Customer-oriented Framework for Product-service Systems

Abstract

During the last years, several frameworks for developing PSSs arose, which vary in focus. Examples of their focuses are engineering processes, technology, knowledge engineering, services or tangible products. However, just a few frameworks concentrate on the market or, specifically, the customer. As the customer is the key success factor of any product, we have developed a framework for designing PSSs by adapting an existing technology-centered framework. Our framework describes the perspective of increasing customer acceptance using PSS. Increasing customer acceptance means to reduce the effects and influences of customer barriers, e.g. unnecessary high costs of purchase or a lack of trust in the product's reliability. The model consists of three layers and the strategy space. The layers are the customer layer, the barriers layer and the solution layer. The customer layer describes the customers and the target groups of customers, who the PSS aims at. The barriers layer includes all customer barriers that are to be reduced by the PSS. The solution layer describes the PSS and its components; tangible elements, intangible elements and the infrastructure for connecting all elements. This layer shows how the PSS is realized to reduce the customer barriers of the focused target group. As other goals and influences affect the design of a PSS, the strategy includes external factors. Those external factors are generated by the company itself (e.g. other departments, product portfolio) or by external stakeholders or sources (e.g. suppliers, laws). Our model helps designers to understand the proceeding to design a PSS for increasing customer acceptance by reducing customer barriers.

Lifecycle Management in the Smart City Context: Smart Parking Use-Case

“…As part of the servitization trend, manufacturing companies extend their traditional products by incorporating additional services. This approach supports the development of service-oriented sectors, switching the emphasis from the "sale of products" to the "sale of use" and reshaping the same concept of customer values, from "possession" to "utilization" [6] [26]. Ownership stays with manufacturers who provide and guarantee functions/ solutions instead of products; hence, efficient use, maintenance and repair, in MOL, are becoming prevailing in the value chain [5].…”

Modelo Conceitual Para a Servitização Do PDP Através Da Transferência De Conhecimento Interfuncional

“…Por outro lado, para o desenvolvimento de PSS, (i) os esforços estão inicialmente centrados na identificação de oportunidades e requisitos para definição do problema do cliente (Aurich et al, 2006;Schmidt et al 2015a;Schmidt et al, 2015b), (ii) passando pelo desenvolvimento e testes da solução (Morelli, 2003;Aurich et al, 2006;Moser et al 2015;Schmidt et al, 2015b) e (iii) incluindo o suporte na entrega da oferta e utilização do produto (Morelli 2003). …”

Lost Habits : and the acceptance of product service systems

“…Interestingly, Bocken et al (2013) integrate 4 types of stakeholder in their tool: environment, society, customer and network actors. Thereby, they stress that PSS development is a multi-stakeholder process, and they furthermore underline, just as Schmidt, Malaschewski, Fluhr, et al (2015) and many other authors, the importance of considering consumers in the design process. For evaluation purposes, Bocken et al (2013) executed a number of multi-stakeholder workshops, where they let each stakeholder define the purpose and value of the sustainable business model.…”

“…Thereby, it forces designers to think of reasons why people should not accept a PSS. Unfortunately, Schmidt, Malaschewski, Fluhr, et al (2015) restrict their contribution to a procedural method that seems a bit too abstract for implementation in PSS design.…”

“…On top of that, the tool should be useful for members in multi-stakeholder design teams, and most importantly, the user must be considered in the entire design process i.e. Lloyd et al (2006) and Schmidt, Malaschewski, Fluhr, et al (2015) .…”