The equipment maintenance services have become a new profit center and an important way to gain sustainable competitive advantage for manufacturing enterprises. The business model is an important tool for manufacturing enterprises to derive economic benefits from sustainable competitive advantage in the context of digitalization technologies, such as IoT, big data, and cloud computing. At present, the concept of equipment maintenance business model innovation is still vague, and it is rare to report on the innovation behaviors and types of equipment maintenance business models adopted by manufacturing enterprises. Based on literature analysis of equipment maintenance services and business model innovation, following business model gestalt theory, the concept of equipment maintenance business model innovation is analyzed at the business-level, the types are divided into novel and efficient following value sources—“innovation and efficiency”. The initial scale is developed through literature investigation, semi-structured interviews and expert reviews, and tested by exploratory and confirmatory factor analysis by using the data of two independent large-sample questionnaires. The results indicate that the behavior and types of equipment maintenance business model innovation can be described by two types and 19 items.

Smart operation and maintenance (O&M) service is the major industrial service in Industry 4.0, but it's not easy for manufacturers to achieve high returns. Regularly manufacturers can't set a higher service price due to customer's perception of the service value; a new revenue model is urgently needed. In this study, we develop a value-based contract for smart O&M service based on equitable entropy. Firstly, we summarise the characteristics of smart O&M service's value creation and acquisition. And the service value is measured under the PaaS model by calculating the maximum revenue gap of the customer in the two cases of customer self-O&M and manufacturer's smart O&M service. Then a revenue-sharing model is built based on equitable entropy which the criterion is the valid data provided by each party. The results show that by signing a value-based contract, the smart O&M service can not only significantly improve the customer's revenue by downtime losses reduction and productivity improvement, but also create higher returns for the manufacturer. In addition, the fairest revenue sharing coefficient and relatively fair interval for revenue sharing decision can be accurately calculated by equitable entropy. These conclusions provide a theoretical basis for the manufacturer to better implement smart O&M service.

With the prevalence of Internet technology, many recycling centers have developed a dual-channel reverse supply chain by introducing online recycling channels on the basis of offline third-party recyclers (TPR). In addition, great imbalanced development has been observed in different regions in China, as supported by the literature review. It is necessary to help companies in the supply chain to adjust their pricing strategies according to regional differences. This paper is aimed at answering the following two questions: (1) After introducing online channels, what strategies should the recycling center adopt to adjust online recycling prices and to readjust the transfer price of offline channels? (2) How do recycling centers and TPR in city A & B modify their pricing strategies in accordance with logistics costs or consumers’ awareness of sustainability changes in city B? To solve the above questions, models were made to study the pricing strategies of recycling centers and the TPR based on the Stackelberg game in a dual-channel reverse supply chain in two cities. The results indicate that recycling centers will benefit from the increase in consumers’ awareness of sustainability and the reduction in logistics costs of the online channel in city B; this is in contrast to the TPR in this city. We also find that the revenue of the TPR in city A will be affected when the above two factors in city B change. Its increase or decrease depends on the selection of pricing strategy by the recycling center.

Purpose: The purpose of this study is to investigate how manufacturers make collaborative decisions in the ecosystem in the context of digital servitization. Design/methodology/approach: Constructing an inframarginal analysis mathematical model to transform the ideal ecological niche choice of firms into solving the problem of maximizing the utility of firms, exploring the service boundary conditions of digital service business under the ideal ecological niche choice and focusing on the effects of niche factor, digital technology input and transaction efficiency on the boundary decision. Findings: The boundaries of digital services business are in dynamic change, and changes are influenced by a combination of niche factor, digital technology input and transaction efficiency. Businesses focusing on a single niche and fully collaborative business delivery models are more in line with the trends under the digital service transformation. Originality/value: Analyzing ecosystem participants’ cooperative decision-making on digital services from the perspective of ecological niche strategy selection. The study enriches the research on firm niche theory as well as service boundary decision theory in servitization transformation and provides theoretical guidance and management suggestions for firms to construct appropriate service boundaries to achieve synergistic and stable development of service ecosystems in the process of digital servitization transformation.