Refine
Year of publication
Document Type
- Conference Proceeding (39)
- Part of a Book (21)
- Working Paper (3)
- Internet Paper (2)
- Article (1)
- Contribution to a Periodical (1)
- Lecture (1)
Is part of the Bibliography
- no (68)
Keywords
- 02 (5)
- 03 (4)
- Ablauforganisation (1)
- Abrechnungsmodell (1)
- Asset Management (1)
- Auction Mechanism (1)
- Aufbauorganisation (1)
- Automobilindustrie (1)
- Beschwerdemanagement (1)
- Business Model (1)
- Business Related Services (1)
- Business-Community (2)
- CMM (1)
- CRM (1)
- CRM-Systeme (1)
- Case study research (1)
- Co-creation (1)
- Community (2)
- Condition Monitoring (1)
- Condition monitoring (1)
- Coordination Need (1)
- Cost Calculation (1)
- Cost-Center (1)
- Customer Success Management (1)
- Customer success managementl (1)
- Customer-Relationship-Management (1)
- Customer-Relationship-Management-Systeme (1)
- Data-based pricings (1)
- Data-driven services (1)
- Datenaustausch (1)
- Datensouveränität (1)
- Dienstleistung (3)
- Dienstleistungsangebot (2)
- Dienstleistungsbetrieb (1)
- Dienstleistungsbewusstsein (1)
- Dienstleistungscontrolling (1)
- Dienstleistungseinheit (1)
- Dienstleistungsentwicklung (4)
- Dienstleistungsforum (1)
- Dienstleistungskultur (1)
- Dienstleistungsmanagement (2)
- Dienstleistungsqualität (1)
- Dienstleistungsstrategie (1)
- Differenzierung (1)
- Differenzierungsfokus (1)
- Digitaler Schatten (1)
- Digitalisation (1)
- Digitalisierung (2)
- Distribution management (1)
- Do-it-together (1)
- Effizienzsteigerung (1)
- Einlinien-Organisation (1)
- Empowerment (1)
- Energietechnik (1)
- Erfolg (1)
- Erfolgsfaktor (1)
- Erfolgsfaktoren (1)
- Ergebnisperspektive (1)
- Fallstudien (1)
- Führung (1)
- Führungsverhalten (1)
- GAP-Modell (1)
- Geschäftsmodell (3)
- Geschäftsmodelle (2)
- Heterogenität (1)
- Heuristik (1)
- Human Factors (1)
- Hybrides Leistungsbündel (2)
- IH-Check (1)
- IPS (1)
- IPS-System (1)
- Immaterialität (1)
- Implementierungskonzept (1)
- Industrial Production Companies (1)
- Industrie 4.0 (4)
- Informationslogistik (1)
- Informationstechnologie (1)
- Instandhaltung (6)
- Instandhaltungsassessment (1)
- Instandhaltungsmanagement (2)
- Instandhaltungsplanung (1)
- Instandhaltungsstrategie (1)
- Instandhaltungsstrategien (1)
- Instandhaltungstools (1)
- Intelligentes Werkzeug-Maschine System (1)
- Investment Scenarios (1)
- IoP (1)
- KI (2)
- KMU (1)
- Kennzahl (1)
- Kennzahlen (1)
- Kennzahlensystem (1)
- Kennzahlensysteme (1)
- Klein- und Mittelbetrieb (1)
- Kompetenzentwicklung (1)
- Komplexität (1)
- Konfiguration (1)
- Konkurrenzanalyse (1)
- Koordination von Communities (1)
- Kosten (1)
- Kundenakquise (1)
- Kundenbindung (2)
- Kundengruppenmanagement (1)
- Kundenmanagement (2)
- Kundennutzenorientierung (1)
- Kundenorientierung (2)
- Künstliche Intelligenz (2)
- Leistungsangebot (1)
- Leistungssysteme (3)
- Lösungsanbieterstrategie (1)
- Maintenance (1)
- Maintenance Services (1)
- Manufacturing (1)
- Manufacturing Companies (1)
- Manufacturing firms (1)
- Markteinführung (1)
- Mittelstand (1)
- Modularization (1)
- Morphological framework (1)
- MyCarEvent (1)
- Nachhaltige Instandhaltung (1)
- Natural-Language-Processing (1)
- Netzwerkmanagement (1)
- Online-Community (1)
- Ordnungsrahmen (1)
- Personalwesen (1)
- Platform (1)
- Preisbildung (1)
- Preisstrategie (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)
- Prognose (1)
- Prozessindustrie (1)
- Reference Model (1)
- Reference data model (1)
- Reference model (1)
- Regulatory framework (1)
- Reifegradmodell Instandhaltung (1)
- Remote-Service (1)
- Resources (1)
- Ressourcen (1)
- Ressourcenmanagement (1)
- Revenue model (1)
- Risikomanagement (1)
- SCOR (1)
- SMS (1)
- SV7459 (1)
- Sales management (1)
- Sales organization (1)
- Service Engineering (1)
- Service Transformation (1)
- Service modules (1)
- Service-Dominant Logic (1)
- Service-Management-Systeme (1)
- Servicemanagement (3)
- Servitization (1)
