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The servitization
of manufacturing
A review of literature and reflection
on future challenges
T.S. Baines, H.W. Lightfoot, O. Benedettini and J.M. Kay
The servitization
of manufacturing
547
Received 25 April 2008
Revised 8 December 2008
Accepted 29 December 2008
Abstract
Purpose The purpose of this paper is to report the state-of-the-art of servitization by presenting a
clinical review of literature currently available on the topic. The paper aims to define the servitization
concept, report on its origin, features and drivers and give examples of its adoption along with future
research challenges.
Design/methodology/approach In determining the scope of this study, the focus is on articles
that are central and relevant to servitization within a wider manufacturing context. The methodology
consists of identifying relevant publication databases, searching these using a wide range of key
words and phrases associated with servitization, and then fully reviewing each article in turn. The key
findings and their implications for research are all described.
Findings Servitization is the innovation of an organisations capabilities and processes to shift
from selling products to selling integrated products and services that deliver value in use. There are a
diverse range of servitization examples in the literature. These tend to emphasize the potential to
maintain revenue streams and improve profitability.
Practical implications Servitization does not represent a panacea for manufactures. However, it
is a concept of significant potential value, providing routes for companies to move up the value chain
and exploit higher value business activities. There is little work to date that can be used to help
practitioners.
Originality/value This paper provides a useful review of servitization and a platform on which to
base more in-depth research into the broader topic of service-led competitive strategy by drawing on
the work from other related research communities.
Keywords Services, Product innovation, Manufacturing industries
Paper type Research paper
1. Introduction
Servitization, the term coined by Vandermerwe and Rada (1988), is now widely
recognised as the process of creating value by adding services to products. Since the
late 1980s, its adoption as a competitive manufacturing strategy has been studied
by a range of authors (Wise and Baumgartner, 1999; Oliva and Kallenberg, 2003;
Slack, 2005) who have specifically sought to understand the development and
implications of this concept. This literature indicates a growing interest in this topic
by academia, business and government (Hewitt, 2002), much of which is based on a
belief that a move towards servitization is a means to create additional value adding
capabilities for traditional manufacturers. These integrated product-service offerings
are distinctive, long-lived, and easier to defend from competition based in lower cost
economies.
JMTM
20,5
548
Since the term servitization was first captured in the work of Vandermerwe and
Rada (1988), there has been a steady flow of research papers. For example, our study
shows that currently there are approximately 60 papers published directly on this
concept, with an additional 90 or more being quite closely related. The collective
contribution of these papers has not yet been summarised and so, as a platform for
furthering research, a review of the servitization literature is appropriate. Hence, this
has been the motivation behind our study described in this paper.
This review of literature is explicitly concerned with servitization. We should note,
however, that there are a number of other closely related research communities. The
work on product-service systems (PSS) (Baines et al., 2007; Goedkoop et al., 1999; Mont,
2000; Meijkamp, 2000; Manzini and Vezolli, 2003) is particularly closely related.
Many of the principles are identical (Tukker and Tischner, 2006). The difference arises
in the motivation and geographical origin of the research communities. PSS is a
Scandinavian concept which is closely coupled to the debates on sustainability and the
reduction of environmental impact. Other research communities deal with similar
concepts (e.g. integrated vehicle health management (Fox and Glass, 2000; Baroth et al.,
2001) and services sciences (Chesborough and Spohrer, 2006). To date, these
communities have largely developed in isolation with few researchers forming links.
The study described in this paper has taken the form of a clinical review of
literature that has been published, explicitly, to contribute to the servitization debate.
Our methodology has consisted of identifying relevant publication databases,
searching these using a wide range of key words and phrases associated with
servitization, and then fully reviewing each article in turn. From these reviews, it was
possible to compile a set of key findings. These findings and their implications for
research are all described. The structure of this paper reflects this approach. First, the
research methods are described and the initial results of the search for relevant
literature are presented. Key findings are then presented through analysis of the
literature. Finally, the results of this analysis are summarised and discussed, and
conclusions are drawn.
2. Research programme
2.1 Aim, scope, and questions to guide research
The aim of the research presented in this paper has been to identify, interpret, and
summarise the literature currently available on the topic of servitization. In
determining the scope of this study, the focus has been on articles that are central and
relevant to servitization within a wider manufacturing context. For instance, papers
that deal with the application of service concepts to manufacturing, the management of
the transition from products to services, the provision of integrated solutions and value
creation through service offers, have all been considered relevant. Examples of
publications that are clearly within the scope of this review are those such as
Vandermerwe and Rada (1988) in which the authors define the concept of servitization
and, Wise and Baumgartner (1999) who discuss manufacturers moving downstream
into more lucrative product-related services. Outside the scope of our study at this time
are articles that deal exclusively with pure services provision.
