Representative quotes from interviewees
| Representative quote | Codes | Themes |
|---|---|---|
| In our industry, digital servitization or digital marketing is not relevant. [PaperTech] | Scanning industry needs and opportunities | Responding to industry and market demands |
| Well, in fact, certain laws changed in 2021. We knew in advance that the law was changing, so it would change [the solution concept] fully. It required our customers to have a [specific type of system], so we decided that we have to develop the platform for the service. [GripMeter] | Responding to legislative pressure | |
| Currently, customers are extremely interested in the lifecycle cost [of solutions]. If they think they will operate the equipment for 20 years, they are very interested in what the total cost for the 20 years is. A lot of attention is directed at that over the past years. [MarineMotive] | Addressing customers’ needs and expectations | Assessing customer readiness |
| In [a certain customer segment] the network connections are challenging, of course, when they are somewhere in the middle of the ocean, where connections are poor, and our system is connected to other technical systems. Our equipment is, anyway, part of a bigger, more complex system. [ElectricCool] | Managing technical connection conditions and challenges | |
| When COVID came and traveling ended, we had to think about how on earth could we keep in contact with the customers. Eventually, it has become the best of times to discuss with customers [through remote technologies]. Wherever the customer is on earth, we could always reach them and get the right contacts. [ElectricCool] | Adapting to COVID-19 restrictions | Developing responses to crises |
| We lost a lot of money after the beginning of the war. We decided that we will not supply to [the hostile country] at all and we will not procure anything from there either. So, we had to consider other markets and solutions [to develop our market]. [PrecisionFlow] | Reassessing markets due to war impacts in customer regions | |
| The tool helps engineers to have all the needed instructions in one place to make the installation easier. [PaperTech] | Identifying the commercialized digital tools offered by IT suppliers | Understanding IT suppliers’ offerings and capabilities |
| That configurator is the IT supplier’s system. They designed it for us. They have a core system upon which our solution is built. [ElectricCool] | Recognizing digital platform capabilities of IT suppliers | |
| We used their [IT supplier’s] resources in the design, multiple iterations, and testing of solutions. [GripMeter] | Making sense of IT suppliers' role and capabilities in enabling service innovation | |
| We had started this already in 2014, or was it even earlier when we noticed that this traditional maintenance service produces very limited revenue? We had to think about how to produce added value for customers in other ways but also make business and earn money with it. [MarineMotive] | Embedding services at the core of the business strategy | Positioning services within the business strategy |
| Last year, we established this new customer service department, and we then wanted to make the customers aware that they can always make direct contact with our factory. I mean our service personnel here. [PrecisionFlow] | Expanding service roles within the business strategy | |
| Services are just complementing our product. At some moment in time, we did consider launching services more broadly, but it would require a higher volume of equipment deliveries to make it financially viable. [HeavyLift] | Treating services as complementary to the core product | |
| We have a certain person who is in charge of service operations. He negotiates the service tasks with customers, and when the prices and schedules are fixed, he delegates the work to suitable maintenance experts who then plan the trip [to customer site]. We are international, visits to customers usually take days or even a week. [GripMeter] | Assigning dedicated resources to manage service operations | Allocating and managing service resources |
| Collaboration is key in our projects, and we continuously seek strong partnerships to enhance our service offerings and ensure customer satisfaction. [ElectricCool] | Combining dedicated resources with partnerships for service delivery | |
| We have largely outsourced all [service operations]. We use external suppliers instead. [PaperTech] | Relying on external suppliers for service operations | |
| We started to build this [capability] 10 years ago. We have included the basic features in our solution for several years. At that time customers, did not know to demand it. [MarineMotive] | Demonstrating long-term strategic innovation readiness | Building and leveraging digital capabilities and readiness |
| We have always had some very technically advanced persons who have, maybe, introduced some [modern systems] and proposed that, maybe, we could have something like this. [PrecisionFlow] | Applying operational and technical expertise to implement new systems | |
| We use the [software packages] for our design work. And we deliver the machines and related work. The customer connects them to [any other systems]. We would not handle the software or connections. [PaperTech] | Operating with limited resources and technical readiness | |
| Both we and the IT supplier communicate with the customers. The IT supplier may complete some updates or support activities directly with the customer. They have supplied us with solutions before, so it is quite natural that they are involved. [GripMeter] | Engaging in high involvement in service development | Engaging with IT suppliers based on the degree of involvement |
| We understood the need for a [device design] configurator, defined it, decided its scope, and then negotiated with this IT supplier to create the software. Now, we utilize the same supplier every time the configurator needs to be updated or modified. [ElectricCool] | Maintaining moderate involvement in service development | |
| It [the supplier’s involvement] is minimal, primarily focusing on selling us the software package or license | Restricting to basic involvement, focused on software transactions | |
| The analysis software is supplied by an IT supplier. We pay a monthly fee per each installed piece of equipment and a separate software fee. Then, each customer has a separate subscription to the system. [MarineMotive] | Assuming continuous and strategic responsibility for digitally-enabled services | Defining and managing the level of IT suppliers' responsibility |
| They [IT supplier] collaborate with us to manage changes, provide operative support and timely updates. [PrecisionFlow] | Collaborating with IT suppliers for enhanced operational support | |
| It is normal procurement and communication: defining the scope, discuss prices, their [IT supplier’s] capabilities to help. [HeavyLift] | Managing IT supplier relationships with limited operational responsibility |
