Understanding Products As Services: How the Internet and AI Are Transforming Product Companies
Understanding Products as Servicesserves as an indispensable guide for navigating the hybrid economy, enabling you to leverage the integration of hardware and software, and propel your organization to the forefront of innovation and success
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | Englisch |
| Veröffentlicht: |
Leeds
Emerald Publishing Limited
2024
|
| Ausgabe: | 1st ed |
| Schlagwörter: | |
| Links: | https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=31196242 |
| Zusammenfassung: | Understanding Products as Servicesserves as an indispensable guide for navigating the hybrid economy, enabling you to leverage the integration of hardware and software, and propel your organization to the forefront of innovation and success |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Umfang: | 1 Online-Ressource (241 Seiten) |
| ISBN: | 9781837978250 |
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| 245 | 1 | 0 | |a Understanding Products As Services |b How the Internet and AI Are Transforming Product Companies |
| 250 | |a 1st ed | ||
| 264 | 1 | |a Leeds |b Emerald Publishing Limited |c 2024 | |
| 264 | 4 | |c ©2024 | |
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| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a Intro -- Halftitle Page -- Title Page -- Copyright Page -- Contents -- About the Authors -- Foreword -- Part I: How the Internet and AI are Transforming Product Companies -- Merging Worlds -- The Layer Model -- The Rule of Thumb -- From Moon and Mars -- Marginal Costs of Production and Distribution -- Update Capability -- Usage Data -- Cognitive Skills -- Remeasuring the World -- From Photo to Video Stream -- On Measuring and Managing -- Digital Twins -- The Product-Software-Service Matrix -- How Products and Services Differ -- Why Services Are Interesting for Product-Centric Companies -- When Service Paradox and Digitalization Paradox Come Together -- The Four Quadrants of the Matrix -- The Unbending Power of Evolution -- The Digital Steinway -- The Whole Is Greater than the Individual Parts -- The Matrix, Revenue, and EBIT -- A Catalyst for the Circular Economy -- Part II: The Product as a Service (PaaS) Navigator -- From Physical Products to PaaS -- PaaS Offerings Bundle Products and Services -- Use and Pay Instead of Buy and Manage -- Initiate the PaaS Transformation -- Myth 1: PaaS Works for Rolls-Royce, But Not for Us -- Myth 2: PaaS Is for Customers Who Cannot Afford to Buy -- Myth 3: PaaS Is Pay Per Use -- Myth 4: PaaS Is Fully Managed -- Myth 5: Get Your Products Connected First -- Myth 6: We Cannot Swallow the Fish -- Develop the PaaS Business Model -- Set the Scope -- Explore Customer Gains and Pains -- Define Service Offering -- Define Revenue Model -- Investigate Strategic Rationale -- Apply Proven Management Tactics -- Leverage Enabling Technology -- Drive the PaaS Transformation -- Create a Clear and Consistent Target Picture -- Understand Cash Flow Implications -- Overcome Key Obstacles -- Manage Change with KPIs -- Define, Refine, and Challenge the Business Model -- Part III: The 66 PaaS Patterns -- Set the Scope | |
| 505 | 8 | |a #1 Asset as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #2 Fleet as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #3 Hardware Component as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #4 Hardware Add-on as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #5 Software as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #6 Software Add-on as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #7 Consumable as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #8 Consumable Production as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Explore Customer Gains and Pains -- #9 Get OPEX and Not CAPEX -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #10 Align Revenue and Cost -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #11 Address Shortage of Skilled Workers -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #12 Decrease TCO -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #13 Align Incentives -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #14 Be More Flexible -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #15 Improve OEE -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #16 Reduce Operational Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #17 Reduce Business Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Define Service Offering -- #18 Finance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #19 Own | |
| 505 | 8 | |a The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #20 Commission and Decommission -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #21 Monitor -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #22 Repair and Maintain -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #23 Update and Upgrade -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #24 Operate -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #25 Supply -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #26 Optimize -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #27 Take Operational Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #28 Take Business Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Define Revenue Model -- #29 Subscription -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #30 Pay Per Use -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #31 Pay Per Outcome -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #32 Pay Per Performance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #33 Pay Per Consumable -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #34 Minimum Usage -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #35 Minimum Contract Term -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #36 Enable Exit -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Investigate Strategic Rationale -- #37 Stabilize Revenues -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #38 Reduce Environmental Impact -- The Pattern -- Examples | |
