Configuration of product‐service systems

Aurich, Jan C.; Wolf, Nico; Siener, Martin; Schweitzer, Eric

doi:10.1108/17410380910961000

Cited by 82 publications

(61 citation statements)

References 14 publications

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“…Life cycle thinking has been regarded as an essential concept to develop sustainable PSS in a holistic way (Aurich et al, 2009;Maussang et al, 2009;Roy, 2000). It seeks to identify possible solutions to improve goods and services by reducing resource use and environmental impacts throughout the entire product life cycle.…”

Section: Product-service Systems (Pss) As a Pioneering Innovation Of mentioning

confidence: 99%

Value uncaptured perspective for sustainable business model innovation

Yang

Evans

Vladimirova

et al. 2017

Journal of Cleaner Production

325

232

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Sustainability has become one of the key factors for long-term business success. Recent research and practice show that business model innovation is a promising approach for improving sustainability in manufacturing firms. To date business models have been examined mostly from the perspectives of value proposition, value capture, value creation and delivery. There is a need for a more comprehensive understanding of value in order to promote sustainability. This paper proposes value uncaptured as a new perspective for sustainable business model innovation, and develops four forms of value uncaptured: value surplus, value absence, value missed and value destroyed. This paper also proposes a framework of using value uncaptured for sustainable business model innovation. This framework has been validated in case studies in six product-service systems firms with advanced manufacturing technologies. The empirical studies identify 26 main sources of value uncaptured throughout the product life cycle. The findings show that (a) the new perspective of value uncaptured can help manufacturing firms understand the negative aspects of their business models; (b) the four forms and 26 sources can assist firms in identifying value uncaptured in a structured way; and (c) the identified value uncaptured can trigger the discovery of new value opportunities which lead to new business models with higher sustainable value. This paper extends the existing studies on business models from the perspectives of value proposition, capture, creation and delivery, to value uncaptured. The proposed framework has helped firms identify value opportunities that trigger the innovation of sustainable business models. Therefore, this paper contributes to both theory and practice in the field of sustainable business models innovation.

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Section: Product-service Systems (Pss) As a Pioneering Innovation Of mentioning

confidence: 99%

Value uncaptured perspective for sustainable business model innovation

Yang

Evans

Vladimirova

et al. 2017

Journal of Cleaner Production

325

232

View full text Add to dashboard Cite

show abstract

“…Conception, raw material, production process, distribution, consumption, end of life Maxwell & van der Vorst (2003) Demand identification, feasibility analysis, concept development, service modeling, realization planning, service testing Aurich et al (2006) Planning and development, manufacturing the physical product, realization of the corresponding services Aurich et al (2009) Manufacturing, maintenance, logistics and remanufacturing Sundin et al (2009) Development, manufacturing, realization, provision, use, recycling and end-of-life Meier et al (2010) Fabrication, transportation, installation and use Lelah et al (2011) Resource, design, manufacturing, sale/distribution, use, maintenance, end of product use Zhu et al (2012) Planning, development, implementation, operation and closure Song et al (2013) Raw material, product manufacturing, product distribution, use phase (stand by stage, use stage, maintenance stage) Amaya et al (2014) Planning, development, implementation, operation and closure Lagemann et al (2014) Conceptualization, use, service, maintenance, reuse, refurbishing, disposal Herterich et al (2015) Extraction, manufacture, transport, sales, installation, use, maintenance and disposal Nemoto et al (2015) Ideation, requirements, design, realization, delivery, support, evolution Wiesner et al (2015) The PSS life cycle has been discussed in many publications, but the focus is predominantly in product-oriented solutions. PSS life cycle modeling for the other PSS categories is scarcely addressed.…”

Section: Life Cycle Phases Addressed Referencesmentioning

confidence: 99%

“…Nevertheless, previous research has not provided the basis for each PSS category modeling and the differences in PSS development for each PSS category are scarcely discussed in the literature (Vasantha et al, 2012). In addition, PSS models must represent stakeholders, products, services, support systems, business elements and processes and interactions among them (Vasantha et al, 2012), but most of the existing approaches neglect to consider the system characteristics (Aurich et al, 2009).…”

Section: Life Cycle Phases Addressed Referencesmentioning

confidence: 99%

Proposal of a framework for product-service systems characterization

Beuren

Sousa-Zomer

Cauchick‐Miguel

2017

Prod.

