Main actions to support the development of the new servitized offerings in the two companies, grouped by BM component
| BM component | HSM | FORK |
|---|---|---|
| Value proposition | (1) Develop a new service culture and attitude (2) Include the new predictive maintenance service in the traditional portfolio (3) Design the new offerings: software and related services | (1) Design the lifecycle cost models of the new short-term rental model (2) Define the value of the new offering compared to long-term rental |
| Customer relationships | (1) Implementation of specific ICT tools to ease the relationships with customers (e.g. customer relationship management (CRM), trouble ticketing, etc.) (2) Formalize specific procedures to manage customer feedbacks (3) Develop relational capabilities both in the sales and after-sales personnel | (1) Implement a Web portal for short-term rental customers: ticketing, renting and automatic configuration of the forklift (2) Improve the existing internal procedure for managing customer feedback to use these feedbacks for product/service improvement and strengthen customer relationships |
| Customer segments | (1) Design a periodic survey to assess customer satisfaction and needs (2) Develop new customer segmentation criteria and accordingly manage the customer portfolio (3) Develop the capability to customize value proposition to meet actual customer needs | (1) Adapt the existing customer advisory procedure to better define the new short-term rental value to each customer segment |
| Key activities | (1) Establishment of service business unit (2) Formalization of workflow for the service design phase (3) Formalization of workflow for the service planning and delivery phase (4) Implementation of tools for managing service-related activities and enable predictive maintenance (5) Identification of relevant KPIs, especially related to the service function (6) Design specific marketing initiative for new full-service contracts (7) Define procedure that formalize and standardize the data collection, interpretation and processing (from product and service activities) | (1) Create a dedicated team for the analysis and interpretation of new signals collected from the forklift (2) Improve the current procedure for forklifts refurbishment (i.e. initial diagnosis, disassembly, painting and repair, assembly and final quality tests) (3) Improve logistics and reverse logistics processes (4) Develop specific marketing initiative to promote the short-term rental model aiming to clarify the new values for the customers |
| Key resources | (1) Define new service roles in the organization chart (2) Define new job profiles to acquire specific capabilities needed (3) Develop a project management and planning attitude (4) Integration/migration of the data manually collected into the ERP (5) Exploit the functionalities of the new condition-based monitoring tool (6) Use new techniques for product design accordingly to the service requirements (e.g. implementation of new diagnostic sensor on the machines; adoption of design-for-X techniques) | (1) Exploit the functionalities of the new fleet management and health management systems (2) Implement additional devices for the connectivity of the forklift (3) Implement new additional sensors on the battery (i.e. monitoring the electric energy consumption will help to understand the real usage of the battery and when it needs to be regenerated) (4) Implement geo-localization of the forklift to ease their quick (re)-allocation in the short-term rental business |
| Partnerships | (1) Develop new external partnerships to provide maintenance in countries where HSM is not present with a direct subsidiary (2) Define procedures that help to formalize and specify contractually the responsibilities and obligations of all parties | (1) Develop new partnerships with local logistics providers and financial service providers (2) Design specific indicators to monitor partners' performances in the short-term rental business |
| Channels | (1) Design a new after-sales channel, structuring a field service network (2) Define a new unique touching point (e.g. “sales support and customer service profile”) (3) Periodic inter-firms meeting to ease the interaction among sales and after-sales channels | (1) Manage the coexistence of short- and long-term rental models |
| Cost structure | (1) Formalize procedures for financial risk assessment and evaluation (2) Formalize procedures for operational risk assessment and evaluation | (1) Develop a total cost of ownership tool for the short-term rental (2) Adapt the existing procedure for financial risk assessment to short-term rental |
| Revenue model | (1) Develop new pricing capabilities (2) Definition of new reliable outcome expectations with the customer for the new predictive service (3) Formalize the reward system and explicitly indicate that it is oriented to something different than new product sale | (1) Align incentive and rewards systems to new strategic short-term rental objectives (2) Develop a new capability to elaborate business plans to quantify to customers the new value of the short-term rental business |
| BM component | HSM | FORK |
|---|---|---|
| Value proposition | (1) Develop a new service culture and attitude | (1) Design the lifecycle cost models of the new short-term rental model |
| Customer relationships | (1) Implementation of specific ICT tools to ease the relationships with customers (e.g. customer relationship management (CRM), trouble ticketing, etc.) | (1) Implement a Web portal for short-term rental customers: ticketing, renting and automatic configuration of the forklift |
| Customer segments | (1) Design a periodic survey to assess customer satisfaction and needs | (1) Adapt the existing customer advisory procedure to better define the new short-term rental value to each customer segment |
| Key activities | (1) Establishment of service business unit | (1) Create a dedicated team for the analysis and interpretation of new signals collected from the forklift |
| Key resources | (1) Define new service roles in the organization chart | (1) Exploit the functionalities of the new fleet management and health management systems |
| Partnerships | (1) Develop new external partnerships to provide maintenance in countries where HSM is not present with a direct subsidiary | (1) Develop new partnerships with local logistics providers and financial service providers |
| Channels | (1) Design a new after-sales channel, structuring a field service network | (1) Manage the coexistence of short- and long-term rental models |
| Cost structure | (1) Formalize procedures for financial risk assessment and evaluation | (1) Develop a total cost of ownership tool for the short-term rental |
| Revenue model | (1) Develop new pricing capabilities | (1) Align incentive and rewards systems to new strategic short-term rental objectives |
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