Servitization and advanced business services as levers for competitiveness

Kamp, Bart; Parry, Glenn

doi:10.1016/j.indmarman.2016.12.008

Cited by 92 publications

(53 citation statements)

References 61 publications

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“…The literature acknowledges digital technologies' enabling role for the deployment of both servitized BMs and CE by companies [12,14,[19][20][21]. However, how digital technologies favor the transition towards CE has not been analyzed in detail yet [5], thus requiring more empirical investigations in the field [5,23].…”

Section: Contribution To Researchmentioning

confidence: 99%

“…Other notable examples encompass the clothing sector, where companies like Mud Jeans have started to lease jeans to customers for a monthly price, collecting them back for repair or recycling [9], or the lighting sector, where Philips have started to offer "light-as-a-service" under a pay-per-lux BM [6]. The literature has pointed out the potential benefits that companies may gather from servitized BMs, such as strengthening customer relations, creating higher barriers for competitors, and generating new and resilient revenue streams [12][13][14]; it also notes the great challenges implied [15][16][17], since servitization requires fundamental changes in the way of delivering value and dealing with customers and stakeholders [18].…”

Section: Introductionmentioning

confidence: 99%

“…), has been indicated as "disruptive". In fact, these technologies are radically reshaping the way companies deliver existing services [14], enabling the introduction of servitized BMs into companies and facilitating the transition towards CE [12,14,[19][20][21]. A practical example is the "Power-by-the-Hour" program provided by Rolls-Royce [22].…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Exploring How Usage-Focused Business Models Enable Circular Economy through Digital Technologies

et al. 2018

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Recent studies advocate that digital technologies are key enabling factors for the introduction of servitized business models. At the same time, these technologies support the implementation of the circular economy (CE) paradigm into businesses. Despite this general agreement, the literature still overlooks how digital technologies enable such a CE transition. To fill the gap, this paper develops a conceptual framework, based on the literature and a case study of a company implementing a usage-focused servitized business model in the household appliance industry. This study focuses on the Internet of Things (IoT), Big Data, and analytics, and identifies eight specific functionalities enabled by such technologies (improving product design, attracting target customers, monitoring and tracking product activity, providing technical support, providing preventive and predictive maintenance, optimizing the product usage, upgrading the product, enhancing renovation and end-of-life activities). By investigating how these functionalities affect three CE value drivers (increasing resource efficiency, extending lifespan, and closing the loop), the conceptual framework developed in this paper advances knowledge about the role of digital technologies as an enabler of the CE within usage-focused business models. Finally, this study shows how digital technologies help overcome the drawback of usage-focused business models for the adoption of CE pointed out by previous literature.

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Section: Contribution To Researchmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Exploring How Usage-Focused Business Models Enable Circular Economy through Digital Technologies

et al. 2018

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“…This study also recommends that information should be pooled and used by both the purchaser and the seller to ensure better implementation of innovations. In their paper, Kamp & Parry (2017) proved that modern innovative marketing has a beneficial impact on boosting sales and reducing costs, thus improving competitiveness. Innovations in enterprises, which are linked to the gradual implementation of digitization, have recently taken on turbulent speed.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Marketing Innovation on the Competitiveness of Enterprises in the Context of Industry 4.0

Ungerman¹,

Dědková²,

Gurinova³

2018

JOC

155

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Marketing innovation is identified as a search for creative and new solutions to problems and needs. For businesses to become more competitive and improving their performance, they must constantly develop new products as well as strategies. This paper is based on the research of areas of marketing in the context of Industry 4.0 and its impacts. The implications of digitization are the content of the research presented here. On the basis of the research, a pilot research was carried out among 50 enterprises that present themselves using Industry 4.0. A list of 15 basic tools of marketing innovation was compiled through an evaluation using the content analysis method. Eleven main impacts of marketing innovation which the respondents consider to be important were then generated. These impacts were described and subsequently evaluated using descriptive statistics methods, on the basis of which their importance was empirically verified. The impacts that businesses classed as being most important were: increasing the competitiveness of the company, increasing work productivity and changing the corporate culture. The results of the research showed that there are differences in how impacts are seen by SMEs and by large enterprises. The impacts are rated as most important by enterprises from the automotive industry with a European corporate culture. The research has empirically confirmed that businesses consider the greatest impact of innovative marketing in the context of Industry 4.0 to be the increase in enterprise competitiveness, which was the highest rated impact of the research. The paper has shed fresh light on our current understanding of innovation as a factor in competitiveness.

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“…Thus, scholars have argued that digital transformation is an inevitable trend for a vast array of industries [17,37,38]. Digital transformation has been presented as a strategic opportunity that enables new services [33,38] and value creation opportunities [25,41] for firms.…”

Section: Introductionmentioning

confidence: 99%

Digital Transformation in Asset-intensive Businesses: Lessons Learned from the Metals and Mining Industry

Gao¹,

Hakanen²,

Töytäri³

et al. 2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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Digital transformation shapes business operations across industries. The present study investigates the challenges of this transformation in asset-intensive businesses. Based on a qualitative case study in the metals and mining industry, the study explores the early attempts to implement digital technologyenabled changes in the inter-organizational exchange as part of firms' business models in their business ecosystems. In particular, the study identifies the challenges related to the ways firms in the metals and mining industry manage to seize the opportunities that digital technologies provide for their business operations. The challenges include firms' lack of capabilities to change, goal ambiguity, technological constraints and external constraints. The findings contribute to the discussion of digital transformation as a technology-enabled strategic change and provide suggestions for business practitioners about factors that can impede the realization of this transformation.

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Servitization and advanced business services as levers for competitiveness

Cited by 92 publications

References 61 publications

Exploring How Usage-Focused Business Models Enable Circular Economy through Digital Technologies

Exploring How Usage-Focused Business Models Enable Circular Economy through Digital Technologies

The Impact of Marketing Innovation on the Competitiveness of Enterprises in the Context of Industry 4.0

Digital Transformation in Asset-intensive Businesses: Lessons Learned from the Metals and Mining Industry

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