| 505 | 8 | |a Questions to Ask -- Usually Applied With -- #39 Unlock Customer Demand -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #40 Close the Gap -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #41 Increase Margins and Share of Wallet -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #42 Win Market Shares -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #43 Establish Strategic Partnerships -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #44 Leverage Premium Product Quality -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #45 Avoid the Commodity Trap -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #46 Enable Full Data Access -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Apply Proven Management Tactics -- #47 Go for the Recurring Payers -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #48 Build Upon Provable ROI Cases -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #49 Leverage Past Customer Requests -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #50 Take the As -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #51 Enter with a Trojan Horse -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #52 Go Freemium -- The Pattern -- Examples -- Questions to Ask -- Usually Applied with -- #53 Take Customers on a Service Journey -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #54 Swallow the Fish -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #55 Enforce "Be Gentle It's a Rental" -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #56 Let the Customer Do the Work | |
| 505 | 8 | |a The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #57 Increase Stickiness -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Leverage Enabling Technology -- #58 Remote Monitoring -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #59 Remote Access -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #60 Remote Support -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #61 Predictive Maintenance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #62 Over the Air Updates and Upgrades -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #63 Automatic Operation -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #64 Automatic Replenishment -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #65 Order-to-Cash Management -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #66 Continuous Improvement -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Bibliography -- Part I -- Part II -- Part III. | |
| 520 | |a Understanding Products as Servicesserves as an indispensable guide for navigating the hybrid economy, enabling you to leverage the integration of hardware and software, and propel your organization to the forefront of innovation and success | ||
| 650 | 4 | |a Reading-Technological innovations | |
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Datensatz im Suchindex
| _version_ | 1820981471584714752 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Wortmann, Felix |
| author_facet | Wortmann, Felix |
| author_role | aut |
| author_sort | Wortmann, Felix |
| author_variant | f w fw |
| building | Verbundindex |
| bvnumber | BV049876499 |
| classification_rvk | QP 540 |
| collection | ZDB-30-PQE |
| contents | Intro -- Halftitle Page -- Title Page -- Copyright Page -- Contents -- About the Authors -- Foreword -- Part I: How the Internet and AI are Transforming Product Companies -- Merging Worlds -- The Layer Model -- The Rule of Thumb -- From Moon and Mars -- Marginal Costs of Production and Distribution -- Update Capability -- Usage Data -- Cognitive Skills -- Remeasuring the World -- From Photo to Video Stream -- On Measuring and Managing -- Digital Twins -- The Product-Software-Service Matrix -- How Products and Services Differ -- Why Services Are Interesting for Product-Centric Companies -- When Service Paradox and Digitalization Paradox Come Together -- The Four Quadrants of the Matrix -- The Unbending Power of Evolution -- The Digital Steinway -- The Whole Is Greater than the Individual Parts -- The Matrix, Revenue, and EBIT -- A Catalyst for the Circular Economy -- Part II: The Product as a Service (PaaS) Navigator -- From Physical Products to PaaS -- PaaS Offerings Bundle Products and Services -- Use and Pay Instead of Buy and Manage -- Initiate the PaaS Transformation -- Myth 1: PaaS Works for Rolls-Royce, But Not for Us -- Myth 2: PaaS Is for Customers Who Cannot Afford to Buy -- Myth 3: PaaS Is Pay Per Use -- Myth 4: PaaS Is Fully Managed -- Myth 5: Get Your Products Connected First -- Myth 6: We Cannot Swallow the Fish -- Develop the PaaS Business Model -- Set the Scope -- Explore Customer Gains and Pains -- Define Service Offering -- Define Revenue Model -- Investigate Strategic Rationale -- Apply Proven Management Tactics -- Leverage Enabling Technology -- Drive the PaaS Transformation -- Create a Clear and Consistent Target Picture -- Understand Cash Flow Implications -- Overcome Key Obstacles -- Manage Change with KPIs -- Define, Refine, and Challenge the Business Model -- Part III: The 66 PaaS Patterns -- Set the Scope #1 Asset as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #2 Fleet as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #3 Hardware Component as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #4 Hardware Add-on as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #5 Software as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #6 Software Add-on as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #7 Consumable as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #8 Consumable Production as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Explore Customer Gains and Pains -- #9 Get OPEX and Not CAPEX -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #10 Align Revenue and Cost -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #11 Address Shortage of Skilled Workers -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #12 Decrease TCO -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #13 Align Incentives -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #14 Be More Flexible -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #15 Improve OEE -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #16 Reduce Operational Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #17 Reduce Business Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Define Service Offering -- #18 Finance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #19 Own The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #20 Commission and Decommission -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #21 Monitor -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #22 Repair and Maintain -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #23 Update and Upgrade -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #24 Operate -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #25 Supply -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #26 Optimize -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #27 Take Operational Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #28 Take Business Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Define Revenue Model -- #29 Subscription -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #30 Pay Per Use -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #31 Pay Per Outcome -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #32 Pay Per Performance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #33 Pay Per Consumable -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #34 Minimum Usage -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #35 Minimum Contract Term -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #36 Enable Exit -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Investigate Strategic Rationale -- #37 Stabilize Revenues -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #38 Reduce Environmental Impact -- The Pattern -- Examples Questions to Ask -- Usually Applied With -- #39 Unlock Customer Demand -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #40 Close the Gap -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #41 Increase Margins and Share of Wallet -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #42 Win Market Shares -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #43 Establish Strategic Partnerships -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #44 Leverage Premium Product Quality -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #45 Avoid the Commodity Trap -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #46 Enable Full Data Access -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Apply Proven Management Tactics -- #47 Go for the Recurring Payers -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #48 Build Upon Provable ROI Cases -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #49 Leverage Past Customer Requests -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #50 Take the As -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #51 Enter with a Trojan Horse -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #52 Go Freemium -- The Pattern -- Examples -- Questions to Ask -- Usually Applied with -- #53 Take Customers on a Service Journey -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #54 Swallow the Fish -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #55 Enforce "Be Gentle It's a Rental" -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #56 Let the Customer Do the Work The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #57 Increase Stickiness -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Leverage Enabling Technology -- #58 Remote Monitoring -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #59 Remote Access -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #60 Remote Support -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #61 Predictive Maintenance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #62 Over the Air Updates and Upgrades -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #63 Automatic Operation -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #64 Automatic Replenishment -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #65 Order-to-Cash Management -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #66 Continuous Improvement -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Bibliography -- Part I -- Part II -- Part III. |
| ctrlnum | (ZDB-30-PQE)EBC31196242 (ZDB-30-PAD)EBC31196242 (ZDB-89-EBL)EBL31196242 (OCoLC)1436830519 (DE-599)BVBBV049876499 |
| dewey-full | 380 |
| dewey-hundreds | 300 - Social sciences |
| dewey-ones | 380 - Commerce, communications, transportation |
| dewey-raw | 380 |
| dewey-search | 380 |
| dewey-sort | 3380 |
| dewey-tens | 380 - Commerce, communications, transportation |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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Revenue and Cost -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #11 Address Shortage of Skilled Workers -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #12 Decrease TCO -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #13 Align Incentives -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #14 Be More Flexible -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #15 Improve OEE -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #16 Reduce Operational Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #17 Reduce Business Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Define Service Offering -- #18 Finance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #19 Own</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">The Pattern -- 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Applied With -- #30 Pay Per Use -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #31 Pay Per Outcome -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #32 Pay Per Performance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #33 Pay Per Consumable -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #34 Minimum Usage -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #35 Minimum Contract Term -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #36 Enable Exit -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Investigate Strategic Rationale -- #37 Stabilize Revenues -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #38 Reduce Environmental Impact -- The Pattern -- Examples</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Questions to Ask -- Usually Applied With -- #39 Unlock Customer Demand -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #40 Close the Gap -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #41 Increase Margins and Share of Wallet -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #42 Win Market Shares -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #43 Establish Strategic Partnerships -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #44 Leverage Premium Product Quality -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #45 Avoid the Commodity Trap -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #46 Enable Full Data Access -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Apply Proven Management Tactics -- #47 Go for the Recurring Payers -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #48 Build Upon Provable ROI Cases -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #49 Leverage Past Customer Requests -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #50 Take the As -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #51 Enter with a Trojan Horse -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #52 Go Freemium -- The Pattern -- Examples -- Questions to Ask -- Usually Applied with -- #53 Take Customers on a Service Journey -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #54 Swallow the Fish -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #55 Enforce "Be Gentle It's a Rental" -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #56 Let the Customer Do the Work</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #57 Increase Stickiness -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Leverage Enabling Technology -- #58 Remote Monitoring -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #59 Remote Access -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #60 Remote Support -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #61 Predictive Maintenance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #62 Over the Air Updates and Upgrades -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #63 Automatic Operation -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #64 Automatic Replenishment -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #65 Order-to-Cash Management -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #66 Continuous Improvement -- The Pattern -- Examples -- Questions to Ask -- Usually 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| id | DE-604.BV049876499 |
| illustrated | Not Illustrated |
| indexdate | 2025-01-11T19:21:00Z |
| institution | BVB |
| isbn | 9781837978250 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035215949 |
| oclc_num | 1436830519 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (241 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | Emerald Publishing Limited |
| record_format | marc |
| spelling | Wortmann, Felix Verfasser aut Understanding Products As Services How the Internet and AI Are Transforming Product Companies 1st ed Leeds Emerald Publishing Limited 2024 ©2024 1 Online-Ressource (241 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Halftitle Page -- Title Page -- Copyright Page -- Contents -- About the Authors -- Foreword -- Part I: How the Internet and AI are Transforming Product Companies -- Merging Worlds -- The Layer Model -- The Rule of Thumb -- From Moon and Mars -- Marginal Costs of Production and Distribution -- Update Capability -- Usage Data -- Cognitive Skills -- Remeasuring the World -- From Photo to Video Stream -- On Measuring and Managing -- Digital Twins -- The Product-Software-Service Matrix -- How Products and Services Differ -- Why Services Are Interesting for Product-Centric Companies -- When Service Paradox and Digitalization Paradox Come Together -- The Four Quadrants of the Matrix -- The Unbending Power of Evolution -- The Digital Steinway -- The Whole Is Greater than the Individual Parts -- The Matrix, Revenue, and EBIT -- A Catalyst for the Circular Economy -- Part II: The Product as a Service (PaaS) Navigator -- From Physical Products to PaaS -- PaaS Offerings Bundle Products and Services -- Use and Pay Instead of Buy and Manage -- Initiate the PaaS Transformation -- Myth 1: PaaS Works for Rolls-Royce, But Not for Us -- Myth 2: PaaS Is for Customers Who Cannot Afford to Buy -- Myth 3: PaaS Is Pay Per Use -- Myth 4: PaaS Is Fully Managed -- Myth 5: Get Your Products Connected First -- Myth 6: We Cannot Swallow the Fish -- Develop the PaaS Business Model -- Set the Scope -- Explore Customer Gains and Pains -- Define Service Offering -- Define Revenue Model -- Investigate Strategic Rationale -- Apply Proven Management Tactics -- Leverage Enabling Technology -- Drive the PaaS Transformation -- Create a Clear and Consistent Target Picture -- Understand Cash Flow Implications -- Overcome Key Obstacles -- Manage Change with KPIs -- Define, Refine, and Challenge the Business Model -- Part III: The 66 PaaS Patterns -- Set the Scope #1 Asset as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #2 Fleet as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #3 Hardware Component as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #4 Hardware Add-on as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #5 Software as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #6 Software Add-on as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #7 Consumable as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #8 Consumable Production as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Explore Customer Gains and Pains -- #9 Get OPEX and Not CAPEX -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #10 Align Revenue and Cost -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #11 Address Shortage of Skilled Workers -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #12 Decrease TCO -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #13 Align Incentives -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #14 Be More Flexible -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #15 Improve OEE -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #16 Reduce Operational Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #17 Reduce Business Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Define Service Offering -- #18 Finance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #19 Own The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #20 Commission and Decommission -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #21 Monitor -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #22 Repair and Maintain -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #23 Update and Upgrade -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #24 Operate -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #25 Supply -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #26 Optimize -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #27 Take Operational Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #28 Take Business Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Define Revenue Model -- #29 Subscription -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #30 Pay Per Use -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #31 Pay Per Outcome -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #32 Pay Per Performance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #33 Pay Per Consumable -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #34 Minimum Usage -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #35 Minimum Contract Term -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #36 