Refine
Year of publication
Document Type
- Article (1)
- Part of a Book (1)
- Conference Proceeding (34)
Language
- English (36) (remove)
Is part of the Bibliography
- no (36)
Keywords
- 02 (3)
- 03 (3)
- Asset Management (1)
- Auction Mechanism (1)
- Automobilindustrie (1)
- Business Model (1)
- Business Related Services (1)
- CMM (1)
- Case study research (1)
- Co-creation (1)
- Condition Monitoring (1)
- Coordination Need (1)
- Cost Calculation (1)
- Customer Success Management (1)
- Customer success managementl (1)
- Data-based pricings (1)
- Data-driven services (1)
- Dienstleistung (1)
- Dienstleistungsentwicklung (1)
- Dienstleistungsmanagement (1)
- Digitaler Schatten (1)
- Digitalisation (1)
- Digitalisierung (1)
- Distribution management (1)
- Do-it-together (1)
- Energietechnik (1)
- Erfolg (1)
- Erfolgsfaktor (1)
- Geschäftsmodelle (1)
- Heuristik (1)
- IH-Check (1)
- Industrial Production Companies (1)
- Industrie 4.0 (3)
- Informationslogistik (1)
- Instandhaltung (3)
- Instandhaltungsassessment (1)
- Instandhaltungsstrategien (1)
- Instandhaltungstools (1)
- Intelligentes Werkzeug-Maschine System (1)
- Investment Scenarios (1)
- IoP (1)
- Komplexität (1)
- Konfiguration (1)
- Kosten (1)
- Leistungssysteme (1)
- Maintenance (1)
- Maintenance Services (1)
- Manufacturing (1)
- Manufacturing Companies (1)
- Manufacturing firms (1)
- Modularization (1)
- Morphological framework (1)
- MyCarEvent (1)
- Netzwerkmanagement (1)
- Platform (1)
- Pricing (1)
- Product Service Systems (1)
- Product-Service Systems (1)
- Product-as-a-service business (1)
- Product-service system (1)
- Produkt-Service-System (1)
- Produktivität (2)
- Reference Model (1)
- Reference data model (1)
- Reference model (1)
- Regulatory framework (1)
- Reifegradmodell Instandhaltung (1)
- Remote-Service (1)
- Resources (1)
- Ressourcen (1)
- Revenue model (1)
- Risikomanagement (1)
- SCOR (1)
- Sales management (1)
- Sales organization (1)
- Service Engineering (1)
- Service Transformation (1)
- Service modules (1)
- Service-Dominant Logic (1)
- Servicemanagement (1)
- Servitization (1)
- SiZu (1)
- Simulation (2)
- Smart product service system (1)
- Smart product service systems (1)
- Solution Provider (1)
- Structural Model (1)
- Subscription (1)
- Subscription Business (1)
- Subscription business (2)
- Subscription economy (1)
- Subskription (1)
- Supply Chain (1)
- System Dynamics Simulation Model (1)
- Task-oriented Reference Model (1)
- Tele-Service (1)
- Transformation (1)
- Value-based Pricing (1)
- Value-based pricing (1)
- Value-in-Use (1)
- Value-in-use (2)
- Virtuelle Organisation (1)
- Windenergie (1)
- acquisition cycle (1)
- asset management (1)
- capability maturity model (1)
- case study research (1)
- characteristic curves (1)
- companies (1)
- complexity management (1)
- complexity theory (1)
- criticality analysis (1)
- customer (1)
- customer productivity (1)
- customer suitability (1)
- data analytics (1)
- data value (1)
- data value assessment (1)
- data-driven services (1)
- design fields (1)
- digital products (1)
- digital shadow (2)
- digitalization (1)
- e.GO (1)
- enterprise social network (1)
- evaluation (1)
- everything-as-a-service (1)
- external factor (1)
- framework (1)
- guidelines (1)
- human-technology-organisation concept (1)
- improvement program (1)
- industrial services (1)
- industrielle Dienstleistung (1)
- industrielle Dienstleistungen (1)
- information logistics model (1)
- intelligent support system (1)
- internet of production (1)
- lean management for service industries (1)
- machinery and plant engineering (1)
- maintenance (1)
- maintenance management (1)
- manufacturing companies (1)
- manufacturing industry (1)
- morphology (1)
- performance (1)
- performance management (1)
- portfolios (1)
- process industries (1)
- product service systems (1)
- production systems (1)
- productivity (1)
- reliability (1)
- rev (9)
- risk analysis system (1)
- risk management (1)
- service (1)
- service process (1)
- service production (2)
- service productivity (1)
- service range complexity (1)
- simulation (1)
- smart product service systems (1)
- social network (1)
- social software (1)
- socio-technical system (1)
- stress (1)
- subscription business (1)
- subscription business models (2)
- system dynamics (1)
- task model (1)
- value based maintenance (1)
- value-based pricing (1)
- variant-creating factors (1)
Institute
- Dienstleistungsmanagement (36) (remove)
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.
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.
