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Servitization requires the acquisition and development of service-oriented capabilities. Research has contributed considerably to the investigation of the necessary capabilities for successful servitization and the introduction of numerous service-based capabilities. However, previous studies typically focus on proposing a general set of capabilities or processes for servitization. There is limited knowledge of how a manufacturing company can identify the necessary capabilities and plan the corresponding development actions following its servitization context. Through two phases of a case study, this research proposes a service-oriented strategy formulation method. The method supports the analysis of manufacturing companies’ servitization contexts that lead to appropriate identification of the necessary capabilities for successful servitization. This method further guides the formulation of service-oriented strategies as the strategic logic in how manufacturing companies implement servitization, including the corresponding actions to develop the required capabilities. Finally, the application in a Japanese office machinery manufacturer illustrates the applicability and usability of the proposed method in facilitating the formulation of service-oriented strategies for the servitization of manufacturing companies.
Mar’Atus Sholihah; Tatsuru Maezono; Yuya Mitake; Yoshiki Shimomura. Formulating Service-Oriented Strategies for Servitization of Manufacturing Companies. Sustainability 2020, 12, 9657 .
AMA StyleMar’Atus Sholihah, Tatsuru Maezono, Yuya Mitake, Yoshiki Shimomura. Formulating Service-Oriented Strategies for Servitization of Manufacturing Companies. Sustainability. 2020; 12 (22):9657.
Chicago/Turabian StyleMar’Atus Sholihah; Tatsuru Maezono; Yuya Mitake; Yoshiki Shimomura. 2020. "Formulating Service-Oriented Strategies for Servitization of Manufacturing Companies." Sustainability 12, no. 22: 9657.
The societal and environmental crises in recent decades have promoted a social awareness of existing challenges to sustainability. While product–service systems (PSS) are considered a promising way to achieve a sustainable future, PSS features also create barriers that hinder the widespread implementation of PSS in society. Recent studies have therefore increasingly focused on the challenges to PSS implementation. However, the existing literature fails to facilitate a strategic plan or practical guide for PSS design activity despite taking into account the importance of visioning in PSS design. This paper, therefore, proposes a strategic planning method for PSS development and implementation by combining technology roadmap and transition scenarios. To illustrate its applicability and validity, the proposed approach is applied to a PSS development project for solving wildlife damage in a suburban city of Tokyo. The case study was conducted as a participatory workshop, which involved relevant stakeholders to develop a roadmap toward a sustainable future PSS vision based on the proposed method. The result of this application demonstrates that the proposed approach enables the formulation of a long-term PSS design strategy, while comprehensively converging the perspectives and knowledge of each stakeholder participating in the PSS development.
Yuya Mitake; Kenshiro Hiramitsu; Yusuke Tsutsui; Mar’Atus Sholihah; Yoshiki Shimomura. A Strategic Planning Method to Guide Product—Service System Development and Implementation. Sustainability 2020, 12, 7619 .
AMA StyleYuya Mitake, Kenshiro Hiramitsu, Yusuke Tsutsui, Mar’Atus Sholihah, Yoshiki Shimomura. A Strategic Planning Method to Guide Product—Service System Development and Implementation. Sustainability. 2020; 12 (18):7619.
Chicago/Turabian StyleYuya Mitake; Kenshiro Hiramitsu; Yusuke Tsutsui; Mar’Atus Sholihah; Yoshiki Shimomura. 2020. "A Strategic Planning Method to Guide Product—Service System Development and Implementation." Sustainability 12, no. 18: 7619.
One of the most promising business models towards economic circularity is product-service system (PSS). Despite its great potential benefits, shifting the traditional business model of a manufacturer into PSS business model commonly refers to service transition and triggers inconsistencies between strategic direction and organization arrangement at an operational level. The absence of alignment between the service transition strategy and the PSS business model is greatly emphasized as a crucial enabler, risk factor and key success factor of the service transition. However, limited academic works have concretely contributed to the strategic alignment. Through a systematic literature review, this paper proposes a PSS business alignment that enables the manufacturer to identify the strategic objective of its service transition strategy and align it with PSS business model. The theoretical version of the proposed framework is redefined and redeveloped through two cycles of action research involving 11 Japanese companies.
Mar’Atus Sholihah; Tatsuru Maezono; Yuya Mitake; Yoshiki Shimomura. PSS Strategic Alignment: Linking Service Transition Strategy with PSS Business Model. Sustainability 2019, 11, 6245 .
AMA StyleMar’Atus Sholihah, Tatsuru Maezono, Yuya Mitake, Yoshiki Shimomura. PSS Strategic Alignment: Linking Service Transition Strategy with PSS Business Model. Sustainability. 2019; 11 (22):6245.
Chicago/Turabian StyleMar’Atus Sholihah; Tatsuru Maezono; Yuya Mitake; Yoshiki Shimomura. 2019. "PSS Strategic Alignment: Linking Service Transition Strategy with PSS Business Model." Sustainability 11, no. 22: 6245.