Service Forum 2017

Towards Servitization. Service for manufacturing companies

An opportunity to look into the future of service in manufacturing, explore new models of service science and the experiences of companies that have already followed the “data driven” service path.

Towards Servitization. Service for manufacturing companies

An accessible horizon for the excellence of Italian manufacturing

This will be the key issue at the Forum to be held October 25th at the Talent Garden Calabiana – Milan.

An opportunity to look into the future of service in manufacturing, explore new models of service science and the experiences of companies that have already followed the “data driven” service path.

The meeting will also see the presentation of the Service Index, an index developed by The European House – Ambrosetti whose goal is to map the impact of Service strategy on the corporate ecosystem.

The event has been designed for managers and entrepreneurs of manufacturing companies.  

Click here for the full event program
and how to register
While awaiting the Service Forum 2017 itself, here are some observations about service for manufacturing companies.

Servitization is not just the latest fad of some management guru or an organizational trend. It is the answer of the industrialized West attempting to protect itself from imitation and price assaults and helps in creating a solid, long-lasting relationship with its client base. The great potential of servitization is to invert the relationship between product and service. While in companies today service revenues are seen as add-on to the product, the product being the heart of the company, servitization turns this concept on its head: it is the product that is the add-on to service.

Discover more --> Towards Servitization. Service for manufacturing companies 
It is well-known that service almost always starts as an adjunct business generated by sporadic demand that is not always explicit, uses an auxiliary resource structure of the company and, in the beginning, offers services complementary to the product. To acquire its own sense of dignity and independence, service must also proceed from a simple (and sometimes vague) concept to become a true, solid business model with a clear target and reference market, a range of focused services and its own organizational structure requiring resources and investment and capable of having corporate visibility.

Discover more --> Service enters the boardroom. Presenting the Service Strategy to management
In the service economy, the organization is the object of economic exchange. For those coming from the product culture (“make the product, put it on the shelf, sell it ... and if something more is needed, we’re here”), the organization is seen as a more or less suitable means for managing product-based exchange. But the question needs to be seen from another perspective. In the service-oriented world, the organization is the object of economic exchange, but this is only half of the process, while the other half is the responsibility of the customer. In fact, service is only possible with the active and conscious involvement of the customer and this is the reason it is referred to technically as an incomplete contract.

Discover more --> Service People. Developing a service-oriented culture
The concept of "connected customers” starts from a basic question: where is the value?  Does value lie in the replacement part margins? In the basic installation? In the customer profile? In the reference list?
If we look beyond, and not only at product-related service, the need to base oneself on the four traditional pillars falls by the wayside. Getting beyond this classification is a fundamental step, but one sure to generate major resistance. The question needs to be shifted from the “my machine, my spare parts, my customer, my past success”-organization to a perspective that must start from demand and the customer business model. Without this ability to synthesize, service-orientation is not possible, all that is accomplished is to add “a bit of ‘something extra’ to our engineering identity”. 

Discover more --> Connected Customers. Where is the value? 
The future of servitization is artificial or, more precisely, hybrid. In the film “Blade Runner” (1982), Roy Batty was inserted into the system on January 8, 2016. “We’re already a few months late ...”

Soon, we will all be very different. Digital transformation will change the market, both in terms of the nature of what is offered and the demand structure. 
Digital servitization, which is connected and aware, triggers the new processes of the sharing economy and causes the traditional value chain model to evolve into the innovative block-chain one in which the conditions of value, trust and certification are no longer the monopoly of either supply or institutions.

Discover more --> Digital Service Transformation 

mailFor further information,
please contact Elisabetta Bonaventura
Tel. 02 46753.258 – e-mail: elisabetta.bonaventura@ambrosetti.eu.

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