- SiZu (1)
- Simulation (3)
- Smart Services (2)
- Smart product service system (1)
- Smart product service systems (1)
- Social Media (1)
- Solution Provider (1)
- Structural Model (1)
- Studie (1)
- Subscription (1)
- Subscription Business (1)
- Subscription business (2)
- Subscription economy (1)
- Subskription (1)
- Supply Chain (1)
- System Dynamics Simulation Model (1)
- Systemauswahl (1)
- TPM (1)
- Task-oriented Reference Model (1)
- Technologiemanagement (1)
- Tele-Service (1)
- Teleservice (1)
- TiCo (1)
- Transformation (1)
- Transformationslinie (1)
- Trends (1)
- Value-based Pricing (1)
- Value-based pricing (1)
- Value-in-Use (1)
- Value-in-use (2)
- Virtuelle Organisation (1)
- Werkzeugbau (1)
- Wertorientiertes Instandhaltungsmanagement (1)
- Wettbewerbsanalyse (1)
- Windenergie (1)
- Zuverlässigkeit (1)
- acquisition cycle (1)
- asset management (1)
- business model canvas (1)
- capability maturity model (1)
- case study research (2)
- characteristic curves (1)
- companies (1)
- complexity management (1)
- complexity theory (1)
- coping strategies (1)
- criticality analysis (1)
- customer (1)
- customer acquisition (1)
- customer data (1)
- customer journey (1)
- customer productivity (1)
- customer relationship management (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 (3)
- 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 (3)
- information logistics model (1)
- intelligent support system (1)
- internet of production (1)
- key account management (1)
- lean management for service industries (1)
- machinery and plant engineering (2)
- 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 (10)
- risk analysis system (1)
- risk management (1)
- service (1)
- service engineering (2)
- service process (1)
- service production (2)
- service productivity (1)
- service range complexity (1)
- simulation (1)
- smart product service systems (1)
- smart product-service systems (1)
- social network (1)
- social software (1)
- socio-technical system (1)
- stress (1)
- subscription business (2)
- subscription business models (2)
- system dynamics (1)
- task model (1)
- total productive management (1)
- value based maintenance (1)
- value based management (1)
- value proposition (1)
- value-based pricing (1)
- variant-creating factors (1)
Institute
- Dienstleistungsmanagement (68) (remove)
To monetize the potential of digitalization in times of saturated markets, increased machinery and plant engineering companies are starting to transform the transaction-based business model into a customer- and service-oriented subscription business. Even though subscription offerings can create win-win situations for providers and customers, companies encounter significant difficulties in acquiring customers for this innovative business model. Historically linear acquisition processes focused on transactional product sales impede success. To identify key challenges and targeted coping strategies for customer acquisition we conducted in-depth interviews with 18 subscription managers and sales representatives from seven machinery and plant engineering case studies. In our research we uncovered four challenge dimensions: (1) lack of motivation, (2) missing skills and competences, (3) insufficient customer confidence and (4) transaction-oriented sales approach. Beyond that we derived four appropriate coping strategies (1) steering mechanisms, (2) human resource management, (3) trust building instruments and (4) systematic methodology to address them. These insights highlight the key challenges at the management level for customer acquisition that companies face when trying to initiate and sustain the transition from a purely transactional product and service business to subscription-oriented growth. Furthermore, they provide guidance how to cope with these challenges.
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.
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.
