Servitization
Key Questions
Our projects demonstrate the revenue and profit potential that our clients can achieve through servitization
Key questions from our clients in the context of servitization
Elevator manufacturers such as Schindler and OTIS have been successfully pursuing the path of servitization for many years. Triggered by increasing margin erosion in the new installations business, manufacturers are forced to offer profitable service concepts alongside the traditional product business. Based on in-depth product and application knowledge, a service business can be developed that generates continuous and above-average profitable revenues. In other industries, this realization is reinforced by the possibility of tying consumables ever more closely to one's own product, to the point of technical dependency.
Selected key questions from our clients.
01
What services are suitable for products and how can they be combined to create comprehensive solutions with high added value for both the customer and the own company?
02
How can the company best position its service portfolio in the market? Are there any areas where partners are needed?
03
What have other companies achieved with servitization? How did they go down this path and what were the success factors? Where were the hurdles and pitfalls?
04
What product and organizational requirements are necessary to develop a company from a producer of physical goods to a provider of integrated product-service solutions?
05
What profit contribution can be generated from which services in which markets to compensate for shrinking margins in the new business?
06
What does successful collaboration between sales and service look like? Which incentive model is most successful?
07
What are the key performance indicators for directing the service business?
08
What role do service partners play in collaboration with the own service organization?
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