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|a 9783030805111
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|z 9783030805104
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|a (MiAaPQ)EBC6719986
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|a HD9980-9990
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|a West, Shaun.
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|a Modern Industrial Services :
|b A Cookbook for Design, Delivery, and Management.
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|a 1st ed.
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|a Cham :
|b Springer International Publishing AG,
|c 2021.
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|c ©2022.
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|a 1 online resource (220 pages)
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|a text
|b txt
|2 rdacontent
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|a computer
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|a online resource
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|2 rdacarrier
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|a Springer Texts in Business and Economics Series
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|a Modern Industrial Services -- Foreword -- Acknowledgments -- About This Book -- Contents -- About the Authors -- List of Cases -- 1: Understanding the Barriers That Slow Firms Shifting from Products to Services -- 1.1 How This Book Works -- 1.2 Product-Service Systems and Servitization -- 1.3 The Journey to Services -- 1.4 Learning to Understand Complex Systems -- 1.5 Seven Barriers Stopping Firms from Moving to Services -- 1.6 Further Reading -- References -- 2: Overcoming the Barriers to Service Excellence -- 2.1 Customers -- 2.1.1 How Do We Get Our Sales Team to Be Effective in Services? -- Case 1 Learning to Capture Relevant Operational Information to Support Pro-active Sales -- Case 2 Splitting Sales Teams to Focus on Either New Equipment or Service -- 2.1.2 How Do We Coordinate with Our Customers/End-users? -- Case 3 Learning to Identify Customers ́Service Trigger Points -- Case 4 Learning to Understand Its Customers ́Buying Process -- 2.1.3 How Can We Reach the End-User When the Equipment Is Sold via an Installer/External Partner? -- Case 5 A Firm Sells to an Installer Yet Was Able to Develop a Relationship with the End-User -- Case 6 The Installer Wants to Provide Services to the OEMś Customers (the End-Users) -- 2.1.4 How Can We Promote a Solution to the End-User When the Equipment/Service Is Delivered via an External Partner? -- Case 7 Learning to Understand Installers as Well as End-Users -- Case 8 Sharing the Sales Leads and Getting Rewarded for It -- 2.1.5 How Do We React When Our Customers Ask Us Explicitly for New Services? -- Case 9 New Service Development Is Different to New Product Development -- Case 10 A Firm Has Been Asked by Customers to Deliver New Services -- 2.1.6 How to Manage Delivery When Our Customers Want to Perform Some of the Tasks Themselves? -- Case 11 Building Field Services in Collaboration with Customers.
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|a Case 12 Working with the Customer to Make Them Part of the Solution -- 2.2 Organizational Structure and Culture -- 2.2.1 Some Managers Do Not Think of Service as a Real Business. How Can We Educate Them? -- Case 13 Sales in Services Take So Much Effort and Yield Too Little Value -- Case 14 With Clear Aftermarket Targets, the Firm Started to Grow Services -- 2.2.2 How Do We Get RandD to Consider the Whole Equipment Lifecycle? -- Case 15 NPD Only Ever Considers the Newest Technology -- Case 16 Using the Lifecycle of the Equipment to Discover New Services -- 2.2.3 How Do We Get Top Management Involvement? -- Case 17 A Cost Center is Always Under Pressure to Reduce Its Budget -- Case 18 Service Is Now Headed by a Senior Manager -- 2.2.4 How Do We Get the Firm to See Service as a Real Business Unit with a Profit and Loss? -- Case 19 Service Helped to Deepen the Customer Relationships -- Case 20 Running a Business Means Every Service Shop Has to Make Money -- 2.2.5 How Can We Reduce Resistance to Developing Service Business? -- Case 21 The Firm Needs to Show Real Success: Not Just Financial Numbers -- Case 22 Creating a Protected Service Business as a Single Unit -- 2.2.6 How Can We Educate HR/Employees? -- Case 23 Taking Time to Work with Human Resources Pays Off -- Case 24 Moving People Between Locations Can Be Disruptive in the Short-Term but Pays Off in the Longer Term -- 2.3 Knowledge and Information -- 2.3.1 How Do We Share Know-How? -- Case 25 Sharing of Know-How Comes from Collaboration -- Case 26 Developing Field Service Behavior in Product Development Engineers -- 2.3.2 How Can We Better Share Service Feedback with the Equipment Designers? -- Case 27 Information Can Only Be Shared Effectively Through Trusting Relationships -- Case 28 Learning to Share Long-Term Equipment Operational Information.
