Types of integrations
| Type | Rhetorical integration | Insulated integration | Transformative integration |
|---|---|---|---|
| Meaning | Servitised firm acquired to be able to say that the acquirer is servitised | The business model in focus with non-integration of functions that would negatively impact customer connections | The acquirer adopts a customer orientation through learnings from past acquisitions |
| Servitisation at focus in integration | – | Business model | Customer orientation and business model |
| Servitisation consequences | The acquirer is not servitised. Through integrating product orientation, the acquired party's servitisation, customers and other stakeholders may be affected in a circle affecting the business model of the acquired firm negatively (lost capabilities) | The acquirer is not servitised. The acquired party continues as before with limited/no changes in customers and collaborations | Acquirer adopting a customer orientation affecting future acquisition and collaboration choices |
| Possible customer and stakeholder consequences | Stakeholder losses following from staff losses. Customers reacting to decreased capabilities | Present customers of the acquired firm in focus | Focus on new offerings directed at new customers |
| Type | Rhetorical integration | Insulated integration | Transformative integration |
|---|---|---|---|
| Meaning | Servitised firm acquired to be able to say that the acquirer is servitised | The business model in focus with non-integration of functions that would negatively impact customer connections | The acquirer adopts a customer orientation through learnings from past acquisitions |
| Servitisation at focus in integration | – | Business model | Customer orientation and business model |
| Servitisation consequences | The acquirer is not servitised. Through integrating product orientation, the acquired party's servitisation, customers and other stakeholders may be affected in a circle affecting the business model of the acquired firm negatively (lost capabilities) | The acquirer is not servitised. The acquired party continues as before with limited/no changes in customers and collaborations | Acquirer adopting a customer orientation affecting future acquisition and collaboration choices |
| Possible customer and stakeholder consequences | Stakeholder losses following from staff losses. Customers reacting to decreased capabilities | Present customers of the acquired firm in focus | Focus on new offerings directed at new customers |
Source(s): Table by author
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