[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)
Künstliche Intelligenz (KI) hat sich über die letzten Jahre stetig zu einem Thema mit strategischer Priorität für Unternehmen entwickelt. Das zeigt sich nicht zuletzt in der gesteigerten Investitionsbereitschaft deutscher Unternehmen in KI-Projekte. Wirtschaftliche Akteure haben erkannt, dass durch eine sinnvolle Nutzung von KI-Technologien Wettbewerbsvorteile erzielt werden können. Die vorliegende Studie legt das Augenmerk auf den industriellen Einsatz einer KI-Technologie, die bereits heute von vielen Unternehmen erfolgreich genutzt wird: Die natürliche Sprachverarbeitung (engl. Natural Language Processing, kurz NLP). Die wirtschaftlichen Potenziale der Technologie liegen dabei in ihrer Fähigkeit, betriebliche Abläufe zu automatisieren und die Schnittstelle zwischen Mensch und Maschine zu verbessern und zu vereinfachen. Ziel der Studie ist es, die Potenziale der NLP-Technologie für Unternehmen nutzbar zu machen, indem konkrete Anwendungsfälle und allgemeine Handlungsempfehlungen sowie Nutzen und Risiken aufgezeigt werden.
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.
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.
Prinzipien zur erfolgreichen Umsetzung von KI-Geschäftsmodellinnovationen
In Zeiten des zunehmenden globalen Wettbewerbs und hoch vernetzter Wertschöpfungsketten entwickelt sich Künstliche Intelligenz zu einem immer wichtiger werdenden Wettbewerbsfaktor für Unternehmen am Wirtschaftsstandort Deutschland. Durch den Einsatz von KI-Verfahren können nicht nur interne Geschäftsprozesse kostensenkend optimiert, sondern auch neue, digitale Geschäftsfelder und -modelle erschlossen werden. Es lassen sich zum einen Trends identifizieren, denen der Einsatz von KI in deutschen Unternehmen folgt. Zum anderen zeigt sich, dass sich KI unterschiedlich stark auf verschiedene Dimensionen innovativer Geschäftsmodelle auswirkt. Insgesamt lassen sich so Prinzipien ableiten, die die erfolgreiche Umsetzung von KI-Geschäftsmodellinnovationen beschreiben.
Neue Technologie- und Anwendungstrends kennzeichnen KI-Nutzung
Die tatsächliche KI-Landschaft in den Wertschöpfungsketten von KI-nutzenden Unternehmen ist durch Trends gekennzeichnet. Diese lassen sich in Technologie- und Anwendungstrends unterteilen. Experteninterviews zeigen beispielsweise, dass KI-Anwendungen bevorzugt auf Cloud-Infrastrukturen entwickelt und bereitgestellt werden. Das wiederum rückt die Frage nach der Wahrung der Datensouveränität in den Vordergrund. Anwendung findet KI tendenziell zur Prognose und Überwachung.
Sechs Prinzipien beeinflussen die erfolgreiche Umsetzung von KI-Geschäftsmodellinnovationen
Fallstudien über ein breites Spektrum der deutschen Wirtschaft beleuchten, welche Aspekte eines KI-basierten Geschäftsmodells den größten Effekt auf das Unternehmen haben. Hier lässt sich ein besonders hoher Einfluss von KI auf das Nutzenversprechen neuartiger, digitaler Leistungen der Unternehmen an die Kundinnen und Kunden feststellen. So lassen sich sechs Erfolgsprinzipien zur erfolgreichen Implementierung von KI-Technologien identifizieren, um die wirtschaftliche Nutzung von KI für Unternehmen in Deutschland im globalen Wettbewerb weiter zu steigern. So empfiehlt es sich zum Beispiel – neben der Auswahl des richtigen KI-Anwendungsfalles – ebenfalls darauf zu achten, dass die KI-Anwendung sowohl den Anbietenden wie auch den Anwendenden nützt. Diese und weitere Erfolgsprinzipien werden detailliert in der Studie Künstliche Intelligenz – Geschäftsmodellinnovationen und Entwicklungstrends beschrieben.
