Purpose -This paper aims to answer the following two research questions: "What antecedents are required for the innovation of product-related services?" and "How do the antecedents differ for product-related services developed during the product development process or during the product usage?" Design/methodology/approach -A multi-case research design was employed. Findings -Involvement of frontline employees, information sharing, multifunctional teams, funnel tools, information technology, internal organization, and training and education have a similar impact on the success of integrated and separated service innovations. Presence of service champion, autonomy of employees, market testing, and market research have a positive effect on separated, but a negative impact on integrated service innovations. The strategic focus, external contacts, availability of resources, and management support are positively associated with both innovation types, but their importance is essentially higher for separated than for integrated product-related service innovations.Research limitations/implications -The external validity (generalizability) of the antecedents could not be assessed accurately. Practical implications -The explanation of antecedents forms a model that can guide managers who wish to develop product-related services successfully. Originality/value -The findings imply that managers contemplating a product-related service innovation project have to consider the innovation type (integrated or separated) and reframe the antecedents accordingly.

PurposeThe primary objective of this paper is to explore antecedents for developing different types of services. A second objective is to address the neglected role of service development in manufacturing firms.Design/methodology/approachA qualitative research approach is used. While the study is qualitative due to its context, it is positioned between deductive and inductive qualitative studies, being neither a test of an already developed theory nor a development of a new theory. Rather, it is an extension of existing theories on service development through dialectic interaction between field studies and existing theory.FindingsThe findings suggest that three types of service (customer service, product‐related services, and customer support services) differ in their configuration of antecedents for service development.Research limitations/implicationsThe study is based on case‐study research, but the external validity (generalisability) of the antecedents could not be assessed. Future research would benefit from insights obtained from quantitative data.Practical implicationsThe combination of different service types and antecedents forms a model that can guide managers in typical product manufacturing companies who wish to extend the service business by developing services successfully.Originality/valueBased on three in‐depth case studies and 18 bi‐polar mini cases, this paper explores the relationship between types of services in manufacturing companies and typical antecedents that are necessary for service development.

PurposeThis study seeks to examine how Chinese culture affects business‐to‐business marketing strategies and service revenue in manufacturing companies.Design/methodology/approachThe paper used a combination of qualitative research approaches, namely interviews, longitudinal study and bi‐polar case studies. The sequence of the qualitative research approaches was chosen to maximize internal and external validity.FindingsThe findings expose the impact of the characteristics of Chinese culture on a firm's potential to generate high service revenues in business marketing.Research limitations/implicationsThe study has possible location‐ and industry‐specific limitations.Originality/valueThe implicit logic for increasing service revenue starts with overcoming typical and, in some respects, limiting cultural characteristics. These characteristics limit business‐to‐business marketing for increasing service revenue. Monitoring the effects of Chinese culture and gaining an understanding of how they have to be managed provides some guidance for managers to generate high service revenues.

In order to meet the increasingly more complex needs of customers and respond to decreasing product margins, product-oriented firms have developed a growing interest in extending their service business. Over the last couple of years, most product-oriented companies have explored the numerous opportunities offered by traditional customer service and productrelated services. Currently, these opportunities have reached a certain level of maturity. A number of practitioners and theorists stress the growing importance of customer support services. However, the entry point to the theorizing is the observation that very few productoriented firms have already innovated customer support services successfully. In most firms, cognitive biases limit the motivation of managers to facilitate creative potential for new customer support services. In this paper, four cognitive biases are elaborated through 12 mini-cases and 8 in-depth cases. The results suggest that disbelief in the financial potential, risk aversion, tendency to set over-ambitious objectives, and fundamental attribution error plays a critical role in creating customer support services. These four cognitive biases, and the key factors in overcoming them, provide guidance for managers who aim to facilitate creative potential for customer support services.