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Managing the transition from products to services

Managing the transition from products to services Management literature is almost unanimous in suggesting to manufacturers that they should integrate services into their core product offering. The literature, however, is surprisingly sparse in describing to what extent services should be integrated, how this integration should be carried out, or in detailing the challenges inherent in the transition to services. Reports on a study of 11 capital equipment manufacturers developing service offerings for their products. Focuses on identifying the dimensions considered when creating a service organization in the context of a manufacturing firm, and successful strategies to navigate the transition. Analysis of qualitative data suggests that the transition involves a deliberate developmental process to build capabilities as firms shift the nature of the relationship with the product end‐users and the focus of the service offering. The report concludes identifying implications of our findings for further research and practitioners. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Service Industry Management Emerald Publishing

Managing the transition from products to services

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References (32)

Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
0956-4233
DOI
10.1108/09564230310474138
Publisher site
See Article on Publisher Site

Abstract

Management literature is almost unanimous in suggesting to manufacturers that they should integrate services into their core product offering. The literature, however, is surprisingly sparse in describing to what extent services should be integrated, how this integration should be carried out, or in detailing the challenges inherent in the transition to services. Reports on a study of 11 capital equipment manufacturers developing service offerings for their products. Focuses on identifying the dimensions considered when creating a service organization in the context of a manufacturing firm, and successful strategies to navigate the transition. Analysis of qualitative data suggests that the transition involves a deliberate developmental process to build capabilities as firms shift the nature of the relationship with the product end‐users and the focus of the service offering. The report concludes identifying implications of our findings for further research and practitioners.

Journal

International Journal of Service Industry Management – Emerald Publishing

Published: May 1, 2003

Keywords: Service; Management; Strategy; After‐sales service

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