion is drawn on the performed procedure and the achieved improvements.
Through data-based insights into customer behavior, products and service offers can be improved. For manufacturing companies, smart product-service systems (SPSS) offer the possibility to collect customer data during the usage phase of the product. As the focus on customer analytics is too often on sales and marketing, SPSS are overlooked as a source of customer data. However, manufacturing companies need to integrate data from all interactions with their customers along the complete customer journey to achieve a holistic data-based view of the customers. To identify these interactions and the customer data derived from them, the concept of a digital shadow will be applied to the customer journey. The projected results for the presented work in progress are a reference process model for the customer journey in manufacturing and a data model of the customer data created along this process.
Industrial food production represents one of the largest industries, accounting for a share of ten percent of the world’s gross domestic product. Simultaneously, it is responsible for 26 percent of global greenhouse gas emissions. Due to increasing CO2 taxes and population’s call for sustainability and CO2 reduction, it is facing challenges in terms of economic profitability and stakeholder demands. These challenges could partly be overcome by participating in data ecosystems in which data are refined as data products, understood, exchanged and monetized as economic goods. Despite large amounts of data, collected parenthetically along the value chain in food production, potentials of data analytics and data ecosystems are only marginally exploited. Food production mainly focuses on traditional, product-centric business models. This work shows the conceptualization of a data ecosystem for food production, enabling data-based business models. Therefore, resources, ac- tors, roles and underlying relationships of future ecosystem are analyzed. Building on these, corresponding architectural and analytical artifacts that support data ecosystem exploitation are presented. A food production data ecosystem is exemplified by applying data analytics to compressor data, which reveals high potentials for CO2 reduction.
The rapid developments in information and communication technology enable new bus iness models that are based on digital platforms. Marketplaces such as Amazon or Airbnb have already adapted this business model to connect previously unconnected supply-side and demand-side to conduct a business transaction via a digital platform. Due to Industrie 4.0 and the rapid technological development that comes with it, digital platforms have entered the market within the area of the mechanical engineering. Different platform types exist, such as marketplaces for machine equipment or digital data platforms for connected machines. Although numerous companies claim to offer platform-based bus iness models, they often lack knowledge on individual business model components. To close this gap, this paper structures a variety of existing platforms based on their detail characteristics. Within this paper, existing typologies of digital platforms from other industry areas are analyzed. Case study research ofplatforms within the mechanical engineering is used to adjust these typologies and create a new one for digital platforms within the mechanical engineering.
In the food industry, a very large potential of data ecosystems is seen, in which data is understood, exchanged and monetized as an economic asset. However, despite the enormous economic potential, companies in the food industry continue to rely on traditional, product-oriented business models. Existing data in the value chain of industrial food production, e.g., in harvesting, logistics, and production processes, is primarily used for internal optimization and is not monetized in the form of data products. Especially the pricing of data products is a key challenge for data-based business models due to their special characteristics compared to conventional, analog offerings and multiple design options. The goal of this work is therefore to solve this issue by developing a framework that allows the identification of pricing models for data products in the industrial food production. For this purpose, following the procedure of typology formation, essential design parameters and the respective characteristics are derived. Furthermore, three types for pricing models of data products are shown. The results will serve not only stakeholders in the food industry but also manufacturing companies in general as input for an orientation of their databased business models.