Enable Exit -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Investigate Strategic Rationale -- #37 Stabilize Revenues -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #38 Reduce Environmental Impact -- The Pattern -- Examples Questions to Ask -- Usually Applied With -- #39 Unlock Customer Demand -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #40 Close the Gap -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #41 Increase Margins and Share of Wallet -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #42 Win Market Shares -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #43 Establish Strategic Partnerships -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #44 Leverage Premium Product Quality -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #45 Avoid the Commodity Trap -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #46 Enable Full Data Access -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Apply Proven Management Tactics -- #47 Go for the Recurring Payers -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #48 Build Upon Provable ROI Cases -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #49 Leverage Past Customer Requests -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #50 Take the As -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #51 Enter with a Trojan Horse -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #52 Go Freemium -- The Pattern -- Examples -- Questions to Ask -- Usually Applied with -- #53 Take Customers on a Service Journey -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #54 Swallow the Fish -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #55 Enforce "Be Gentle It's a Rental" -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #56 Let the Customer Do the Work The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #57 Increase Stickiness -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Leverage Enabling Technology -- #58 Remote Monitoring -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #59 Remote Access -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #60 Remote Support -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #61 Predictive Maintenance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #62 Over the Air Updates and Upgrades -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #63 Automatic Operation -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #64 Automatic Replenishment -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #65 Order-to-Cash Management -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #66 Continuous Improvement -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Bibliography -- Part I -- Part II -- Part III. Understanding Products as Servicesserves as an indispensable guide for navigating the hybrid economy, enabling you to leverage the integration of hardware and software, and propel your organization to the forefront of innovation and success Reading-Technological innovations Künstliche Intelligenz (DE-588)4033447-8 gnd rswk-swf Digitalisierung (DE-588)4123065-6 gnd rswk-swf Internet (DE-588)4308416-3 gnd rswk-swf Hybrides Leistungsbündel (DE-588)7851257-8 gnd rswk-swf Produzierendes Gewerbe (DE-588)4235141-8 gnd rswk-swf Digitalisierung (DE-588)4123065-6 s Hybrides Leistungsbündel (DE-588)7851257-8 s Internet (DE-588)4308416-3 s Künstliche Intelligenz (DE-588)4033447-8 s Produzierendes Gewerbe (DE-588)4235141-8 s DE-604 Gebauer, Heiko Sonstige oth Lamprecht, Claudio Sonstige oth Fleisch, Elgar Sonstige oth Erscheint auch als Druck-Ausgabe Wortmann, Felix Understanding Products As Services Leeds : Emerald Publishing Limited,c2024 9781837978243 |
| spellingShingle | Wortmann, Felix Understanding Products As Services How the Internet and AI Are Transforming Product Companies Intro -- Halftitle Page -- Title Page -- Copyright Page -- Contents -- About the Authors -- Foreword -- Part I: How the Internet and AI are Transforming Product Companies -- Merging Worlds -- The Layer Model -- The Rule of Thumb -- From Moon and Mars -- Marginal Costs of Production and Distribution -- Update Capability -- Usage Data -- Cognitive Skills -- Remeasuring the World -- From Photo to Video Stream -- On Measuring and Managing -- Digital Twins -- The Product-Software-Service Matrix -- How Products and Services Differ -- Why Services Are Interesting for Product-Centric Companies -- When Service Paradox and Digitalization Paradox Come Together -- The Four Quadrants of the Matrix -- The Unbending Power of Evolution -- The Digital Steinway -- The Whole Is Greater than the Individual Parts -- The Matrix, Revenue, and EBIT -- A Catalyst for the Circular Economy -- Part II: The Product as a Service (PaaS) Navigator -- From Physical Products to PaaS -- PaaS Offerings Bundle Products and Services -- Use and Pay Instead of Buy and Manage -- Initiate the PaaS Transformation -- Myth 1: PaaS Works for Rolls-Royce, But Not for Us -- Myth 2: PaaS Is for Customers Who Cannot Afford to Buy -- Myth 3: PaaS Is Pay Per Use -- Myth 4: PaaS Is Fully Managed -- Myth 5: Get Your Products Connected First -- Myth 6: We Cannot Swallow the Fish -- Develop the PaaS Business Model -- Set the Scope -- Explore Customer Gains and Pains -- Define Service Offering -- Define Revenue Model -- Investigate Strategic Rationale -- Apply Proven Management Tactics -- Leverage Enabling Technology -- Drive the PaaS Transformation -- Create a Clear and Consistent Target Picture -- Understand Cash Flow Implications -- Overcome Key Obstacles -- Manage Change with KPIs -- Define, Refine, and Challenge the Business Model -- Part III: The 66 PaaS Patterns -- Set the Scope #1 Asset as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #2 Fleet as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #3 Hardware Component as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #4 Hardware Add-on as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #5 Software as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #6 Software Add-on as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #7 Consumable as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #8 Consumable Production as a Service -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Explore Customer Gains and Pains -- #9 Get OPEX and Not CAPEX -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #10 Align Revenue and Cost -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #11 Address Shortage of Skilled Workers -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #12 Decrease TCO -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #13 Align Incentives -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #14 Be More Flexible -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #15 Improve OEE -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #16 Reduce Operational Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #17 Reduce Business Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Define Service Offering -- #18 Finance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #19 Own The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #20 Commission and Decommission -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #21 Monitor -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #22 Repair and Maintain -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #23 Update and Upgrade -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #24 Operate -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #25 Supply -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #26 Optimize -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #27 Take Operational Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #28 Take Business Risk -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Define Revenue Model -- #29 Subscription -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #30 Pay Per Use -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #31 Pay Per Outcome -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #32 Pay Per Performance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #33 Pay Per Consumable -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #34 Minimum Usage -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #35 Minimum Contract Term -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #36 Enable Exit -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Investigate Strategic Rationale -- #37 Stabilize Revenues -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #38 Reduce Environmental Impact -- The Pattern -- Examples Questions to Ask -- Usually Applied With -- #39 Unlock Customer Demand -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #40 Close the Gap -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #41 Increase Margins and Share of Wallet -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #42 Win Market Shares -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #43 Establish Strategic Partnerships -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #44 Leverage Premium Product Quality -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #45 Avoid the Commodity Trap -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #46 Enable Full Data Access -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Apply Proven Management Tactics -- #47 Go for the Recurring Payers -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #48 Build Upon Provable ROI Cases -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #49 Leverage Past Customer Requests -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #50 Take the As -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #51 Enter with a Trojan Horse -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #52 Go Freemium -- The Pattern -- Examples -- Questions to Ask -- Usually Applied with -- #53 Take Customers on a Service Journey -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #54 Swallow the Fish -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #55 Enforce "Be Gentle It's a Rental" -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #56 Let the Customer Do the Work The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #57 Increase Stickiness -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Leverage Enabling Technology -- #58 Remote Monitoring -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #59 Remote Access -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #60 Remote Support -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #61 Predictive Maintenance -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #62 Over the Air Updates and Upgrades -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #63 Automatic Operation -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #64 Automatic Replenishment -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #65 Order-to-Cash Management -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- #66 Continuous Improvement -- The Pattern -- Examples -- Questions to Ask -- Usually Applied With -- Bibliography -- Part I -- Part II -- Part III. Reading-Technological innovations Künstliche Intelligenz (DE-588)4033447-8 gnd Digitalisierung (DE-588)4123065-6 gnd Internet (DE-588)4308416-3 gnd Hybrides Leistungsbündel (DE-588)7851257-8 gnd Produzierendes Gewerbe (DE-588)4235141-8 gnd |
| subject_GND | (DE-588)4033447-8 (DE-588)4123065-6 (DE-588)4308416-3 (DE-588)7851257-8 (DE-588)4235141-8 |
| title | Understanding Products As Services How the Internet and AI Are Transforming Product Companies |
| title_auth | Understanding Products As Services How the Internet and AI Are Transforming Product Companies |
| title_exact_search | Understanding Products As Services How the Internet and AI Are Transforming Product Companies |
| title_full | Understanding Products As Services How the Internet and AI Are Transforming Product Companies |
| title_fullStr | Understanding Products As Services How the Internet and AI Are Transforming Product Companies |
| title_full_unstemmed | Understanding Products As Services How the Internet and AI Are Transforming Product Companies |
| title_short | Understanding Products As Services |
| title_sort | understanding products as services how the internet and ai are transforming product companies |
| title_sub | How the Internet and AI Are Transforming Product Companies |
| topic | Reading-Technological innovations Künstliche Intelligenz (DE-588)4033447-8 gnd Digitalisierung (DE-588)4123065-6 gnd Internet (DE-588)4308416-3 gnd Hybrides Leistungsbündel (DE-588)7851257-8 gnd Produzierendes Gewerbe (DE-588)4235141-8 gnd |
| topic_facet | Reading-Technological innovations Künstliche Intelligenz Digitalisierung Internet Hybrides Leistungsbündel Produzierendes Gewerbe |
| work_keys_str_mv | AT wortmannfelix understandingproductsasserviceshowtheinternetandaiaretransformingproductcompanies AT gebauerheiko understandingproductsasserviceshowtheinternetandaiaretransformingproductcompanies AT lamprechtclaudio understandingproductsasserviceshowtheinternetandaiaretransformingproductcompanies AT fleischelgar understandingproductsasserviceshowtheinternetandaiaretransformingproductcompanies |