industrial service

In the last few years industrial companies remark that industrial services offer an interesting opportunity for companies to improve their company performance. To exploit this opportunity these companies have to clearly distinguish themselves from their competitors. Against this background the question what are the decisive factors of success for industrial services have to be explored. In an empirical study we got evidence that the success factors depending on different kind of services. Furthermore the following article discusses reasons for the interesting empirical results achieved.

Traditionally product focused companies diversify into the industrial service business and recognize the transition to solution provider as a key idea for their business. But the historically grown organizational structures do only support this transition to a certain extent. Existing structures need to be replaced by organizational design which supports the new strategies of the companies. Product business and service business will need to be organizationally detached from each other. These changes in organizations are often accompanied by conflicts and challenges which need to be addressed.

The creation and configuration of innovative business models within the sheet metal forming industry focuses on the development of saleable product-service-combinations. It is necessary to integrate these product-service-combinations in adequate value chain configurations. To charge the output of the product-service-combinations appropriate revenue models must be selected and configured. This article shows an integrative methodology for redesigning existing and creating new business models.