Judith Gesing

An Ontology of Business Models for Industrial Product-Service Systems

Delivering Industrial Product Service Systems (IPS2) is a strategic priority for many companies, since IPS2 represent an opportunity to differentiate from competitors and to build long-term customer relationships. However, these relationships have to be characterized, e.g. in terms of delivering value, generating revenues, and sharing risks, which can be done through a business model. Nevertheless, the existing research on business models lacks structure especially with regard to IPS2. To provide a first step into closing this research gap, this study aims at delivering an IPS2-specific business model ontology. Based on this, a case study of a solution provider is conducted.

Business Models and Product Service Systems for Transformable, Modular Plants in the Chemical Process Industry

This paper examines business models and product service systems in the chemical industry. Three main players are currently involved on the market (equipment manufacturers, plant engineering companies and plant operators). Business models between engineering companies and plant operators are transaction oriented. Services such as maintenance and continuous improvements are not standard practice. As modular transformable production concepts emerge, the market structure is due to change. A new player, the module manufacturer, joins the market and competes with plant engineering companies. A modular and decentralized production concept requires different business models and service offers such as remote control or module substitution. Business models between operator and module manufacturers have to be more service orientated with risks shifting more towards the module manufacturer’s side.

Selling Product-Service Systems Means Selling Change

Traditional manufacturing companies are trying to differentiate from increasing competition by offering customized Product-Service Systems (PSS). While academic literature already focused on organizational changes required on side of the supplier providing PSS, changes induced by the implementation of a PSS within the customer’s organization are neglected so far. However, managing these changes on the customer’s side is a challenge in selling PSS. Thus, the authors (I) describe the customer’s change process induced by different PSS business models, (II) adjust change management strategies to fit PSS and combine these with the PSS life cycle and (III) bring up further research questions.

What Makes a PSS Supplier Successful – An Analysis of the Drivers

Providing Product Service Systems (PSS) calls for companies to react flexibly and individually to their customers’ requirements and to be able to engage with them in the co-creation of value. In order to meet these changing requirements companies need to adjust their business models accordingly. Research on business models for PSS is limited. Therefore this paper analyzes the antecedents and outcomes of PSS conducting an empirical analysis, building on a questionnaire survey among 29 PSS suppliers. Results indicate that the value proposition is the essential part of the PSS business model, from which other characteristics can be derived. Companies providing PSS can generate higher revenues when they react flexibly towards their value propositions, are service-oriented and able to engage in co-design with their customers.

Learning About Product Service Systems – Conveying Information to Improve the Benefit Evaluation and Stabilize Preferences

Especially for Industrial Product Service Systems (IPS2) which are very new and can therefore be classified as Really New Products (RNPs) the stability of customer preferences is a crucial success factor. Against this background it is essential to identify forms of knowledge transfer which enable customers to learn about IPS2 and help them stabilize their preferences. In this study, we set up a large scale practitioner experiment to test the effect of combinations of information and learning mechanisms on preference stability. We use an innovative device for remote service provision. Our results indicate the importance of conveying information combinations for learning about IPS2. We therefore conclude, that only by regarding both, information and learning mechanisms, and determining appropriate information strategies can effects on customer preferences really be controlled for in the best possible manner.

Geschäftsmodelle für Industrielle Produkt-Service Systeme

Industrielle Produkt-Service Systeme (IPSS) bieten vielen deutschen Unternehmen einen Wettbewerbsvorteil, so dass ein verstarkter Wandel vom traditionellen Produktanbieter hin zum Anbieten von Industriellen Produkt-Service Systemen zu beobachten ist. Jedoch scheitern viele Unternehmen an der erfolgreichen Umsetzung dieser innovativen Konzepte. Ein entscheidender Erfolgsfaktor ist die Implementierung von angepassten IPSS-Geschaftsmodellen. Diese bilden die, durch Industrielle Produkt-Service Systeme entstehende, langfristige Geschaftsbeziehung zwischen Anbieter und Kunden uber den Lebenszyklus hinweg ab. IPSS-Geschaftsmodelle weisen auf Grund der Umverteilung von Aufgaben, Risiken, Erlosen und Eigentumsverhaltnissen eine erhohte Komplexitat auf. Fur eine intensive Auseinandersetzung mit IPSS-Geschaftsmodellen ist aus diesem Grund eine detaillierte Betrachtungsweise einzelner Partialmodelle notwendig. Im vorliegenden Beitrag wird eine Morphologie vorgestellt, die einen ersten Ansatz zur differenzierten Betrachtung und damit auch Ausgestaltung von IPSS-Geschaftsmodellen bietet. Um die vielfaltigen Moglichkeiten von Geschaftsmodellen besser einschatzen zu konnen, werden sie nach dem Grad ihrer Zusammenarbeit zusatzlich drei Kategorien zugeordnet und die Koordinationsnotwendigkeiten der verschiedenen Kategorien analysiert.