Benefits of service productisation
| Service component | Productisation induced benefit | Recurrence |
|---|---|---|
| Service offering | Defining core services | L3, L4, M5, Mi1, Mi2 and Mi3 |
| Service descriptions | L2, M4 and M5 | |
| Understanding commercial offering and the features | L6, M1, M5 and Mi3 | |
| Improved possibilities for customer benefit assessment and service development | L6, M5, S1 and S2 | |
| Improved linkage between commercial and technical side of the service | L1, L6, M2, M4, M5, S1, S2, Mi2 and Mi2 | |
| Support for meeting customer needs | M2, Mi2 and Mi3 | |
| Service value to customers more understandable | L6, M4 and M5 | |
| Understanding over sellable features | L6 and M5 | |
| Understanding generic service | L6, M5 and Mi3 | |
| Improved communication internally and towards outside | L1, L4, L5, M1, M2, S1 and S2 | |
| Reduced overlapping work | L1, L2, L3, L4, L5, M2, M4 and M5 | |
| Easier to understand the cost | L5, L6, M1, M2, M4, S1, S2, Mi1 and Mi2 | |
| Easier to sell | L4, M2, M4, S1, S2, Mi1 and Mi2 | |
| Support for marketing communication | M4, Mi2 and Mi3 | |
| Distinction to competition | S1 and Mi2 | |
| Services become more tangible and concrete | L4, M1, M2, M3, M4, S1, S2, Mi2 and Mi3 | |
| Tailoring to customer needs better supported | L6, M1, M4, Mi2 and Mi3 | |
| Improved understanding over what can be tailored | L6 and M5 | |
| Improved possibilities to manage services | L3, L6, M2, M3, M4, S1, S2 and Mi2 | |
| Managing services with relevant goals and measures | L3, M5 and Mi2 | |
| Processes | Service process descriptions | L2, M4 and Mi3 |
| Reduced overlapping work | L1, L2, L3, L4, L5, M2, M4 and M5 | |
| Less unnecessary re-engineering of features | L6 and M5 | |
| Improved possibilities for further service development | M5, S1 and S2 | |
| Meeting customer needs easier | L1, M2, M4, M5, S1, S2, Mi1 and Mi2 | |
| Customers can better understand the service value | M2, Mi2 and Mi3 | |
| Improved communication | L1, L2, L4, M1, M2, S1 and S2 | |
| Easier to price the services | L5, M1, S1, S2, M2, M4, Mi1 and Mi2 | |
| Easier to sell the services | L4, L6, M2, M4, S1, S2, Mi1, Mi2 and Mi3 | |
| Support marketing communication | M4 and Mi2 | |
| Distinction to competition | M5, S1 and Mi2 | |
| Tangible and concrete service processes | L4, M1, M2, M3, M4, M5, S1, S2 and Mi2 | |
| Simplicity and routines for service provision | L4, M1, M3, S2 and Mi2 | |
| Possibilities to manage services improve | L3, M2, M3, M4, S1, S2 and Mi2 | |
| Managing service provision with relevant goals and measures | L3, M5 and Mi2 | |
| Time taken by service provision | L4, M4 and Mi2 | |
| Service delivery system (resources) | Possibilities of using experienced employees for other tasks | M1, Mi2 and Mi3 |
| Less dependency on individuals | M1 and Mi3 | |
| Time taken by service provision | L4, M4, Mi2 and Mi3 | |
| Reduced overlapping work | L1, L2, L3, L4, L5, L6, M1, M3 and M5 | |
| Overall | Possible to sell, deliver and invoice | L6 and M5 |
| Distinction to competition | S1 and Mi2 | |
| Focus on customer's needs and desired features | L6 and M5 | |
| Possibilities to manage services with relevant goals and measures | L3 and Mi2 | |
| Service quality improvement | M1 and M4 | |
| Distinction between standard and customer-specific | L6 and M5 | |
| Improved understanding, internal and external | L6 and M4 | |
| Improved service interactions | L6 and Mi3 | |
| Company renewal through innovation | L6, M5 and Mi3 | |
| Lifecycle considerations enabled | M5 and S1 | |
| Aid in profitability assessment | M1, M2, S1 and Mi2 | |
| Possibilities for further development | M4 and Mi2 | |
| Improve management decision-making | L6 and M3 | |
| Enable value-based pricing models | L3 and M2 |
