From product to service - Roland Berger
From product to service - Roland Berger
From product to service - Roland Berger
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There has been a clear course of how companies moved <strong>to</strong> the <strong>service</strong>oriented<br />
paradigm driven by declining core revenues and margins<br />
The shift <strong>to</strong>wards growth through <strong>service</strong>s: market prerequisites and development path<br />
<strong>to</strong>wards success s<strong>to</strong>ries<br />
The market environment: what sec<strong>to</strong>rs have<br />
developed transformation cases<br />
The company: what had <strong>to</strong> be done <strong>to</strong> become a success<br />
Market<br />
saturation<br />
Increasing<br />
competition<br />
Emerging new<br />
technologies<br />
Quickly<br />
commoditizing<br />
core<br />
<strong>product</strong><br />
markets<br />
Significant<br />
company<br />
losses<br />
New<br />
strategic<br />
choice oceis a<br />
matter of<br />
survival<br />
Find opportunities<br />
> Explore <strong>product</strong>-related and<br />
adjacent cus<strong>to</strong>mer activity chains<br />
> Find value gaps and develop<br />
offerings, closing them and/or<br />
redistributing value contribution<br />
between company and cus<strong>to</strong>mer<br />
> Evaluate options and formulate<br />
overarching "growth through<br />
<strong>service</strong>s" strategy<br />
Internalize new strategy<br />
> Inven<strong>to</strong>ry cus<strong>to</strong>mer-related assets<br />
and capabilities and reorganize<br />
<strong>to</strong>wards new <strong>service</strong> strategy<br />
> Develop new skillset (above all,<br />
<strong>service</strong> innovation and delivery,<br />
people and reward management)<br />
> Ensure shift from <strong>product</strong>-centric <strong>to</strong><br />
<strong>service</strong> culture<br />
> Acquire and develop partner<br />
ecosystems <strong>to</strong> ensure fast scaling<br />
> Being a high-risk strategic move, growth through <strong>service</strong>s has<br />
been more focused in sec<strong>to</strong>rs where companies suffered<br />
particularly high commoditization losses – with very clear<br />
business case vs. status quo<br />
– Engineered <strong>product</strong>s and high-tech – former hardware<br />
producers, OEMs, etc.<br />
> As with any bold strategic move, success required innovation and execution – particular<br />
challenges due <strong>to</strong> significantly different cultural and competence imperatives of a<br />
<strong>service</strong>s-centric company<br />
Source: <strong>Roland</strong> <strong>Berger</strong> project experience<br />
Outlook from <strong>product</strong> <strong>to</strong> <strong>service</strong> excellence in telecoms_final_020610.pptx<br />
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