A framework for the configuration of after-sales service processes

A Delphi study to explore the adoption of servitization in UK companies

“…For customers, 'cost reductions attributed to the adoption of services from OEMs' reflects their desired improvements in business efficiencies, while 'growth of their own services through improved service performance' helps to indicate improvements in their own business performance attributable to the services of the manufacturer. For OEMs, a move away from relying only on product sales (Corti and Mills, 2006), and diversification into services (Legnani et al, 2009), was taken to indicate resilience, while growth in services revenue indicated improvements in business competitiveness.…”

Servitising manufacturers: the impact of service complexity and contractual and relational capabilities

“…Second, we offer a theoretically-grounded and empirically-tested framework of service complexity in the context of servitization that will offer an in-depth understanding of characterising the different levels of service complexity and their links to contractual and relational capabilities. This will form a guideline for industry and managers to strategically plan and develop their service offerings and the necessary contractual and relational capabilities (Cavalieri et al, 2007;Legnani et al, 2009). …”

A Structured Comparison of the Service Offer and the Service Supply Chain of Manufacturers Competing in the Capital Goods and Durable Consumer Goods Industries

“…More specifically, in this paper capital goods are those machines and equipments that becomes part of the production process of the customer (textile machines, woodworking machines, machines tools, etc.). Table 1 summarizes for each category of products the main features that have an influence on the after-sales requirements as are also introduced, for example, by Armistead and Clark (1992) and Legnani et al (2009). …”