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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.
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.
Aus dem privaten Alltag sind Soziale Technologien nicht mehr wegzudenken, doch zunehmend kommen diese auch innerhalb von Unternehmen zum Einsatz. Insbesondere Business-Communities können dabei helfen, Mitarbeiter zu vernetzen, und bieten speziell bei wissensintensiven Aufgaben erhebliche Potenziale. Da sowohl der systematische Aufbau als auch die Koordination einer Business-Community mit zahlreichen Aufgabenfeldern verbunden ist, werden oftmals schwerwiegende Fehler im Management dieser Communities gemacht, wodurch Nutzenpotenziale ungenutzt bleiben. Auch mangelt es in der Praxis an geeigneten Erkenntnissen über eine erfolgreiche Steuerung solcher Business-Communities.
Um die Erfolgswirkungen konkreter Koordinationsmechanismen zu untersuchen, führte das FIR an der RWTH Aachen gemeinsam mit der IntraWorlds GmbH eine Studie unter Community-Managern durch. Dabei hat sich herausgestellt, dass die Steuerungsinstrumente unterschiedlich und mit divergierendem Erfolg eingesetzt werden können.
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.
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.
As industrial service portfolios grow, many companies overlook the implications of their business operations: rising complexity and resulting complexity costs. One reason are nonexistent tools that help service managers to decide in planning phases with an adequate effort about the implications that variety and complexity decisions have on the complexity costs of their portfolio. This paper depicts the challenges service companies have to face in this context and presents a concept of a heuristic approach to evaluate the complexity costs for industrial services. The concept is being developed in strong cooperation with industrial partners.
For a considerable time, European companies in the capital goods industry experience stagnating growth in material goods markets. Moreover, increasing international competition forces European companies to improve their market position. In order to stay successful, an increasing number of companies adapt their businesses from manufacturing to service provider. Unfortunately, the number of companies who manage to turn their portfolio change into a competitive advantage is comparatively low. Therefore, this paper focuses on the development of a framework for the positioning as industrial services provider. Besides, it provides support for management in shaping the changes that occur with the transformation.
This paper presents a simulation approach for service production processes on the basis of which an optimal operating point for service systems can be identified. The approach specifically takes into account the characteristics of human behavior. The simulation is based on a system theory approach to the service delivery process. A specific use case of the simulation approach is presented in detail to illustrate how characteristic curves are deduced and an optimal operating point is obtained.
Pricing is one of the most important, but underestimated tools, to enhance a company's profitability. Especially value-based pricing has a high potential to reach higher levels of satisfaction because it equates the needs of providers and customers. Even though, it is a well-known price model and promises higher satisfaction, many companies struggle to implement it. Especially the manufacturing industry is characterized by cost-plus pricing and competition-based pricing. However, especially for digital products these pricing strategies are insufficient. Therefore, this paper aims at exploring the design fields for value-based pricing of digital products in the manufacturing industry. To achieve this, the basics of digital products and value-based pricing are explored. Furthermore, an expert workshop is conducted that follows a framework for value-based pricing consisting of four consecutive steps analysis, price strategy, pricing, and market launch to capture the design fields. This paper concludes with limitations, and practical and research implications.