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Moritz Classen
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Classen
First name
Moritz
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+41 71 224 72 74
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1 - 10 of 13
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PublicationType: journal article
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PublicationType: journal articleJournal: European Journal of MarketingVolume: Vol. 57Issue: No. 3
Scopus© Citations 13 -
PublicationType: journal articleJournal: Asia Pacific Business Review
Scopus© Citations 18 -
PublicationValue-Based Marketing and Sales of Industrial Services: A systematic literature review in the age of digital technologiesWith digital technologies, smart services become a cornerstone of industrial product-service systems. Services are increasingly delivered by digital means and thereby become difficult to grasp for customers. For manufacturing companies, this is an opportunity to leverage value-based marketing and sales (VBMS). Despite this approach appearing promising in the age of digital technologies, no research combined so far the perspectives of VBMS, servitization and digital technologies. This paper fills this gap through a systematic literature review. We find that a limited number of authors and papers discuss this topic, but using a plethora of different terms. We consolidate the extant terminology in an overarching framework for VBMS. Furthermore, we identify four pillars of digital technologies that influence VBMS of industrial services. Finally, we suggest that in the age of digital technologies, the effectiveness of VBMS is contingent on relational rather than technological factors.Type: journal articleJournal: Procedia CIRPVolume: 83
Scopus© Citations 17 -
PublicationDigitalisierung à la carte - Individuelle Auswahl von Use-Cases nach strategischen Prioritäten(Hanser, 2018-12-17)
;Hänggi, RomanIndustrie 4.0 still rules the discourse of industrial production in practice and academia. Under the variety of possible technologies and applications, especially small and medium enterprises have difficulties identifying the use cases relevant to them. This article presents a method that permits the identification of use cases according to the strategic priorities of a manufacturing company. The method is validated through the real case of a metal processing company.Type: journal articleJournal: ZWF Zeitschrift für wirtschaftlichen FabrikbetriebVolume: 113Issue: 12DOI: 10.3139/104.112016Scopus© Citations 2 -
PublicationManaging Industrial Services(Springer International Publishing, 2021-06)The increasing importance of industrial services and rapid digitalization towards smart and remote services pose opportunities as well as challenges to the manufacturing sector. This book provides a holistic understanding of industrial service management and guides companies into building capabilities and management practices for smart and remote services. By combining insights from research and practice, it offers a unique perspective on the core and enabling activities of manufacturing companies for growth in the service business. In essence, the first part covers action-based research findings regarding service strategy, organizational design, service innovation, service sales, services operations, and customer relationship management together with insights into value networks. The second part introduces outstanding practices from leading manufacturing companies in industrial and smart services. The book concludes with a summary of key messages and recommendations to navigate the landscape of industrial and smart service management successfully.
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PublicationService SalesThe responsibility of turning service expansion into topline growth resides within the sales function. However, mounting evidence suggests manufacturers are unable to capitalize on the expansion of their service portfolio. That is because commercial models have not been sufficiently adjusted to the new realitiy of industrial services becoming increasingly smart. The sales force, too, faces difficulties to adapt. The St.Gallen Industrial Service Sales Framework introduced in this chapter proposes six commercial levers sales leaders can pull to reshape go-to-market plans and the sales organization.
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PublicationIndustry 4.0: Navigating Pathways Toward Smart Manufacturing and ServicesThe rise of global competitors operating at a lower cost, trade restrictions caused by the US-China dispute and local content requirements, and eroding margins in many product businesses all exert downward pressure on industrial firms’ profitability. This is further exacerbated by the short- and long-term economic consequences of the COVID-19 pandemic. A crucial lesson manufacturers learned is that value chains need to be more resilient toward external shocks. Production processes need to become more flexible to adjust for short-term changes in demand, and customer support has to be ensured even when travel restrictions apply. Industry 4.0 and smart manufacturing and services hereby play a crucial role in reaching these goals and are much better prepared for future challenges. The underlying article elaborates upon this matter and most crucially unfolds upon the pathways toward smart manufacturing and services. Finally, valuable success factors for managing and operating within the Industry 4.0 domain are stated.Type: book section
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PublicationService Operations(Springer, 2021-06-21)
;Jonathan Paulus Rösler ;Thomas FriedliThis chapter explores service operations management, which covers the activities, decisions, and responsibilities of operations managers in industrial service organizations. Although service operations management is a field not often seen at the top of manufacturing companies’ agendas, it is of crucial importance due to its significant influence on customer experience and satisfaction. This chapter first presents a brief historic overview of the development of the field and then discusses the various opportunities that arise from superior service operations management. Finally, recommendations to realize superior service operation performance are presented. -
PublicationEverything as a service? Introducing the St.Gallen IGaaS Management Model(Swiss Alliance for Data-Intensive Services, 2019-09)Manufacturing companies enhance increasingly their hardware products with services. The deployment of digital technologies intensifies the fusion of products and related services towards hybrid offerings consisting of smart products and smart services. If manufacturing companies can control all relevant performance measures of such hybrid offerings in use, they are at the edge to further transform their business. At this stage, bundles of products and services merge into a single service offering. With such a service, customers may use the product while the supplier ensures the product’s functionality. This kind of offering is called Product-as-a-Service. Manifold industry-specific applications of this concept have emerged, such as Lightning-as-a-Service or Windpower-as-a-Service. In a broader sense, these offerings are subsumed under Everything-as-a-Service (XaaS). However, only few manufacturing companies offer XaaS, let alone the number of companies that are economically successful in this endeavor. In contrast, software vendors show the successful transformation from selling on-premise solutions to offering Software-as-a-Service (SaaS). In order to do so, software companies had to restructure their offering. Far more than just adopting a new business model, switching to SaaS was a strategic move for software firms that entailed fundamental organizational changes. As software vendors demonstrate how profitable SaaS is, the underlying transformation path could be a didactic play for manufacturing companies. Importantly, a comprehensive framework to transform a manufacturing firm towards XaaS is missing. In order to fill this lacuna, we propose a holistic management model. The four layers strategy, business model, operating model and enablers represent the main levers for turning the transformation towards XaaS into action.Type: book section