Abstract
PurposeThe purpose of this paper is to contribute to the understanding of the servitization phenomenon of product-centric companies, by identifying the resources, capabilities and organizational aspects needed to successfully deploy a servitized business model (BM).Design/methodology/approachBy adopting a literature-based approach, this paper develops a servitization maturity model (SeMM) aimed at assessing and positioning companies in the servitization journey. The paper also illustrates the model application to two small and medium-sized enterprises (SMEs), a machinery and a forklift truck company.FindingsThe SeMM identifies a set of 85 critical requirements that are used to evaluate the servitization level of product-centric companies, through a specific five-stage measurement scale. The requirements are categorized into: five maturity dimensions (organizational approach, process management, performance management, tools, capabilities) and nine BM Canvas components. The empirical application exemplifies how the SeMM can support managers in identifying and bridging the gaps in their servitization journey.Originality/valueThe SeMM adopts an original bi-dimensional approach and provides an operationalization of the servitization process through the identification of specific critical requirements framed on established BM and maturity dimensions taken from the literature. Moreover, the model responds to a call for research to develop practitioner-oriented tools and guidelines to support the servitization process, in particular for SMEs, and to the need to go beyond to measures of servitization based on indicators about number of services offered or their turnover.
Highlights
To increase revenues and build sustainable competitive advantage, product-centric companies are increasingly undergoing servitization (Neely, 2008; Baines et al, 2009)
The maturity model (MM) developed in this paper contributes to fill this gap and to accumulate knowledge on the service transformation of product-centric companies
Through the identification of 85 detailed critical requirements, it provides a comprehensive understanding of the service transition phenomenon
Summary
To increase revenues and build sustainable competitive advantage, product-centric companies are increasingly undergoing servitization (Neely, 2008; Baines et al, 2009). Product-centric companies undertaking servitization face several challenges (Alghisi and Saccani, 2015; Zhang and Banerji, 2017), and this transition remains a complex matter (Reim et al, 2015; Martinez et al, 2017), especially for small and medium-sized enterprises (SMEs) (Kowalkowski et al, 2013). Servitization research has devoted limited attention to comprehensively analyzing the elements that support this BM reconfiguration (Adrodegari and Saccani, 2017; Forkmann et al, 2017). The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode
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