Product-Service Systems in the Digital Era: Deconstructing Servitisation Business Model Typologies

2012 ◽

Author(s):

Katja Hölttä-Otto ◽

Victor Tang ◽

Kevin Otto

Keyword(s):

Business Model ◽

Support Services ◽

Manufacturing Firms ◽

Service Systems ◽

New Method ◽

Product Platform ◽

Product Service ◽

Alternative Service ◽

Modular Platform ◽

Product Service Systems

More and more manufacturing firms are transitioning to more serviced based offerings. It has been shown that a useful integrated bundle of services through a complimentary product can be a better business model than just adding support services to a product as tactical responses to customer needs. In order for companies to be able to define these integrated bundles in an efficient and systematic manner, a process is needed. In the paper we propose a new method to define modular services, ones that can be leveraged efficiently as driving entities, and which can be provided using several product offers. The service modules consist of services modularized for leveraging across several products. The method builds upon the foundations in product platform and modularity research extending it to product service systems. Further, we introduce alternative service modular platform leveraging strategies.

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Data Analytics Enabled Smart Manufacturing Business Model Transformation – A Product-Service Systems Perspective

Optimization in Large Scale Problems - Springer Optimization and Its Applications ◽

10.1007/978-3-030-28565-4_6 ◽

2019 ◽

pp. 29-31

Author(s):

Thorsten Wuest

Keyword(s):

Business Model ◽

Model Transformation ◽

Data Analytics ◽

Service Systems ◽

Smart Manufacturing ◽

Systems Perspective ◽

Product Service ◽

Product Service Systems

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“The Bott om Calling the Top”—The Selling of Funct ion (PSS) as a Business Model for Sust ainability, in Need of Some Ass ist ance from the Legislator

Florida Tax Review ◽

10.5744/ftr.2020.2013 ◽

2021 ◽

Vol 23 (2) ◽

pp. 825-844

Author(s):

Olle Karlsson ◽

Jan Kellgren

Keyword(s):

Business Model ◽

Business Models ◽

Economic Life ◽

Service Systems ◽

Bottom Up ◽

Legal Scholar ◽

Policy Issues ◽

Product Service ◽

New Business ◽

Product Service Systems

When it comes to policy issues, a legal scholar would traditionally study sustainable taxation from a “top-down” perspective, thus focusing on the legislator and on rational ways to steer economic life in a more sustainable direction. Here, we start at another end—we think of it as “the bottom-calling-the-top” perspective—in order to highlight (1) a relatively new business model and its merits from a circular economy perspective, namely the so called Product Service Systems; (2) how this model faces initial problems regarding especially foreseeability and that it might therefore have problems making its breakthrough; and (3) thus might need help from the legislator. Business models typically emanate from economic life rather than from political discourse, hence the bottom-up perspective and the bottom-to-the-top expression. Within the “bottom-calling-the-top” perspective, the focus lies on the needs of the economic actors carrying out their business. This text will contribute to the integration of a “bottom-up” perspective into the sustainable taxation discussion, and we will illustrate how a proper dose of bottom-up perspective might contribute to a more viable discussion.

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Exploring product–service systems in the digital era: a socio-technical systems perspective

The TQM Journal ◽

10.1108/tqm-11-2019-0272 ◽

2020 ◽

Vol 32 (4) ◽

pp. 897-913 ◽

Cited By ~ 3

Author(s):

Ai Qiang Li ◽

Nicholas Rich ◽

Pauline Found ◽

Maneesh Kumar ◽

Steve Brown

Keyword(s):

Digital Technologies ◽

Service Systems ◽

Content Type ◽

Digital Era ◽

Main Challenge ◽

Product Service ◽

Human Skills ◽

Technical Systems ◽

The Impact ◽

Product Service Systems

PurposeIn the age of Industry 4.0, digital advancement is reshaping manufacturing models towards product–service systems (PSS). The drivers, readiness and challenges to move to a PSS model are not well understood, and the exploitation of the digital era presents the gap of this research.Design/methodology/approachThe research was conducted using semi-structured interviews in six manufacturers. Two forum debates were also conducted to supplement and validate the findings.FindingsSocial and economic motivations rather than environmental considerations were driving the change to PSS. Digital technologies could be an important driver if manufacturers reached a certain PSS maturity level. A high level of technical readiness was offset by a low level of social investments and the strategic development of human resources. Value co-creation was a main challenge though manufacturers had the advantage of digital connectivity, which indicated new human requirements; the greater the enabling power of digital technologies, the greater the need for advanced human skills.Practical implicationsHuman resource management has underpinned lean models; yet, the role of employees within PSS is underdeveloped despite the impact of staff in exploiting digitalisation and value co-creation. A “learning organisation” and socio-technical fit are required for the “diffusion of innovation” of PSS.Originality/valueThis research attempted to explore drivers, readiness and challenges for PSS from a socio-technical systems (STS) perspective. Three levels of PSS maturity with STS features were derived from the research, providing guidance for manufacturers.

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