Modern Industrial Services : : A Cookbook for Design, Delivery, and Management.

Modern Industrial Services : : A Cookbook for Design, Delivery, and Management.

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Bibliographic Details
Superior document:Springer Texts in Business and Economics Series
:
West, Shaun.
TeilnehmendeR:
Gaiardelli, Paolo.
Saccani, Nicola.
Place / Publishing House:Cham : : Springer International Publishing AG,, 2021.
©2022.
Year of Publication:2021
Edition:1st ed.
Language:English
Series:Springer Texts in Business and Economics Series
Online Access:
Physical Description:1 online resource (220 pages)
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Table of Contents:
  • Modern Industrial Services
  • Foreword
  • Acknowledgments
  • About This Book
  • Contents
  • About the Authors
  • List of Cases
  • 1: Understanding the Barriers That Slow Firms Shifting from Products to Services
  • 1.1 How This Book Works
  • 1.2 Product-Service Systems and Servitization
  • 1.3 The Journey to Services
  • 1.4 Learning to Understand Complex Systems
  • 1.5 Seven Barriers Stopping Firms from Moving to Services
  • 1.6 Further Reading
  • References
  • 2: Overcoming the Barriers to Service Excellence
  • 2.1 Customers
  • 2.1.1 How Do We Get Our Sales Team to Be Effective in Services?
  • Case 1 Learning to Capture Relevant Operational Information to Support Pro-active Sales
  • Case 2 Splitting Sales Teams to Focus on Either New Equipment or Service
  • 2.1.2 How Do We Coordinate with Our Customers/End-users?
  • Case 3 Learning to Identify Customers ́Service Trigger Points
  • Case 4 Learning to Understand Its Customers ́Buying Process
  • 2.1.3 How Can We Reach the End-User When the Equipment Is Sold via an Installer/External Partner?
  • Case 5 A Firm Sells to an Installer Yet Was Able to Develop a Relationship with the End-User
  • Case 6 The Installer Wants to Provide Services to the OEMś Customers (the End-Users)
  • 2.1.4 How Can We Promote a Solution to the End-User When the Equipment/Service Is Delivered via an External Partner?
  • Case 7 Learning to Understand Installers as Well as End-Users
  • Case 8 Sharing the Sales Leads and Getting Rewarded for It
  • 2.1.5 How Do We React When Our Customers Ask Us Explicitly for New Services?
  • Case 9 New Service Development Is Different to New Product Development
  • Case 10 A Firm Has Been Asked by Customers to Deliver New Services
  • 2.1.6 How to Manage Delivery When Our Customers Want to Perform Some of the Tasks Themselves?
  • Case 11 Building Field Services in Collaboration with Customers.
  • Case 12 Working with the Customer to Make Them Part of the Solution
  • 2.2 Organizational Structure and Culture
  • 2.2.1 Some Managers Do Not Think of Service as a Real Business. How Can We Educate Them?
  • Case 13 Sales in Services Take So Much Effort and Yield Too Little Value
  • Case 14 With Clear Aftermarket Targets, the Firm Started to Grow Services
  • 2.2.2 How Do We Get RandD to Consider the Whole Equipment Lifecycle?
  • Case 15 NPD Only Ever Considers the Newest Technology
  • Case 16 Using the Lifecycle of the Equipment to Discover New Services
  • 2.2.3 How Do We Get Top Management Involvement?
  • Case 17 A Cost Center is Always Under Pressure to Reduce Its Budget
  • Case 18 Service Is Now Headed by a Senior Manager
  • 2.2.4 How Do We Get the Firm to See Service as a Real Business Unit with a Profit and Loss?
  • Case 19 Service Helped to Deepen the Customer Relationships
  • Case 20 Running a Business Means Every Service Shop Has to Make Money
  • 2.2.5 How Can We Reduce Resistance to Developing Service Business?
  • Case 21 The Firm Needs to Show Real Success: Not Just Financial Numbers
  • Case 22 Creating a Protected Service Business as a Single Unit
  • 2.2.6 How Can We Educate HR/Employees?
  • Case 23 Taking Time to Work with Human Resources Pays Off
  • Case 24 Moving People Between Locations Can Be Disruptive in the Short-Term but Pays Off in the Longer Term
  • 2.3 Knowledge and Information
  • 2.3.1 How Do We Share Know-How?
  • Case 25 Sharing of Know-How Comes from Collaboration
  • Case 26 Developing Field Service Behavior in Product Development Engineers
  • 2.3.2 How Can We Better Share Service Feedback with the Equipment Designers?
  • Case 27 Information Can Only Be Shared Effectively Through Trusting Relationships
  • Case 28 Learning to Share Long-Term Equipment Operational Information.
  • 2.3.3 What New Project Management Skills Are Needed for Services?
  • Case 29 Commercial Project Management Is Just Different to Project Management for Product Development
  • Case 30 The Service Team Needs to Be Coached in Project Management
  • 2.3.4 How Can We Learn More About the Equipment Operation?
  • Case 31 Using the IoT Provided Insights into the Performance of the Equipment
