1,721,024 research outputs found
Successful Business Models for service centres: an empirical analysis
Full text linkPurpose – The purpose of this paper is to analyse the fit between the strategy of service centres and their
business model (BM) and to identify the BM components’ characteristics and links that allow it to stand out in
terms of service delivery and business performance.
Design/methodology/approach – This study applies an inductive qualitative multiple case study approach
through the empirical analysis of top-performing Italian service centres operating in the Medium–Heavy
Commercial Vehicle sector.
Findings – Research findings underline that the BM components of top performers are consistent amongst
each other and with the adopted strategy and make a positive impact on the firm’s performance. In particular,
top performers are characterised by a solid financial structure based on equity, formalised and flexible
organisational structures and processes, clarity in strategic direction and long-term orientation, grounded
capabilities, competences and skills, trustful relationships with main service partners and a comprehensive set
of managerial mechanisms.
Research limitations/implications – This paper presents some limitations, typical of qualitative research
based on case studies. Future works may include other dimensions of performance for identifying top
performers, and extend the empirical analysis to different sectors and national contexts.
Originality/value – This paper supports the relevance of contingency theory – particularly the
strategy-structure-performance paradigm – in the analysis of the role of a BM in successful servitization
strategies of service centres. It highlights that the BMs of the top-performing companies are characterised
by some common elements. From a practical perspective, the authors provide insights that can be useful
for designing successful service-based BMs for service network
Creare valore con i servizi al prodotto: strategia ed organizzazione della service value chain
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PERFORMANCE MEASUREMENT OF THE AFTER-SALES SUPPLY NETWORK. THE CASE OF AUTOMOTIVE INDUSTRIES
No full textOver the past years, as sales growth in the durable goods market has slowed and product margins have decreased, the After-Sales (AS) activities have become increasingly important as sources of differentiation and profit for manufacturers. Therefore, a shift in emphasis by many firms is occurring, from a traditional Product-Centric view to a more innovative Customer Centric view.
The new perception of AS as a source of competitive advantage and business opportunity, requires a significant emphasis on the definition of a structured business performance measurement system. Monitoring and measuring AS activities allows to ensure a proper balance between business and operational objectives and their assessments. In addition, since more actors are involved along the service chain simultaneously, an integrated and multi-attribute set of measures needs to be properly designed at every level of the AS supply network.
This paper discusses the peculiarity of AS strategies and processes and the implications on the assistance network performance measurement system. Basing on case studies in the automotive sector, the paper proposes an integrated framework for AS network performance measurement and develops an extensive analysis of the relationship between a set of drivers related to the industry, to the product and firm-specific and the performance measurement metrics adopted both by the OEM to evaluate its assistance network and by each TAC to measure the achieved performances. The results show different emphasis given by manufacturers to the time perspective in AS performance measurement, accordingly to their strategic objectives. Nonetheless, rather low importance is given to the overall supply chain efficiency. On the contrary, some measures of the overall supply chain effectiveness exist, especially through customer satisfaction
Performance measurement systems in after-sales services: the case of durable consumer goods industry
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