Organizing customer-oriented service business in manufacturing

Abstract

This study examines the organization of service business in manufacturing. Earlier literature has emphasized the positive effects of a separate service unit. Our comparative case study indicates that a separate unit as such does not guarantee success in service business. An essential issue is how customer interaction and the continuous flow of customer information have been secured. Sales personnel have often been regarded as the main actor in the creation of customer intelligence. Based on our study we argue that attention should also be paid to field technicians and other operative personnel as a channel for customer information.