To guide this review of the literature, a series of questions have been posed. Our
intention is that these should help to ensure a thorough and comprehensive review, but
that they will not necessarily lead directly to research findings. These questions are:
.
.
.
.
These questions highlight that this study has focused exclusively, and somewhat
pedantically, on the literature that is directly associated with servitization. Outside the
scope of our work have been contributions on topics such as PSS. As we have noted,
there are many similarities and cross overs between these two communities of
researches, however to date there have been few explicit links. This is demonstrated by
the lack of cross-referencing between the two communities. This situation will
undoubtedly change; indeed this paper itself contributes to this homogenisation
through the reworking of definitions in Section 3. Yet, in this paper, we sought to
capture how the servitization community has independently evolved to this point in
time. Hence, we treat the servitization topic similarly to our review on PSS published in
Baines et al. (2007).
2.2 Search strategy, results and analysis
The search strategy was developed by first identifying the relevant data sources, time
frame, and keywords. Initially, a very broad selection of databases was identified to
cover a diverse range of publications (e.g. journal articles, conference proceedings,
theses, books and trade journals). These databases included Compendex, Inspect, and
Emerald, along with the more traditional library cataloguing systems. For
completeness, an internet search was also conducted using a similar process to that
used with the library databases. Collectively, these provided access to a wide variety of
sources (e.g. Harvard Business Review, Industrial Marketing Management,
International Journal of Service Industry Management, and European Management
Journal ). Keywords were identified that were directly associated with servitization
(e.g. service-centred, service-oriented, service integration, product support, integrated
solutions, post-sales, product-related services and after-sales). Many of these key
words were combined with manufacturing in order to ensure their relevance to this
study. This set was then expanded and refined as appropriate articles were discovered.
Initially, this study focused on literature published between 1988 and 2008, with their
citations being cross-checked to ensure that any earlier publications were also
captured.
By searching the chosen databases, using the keyword over the selected time period,
a large number of article titles were uncovered. These lists were then edited to remove
any duplicate records, and the titles were checked to ensure relevance to the review.
The abstracts of all the remaining articles were then considered and, unless thought
inappropriate, the full paper was then read. Initially, the search terms identified about
150 articles, reports, and books. These were then carefully filtered to establish
49 documents that were directly relevant to our research enquiry. Subsequent
cross-checking of references increased the list to 58. The analysis itself was aided by
The servitization
of manufacturing
549
JMTM
20,5
applying mind-mapping techniques to capture and cluster the main themes and
contributions. It is the analysis of these articles that forms the basis of the findings in
this paper.
550
1976
Origin
USA
Levitt T
Vandermerwe S., Rada J.F.
Chase R.B., Garvin D.A.
1981
1988
1989
USA
Switzerland
USA
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Finland
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Figure 1.
Time-line for the evolution
of relevant papers
YEAR
54
55
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58
1970's
1980's
1990's
2000 - 05
2005 - on
11
25
16
Switzerland (15 per cent) and the rest of Western Europe (25 per cent). The literature
studied covers a range of topics. These have been grouped into themes and the
analysis of their coverage by authors is shown in Table I. In Table II,
codings * * *, * * and * have been used to indicate a focus on, detailed discussion
of or refers to the particular theme. The majority of authors cover the classification
of servitization (Chase and Garvin, 1989; Voss, 1992; Mathieu, 2001a). drivers of
servitization (Wise and Baumgartner, 1999; Lewis et al., 2004; Malleret, 2006) and the
guidelines and methods for the implementation of servitization strategies (Foote et al.,
2001; Oliva and Kallenberg, 2003; Gebauer and Friedli, 2005). Interestingly, few
authors directly address the definition servitization (Vandermerwe and Rada, 1988;
Howells, 2000) or its evolution in manufacturing (Brax, 2005; Davies et al., 2006a, b).
Over 30 per cent of authors cover the topics of the challenges facing manufacturers
who are moving into services (Martin and Horne, 1992; Miller et al., 2002; Slack, 2005),
the structure of servitized organisations (Quinn et al., 1990; Galbraith, 2002;
Gebauer et al., 2006). There is variety of papers based on case studies. These we
separate into inductive (studies used to develop theory) and deductive (studies
demonstrating the adoption of theory). Examples of inductive studies are Voss (1992)
and Cohen et al. (2006) and for deductive studies, Cook et al. (1999); Robinson et al.,
2002. Other authors have covered a variety of topics including, for instance, service
design and industrialisation (Levitt, 1976; Alonso-Rasgado et al., 2004; Johanasson and
Olhager, 2004), blueprint development (Vandermerwe and Rada, 1989; Stille, 2003;
Shostack, 1982).