| Service component | Productisation induced benefit | Recurrence |
|---|---|---|
| Service offering | Defining core services | L3, L4, M5, Mi1, Mi2 and Mi3 |
| Service descriptions | L2, M4 and M5 | |
| Understanding commercial offering and the features | L6, M1, M5 and Mi3 | |
| Improved possibilities for customer benefit assessment and service development | L6, M5, S1 and S2 | |
| Improved linkage between commercial and technical side of the service | L1, L6, M2, M4, M5, S1, S2, Mi2 and Mi2 | |
| Support for meeting customer needs | M2, Mi2 and Mi3 | |
| Service value to customers more understandable | L6, M4 and M5 | |
| Understanding over sellable features | L6 and M5 | |
| Understanding generic service | L6, M5 and Mi3 | |
| Improved communication internally and towards outside | L1, L4, L5, M1, M2, S1 and S2 | |
| Reduced overlapping work | L1, L2, L3, L4, L5, M2, M4 and M5 | |
| Easier to understand the cost | L5, L6, M1, M2, M4, S1, S2, Mi1 and Mi2 | |
| Easier to sell | L4, M2, M4, S1, S2, Mi1 and Mi2 | |
| Support for marketing communication | M4, Mi2 and Mi3 | |
| Distinction to competition | S1 and Mi2 | |
| Services become more tangible and concrete | L4, M1, M2, M3, M4, S1, S2, Mi2 and Mi3 | |
| Tailoring to customer needs better supported | L6, M1, M4, Mi2 and Mi3 | |
| Improved understanding over what can be tailored | L6 and M5 | |
| Improved possibilities to manage services | L3, L6, M2, M3, M4, S1, S2 and Mi2 | |
| Managing services with relevant goals and measures | L3, M5 and Mi2 | |
| Processes | Service process descriptions | L2, M4 and Mi3 |
| Reduced overlapping work | L1, L2, L3, L4, L5, M2, M4 and M5 | |
| Less unnecessary re-engineering of features | L6 and M5 | |
| Improved possibilities for further service development | M5, S1 and S2 | |
| Meeting customer needs easier | L1, M2, M4, M5, S1, S2, Mi1 and Mi2 | |
| Customers can better understand the service value | M2, Mi2 and Mi3 | |
| Improved communication | L1, L2, L4, M1, M2, S1 and S2 | |
| Easier to price the services | L5, M1, S1, S2, M2, M4, Mi1 and Mi2 | |
| Easier to sell the services | L4, L6, M2, M4, S1, S2, Mi1, Mi2 and Mi3 | |
| Support marketing communication | M4 and Mi2 | |
| Distinction to competition | M5, S1 and Mi2 | |
| Tangible and concrete service processes | L4, M1, M2, M3, M4, M5, S1, S2 and Mi2 | |
| Simplicity and routines for service provision | L4, M1, M3, S2 and Mi2 | |
| Possibilities to manage services improve | L3, M2, M3, M4, S1, S2 and Mi2 | |
| Managing service provision with relevant goals and measures | L3, M5 and Mi2 | |
| Time taken by service provision | L4, M4 and Mi2 | |
| Service delivery system (resources) | Possibilities of using experienced employees for other tasks | M1, Mi2 and Mi3 |
| Less dependency on individuals | M1 and Mi3 | |
| Time taken by service provision | L4, M4, Mi2 and Mi3 | |
| Reduced overlapping work | L1, L2, L3, L4, L5, L6, M1, M3 and M5 | |
| Overall | Possible to sell, deliver and invoice | L6 and M5 |
| Distinction to competition | S1 and Mi2 | |
| Focus on customer's needs and desired features | L6 and M5 | |
| Possibilities to manage services with relevant goals and measures | L3 and Mi2 | |
| Service quality improvement | M1 and M4 | |
| Distinction between standard and customer-specific | L6 and M5 | |
| Improved understanding, internal and external | L6 and M4 | |
| Improved service interactions | L6 and Mi3 | |
| Company renewal through innovation | L6, M5 and Mi3 | |
| Lifecycle considerations enabled | M5 and S1 | |
| Aid in profitability assessment | M1, M2, S1 and Mi2 | |
| Possibilities for further development | M4 and Mi2 | |
| Improve management decision-making | L6 and M3 | |
| Enable value-based pricing models | L3 and M2 |
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