Ongoing digitalization and Industry 4.0 enable the development of new business models due to the increase in available data and digital connected products. A promising business model type for the machinery and plant engineering industry are subscription models, consisting of products and services offered in return for continuous payments. However, subscription-based business models are associated with extensive changes in the traditional machinery and plant engineering industry, in particular, for small and medium-sized companies (SMEs). Established concepts for the development of value propositions and business models neglect important aspects, such as the integrated development and optimization of products and services across the entire life cycle or the data infrastructure. This paper presents a concept for a methodology to support SMEs developing value propositions within subscription models. Therefore, the systematic identification of customer benefits, the determination and prioritization of subscription relevant functionalities as well as the design of product and service elements addressing those functionalities are the main aspects on which the focus is placed on. The result is a subscription value proposition canvas for SMEs to address the impact of subscription models on products and services.
Manufacturing companies (MFRs) are increasingly extending their
portfolios with services and data-driven services (DDS) to differentiate themselves from competitors, tap new revenue potential, and gain competitive advantages through digitization and the subsequently generated data. Nonetheless, DDS fail more often than traditional industrial services and products within the first year on the market. Particularly, companies are failing to sell DDS successfully and efficiently with their existing (multi-level) distribution structures. Surprisingly, there is a lack of scientific research addressing this issue. Since there are currently no holistic models for an end-to-end description of distribution-tasks for DDS in the manufacturing industry, this paper contributes to a task-oriented reference model for mapping interactions in the multi-level distribution management. Therefore, a case study research approach is used, to identify and describe the interactions in the multi-level distribution management of DDS, as well as to develop a regulatory framework for MFRs and their multi-level distribution management. This research uses the established theoretical framework of Service-Dominant-Logic to address the co-creation in multi-level distribution management of DDS. As a result, this paper identifies different interaction variants as well as the need for a new management function with 4 main and 14 basic tasks.
Geschäftsmodell-Innovation
(2017)
Der Wirtschaftsstandort Deutschland ist bislang vorrangig auf die Produktion von Gütern ausgerichtet: Kraftwagen und Kraftwagenteile, Maschinen, Datenverarbeitungsgeräte sowie elektronische und optische Erzeugnisse stellten wertmäßig die Hälfte der Gesamtausfuhren des Jahres 2013 dar. Die fortschreitende Globalisierung führt zu einer verstärkten internationalen Wettbewerbsintensität bei sich schneller ändernden Produkten und einem wachsendem Differenzierungsdruck. Industrielle Dienstleistungen stellen vor diesem Hintergrund eine Möglichkeit dar, die technische Leistungsfähigkeit von Produkten zu erweitern und zeitgleich die Abgrenzung und Differenzierung von Wettbewerbern auf internationalen Märkten zu realisieren. Produkte werden durch industrielle Dienstleistungen zu umfassenden und spezifischen Lösungen erweitert, die über die Kerneigenschaften der Produkte hinausgehen und Probleme der Nutzer und Kunden als integriertes System lösen. Sach- und Dienstleistungen werden nach Belz als Leistungssysteme beschrieben, die ausgewählte Kundenprobleme nicht als einzelnes Produkt oder einzelne Dienstleistung, sondern umfassend und wirtschaftlich als Kombination aus Leistungsbestandteilen lösen.
Künstliche Intelligenz (KI) hat als Technologie in den vergangenen Jahren Marktreife erlangt. Es existiert eine Vielzahl benutzerfreundlicher Produkte und Services, welche die Anwendung von KI im Alltag und im Unternehmen vereinfachen. Die Herausforderung, vor denen Anwendende, gerade im betriebswirtschaftlichen Kontext, stehen, ist nicht die technische Machbarkeit einer KI-Applikation, sondern deren organisatorisch und rechtlich zulässige Gestaltung. Zu einer zunehmenden Dynamik in der Gesetzgebung kommt ein gesellschaftliches Interesse an der Kontrolle und Transparenz über die für KI-Modelle erhobenen Daten. Die Diskussion über Datensouveränität im geschäftlichen und privaten Alltag rückt mehr und mehr in das Zentrum der öffentlichen Aufmerksamkeit.