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.
Competitive differentiation in the manufacturing sector is no longer based on product and service innovations alone but on the ability to monetize the usage phase of products and services. To this end, manufacturers are increasingly looking at so-called subscription business models as a way of supplementing the traditional sale of products and services. Since supplier success in the subscription business is directly dependent on customer success, the setup and expansion of a so-called Customer Success Management (CSM) is required. While CSM has already been established in the software industry for several years, companies in the manufacturing sector are often still in the conceptual phase of a CSM, parallel to the setup and expansion of their subscription business. Therefore, this paper aims to support the set-up of a CSM by providing a reference data model, based on case study research, that can be used to support the organizational or daily CSM tasks and to serve as a blueprint for conceptualizing CSM-specific IT systems.
Industrial companies are moving to a solution driven business by offering smart product service systems (Smart PSS). In addition to an existing portfolio of physical goods and technical services, companies develop new digital services and combine all three offerings to an integrated digital solution business. While the development of new digital services does not pose any major challenges for companies, the successful sale of Smart PSS does. Due to changing customer requirements and value propositions of a solution, the sale of Smart PSS requires new design principles for the sales organization compared to the simple sale of physical goods or technical services. While there are already many publications on the topic of industrial sales in research, the description of Smart PSS in particular represents a new field of research. The combination of both topics is therefore not only interesting from a theoretical point of view, but also has a particularly high practical relevance and impact for industrial companies. This paper therefore describes on the one hand, which characteristics can be used to derive customer requirements for Smart PSS and on the other hand, which effects these requirements have on the sales organization of the industrial company. The design principles give recommendations for the organizational structure, the resources, the information systems and the culture of the company depending on the targeted customer type. In order to identify and describe both the customer requirements and the design principles, two morphological boxes were developed based on a literature research and semi-structured interviews with industrial companies. The paper gives an outlook on the different characteristics of the design recommendations and describes first best practices for the successful transformation of the sales organization.
Pricing is one of the most important, but underestimated tools, to enhance a company's profitability. Especially in the furniture sector, customers place a special interest in cost-efficient products and easy processes. Individualised and sustainable furniture can help to create a unique selling point and deliver real value to the customers. Therefore, a platform to create designs together is needed and can involve several stakeholders in the design and production phase. However, in order to include several stakeholders, the pricing and revenue model need to reflect individual needs and be a benefit to all. In this paper, the initial situation and potential revenue model options will be presented. Furthermore, multiple scenarios for practical use will be discovered and an overview given.
In order to cope with the challenges of an increased demand for flexibility, quality and availability of production, maintenance measures provide a major competiveness factor for manufacturing companies. Yet, interdependencies between maintenance and production activities as well as differing target systems within the functional units of an enterprise, especially production and maintenance, raise needs for extended coordination efforts. This paper aims to develop an innovative approach for the coordination between maintenance and production activities for industrial production companies. To achieve this, the novel coordination mechanism is used. It helps to achieve maximised operational availability— for a maximised output of the production system at optimal costs. Based on the developed model, the present paper identifies findings regarding the impact of different maintenance strategies on the medium-term economic efficiency of the production system.
Increasing productivity in product-service systems is a vital success factor for industrialized economies and individual businesses. The service production is typically described as an integrated value chain setting, in which the provider and the customer are co-creators.
This paper embraces a characteristic curve model in order to illustrate the influence of the customer on the productivity of service production. The characteristic curves are derived from a system dynamics simulation model for a synchronized takt-based service production. In conclusion this research leads to designs recommendations for service production systems in order to reduce lead times and increase adherence to delivery dates.
The growth of installed wind capacities generated a market with a huge variety of service offers for operation & maintenance of wind turbines. Different parties like manufacturers, component suppliers as well as independent service providers compete for the attractive after sales market. An innovative service offer which seems to meet the customers’ requirements is the guarantee of availability for wind turbines. However, these service providers are facing new challenges regarding their performance potentials and their financial risks occurring from possible penalties. Service providers have to reconsider their preparedness of performance, their new occurring financials risks, their cooperation and qualification level as well as their localization of service bases. To be able to quantify these new challenges and risks a simulation model has been designed in the context of a German research project named “WinServ”.
Remote services are services enabled by information and communication components and therefore do not require the physical presence of a service technician at the service object to provide a task. The impact of remote service on the capital goods industry has been increasingly significant over the recent yeas. Still many companies struggle with developing and implemenling successful business model, for remote service. This leads to a lot of unaccomplished benefits for the customer as well as for the companies themselves. A survey throughout companies in Ihe industrial machine and plant production sector was conducted in order to determine what successful companies do differently from those that cannot efficiently implement remote service business models.
The study presented in this chapter identifies key suceess factors of companies that effectively implemented remote services for their products. In order to identify the successful companies a scale for measuring remote service success was developed. Only by the use of this scale further findings regarding the success factors were possible. Key findings include the fact that successful companies actively market their remotle service to their customers. Generally they try to approach their remote service business from the operating company's perspective.