Percentage of total
papers
14
7
32
12
55
7
35
12
60
16
21
28
36
39
67
27
23
18
14
13
27
11
12
47
40
31
24
22
47
19
21
The servitization
of manufacturing
551
Table I.
Table II.
Thematic analysis
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31
***
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*
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*
*
*
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*
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*
*
*
*
*
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*
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*
*
*
*
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*
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*
*
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*
**
*
*
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*
*
*
*
*
**
*
*
*
*
*
**
**
**
**
*
**
**
*
*
**
Key themes
7
8
9-a 9-b
**
*
**
**
*
**
10
**
**
11
***
*
*
**
*
12
552
Author(s)
**
*
**
**
**
*
*
**
**
13
*
*
*
*
*
*
15
(continued)
*
*
*
14
JMTM
20,5
Levitt T.
Lewis M., Portioli Staudacher A. and Slack N.
Malleret V.
Martin Jr C.R. and Horne D.A.
Mathe H. and Portioli Staudacher A.
Mathieu V.
Mathieu V.
Miller D., Hope Q., Eisenstat R., Foote N. and
Galbraith J.
Neu W. and Brown S.
Ojasalo K.
Oliva R. and Kallenberg R.
Quinn J.B., Doorley T.L. and Paquette P.C.
Robinson T., Clarke-hill C.M. and Clarkson R.
Roegner E.V., Seifert T. and Swinford D.D.
Roscitt R. and Parket R.
Samli A.C., Jacobs L.W. and Wills J.
Sawhney M., Balasubramanian S. and Krishnan V.V.
Slack N.
Vandermerwe S., Matthews W.H. and Rada J.F.
Vandermerwe S. and Rada J.F.
Vargo S. and Lusch R.
Verstrepen et al.
Voss C.
Ward Y. and Graves A.
Windahl C. and Lakemond N.
Windal C., Andersson P., Berggren C. and Nehler C.
Wise R. and Baumgartner P.
**
***
**
**
**
**
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***
*
*
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*
*
*
*
*
*
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*
*
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*
*
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*
*
*
*
*
*
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*
*
*
*
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*
*
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*
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*
*
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*
*
*
*
*
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*
*
*
*
***
*
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*
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*
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*
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*
**
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**
Key themes
7
8
9-a 9-b
Notes: Coding of key themes: * * * focus on; * * detailed discussion of; * refers to
40
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32
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Author(s)
*
*
*
*
10
*
*
*
**
**
11
**
**
*
*
*
**
*
***
*
*
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*
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*
*
*
**
*
15
***
***
14
*
**
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12
The servitization
of manufacturing
553
Table II.
JMTM
20,5
554
Table III.
Definitions of
servitization
Definition of servitization
The servitization
of manufacturing
555
JMTM
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556
(Gebauer and Friedli, 2005). From this beginning, there has now been a dramatic
change in the way services are produced and marketed by manufacturing companies.
The provision of services has now turned into a conscious and explicit strategy with
services becoming a main differentiating factor in a totally integrated products and
service offering. Recently, the value proposition often includes services as fundamental
value-added activities (Vandermerwe and Rada, 1988; Quinn et al., 1990; Gebauer et al.,
2006) and reduces the product to be just a part of the offering (Oliva and Kallenberg,
2003; Gebauer et al., 2006). Indeed, some companies have found this to be a most
effective way to open the door to future business (Wise and Baumgartner, 1999).
A key feature of servitization strategies is a strong customer centricity. Customers
are not just provided with products but broader more tailored solutions. These
deliver desired outcomes for specific customers, or types of customer, even if this
requires the incorporation of products from other vendors (Miller et al., 2002;
Davies, 2004). This use of multi-vendor products to deliver customer centric solutions
is exemplified by Alstoms maintenance, upgrade and operation of trains and
signalling systems, and similarly Rockwells on-site asset management for
maintenance and repair of automation products. Oliva and Kallenberg (2003)
consider this customer orientation to consist of two separate elements. First, a shift of
the service offering from product-oriented services to users processes oriented
services (i.e. a shift from a focus on ensuring the proper functioning and/or customers
use of the product, to pursuing efficiency and effectiveness of end-users processes
related to the product). Second, a shift of the nature of customer interaction from
transaction-based to relationship-based (i.e. a shift from selling products, to
establishing and maintaining a relationship with the customer).