Digitale Plattformen verfügen über das Potenzial, gesamte Branchen in kürzester Zeit grundlegend zu verändern und bislang profitable Geschäftspraktiken abzulösen. Dieses Phänomen aus dem Business-to-Consumer(B2C)-Bereich stellt auch zunehmend Unternehmen aus dem Business-to-Business(B2B)-Bereich vor einen Paradigmenwechsel. Große Technologiekonzerne wie Siemens oder Bosch haben mit Mindsphere und Bosch-IoT-Suite-Plattformen am Markt etabliert, welche diese neuen Wege der Wertschöpfung vorgeben. Kleine und mittlere Unternehmen (KMU) des Maschinen- und Anlagenbaus sind dabei dem Risiko ausgesetzt, ohne eine eigene Plattformstrategie im Wettbewerb verdrängt zu werden. Deshalb ist das Verständnis von plattformbasierten Geschäftsmodellen und deren Umsetzung elementar. Zu Beginn muss die Entscheidung getroffen werden, ob einer bestehenden Plattform beigetreten oder eine neue Plattform gegründet werden soll. Zur Entscheidungsunterstützung müssen relevante Kriterien definiert und in einem weiteren Schritt erhoben und bewertet werden. Ein Plattformbeitritt kann als Erweiterung der Digitalisierungsstrategie aufwandsarm in die bestehende Strategie integriert werden. Dahingegen ist der Aufbau einer eigenen Plattform ein aufwändiges und kostenintensives Projekt: Begonnen mit der Identifikation und Auswahl von geeigneten plattformbasierten Geschäftsmodellen, über den Aufbau eines plattformbasierten Ökosystems bis hin zu der Skalierung der digitalen Plattform. Wie KMU des Maschinenbaus diese Herausforderungen schrittweise angehen können und so ein hybrides Geschäftsmodell unter Einbezug der Möglichkeiten digitaler Plattformen umsetzen können, ist das Ergebnis dieses Forschungsprojekts. PlattformHybrid gibt KMU einen Praxisleitfaden mit Roadmap an die Hand, welcher zum einen aufzeigt, welche plattformbasierten Geschäftsmodelle im Maschinen- und Anlagenbau existieren und zum anderen, wie eine Plattformstrategie als Ergänzung zu dem bestehenden Geschäft aufgebaut werden kann.
Many industrial companies face their digital transformation. In addition to an existing portfolio of products and services, new digital services are being developed to offer a portfolio of smart product service systems (Smart PSS). While the development of new digital services is rarely a problem for the companies, the organization of sales and distribution of Smart PSS in particular is a key issue. The sales of Smart PSS differs considerably from the sales of only products or services and must therefore be designed differently in order to meet customer requirements and successfully commercialize the developed Smart PSS. This paper therefore describes how the sales organization of Smart PSS should be designed successfully in various forms. The network thinking methodology is used in combination with a case study research approach to describe the connection between the offered portfolio, the customer requirements and the different elements of a sales organization. Furthermore, four different types of a sales organization for Smart PSS are described. This paper gives a recommendation for companies on a design of their sales organizations on which practical implications may be developed.
Pricing for Smart-Product-Service-Systems in Subscription Business Models for Production Industries
(2021)
In the production industry, subscription business models have the potential to create long-term relationships where a supplier provides a continuous value-oriented service to a customer based on digitalisation. Monetising this increase in value through pricing represents a central challenge for suppliers in subscription business. Unlike the current dominant transactional business, the focus of pricing is on the value-in-use of the customer (e.g. on the increase in output for the customer). In this regard, there is so far no pricing approach for practice that allows the linking of the performance data of the customer with the periodically charged price. However, in subscription businesses, such an approach is required to create win-win situations for the customer and supplier through continuous performance improvement. Therefore, this paper develops a novel process model for pricing of smart-product-service-systems in subscription business for production industries. This process can serve as basis for suppliers of subscriptions in the production industry to align pricing with the created value-in-use. In the long term, this allows companies to systematically develop their pricing to monetise the potential of digitalisation.