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|a 2.3.3 What New Project Management Skills Are Needed for Services? -- Case 29 Commercial Project Management Is Just Different to Project Management for Product Development -- Case 30 The Service Team Needs to Be Coached in Project Management -- 2.3.4 How Can We Learn More About the Equipment Operation? -- Case 31 Using the IoT Provided Insights into the Performance of the Equipment -- Case 32 Learning to Share Knowledge About Equipment Performance Within the Firm -- 2.3.5 How Can We Mix Know-How from Installers and Customers? -- Case 33 The OEM Needed to Learn from Its Installers -- Case 34 Learning to Use Customer Know-how -- 2.4 Products and Activities -- 2.4.1 How Do We Understand the Installed Base? -- Case 35 The Installed Base Is a Key Asset for Service Business -- Case 36 Learning to Understand the Market from the Installed Base -- 2.4.2 How Can We Professionalize Service Delivery? -- Case 37 Learning About Customer Value -- Case 38 Improving Warranty and Creating Extra Work -- 2.4.3 When Can We Start to Design and Deliver Advanced Services? -- Case 39 Being Pulled into Advanced Services by Customers -- Case 40 Delivering Advanced Services -- 2.4.4 If Customers Ask for Digital Service, Where Do We Start? -- Case 41 Digitally Enabled PSS Is Really Complex -- Case 42 Using Digital to Transform a Business -- 2.4.5 How Can Services Support New Equipment Sales? -- Case 43 Using Service to Support Product Sales -- Case 44 Working in a Razor/Razor-Blade Market -- 2.5 Competitors, Suppliers, and Partners -- 2.5.1 How Can We Expand Our Capabilities? -- Case 45 Broadening Capabilities Through the Ecosystem -- Case 46 Working with Partners to Get a Win-Win Solution -- 2.5.2 How Do We Coordinate Cooperation in the Supply Chain? -- Case 47 Enhancing Supply Chain Learning to Support Service -- Case 48 Build Supply Chain Collaboration.
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|a 2.5.3 How Can We Transform Agents and Distributors into Service Partners? -- Case 49 Building a Framework to Get More Value from Agents and Distributors -- Case 50 Learning to Share Value and Risk with Service Partners -- 2.5.4 How Can We Transform Our Partners into a Service Force? -- Case 51 Developing Agents to Become The Extended Service Force -- Case 52 Transforming the Business to a Service Business -- 2.5.5 How Can We Develop a Common (Business) Language? -- Case 53 Three Acquisitions Later: We Have Four Different Languages -- Case 54 Developing a Common Approach to Customer Feedback -- 2.5.6 How Can Both We and Our Partners Manage Performance Measurement? -- Case 55 Legal Team Was the Barrier to New Value Propositions that Aligned with Outcomes -- Case 56 Measuring Performance Is More Than Just Financials -- 2.5.7 How Do We Work with Installers? -- Case 57 Cleaning Up the Mess that Installers Leave Behind -- Case 58 Using Installers to Extend the Sales Force -- 2.6 Society and Environment -- 2.6.1 How Can We Convert Free to Fee (Change the Internal and External Mentality)? -- Case 59 Learning to Charge for Free Services -- Case 60 First Steps of Changing for Services -- 2.6.2 How Can We Deal with the Conflicting Demands to Standardize (for Efficiency) and Localize (for Effectiveness) at the Sam... -- Case 61 Standardizing Service Modules to Provide Flexibility -- Case 62 Developing Competencies and Capabilities for Modular Services -- 2.6.3 How Can We Manage Long-Term Contractual Commitments Made at the Corporate Level with Local Laws? -- Case 63 Cleaning Up the Mess that Corporate Created -- Case 64 Tax in Service Is Really Hard to Get Right -- 2.6.4 What Are the Main Legal Implications for Our Organization? -- Case 65 Sales Needs to Learn to Negotiate Service Terms and Conditions -- Case 66 Service Risk Management that Creates Opportunities.
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|a 2.6.5 How Can We Understand Tax and Transfer Pricing Issues? -- Case 67 Learning to Deal with Political Risks from Brexit -- Case 68 Building Transfer Pricing that Is Competitive and Compliant -- 2.7 Economic and Finance -- 2.7.1 How Do We Move away from Cost-Plus/Hours-Based? -- Case 69 Teaching Buyers that ``Cost Plus ́́Does Not Deliver Value -- Case 70 Working with Finance to Build New Revenue Models -- 2.7.2 How Should We Consider Margins? How Do We Price Effectively? -- Case 71 Deal with Premium and Budget Pricing Models -- Case 72 Introducing Proactive Spares Pricing -- 2.7.3 Spares Have High Margins, More Service Will Reduce the Margins, How Do We Manage This? -- Case 73 Spares Sales with New Equipment Belong with the Service Business -- Case 74 Focusing on Service Cash Generation Not Just Return on Sales -- 2.7.4 How Can We Develop Our Service Business When We Have No Cash to Invest? -- Case 75 Investing in Service Without a Clear ROI -- Case 76 Getting the Customer to Pay for Innovation -- 2.7.5 How Can We Manage Dealer Discounts Better? -- Case 77 Global Business but Local Process -- Case 78 Dancing with Ambiguity by Having Transparency -- References -- 3: Methods and Tools for Overcoming the Barriers to Servitization and Service Excellence -- 3.1 How to Build Your Service Excellence Roadmap -- 3.2 Service Methods and Tools -- References.
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|a Description based on publisher supplied metadata and other sources.
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|a Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2023. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
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|a Electronic books.
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| 700 |
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|a Gaiardelli, Paolo.
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| 700 |
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|a Saccani, Nicola.
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| 776 |
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|i Print version:
|a West, Shaun
|t Modern Industrial Services
|d Cham : Springer International Publishing AG,c2021
|z 9783030805104
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| 797 |
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|a ProQuest (Firm)
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| 830 |
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|a Springer Texts in Business and Economics Series
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| 856 |
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|u https://ebookcentral.proquest.com/lib/matrademy/detail.action?docID=6719986
|z Click to View
|
