Intro -- Foreword -- Contents -- About the Editors -- List of Abbreviations -- List of Figures -- List of Tables -- Part I: Theoretical Considerations -- Introduction to Managing Industrial Services -- 1 A Brief Review on Our Industrial Service Research -- 2 Structure of the Book -- References -- Servitization of Manufacturing Companies -- 1 The Servitization Journey -- 2 From the Service to the Digital Paradox -- 3 Distinguishing Physical and Smart Services -- 4 Summary -- References -- Fundamentals of Industrial Service Management -- 1 Introduction -- 2 Conclusions -- 3 Dimensions of Industrial Service Management -- 3.1 The Industrial Service Management Framework -- 3.2 Top Layer -- 3.3 Middle Layer -- 3.4 Bottom Layer -- 4 Summary -- References -- Service Strategy -- 1 On the Importance of a Service Strategy -- 2 The Strategy Planning Process -- 2.1 The Role of the Corporate Strategy -- 2.2 Dimensions of a Service Strategy -- 2.2.1 Objectives -- 2.2.2 USPs -- 2.2.3 Portfolio -- 2.2.4 Make-or-Buy -- 2.2.5 Roadmap -- 2.3 Approach to Strategy Definition -- 2.3.1 Industry and Environmental Analysis -- 2.3.2 Competitor, Partner, Supplier, and Complementor Analysis -- 2.3.3 Customer and Market Trend Analysis -- 2.3.4 Internal Analysis of Resources and Capabilities -- 2.3.5 Analysis of Interdependencies with Companyś Own Product and Service Portfolio -- 3 Three Generic Service Strategies -- 3.1 The Differentiation Strategy -- 3.2 The Marketing Strategy -- 3.3 The Financial Strategy -- 4 Managerial Implications -- 5 Summary -- References -- Organizational Structure -- 1 Barriers and Challenges -- 2 Structuring for Success -- 2.1 Organizing the Physical Services Business -- 2.2 Organizing the Smart Services Business -- 2.2.1 Hub and Spoke -- 2.2.2 Front-End Convergence -- 2.2.3 Zipper Organization -- 2.2.4 Leveraging the Existing -- 2.2.5 Top Loading.

2.2.6 Breaking Up -- 2.2.7 Market Rationale -- 2.2.8 Service Nexus -- 3 Managerial Implications -- 4 Summary -- References -- Service Innovation -- 1 Pitfalls in Service Innovation -- 2 Evolution of Service Innovation -- 3 Dimensions of Service Innovationś Outcome -- 4 Dimensions of the Service Innovation Process -- 5 Applying Service Innovation Successfully -- 6 Managerial Implications -- 7 Summary -- References -- Service Sales -- 1 A Story of Failure in Service Sales -- 2 Moving from Reactive to Proactive Service Selling -- 3 Pinpointing the Gap in Current Service Sales Approaches -- 4 Way Forward: The St.Gallen Industrial Service Sales Framework -- 4.1 Market Levers -- 4.1.1 Market Strategy -- 4.1.2 Revenue Model -- 4.1.3 Channel Management -- 4.2 Organizational Levers -- 4.2.1 Competencies -- 4.2.2 Organizational Configuration -- 4.2.3 Sales Governance -- 5 Managerial Implications -- 6 Summary -- References -- Service Operations -- 1 The Evolution of Service Operations -- 2 Opportunities -- 2.1 Leveraging Internal Efficiencies -- 2.2 Achieving Win-Win -- 2.3 Enhancing Core Business Focus -- 2.4 Creating New Value -- 3 Challenges -- 3.1 Conflicts of Goals in the Provision of Services -- 3.2 Misalignment Between Service Sales and Operations -- 3.3 Lack of Exchange Between Service Innovation and Operations -- 3.4 Difficulty in Harnessing Digital Technologies -- 4 Managerial Implications -- 4.1 Defining a Service Operations Strategy -- 4.2 Getting Started -- 4.3 Establishing a Culture of Service Excellence -- 4.4 Rethinking the Process Landscape -- 4.5 Upgrading the Planning, Information, and Control Systems -- 5 Summary -- Reference -- Customer Relationship Management and the Value Network -- 1 The Evolution of Company-Customer Interaction -- 1.1 First Efforts -- 1.2 Sense of Urgency -- 1.3 Professionalizing Customer Touchpoints.

