Central activities of solution portfolio management

Hakanen, Taru; Jähi, Markus

doi:10.1504/ijstm.2021.113577

Cited by 7 publications

(3 citation statements)

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“…A strategically adaptive evaluation system must be developed to consider this complexity and enable a holistic assessment. This includes evaluating physical products, services, and digital offerings, and requires expanding evaluation criteria to adequately capture the strategic significance and value contribution for the relevant target groups [42,56,57].…”

Section: Aggregated Dimensions Of Action (3rd Order)mentioning

confidence: 99%

Disruptive Factors in Product Portfolio Management: An Exploratory Study in B2B Manufacturing for Sustainable Transition

Gramberg,

Bauernhansl,

Eggert

2024

Sustainability

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Business-to-business (B2B) manufacturing companies are increasingly confronted with transformative trends such as sustainability, digitalization, and servitization. These trends are changing how product portfolios are developed, and how value contributions are assessed, and therefore have disruptive potential. Dealing with these disruptive factors in Product Portfolio Management (PPM) is a largely unexplored topic. This study presents an empirical-qualitative exploration that contributes significantly to the field. The aim is to clarify the extent to which disruptive factors influence the evaluation and shaping of the product portfolio in B2B manufacturing companies. The Gioia method was used to evaluate 21 semi-structured interviews with experts from leading B2B manufacturing companies. Eight overarching challenges in PPM resulting from disruptive factors were identified. Based on the eight overarching challenges and their associated causal relationships, two aggregated dimensions of action were derived: (1) increasing speed and flexibility by using generative artificial intelligence (AI) in a defined PPM process and (2) adjusting the product portfolio evaluation to consider various strategic drivers. These two dimensions of action call for future research to overcome the disruptive factors in PPM.

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Section: Aggregated Dimensions Of Action (3rd Order)mentioning

confidence: 99%

Disruptive Factors in Product Portfolio Management: An Exploratory Study in B2B Manufacturing for Sustainable Transition

Gramberg,

Bauernhansl,

Eggert

2024

Sustainability

View full text Add to dashboard Cite

show abstract

“…This includes evaluating physical products, services, and digital offerings, and requires expanding evaluation criteria to adequately capture the strategic significance and value contribution for the relevant target groups. [42,56,57] The increasing importance of sustainability in product development and portfolio management requires the integration of sustainability criteria into the evaluation logic. This includes, for example, the assessment of the product carbon footprint or energy efficiency to ensure that the portfolio meets the growing demands for environmental compatibility.…”

Section: Aggregated Dimensions Of Action (3rd Order)mentioning

confidence: 99%

Disruptive Factors in Product Portfolio Management: A Qualitative Exploratory Study in B2B Manufacturing

Gramberg,

Bauernhansl,

Eggert

2024

Preprint

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Business-to-business (B2B) manufacturing companies are increasingly confronted with transformative trends such as sustainability, digitalization, and servitization. These trends are changing how product portfolios are developed, and value contributions are assessed, and therefore have disruptive potential. Dealing with these disruptive factors in Product Portfolio Management (PPM) is a largely unexplored topic. This study presents an empirical-qualitative exploration that contributes significantly to the field. The aim is to clarify the extent to which disruptive factors influence the evaluation and shaping of the product portfolio in B2B manufacturing companies. The Gioia method was used to evaluate 21 semi-structured interviews with experts from leading B2B manufacturing companies. Eight overarching challenges in PPM resulting from the disruptive factors were identified. Based on the eight overarching challenges and their associated causal relationships, two aggregated dimensions of action were derived: (1) increasing speed and flexibility by using generative artificial intelligence (AI) in a defined PPM process and (2) adjusting the product portfolio evaluation to consider various strategic drivers. These two dimensions of action call for future research to overcome the disruptive factors in PPM.

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“…Previous research has covered how and through which capabilities, sales approaches and methods manufacturing firms can add new services into their portfolios and move from product sales to service sales. Selling services changes the sales process and requires new capabilities in manufacturing firms (Kindström et al , 2015; Ulaga and Reinartz, 2011), such as value-based selling and use-based pricing (Töytäri et al , 2011; Gebauer et al , 2017) and shifting to selling service-oriented solutions (Hakanen and Jähi, 2021). There is a need to go beyond the manufacturing firm and for further research on the customer, salespeople and intermediaries’ adoption of services (Vaittinen et al , 2018; Vaittinen and Martinsuo, 2019).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Introducing smart services: requirements and interconnections in multi-actor cooperation

Momeni

Vaittinen²,

Jähi

et al. 2023

JBIM

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Purpose Smart services have gained attention both among academics and practitioners, but manufacturing firms struggle in getting their new smart services extensively adopted by customers, employees and distributors. The purpose of this paper is to identify and analyse the requirements of different actors and the interconnectedness between their requirements in introducing smart services. Design/methodology/approach An embedded single-case study was conducted with a manufacturing firm and its network, including its sales and service personnel, customers and external salespeople. Data were collected via 30 in-depth interviews. Findings The paper advances the multi-actor perspective by identifying the requirements of key actors for introducing smart services. These requirements were divided into eight categories: value of smart services, reliability of smart services, competence for smart services, data security and management, attitude towards services, reliance, knowledge of installed base of equipment and services and service reputation. The findings reveal the interconnectedness of different actors’ requirements for introducing new smart services and how discussion and relationships between actors affected their requirements. Practical implications The findings represent a comprehensive template of requirements, as well as mapping the interconnectedness of actors’ requirements, serving as a practical guideline for managers. Originality/value This study characterises the introduction of smart services as a multi-dimensional, interconnected effort by manufacturing firms and their networks. It shows that service introduction cannot be viewed as manufacturer’s development task or customers’ adoption decision only. Propositions are offered on how multiple actors’ viewpoints can be combined to achieve success in introducing smart services.

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Central activities of solution portfolio management

Cited by 7 publications

References 0 publications

Disruptive Factors in Product Portfolio Management: An Exploratory Study in B2B Manufacturing for Sustainable Transition

Disruptive Factors in Product Portfolio Management: An Exploratory Study in B2B Manufacturing for Sustainable Transition

Disruptive Factors in Product Portfolio Management: A Qualitative Exploratory Study in B2B Manufacturing

Introducing smart services: requirements and interconnections in multi-actor cooperation

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