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Product-service systems (PSS) design raises new issues, among which the need of encompassing a life cycle perspective. The aim of this paper is to propose a conceptual framework for PSS characterization through its life cycle. The purpose is to understand the structure, the sequence, and the main characteristics of PSS life cycle phases, characterizing a PSS process model. A systematic literature review was carried out to identify the PSS life cycle phases and the conceptual elements that characterize each phase. The PSS life cycle was structured based on service life cycle from the customer perspective. Afterwards, the conceptual framework was built for PSS characterization considering business model, engineering and design aspects that may be useful to guide PSS solutions development. The paper aims to make a theoretical contribution by understanding what should be done and how to perform the activities during PSS life cycle at a systemic level.

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“…Furthermore, the information can be collected by understanding the market needs through having communication with them. PS development integrate alignment of existing design and its realization processes of both product and services [41] which apparently becomes a challenge to manufacturing firm, when the firm processes and approaches have to match with the new system [42]. In addition, the provider core capabilities in manufacturing physical products and its corporate culture may lead to anticipated solutions related to the product but in restrict manner [41].…”

Section: A Ps Development Phasementioning

confidence: 99%

“…PS development integrate alignment of existing design and its realization processes of both product and services [41] which apparently becomes a challenge to manufacturing firm, when the firm processes and approaches have to match with the new system [42]. In addition, the provider core capabilities in manufacturing physical products and its corporate culture may lead to anticipated solutions related to the product but in restrict manner [41]. The product development process must ensure the functionality and services are offered to customers, as such integrated PS development integrate tangible product and intangible service to provide solution to customers [43] instead of pure product ownership [44].…”

Section: A Ps Development Phasementioning

confidence: 99%

Knowledge Creation in an Integrated Product-Service

Yusoff¹,

Azizan²

2015

IJKE

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Abstract-The paper is about the investigation of how new knowledge is created when customer knowledge captured during the use-phase and retirement stage, and firm internal knowledge in an integrated product-service development cycle. Customer knowledge is integrated with firm-internal knowledge and converted into new ideas or solutions through knowledge conversion process, as such enhance the customer value proposition in terms of product and service performance. The main contributions to the literature are threefold. First, we provide how customer knowledge captured from other product life cycle and firm-owned knowledge towards affect new knowledge creation in developing an integrated product-service design. Second, we provide evidence new knowledge creation in an integrated product-service design is crucial in enhancing customer value proposition in terms of product and service performance. Third, we offer knowledge creation process in an integrated product-service design as an important determinant for product-service performance. IndexTerms-Product-service, knowledge creation, product-service performance, SECI. I. INTRODUCTIONIn functional economy, functional sales is addressed rather than the physical product [1], which getting much attention, particularly in developed countries [2]. The terms such as Product-Service (PS), product-related services or full-services are interchangeably used to designate the integrated of PS offerings [3] for selling functions. Functionality describes the ability of integrated PS [4] to provide the ability, usability, or purpose of it, rather than the physical artifact.PS firms move from traditional selling artifact manufactured to combination of services and products to enhance customer loyalty by having long-term business relationship with customers [5] and offer sustainable solutions [6]. Subsequently, PS enhance existing customer value [7] generate more profit [8] and reduce environmental effect [9]. Flexibility becomes crucial issue as any specific product can be combined with services to meet customer requirement through distinct operational processes [10], [11]. Customer's experience are explored to improve existing firm core product concept and manufacturing capabilities [12], reduce the needs for service throughout the product usage phase. Hence, PS focus on lengthening the durability of a PS which reduce material/resource usage but at the same time retain the quality [13]. Exploring customer's experience (CK) and exploiting firm internal knowledge (FIK) gathered from each phase of new PS development are crucial to integrate product Manuscript received May 4, 2015; revised August 25, 2015. The authors are with the University Malaysia Pahang, Malaysia (e-mail: anisyus@yahoo.com).functionality and its related services into one solution may have opportunities to succeed [14]. A firm may choose to maintain internal knowledge if the firm is very competitive and at strong position in the industry which that knowledge is sufficient [15]. Explorative and exploitative learnin...

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Configuration of product‐service systems

Cited by 82 publications

References 14 publications

Value uncaptured perspective for sustainable business model innovation

Value uncaptured perspective for sustainable business model innovation

Proposal of a framework for product-service systems characterization

Knowledge Creation in an Integrated Product-Service

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