Datenbasierte KI-Anwendungen stehen damit in einem Spannungsfeld zwischen den Potenzialen, die das Erheben und Teilen von Daten über Unternehmensgrenzen hinweg bietet, und der Herausforderung, die Datensouveränität der involvierten Personen zu wahren. Die vorliegende Studie soll erstens über die Auswirkungen der Datensouveränität und die damit verbundenen aktuellen und kommenden Regularien auf KI-Anwendungsfälle aufklären. Dafür wurden Expertinnen und Experten aus den Bereichen Recht, KI- und Organisationsforschung befragt. Zweitens zeigt die Studie Potenziale und Best Practices von KI-Anwendungsfällen mit überbetrieblichem Datenaustausch auf. Dafür wurden Fallstudien in Unternehmen durchgeführt, die bereits erfolgreich Datenaustausch in ihre Geschäftsmodelle integriert haben, um ihre KI-Applikationen zu betreiben und zu verbessern.
More and more manufacturing companies are starting to transform the transaction-based business model into a customer value-based subscription business to monetize the potential of digitization in times of saturated markets. However, historically evolved, linear acquisition processes, focusing the transactionoriented product sales, prevent this development substantially. Elemental features of the subscription business such as recurring payments, short-term release cycles, data-driven learning, and a focus on customer success are not considered in this approach. Since existing transactional-driven acquisition approaches are not successfully applicable to the subscription business, a systematic approach to an acquisition cycle of the subscription business in the manufacturing industry is presented, aiming at a long-term participative business. Applying a grounded theory approach, a task-oriented model for themanufacturing industry was developed.
The model consisting of five main tasks and 14 basis tasks serves as best practice to support manufacturing companies in adapting or redesigning acquisition activities for their subscription business models.
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.
In order to achieve a holistic cost management approach, the maintenance and service costs should already be assessed during the development of machines and equipment. The required information in the company, like PLM, process and test data, are commonly not available or vague, especially in early development phases. This paper introduces a feasible method for an early assessment of maintenance and service costs during product development. In doing so, appropriate cost assessment methods are selected, based on the availability and quality of the existing information in the individual development phases. The evaluations of these methods are aggregated in a software tool, so that the respective cost information is displayed with a maximum, minimum and most probable value. The developed software tool was validated in cooperation with a new electric vehicle manufacturer.
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.
Manufacturing companies are constantly increasing their efforts in the subscription business, also known as product-as-a-service business, offering usage and outcome based solutions (value-in-use) instead of transactional services and products (value-in-exchange). Customers are becoming contractual subscribers of the solution in return for recurring, performance-related payments. To address arising, inevitable challenges like (1) reducing customer churn, (2) increasing usage intensity and outcome quality, (3) ensuring the adoption of product and software releases as well as (4) fostering customer loyalty, leading manufacturing companies are setting up a new organizational, customer-facing unit, called Customer Success Management (CSM). This unit has its origins in the software-as-a-service business, operating next to established entities like sales, key account management and customer service. Since there are currently no holistic models for an end-to-end description of CSM-tasks in the manufacturing industry, this paper contributes to a taskoriented reference model, using a grounded theory approach, examining both manufacturing and software companies. Containing a reference framework with 8 main tasks, 17 basic tasks and 76 elementary tasks, the reference model supports manufacturing companies in adapting and customizing a company-specific CSM concept.
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.
Mit der steigenden Bedeutung von industriellen Dienstleistungen und den damit verbundenen Herausforderungen der Unternehmensführung bedarf es eines Bezugsrahmens für das Management industrieller Dienstleistungen. Ein solcher Ansatz, der eine umfassende Beschreibung der Aufgaben des Managements darlegt, wurde von Schuh und Gudergan entwickelt.
Ziel des Ordnungsrahmens ist es, dem Management eine grundlegende Orientierung zu geben und dabei die relevanten Gestaltungsbereiche zu betrachten. Es wird in Anlehnung an das St. Galler Management-Modell zwischen einer internen und einer externen Perspektive unterschieden.
Der im weiteren Verlauf vorgestellte Ordnungsrahmen beschreibt den Betrachtungsbereich sowie Inhalte und Aufgaben, die für das Management Industrieller Dienstleistungen von Relevanz ist. Gleichzeitig ermöglicht der vorgestellte Ordnungsrahmen die Strukturierung und Einordnung der verschiedenen Themenfelder. Der Ordnungsrahmen gliedert dabei das Management industrieller Dienstleistungen in die Teilbereiche Unternehmensstruktur, Unternehmensprozesse und Unternehmensentwicklung. Diese innerbetrieblichen Aspekte werden in den Kontext der für das Unternehmen relevanten Umweltsphären und Anspruchsgruppen gesetzt.