  • Case 32 Learning to Share Knowledge About Equipment Performance Within the Firm
  • 2.3.5 How Can We Mix Know-How from Installers and Customers?
  • Case 33 The OEM Needed to Learn from Its Installers
  • Case 34 Learning to Use Customer Know-how
  • 2.4 Products and Activities
  • 2.4.1 How Do We Understand the Installed Base?
  • Case 35 The Installed Base Is a Key Asset for Service Business
  • Case 36 Learning to Understand the Market from the Installed Base
  • 2.4.2 How Can We Professionalize Service Delivery?
  • Case 37 Learning About Customer Value
  • Case 38 Improving Warranty and Creating Extra Work
  • 2.4.3 When Can We Start to Design and Deliver Advanced Services?
  • Case 39 Being Pulled into Advanced Services by Customers
  • Case 40 Delivering Advanced Services
  • 2.4.4 If Customers Ask for Digital Service, Where Do We Start?
  • Case 41 Digitally Enabled PSS Is Really Complex
  • Case 42 Using Digital to Transform a Business
  • 2.4.5 How Can Services Support New Equipment Sales?
  • Case 43 Using Service to Support Product Sales
  • Case 44 Working in a Razor/Razor-Blade Market
  • 2.5 Competitors, Suppliers, and Partners
  • 2.5.1 How Can We Expand Our Capabilities?
  • Case 45 Broadening Capabilities Through the Ecosystem
  • Case 46 Working with Partners to Get a Win-Win Solution
  • 2.5.2 How Do We Coordinate Cooperation in the Supply Chain?
  • Case 47 Enhancing Supply Chain Learning to Support Service
  • Case 48 Build Supply Chain Collaboration.
  • 2.5.3 How Can We Transform Agents and Distributors into Service Partners?
  • Case 49 Building a Framework to Get More Value from Agents and Distributors
  • Case 50 Learning to Share Value and Risk with Service Partners
  • 2.5.4 How Can We Transform Our Partners into a Service Force?
  • Case 51 Developing Agents to Become The Extended Service Force
  • Case 52 Transforming the Business to a Service Business
  • 2.5.5 How Can We Develop a Common (Business) Language?
  • Case 53 Three Acquisitions Later: We Have Four Different Languages
  • Case 54 Developing a Common Approach to Customer Feedback
  • 2.5.6 How Can Both We and Our Partners Manage Performance Measurement?
  • Case 55 Legal Team Was the Barrier to New Value Propositions that Aligned with Outcomes
  • Case 56 Measuring Performance Is More Than Just Financials
  • 2.5.7 How Do We Work with Installers?
  • Case 57 Cleaning Up the Mess that Installers Leave Behind
  • Case 58 Using Installers to Extend the Sales Force
  • 2.6 Society and Environment
  • 2.6.1 How Can We Convert Free to Fee (Change the Internal and External Mentality)?
  • Case 59 Learning to Charge for Free Services
  • Case 60 First Steps of Changing for Services
  • 2.6.2 How Can We Deal with the Conflicting Demands to Standardize (for Efficiency) and Localize (for Effectiveness) at the Sam...
  • Case 61 Standardizing Service Modules to Provide Flexibility
  • Case 62 Developing Competencies and Capabilities for Modular Services
  • 2.6.3 How Can We Manage Long-Term Contractual Commitments Made at the Corporate Level with Local Laws?
  • Case 63 Cleaning Up the Mess that Corporate Created
  • Case 64 Tax in Service Is Really Hard to Get Right
  • 2.6.4 What Are the Main Legal Implications for Our Organization?
  • Case 65 Sales Needs to Learn to Negotiate Service Terms and Conditions
  • Case 66 Service Risk Management that Creates Opportunities.
  • 2.6.5 How Can We Understand Tax and Transfer Pricing Issues?
  • Case 67 Learning to Deal with Political Risks from Brexit
  • Case 68 Building Transfer Pricing that Is Competitive and Compliant
  • 2.7 Economic and Finance
  • 2.7.1 How Do We Move away from Cost-Plus/Hours-Based?
  • Case 69 Teaching Buyers that ``Cost Plus ́́Does Not Deliver Value
  • Case 70 Working with Finance to Build New Revenue Models
  • 2.7.2 How Should We Consider Margins? How Do We Price Effectively?
  • Case 71 Deal with Premium and Budget Pricing Models
  • Case 72 Introducing Proactive Spares Pricing
  • 2.7.3 Spares Have High Margins, More Service Will Reduce the Margins, How Do We Manage This?
  • Case 73 Spares Sales with New Equipment Belong with the Service Business
  • Case 74 Focusing on Service Cash Generation Not Just Return on Sales
  • 2.7.4 How Can We Develop Our Service Business When We Have No Cash to Invest?
  • Case 75 Investing in Service Without a Clear ROI
  • Case 76 Getting the Customer to Pay for Innovation
  • 2.7.5 How Can We Manage Dealer Discounts Better?
  • Case 77 Global Business but Local Process
  • Case 78 Dancing with Ambiguity by Having Transparency
  • References
  • 3: Methods and Tools for Overcoming the Barriers to Servitization and Service Excellence
  • 3.1 How to Build Your Service Excellence Roadmap
  • 3.2 Service Methods and Tools
  • References.

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