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Description
Contents
Reviews
Manufacturing firms are moving beyond manufacturing to offer services and solutions, often delivered through their products, or at least in association with them. This strategy is called “servitization” and these new business models are based on the Product-Service-System (PSS).
This book, through both a theoretical and an empirical approach, intends to present and discuss the main challenges that companies interested in servitization strategies have to overcome, with a particular focus on the design of managerial control systems.
This book can represent a useful tool for whose companies interested in the development of successful servitization strategies and for scholars involved in research on innovative business models. In particular, it may be of interest for top management and middle management in charge of strategic and organizational issues, as well organizational units, such as: supply chain, logistics, production, after sales and service, R&D, strategic planning and managerial control. Consultants and practitioners involved in strategy, organization, manufacturing, operations, supply chain and managerial control may be interested too.
Introduction
Chapter 1 – The servitization of manufacturing: Why and how
Chapter 2 – Servitization strategy: Key features and implementation issues
Chapter 3 – Strategic managerial control for servitization strategy
Chapter 4 – Case studies
Chapter 5 – Conclusions: Research and practical implications
Servitization is a strategy that many manufacturing companies are now engaging to maintain income in an era of diminishing demand for products by selling services, often through or in association with their manufactured products, say Pistoni and Songini. They analyze the phenomenon from both theoretical and empirical approaches, highlighting the main challenges that companies have to overcome in order to implement this strategy successfully, and focusing specifically on managerial control mechanisms.