| Representative quote | Codes | Themes |
|---|---|---|
| In our industry, digital servitization or digital marketing is not relevant. [PaperTech] | Scanning industry needs and opportunities | Responding to industry and market demands |
| Well, in fact, certain laws changed in 2021. We knew in advance that the law was changing, so it would change [the solution concept] fully. It required our customers to have a [specific type of system], so we decided that we have to develop the platform for the service. [GripMeter] | Responding to legislative pressure | |
| Currently, customers are extremely interested in the lifecycle cost [of solutions]. If they think they will operate the equipment for 20 years, they are very interested in what the total cost for the 20 years is. A lot of attention is directed at that over the past years. [MarineMotive] | Addressing customers’ needs and expectations | Assessing customer readiness |
| In [a certain customer segment] the network connections are challenging, of course, when they are somewhere in the middle of the ocean, where connections are poor, and our system is connected to other technical systems. Our equipment is, anyway, part of a bigger, more complex system. [ElectricCool] | Managing technical connection conditions and challenges | |
| When COVID came and traveling ended, we had to think about how on earth could we keep in contact with the customers. Eventually, it has become the best of times to discuss with customers [through remote technologies]. Wherever the customer is on earth, we could always reach them and get the right contacts. [ElectricCool] | Adapting to COVID-19 restrictions | Developing responses to crises |
| We lost a lot of money after the beginning of the war. We decided that we will not supply to [the hostile country] at all and we will not procure anything from there either. So, we had to consider other markets and solutions [to develop our market]. [PrecisionFlow] | Reassessing markets due to war impacts in customer regions | |
| The tool helps engineers to have all the needed instructions in one place to make the installation easier. [PaperTech] | Identifying the commercialized digital tools offered by IT suppliers | Understanding IT suppliers’ offerings and capabilities |
| That configurator is the IT supplier’s system. They designed it for us. They have a core system upon which our solution is built. [ElectricCool] | Recognizing digital platform capabilities of IT suppliers | |
| We used their [IT supplier’s] resources in the design, multiple iterations, and testing of solutions. [GripMeter] | Making sense of IT suppliers' role and capabilities in enabling service innovation | |
| We had started this already in 2014, or was it even earlier when we noticed that this traditional maintenance service produces very limited revenue? We had to think about how to produce added value for customers in other ways but also make business and earn money with it. [MarineMotive] | Embedding services at the core of the business strategy | Positioning services within the business strategy |
| Last year, we established this new customer service department, and we then wanted to make the customers aware that they can always make direct contact with our factory. I mean our service personnel here. [PrecisionFlow] | Expanding service roles within the business strategy | |
| Services are just complementing our product. At some moment in time, we did consider launching services more broadly, but it would require a higher volume of equipment deliveries to make it financially viable. [HeavyLift] | Treating services as complementary to the core product | |
| We have a certain person who is in charge of service operations. He negotiates the service tasks with customers, and when the prices and schedules are fixed, he delegates the work to suitable maintenance experts who then plan the trip [to customer site]. We are international, visits to customers usually take days or even a week. [GripMeter] | Assigning dedicated resources to manage service operations | Allocating and managing service resources |
| Collaboration is key in our projects, and we continuously seek strong partnerships to enhance our service offerings and ensure customer satisfaction. [ElectricCool] | Combining dedicated resources with partnerships for service delivery | |
| We have largely outsourced all [service operations]. We use external suppliers instead. [PaperTech] | Relying on external suppliers for service operations | |
| We started to build this [capability] 10 years ago. We have included the basic features in our solution for several years. At that time customers, did not know to demand it. [MarineMotive] | Demonstrating long-term strategic innovation readiness | Building and leveraging digital capabilities and readiness |
| We have always had some very technically advanced persons who have, maybe, introduced some [modern systems] and proposed that, maybe, we could have something like this. [PrecisionFlow] | Applying operational and technical expertise to implement new systems | |
| We use the [software packages] for our design work. And we deliver the machines and related work. The customer connects them to [any other systems]. We would not handle the software or connections. [PaperTech] | Operating with limited resources and technical readiness | |
| Both we and the IT supplier communicate with the customers. The IT supplier may complete some updates or support activities directly with the customer. They have supplied us with solutions before, so it is quite natural that they are involved. [GripMeter] | Engaging in high involvement in service development | Engaging with IT suppliers based on the degree of involvement |
| We understood the need for a [device design] configurator, defined it, decided its scope, and then negotiated with this IT supplier to create the software. Now, we utilize the same supplier every time the configurator needs to be updated or modified. [ElectricCool] | Maintaining moderate involvement in service development | |
| It [the supplier’s involvement] is minimal, primarily focusing on selling us the software package or license | Restricting to basic involvement, focused on software transactions | |
| The analysis software is supplied by an IT supplier. We pay a monthly fee per each installed piece of equipment and a separate software fee. Then, each customer has a separate subscription to the system. [MarineMotive] | Assuming continuous and strategic responsibility for digitally-enabled services | Defining and managing the level of IT suppliers' responsibility |
| They [IT supplier] collaborate with us to manage changes, provide operative support and timely updates. [PrecisionFlow] | Collaborating with IT suppliers for enhanced operational support | |
| It is normal procurement and communication: defining the scope, discuss prices, their [IT supplier’s] capabilities to help. [HeavyLift] | Managing IT supplier relationships with limited operational responsibility |
Source(s): Authors’ own work
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