Servitization - Business Administration, esp. Marketing and Value Creation

Servitisation - Consequences of the service transformation in industrial companies

Many industrial goods companies no longer see themselves purely as producers, but as providers of holistic solutions for their customers. Diebold Nixdorf, for example, not only sells self-service checkouts, but also supports retailers in making the entire self-service process attractive. This means that companies like Diebold Nixdorf are now taking on far more responsibility for key processes at customer companies. The change in companies towards more service and solution offerings is summarised in research under the term servitisation (also service transition or service transformation). In our research, we focus on the consequences of this change for the companies offering services and the customer companies.

Research questions

What are the financial and non-financial implications of the service transformation for industrial goods companies?
What different types and strategies of industrial services can be identified?
Which development paths can be observed in the change from product-orientated to value-orientated strategies?
How can industrial service change be implemented? Is business service outsourcing a suitable approach?
What challenges does the use of outcome-based contracts (so-called operator models) entail?

Publications

Akalan, R.; Böhm, E.; Eggert, A. (2022). Servitisation in the manufacturing industry: Where do we stand? Where do we come from? Journal of Service Management Research, 6 (3), 204-213.
Harrmann, L. K.; Eggert, A.; Böhm, E. (2022). Digital technology usage as a driver of servitisation paths in manufacturing industries, European Journal of Marketing, 57(3), 834-857 [VHB-Jourqual3: C].
Akalan, R., Eggert, A., and Böhm, E. (2022). Strategic emphasis on service-based business models during the corona crisis: Are customer solutions a curse or blessing for manufacturing firms? Journal of Service Management Research, 6 (1), 47-63.
Schaefers, T.; Ruffer, S.; Böhm, E. (2021). Outcome-based contracting from the customers' perspective: A means-end chain analytical exploration, Industrial Marketing Management, 93, 466-481 [VHB-Jourqual3: B]
Eggert, A.; Böhm, E.; Cramer, C. (2017). Business service outsourcing in manufacturing firms: An event study, Journal of Service Management, 28 (3), 476-498 [VHB-Jourqual3: B]
Böhm, E.; Eggert, A.; Thiesbrummel, C. (2017). Service transition: A viable option for manufacturing companies with deteriorating financial performance? Industrial Marketing Management, 60 (1), 101-111. [VHB-Jourqual3: B; AMA Best Paper Award]
Böhm, E.; Backhaus, C.; Eggert, A.; Cummins, T. (2016). Understanding outcome-based contracts: Benefits and risks from the buyers' and sellers' perspective, Journal of Strategic Contracting and Negotiation, 2 (1-2), 128-149 [Best Paper Award].
Eggert, A.; Hogreve, J.; Ulaga, W.; Münkhoff, E. (2014). Revenue and profit implications of industrial service strategies, Journal of Service Research, 17 (1), 23-39 [VHB-Jourqual3: A].
Eggert, A.; Hogreve, J.; Ulaga, W.; Münkhoff, E. (2011). Industrial services, product innovations, and firm profitability: A multiple-group latent growth curve analysis,Industrial Marketing Management, 40 (5), 661-670. [VHB-Jourqual3: B; AMA Best Overall Conference Paper Award]
Münkhoff, E. (2013). Sales and profitability effects of industrial services - A latent growth curve analysis, Wiesbaden: Springer Gabler.

Third-party funded projects

Strategic transformation to value-centred business models (01/2019-03/2022; funded by the German Research Foundation (DFG), with Andreas Eggert)
Investigating service growth strategies in manufacturing firms (sponsored by the Institute for the Study of Business Markets (ISBM), with Lisa Scheer and Vamsi Kanuri)