There are a variety of forms of servitization with the features differing for each. The
literature identifies potential applications along the so-called product-service
continuum (Oliva and Kallenberg, 2003; Gebauer and Friedli, 2005; Neu and Brown,
2005; Gebauer et al., 2008). This is a continuum from traditional manufacturer where
companies merely offer services as add-on to their products, through to service
providers where companies have services as the main part of their value creation
process (Figure 2). As observed by Gebauer et al. (2008), companies have to look at
their unique opportunities and challenges at different levels of service infusion and
deliberately define their position. This is envisioned to be a dynamic process, with
companies redefining their position over time and moving towards increasing service
dominance:
Finding 3. There are various forms of servitization. They can be positioned on a
product-service continuum ranging from products with services as an
add-on, to services with tangible goods as an add-on and provided
through a customer centric strategy to deliver desired outcomes for the
customer.
4.4 Drivers of servitization
Commonly, the literature suggests three sets of factors that drive companies to pursue
a setvitization strategy; namely, financial, strategic (competitive advantage) and
marketing (Mathe and Shapiro, 1993; Mathieu, 2001b; Oliva and Kallenberg, 2003;
Gebauer and Friedli, 2005; Gebauer et al., 2006; Gebauer and Fleisch, 2007).
Services
as "add-on"
Relative
importance
tangible goods
The servitization
of manufacturing
Target
position
Relative
importance
of services
Tangible goods
as "add-on"
Current
position
557
Current
plans
Changes
realised
The main financial drivers often mentioned in the literature are higher profit margin
and stability of income (Wise and Baumgartner, 1999; Gebauer and Friedli, 2005). For
manufacturers with high-installed product bases (e.g. aerospace, locomotives and
automotives) Wise and Baumgartner (1999) estimate that, in some sectors, service
revenues can be one or two orders of magnitude greater that new product sale. Slack
(2005) agrees, and points out that in these sectors higher revenue potential often exists.
Likewise, Sawhney et al. (2004) identifies companies that have enjoyed success with
this approach (e.g. GE, IBM and Siemens and Hewlett Packard) and achieved stable
revenues from services despite significant drops in sales. Ward and Graves (2005)
emphasise that the increased life-cycle of many modern complex products, such as
aircrafts, is pushing the most significant revenues downstream towards in-service
support. These product-service combinations tend to be less sensitive to price-based
competition (Malleret, 2006), and so tends to provide higher levels of profitability in
comparison to offering the physical product alone (Frambach et al., 1997). Finally,
product-service sales tends to be counter-cyclical or more resistant to the economic
cycles that affect investment and goods purchase (Oliva and Kallenberg, 2003; Gebauer
and Fleisch, 2007). This can help secure a regular income and balance the effects of
mature markets and unfavourable economic cycles (Brax, 2005; Malleret, 2006).
The literature frequently refers to strategic drivers that are largely concerned with
gaining competitive advantage. These use service elements to differentiate
manufacturing offerings and so provide important competitive opportunities
(Frambach et al., 1997; Mathieu, 2001b; Gebauer and Fleisch, 2007). Competitive
advantages achieved through services are often more sustainable since, being less
visible and more labour dependent, services are more difficult to imitate (Oliva and
Kallenberg, 2003; Gebauer and Friedli, 2005; Gebauer et al., 2006). While discussing
these aspects, many authors (Coyne, 1989; Frambach et al., 1997; Mathieu, 2001b;
Gebauer and Fleisch, 2007) reflect on the increased commoditisation of the markets,
Figure 2.
The product-service
continuum
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558
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559
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Organisation
Description
Source
Alstom
Davies (2004)
ABB
Ericsson
560
Nokia
Thales
Rolls-Royce
Table IV.
Industrial examples of
servitization
Xerox
International
WS Atkins
and finally distribution control as used by Coca-Cola to grab shelf space in its
high-volume low-margin supermarket segment. The adoption of servitization to
provide customers with functional results is discussed by Howells (2000) in the case of
Rolls-Royces offering of guaranteed flight hours from their aero engines (Power by the
Hour) and by Mont (2001), who describes Xeroxs move from the provision of
photocopiers to offering document management. Miller et al. (2002) and Davies (2004)
describe examples of the provision of integrated solutions and view these as
integrated combinations of product and/or services that are tailored to create desired
outcomes for the customer. Davies (2004) concludes that suppliers of capital goods are
moving into integrated solutions provision form different position up and down the
value stream; he notes Alstoms transport solutions, Ericssons mobile networks and
Thaless training solutions as exemplifying this move. In addition, companies such as
W. S. Atkins and Cable & Wireless with strong systems integration capabilities,
exemplify the move into providing services previously carried out by their customers.