This chapter addresses the market launch and sales of smart services. It opens with an introduction of the new challenges that the market launch of smart services creates for companies. Then follows the discussion of a four-phase approach to the market launch of smart services. Subsequently, successful practices are presented for this approach along eight design fields of the market launch. [https://link.springer.com/chapter/10.1007/978-3-030-58182-4_8]
Die digitale Vernetzung ist von großer Bedeutung für das Servicegeschäft im Maschinen- und Anlagenbau. Durch neue Möglichkeiten der wirtschaftlichen Datenerfassung, -speicherung und –verarbeitung können auf die Kundenbedürfnisse ausgerichtete Smart Services entwickelt werden. Diese Smart Services stellen die höchste Form datenbasierter Geschäftsmodelle dar. Unternehmen müssen diese Potenziale erkennen und relevante Handlungsfelder im Unternehmen weiterentwickeln, um erfolgreich in der Smart-Service-Welt zu agieren.
Damit Unternehmen die Potenziale von Smart Services nutzen können, müssen intelligente Objekte, technische Infrastruktur und Geschäftsmodelle kombiniert werden. Smart Services sind datenbasiert und erfordern daher eine integrierte Berücksichtigung von Hard- und Software. Sie stellen die höchste Ausbaustufe digitaler, datenbasierter Geschäftsmodelle dar. Für die erfolgreiche Entwicklung von Smart Services bedarf es daher anderer Ansätze als bei der klassischen industriellen Dienstleistungsentwicklung. In einem breit angelegten Benchmarking konnte diese Erkenntnis bestätigt werden. Als Kernergebnis wurden fünf Prinzipien für die erfolgreiche Entwicklung von Smart Services abgeleitet.
Industrial service is currently undergoing tremendous changes, largely driven by the development of new technologies, in particular the advancing digitalization. Never before have organizations had more comprehensive and insightful data assets - and never before have the opportunities to fully exploit this potential been better. However, most companies are unaware of how they can make use of this potential and which development steps are necessary to react to the current situation. To change this, a maturity-based approach was developed which describes four development stages of an industrial service company from a technological, organizational and cultural point of view. The maturity model makes it possible to develop a digital roadmap that is tailormade to each company, which helps to introduce Industrie 4.0 and transform industrial service companies into learning, agile organizations.
KVD-Service-Studie 2018
(2018)
Digitalisierung ist eine der zentralen Herausforderungen der heutigen Zeit. Aber die Digitalisierung rein technisch zu betrachten, ohne Augenmerk auf die Unternehmenskultur zu legen, wird dazu führen, dass Unternehmen die Potenziale der Digitalisierung nicht vollständig realisieren können. Wer weiterhin wettbewerbsfähig sein will, muss den Wert der Digitalisierung erkennen und sie für sein Unternehmen nutzbar machen. Aber welche Auswirkungen ergeben sich daraus für die Serviceorganisation? Um den aktuellen Stand der digitalen Kultur im Service zu erfassen, die Dimensionen zu verstehen und einen Weg für Unternehmen aufzuzeigen, liegt der Schwerpunkt der diesjährigen Service-Studie, die vom KVD zusammen mit dem FIR durchgeführt wurde, auf dem Themenkomplex Digitale Service-Kultur.
Ziel des Forschungsvorhabens CSS 2.0 war es, kleine und mittlere Unternehmen (KMU) dabei zu unterstützen, die Effizienz und Effektivität ihres Kundenservices durch den Einsatz von Social Media zu verbessern. Hierfür wurde ein Self-Assessment-Tool zur Bewertung und Prognose des Nutzenbeitrags des Social-Media-Einsatzes im Kundenservice entwickelt. Der Fokus des Forschungsvorhabens lag auf der Betrachtung des externen Social-Media-Einsatzes an der Schnittstelle zwischen Unternehmen und Kunden.
This paper contributes to an assessment framework for valuing data as an asset. Particularly industrial manufacturers developing and delivering Smart Product Service Systems (Smart PSS) are comprehensively depended on the business value derived by processing data. However, there is a lack in a framework for capturing and comparing the Smart PSS data value with the purpose of increasing the accountability of data initiatives. Therefore a qualitative data value assessment approach was developed and specified on Smart PSS, based on an industrial case study research. [https://link.springer.com/chapter/10.1007/978-3-030-57997-5_39]