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Customer Information Driven After Sales Service ... - RePub

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1.1. Business Trends in <strong>After</strong> <strong>Sales</strong> <strong>Service</strong><br />

FiveTwelve Group Ltd. reveals that machine manufacturers focused on after sales service<br />

to defend their market share against low cost manufacturers and potential market contraction.<br />

On the other hand, Kilpi (2008) reports that many aircraft original equipment<br />

manufacturers (OEMs) sell their products cheaper in order to attain lucrative after sales<br />

service business from the airline industry.<br />

A key driver in the profitability of after sales service is the realization of the total cost<br />

of ownership (TCO). Öner et al. (2007) highlight that for capital goods acquisition costs<br />

typically account for only 33% of the total costs (see Figure 1.1). For other systems, the<br />

figures may change but a similar trend can be observed. The buyers / users look explicitly<br />

at the TCO when they buy new systems. These systems are technologically complex,<br />

which means that their maintenance is also a complex task. It is not economically<br />

feasible for many users to perform the maintenance themselves, especially, if they own a<br />

few of these systems. On the other hand, the service providers attempt to address these<br />

limitations by selling a range of service contracts (with varying availability guarantees)<br />

to meet the needs of a heterogeneous customer base.<br />

Percentage Contribution<br />

50%<br />

40%<br />

30%<br />

20%<br />

10%<br />

0%<br />

Acquisition Costs Maintenance Costs Downtime Costs<br />

Figure 1.1: Total Cost of Ownership for Capital Goods - Source: Öner et al. (2007)<br />

Whether the motivations for value addition via servicing are driven by profit, competi-<br />

tion, or market contraction; academic researchers and practitioners agree on the business<br />

practices in after sales service to facilitate the value addition in servicing. These practices<br />

are highlighted in Table 1.1. Knowing the customer needs, segmenting the service<br />

offerings accordingly, and delivering the service according to the customer needs are considered<br />

the most important success factors in profit driven after sales service. Other<br />

important success factors are efficient use of technology, service performance measurement,<br />

and appropriate pricing schemes.<br />

3

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