While the examples in Table IV typify cases of leading practice, they also indicate
the limited nature of exemplars in this field. The majority of these are large
multinationals supporting high-value capital equipment. This leads the authors to
summarise:
Finding 6. Examples of leading practice in the adoption of servitization are focused on
larger companies supplying high-value capital equipment such as Alston,
ABB, Tales and Rolls-Royce. These demonstrate how traditionally based
manufacturing companies have moved their position in the value-chain
from product manufacturers to providing customers with integrated
solutions that can include multi-vendor products.
4.7 Previous research aiding in the adoption of servitization
Section 4.5 has highlighted that the principal challenges in the adoption of servitization
are in the areas of the design of the service, organisational design and organisational
transformation. This section summarises the work done to date, in the existing
literature, to overcome each of these challenges. This work takes such forms as case
studies, guidelines, methodologies and techniques.
There is little previous work offering guidelines, tools or techniques, for the design
of integrated products and services. The existing work is typified by Coyne (1989) who
advocates that services design should be approached using a set of hard business
decisions that employ the same rigorous attitude used to develop products rather than
simply consider this as a variation of the marketing mix. Effective customised and
flexible service offerings can be achieved by combining a base package of standard
services with particular service options that are valued by individual customers
(Anderson and Narus, 1995; Neu and Brown, 2005). Similarly, other authors
(Miller et al., 2002; Davies, 2004; Davies et al., 2006a, b) observe that in providing
integrated solutions, there is a need to design services as modular units that can be
mixed and matched in different combinations to meet specific customer and
market requirements. Such product-service combinations are considered by
Alonso-Rasgado et al. (2004) as functional products and therefore suggest that
general service design processes are inappropriate.
Guidance in the literature on how to approach organisational strategy is largely
limited to anecdotal evidence from case studies that suggest good practices and
processes for implementation. For example, Davies et al. (2006a, b) draws lessons from
five cases to surmise that, for success, companies need a clear understanding of what
they do well and what new capabilities they need to develop. Likewise, Davies (2004),
Oliva and Kallenberg (2003) and Gebauer and Friedli (2005) identify the value of a
phased introduction of added services in order to achieve successful implementation of
service strategy in manufacturing companies. This is seen to provide a safer journey
for companies along the road to servitization. However, Brax (2005) observes a paradox
here, in that services introduced in this way can be perceived as secondary to the
tangible product and hence may lack cross-functional support, leading to failures in
service operations. Davies (2004), Oliva and Kallenberg (2003), Gebauer and Friedli
(2005) and Brax (2005) all identify the establishment of de-centralised customer facing
service units with profit and loss responsibility within the organisation as a key factor
in a successful service strategy. These should be run as a separate business units and
operated with the metrics, control systems, and incentives of a professional service
organisation (Oliva and Kallenberg, 2003; Gebauer and Friedli, 2005; Gebauer et al.,
2006). According to Sawhney et al. (2004), running the product-service business
separately mitigates the risk of moving outside existing organisational capabilities.
Other approaches to servitization described in the literature include collaborative
arrangements with partnership and/or outsourcing agreements with third parties
(Mathieu, 2001b; Sawhney et al., 2004; Windahl and Lakemond, 2006). In this type of
approach, Gebauer et al. (2008) observes the involvement of customers as development
partners.
The state of previous research on organisational transformation is similar to that of
organisational design. There are a small set of case studies which draw lessons from
the practices of successful companies (Davies, 2004; Miller et al., 2002). Examples
include Gebauer and Fleisch (2007) who investigate typical behavioural processes in
these companies which, in some respect, can discourage executives from service
investments. Gebauer and Friedli (2005) also note the importance of training and
empowering people delivering service so that they can be effective and efficient. They
observe that empowerment of this kind is only possible if employees have the mindset
to establish a service culture. A number of authors (Oliva and Kallenberg, 2003;
The servitization
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Gebauer et al., 2006; Gebauer and Fleisch, 2007) identify the separate service
organisation as the way to create a service culture, with the associated underlying
norms and values, without replacing the manufacturing value set. This can help to
avoid a clash between a dominant manufacturing culture and the service-related
counterculture. Similarly (Windahl and Lakemond, 2006) consider that isolating the
service organisation from product development and manufacturing operations may be
a critical success factor for managing the transition.
Overall, we have found that the existing guidance in the literature on how to
servitize an organisation is limited and this leads to our finding of:
The servitization
of manufacturing
563
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20,5
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567
Corresponding author
T.S. Baines can be contacted at: t.s.baines@cranfield.ac.uk
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