1.4 Implementing CRM -- 2 The Evolution of Company Collaborations -- 2.1 Manufacturers with Direct Sales -- 2.1.1 New and Existing Partner Involvement -- 2.1.2 Redefining Service Delivery -- 2.1.3 Financial Flows -- 2.1.4 Data Flow, Data Access, and Data Ownership -- 2.1.5 Customer Access -- 2.1.6 Vulnerability to New Entrants -- 2.2 Manufacturers with Indirect Sales -- 2.2.1 New and Existing Partner Involvement -- 2.2.2 Redefining Service Delivery -- 2.2.3 Financial Flows -- 2.2.4 Data Flow, Data Access, and Data Ownership -- 2.2.5 Customer Access -- 2.2.6 Vulnerability to New Entrants -- 3 Managerial Implications -- 4 Summary -- References -- Outlook and Summary of Managing Industrial Services -- 1 Gaining the Future -- 1.1 Service Strategy -- 1.2 Organizational Structure -- 1.3 Service Innovation -- 1.4 Service Sales -- 1.5 Service Operations -- 1.6 CRM -- 1.7 Value Networks -- 2 Summary -- Part II: Insights from Practice -- Editorial to Managing Industrial Services: Insights from Practice -- Industrial Smart Services Facilitated by the Heidelberg Cloud -- 1 Introduction -- 1.1 Industrialization Changes the Print Media Industry -- 2 Pioneering the Internet of Things -- 3 Smart Services and New Business Models -- 3.1 The Network Effect drives New Business Models -- 4 Scaling Smart Services -- 4.1 Smart Services Are the New Normal -- 5 Executive Summary -- Adaptive Service: Digital Service Platform and the Service Crowd Community -- 1 Service Maintenance Methodologies -- 2 The Journey to Full Digitalization -- 3 The Human Factor: Experience and Creativity -- 4 The Service Crowd Platform: Adaptive Service -- 5 Adaptive Service in Practice -- 5.1 Connectivity -- 5.2 Insight -- 5.3 Dynamic Planner -- 5.4 Human-Machine Interaction -- 5.5 Leveraging the Crowd Globally -- 6 Conclusion -- References -- Enabling the Dealer Network to Deliver Smart Services.

1 Company Introduction -- 2 After-Sales Service Innovation -- 3 Dealer Implementation of John Deere Connected Support -- 3.1 Management Commitment -- 3.2 Organizational Structure -- 3.3 Operational Structure -- 3.4 People -- 3.5 Service Culture -- 3.6 Service Quality -- 3.7 Summary -- 4 Conclusion -- SKF: Rotating Equipment Performance, a Shift in Perspective-From Transactions to Outcomes -- 1 Introduction -- 2 Initial Situation -- 3 Solution -- 3.1 Improving Output -- 3.2 Trimmed Total Cost of Ownership -- 3.3 Use Digitalization to Increase Uptime -- 3.4 Reduced Reliance on Scarce Talent -- 3.5 Safer Operations -- 3.6 Increased Sustainability -- 3.7 Data-Driven Decision-Making -- 3.8 Artificial Intelligence Services and Condition Monitoring -- 4 Conclusion -- References -- Value Co-creation as Key to Customer Satisfaction in Digital Services Sales -- 1 Introduction -- 2 Digitalization Changes the Way We Work, Do Business, and Interact -- 3 What Are the Triggers for Co-creation? -- 4 ``Customer Value Co-creation ́́as a Means to Drive and Scale Digital Services -- 5 Why All Should Apply the Co-creation Principle? -- Applications of a Digital Twin for the Use of Compressed Air Stations: Concepts and Methods for Model-Based Automatic Planning... -- 1 Company KAESER KOMPRESSOREN -- 2 Introduction to Compressed Air Stations -- 3 Key Challenges to Be Solved/Solutions -- 3.1 Development, Creation, and Application of a Digital Twin -- 3.2 Reuse Parts of a Digital Twin -- 3.3 Static and Dynamic Variants of a Digital Twin -- 3.4 Standardization of Data -- 4 Process for Creating Digital Twins -- 5 Simulation-Based Control of Compressed Air Stations -- 6 Simulation-Based Planning of Compressed Air Stations -- 7 Model-Based Monitoring of Compressed Air Stations -- 8 Summary -- Reference -- Index.