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Reliability-centered maintenance for production assets is a well-established concept for the most effective and efficient disposition of maintenance resources. Unfortunately, the approach takes a lot of effort and relies heavily on the knowledge of individuals. Reliability data in Computerized Maintenance Management System (CMMS) is scarce and almost never used well. An automated risk assessment system would have the potential to contribute to the dissemination and effective use of risk information and analysis. The individuality of production setting, however, prevents current systems from being practically relevant for most industries. The presented approach combines ontologies to store and link knowledge, an information logistics model displaying the various information streams, and the Internet of production to take the different user systems and infrastructure layers into account. The provided model of a reference digital shadow for risk information and a detailed information logistics model will help software companies to improve reliability software, standardize and enable assets owners to establish a customized digital shadow for their production networks. [https://link.springer.com/chapter/10.1007/978-3-030-57993-7_2]
In the near future, tooling companies will offer their customers not just maintenance services, but complex remote service packages for their engineering asset management, which is the total management of physical – not financial – assets. The overall goal is to enhance the efficiency of the engineering asset, e.g. to reduce TCO, on the customers´ site by means of value creating partnerships. These partnerships may be, e.g. the classical output or reliability partnership, but also process optimizing partnerships or lifecycle partnerships. The process optimizing partnership offers, e.g. the optimization of the system’s performance or the output quality, an optimized ramp-up and restart procedure or optimization of the production process parameters. The lifecycle partnership, on the other hand, accompanies the intelligent tool-machine-system throughout the whole lifecycle, which includes, e.g. provision of spare parts during the entire usage phase, storing, refurbishment, recycling and even the support of relocation of production facilities. Intelligent remote services have great potential for realizing all these partnerships.
To realize such engineering asset-related partnerships, two major tasks have to be done. First, there has to be the intelligent tool-machine system, which delivers the information that is required for these services. And furthermore, this information has to be integrated into the maintenance processes, so that it is delivered at the right place and time and in the required form. Second, the activities and processes that are combined to the engineering asset-related partnerships have to be configured out of standardized service and process modules. Therefore configuration logic is essential.
Industrial companies face tremendous challenges to plan the resources needed to meet future market demands when implementing a PSS based solution portfolio. This paper deals with enhancing the PSS research landscape by presenting an approach to enable better resource-planning in PSS based businesses. In particular, a model is proposed which links resource structures with customer offerings. Linkages are implemented, which connect resources and their use in processes. The model contributes to better understand the complexity in resource structures and elements in the PSS and helps to better understand and describe the structural integration of resources in PSS. This is an important prerequisite for the planning of PSS and allows a qualitative and quantitative description of the service resources allocation enabling companies to build the competence needed to meet customer requirements. A case study based approach was applied for model development.
Assets of integrated production systems, especially in the heavy industry, are facing high requirements in terms of reliability and availability. In case of component breakdown, the operating firm is confronted with high costs due to downtime and loss of production. Modern maintenance concepts in combination with advanced technologies can help to improve the plant availability and reduce the downtime costs caused by unplanned breakdowns. Against this background, the research institutes FIR and IMR from RWTH Aachen University, Germany, are collaborating within the research project “SiZu”. This project deals with the integration of condition monitoring system and real time simulation to assess the condition of components and to support failure cause analysis.
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.
Ziel des Beitrags ist es, aufzuzeigen, wie produzierende Unternehmen entlang der Customer-Journey systematisch kundenbezogene Daten erheben können. Nach einer Einleitung zur Motivation der Themenstellung, einer Begriffserläuterung und einer Vorstellung des Studiendesigns wird ein Referenzprozessmodell der Kundeninteraktionen produzierender Unternehmen gestaltet, darauf aufbauend ein Datenmodell des digitalen Schattens der Kundeninteraktionen abgeleitet und zuletzt ein Vorgehensmodell zur Implementierung des digitalen Schattens der Kundeninteraktionen präsentiert.
Smart Services – die effektive Trias aus Produkt, Service und kundenorientiertem Leistungsversprechen – bieten Chancen für produktionsorientierte Unternehmen eine Differenzierung und neue Marktchancen zu erreichen. Der bislang geringe Einsatz von Smart Services zeigt, dass im produzierenden Gewerbe vielschichtige Herausforderungen bestehen, die Bausteine Produkt, Service und Leistungsversprechen zu nachhaltigen und wettbewerbsfähigen Smart Services zu kombinieren, erfolgreiche Geschäftsmodelle abzuleiten und Organisationen auf das Smart-Service-Geschäft anzupassen. Nur die großen Player schaffen dies eigenständig, der Innovationsstandort Deutschland lebt aber auch von seinen Hidden Champions: Kleinunternehmen und Mittelständlern.
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.
The importance of social networks and, in particular, enterprise social networks in business contexts is increasing significantly. Regarding the prerequisites for a successful implementation of an enterprise social network, exclusively providing the technical infrastructure is insufficient. A holistic view that considers and integrates different perspectives is crucial for success. This includes technological, organisational and human aspects as equally important parts of the network. This paper identifies prerequisites for a successful launch of enterprise social networks and groups them along these three dimensions.
More and more companies in the mechanical and plant engineering industry are transforming their business model and evolving from product to solution providers. Subscription business models play a key role in this development. They enable companies to enter long-term collaborative relationships with customers and thus monetize the potential of Industry 4.0. However, this development is not easy for many companies and is associated with numerous hurdles. One of these hurdles is the development of a suitable range of services tailored to customer needs. In this context, the bundling of individual services to service modules plays a key role in realizing new value propositions. In practice, however, companies often lack an understanding of which services need to be combined in what way to be able to realize new value propositions. Accordingly, the goal of this work is to identify relevant services for subscription business models, to cluster them into meaningful value-adding bundles, and to derive new value propositions accordingly. The new value propositions in turn enable mechanical and plant engineering companies to strengthen customer loyalty and thus achieve long-term economic success.
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.
The mechanical and plant engineering industry faces a stagnation in the new machinery market and is relying on innovative business models such as subscription to overcome these. In this business model, individually customized solution packages are offered. The success of these models depends directly on the future success of the customer, making the selection of the right customers crucial. The aim of this paper is to identify the criteria that indicate the suitability of customers for subscription models. While there are individual descriptions of suitability criteria in the existing literature, there is a lack of comprehensive consideration of customer relationship, customer company, and customer market, as the extensive consideration was not necessary in the transactional sale of machines until now. Therefore, in this study, expert interviews are conducted with companies in mechanical and plant engineering that offer subscription models. The results show criteria that are used to evaluate customers in the six main categories of creditworthiness, market potential, benefit potential, feasibility, relationship, and sales effort. In total, 24 criteria can provide insight into the suitability of the customer for a successful subscription relationship. These criteria are intended to develop target systems that meet the requirements of different stakeholders in the customer and thus support the economic viability of these business models.
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.
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.
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.
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.
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.