Clusters of SMEs based on their seizing capability
| Clusters of SMEs | |||
|---|---|---|---|
| Themes | Operational efficiency seekers | Service growth seekers | Service-centric SMEs |
| Positioning services within the business strategy | Treating services as complementary to the core product | Expanding service roles within the business strategy | Embedding services at the core of the business strategy |
| Allocating and managing service resources | Relying on external suppliers for service operations | Combining dedicated resources with partnerships for service delivery | Assigning dedicated resources to manage service operations |
| Building and leveraging digital capabilities and readiness | Operating with limited resources and technical readiness | Applying operational and technical expertise to implement new systems | Demonstrating long-term strategic innovation readiness |
| Cases studied | HeavyLift, PaperTech | ElectricCool, PrecisionFlow | GripMeter, MarineMotive |
| Clusters of SMEs | |||
|---|---|---|---|
| Themes | Operational efficiency seekers | Service growth seekers | Service-centric SMEs |
| Positioning services within the business strategy | Treating services as complementary to the core product | Expanding service roles within the business strategy | Embedding services at the core of the business strategy |
| Allocating and managing service resources | Relying on external suppliers for service operations | Combining dedicated resources with partnerships for service delivery | Assigning dedicated resources to manage service operations |
| Building and leveraging digital capabilities and readiness | Operating with limited resources and technical readiness | Applying operational and technical expertise to implement new systems | Demonstrating long-term strategic innovation readiness |
Source(s): Authors’ own work
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