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School of Business | Department of Management Studies | MSc Degree Programme in Strategy | 2015
Thesis number: 13915
Strategies for deploying information services offerings in the B2B capital goods industry
|Title:||Strategies for deploying information services offerings in the B2B capital goods industry|
|Year:||2015 Language: eng|
|Department:||Department of Management Studies|
|Academic subject:||MSc Degree Programme in Strategy|
|Index terms:||johtaminen; management; strategia; strategy; palvelut; service; tietopalvelu; information service; tietämyksenhallinta; knowledge management; liiketaloustiede; business science; mallit; models; asiakashallinta; customer relationship management; valmistus; manufacturing; teollisuus; industry|
» hse_ethesis_13915.pdf size:914 KB (935913)
|Key terms:||information services, service transition, service-based business model innovation, value-based customer engagement, dynamic capabilities, B2B capital goods industry|
Objective of the Study:
The objective of the study is to analyze how can manufacturing-oriented organizations transform their business through deploying value-based information service offerings to complement and enhance their traditional offering, and what factors need to be considered to facilitate a successful transition. In addition, the study aims to outline implications for strategy implementation and the prevailing manufacturing-oriented business model in the B2B capital goods industry context.
The study was conducted as a qualitative, intrinsic single-case study. Research data was collected through semi-structured interviews in the case company and the case SBU. The analysis and interpretation of the data followed a systematic combining approach, best characterized as 'abductive'. A theoretical framework constructed on the basis of the literature review established the sensitizing concepts guiding the analysis and interpretation process.
Findings and Conclusions:
The results suggest that a key determinant in successful deployment of an information services strategy is the sequential development of service-oriented microfoundations for dynamic capabilities in the areas of enhancing and maintaining market orientation (sensing capabilities); developing service strategies, service-oriented business models, and value-focused service offerings (seizing capabilities); as well as aligning organizational structures, human resources and corporate culture, and reshaping the firm's value network (reconfiguring capabilities).
In particular, establishing a platform for systematic, institutionalized generation of value knowledge is crucial, and constitutes the foundation for all further value-focused activities. Moreover, adopting an end-to-end view of customer relationships would be beneficial in aligning management of the customer relationship portfolio with the relational nature of service business. All decision-making concerning customers should be based on optimizing long-term value for the firm and the customer, and coordinated across all customer-facing functions of the firm.
Finally, the findings indicate that the development of new value-focused service offerings should be separated from product development, to enable better consideration of the unique characteristics of service offerings. While a bi-directional link to the product development process should be maintained, decision metrics and decision-making criteria optimized for service offerings are essential in facilitating the co-existence of manufacturing and service logics within the firm.
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