BEGIN:VCALENDAR
VERSION:2.0
PRODID:-//Talks.cam//talks.cam.ac.uk//
X-WR-CALNAME:Talks.cam
BEGIN:VEVENT
SUMMARY:Servitization strategy of manufacturing firms: evidence from pract
 ice - Ivanka Visnjic\, K U Leuven\, Belgium
DTSTART:20091112T173000Z
DTEND:20091112T183000Z
UID:TALK20066@talks.cam.ac.uk
CONTACT:Jo Griffiths
DESCRIPTION:This seminar builds on the presentation on servitization\, a d
 iversification strategy of manufacturers in services\, made by Professor A
 ndy Neely on 22 October. While Professor Neely discussed the performance e
 ffects of servitization on the large sample of manufacturing firms\, this 
 seminar explores the experience of a large European equipment manufacturer
  that has successfully moved into services. \n \nContrary to the expected 
 economic and strategic benefits of servitization\, some of the more recent
  case studies indicate that firms face serious problems in implementation.
  Presuming that this lack of clarity on the benefits of servitization is c
 aused by separate conceptual treatment of external/marketing and organizat
 ional/operational dimensions of the strategy\, we propose an integrated fr
 amework to evaluate the overall impact of servitization on the performance
 . Quantitative assessment of this framework based on internal\, subsidiary
 -level data of firm under study shows that servitization has a positive im
 pact on both\, growth and profitability. \n \nAfter in-depth case studies 
 are conducted in order to reveal managerial practices that underpin subsid
 iary performance\, it becomes clear that the balance of incentives and thu
 s\, the organizational design of product and service activities are the pr
 ecursors of the successful implementation. “Partnership of equals” eme
 rges to be the best organizational arrangement for products and services- 
 subsidiaries that give more focus and organizational autonomy to services\
 , while maintaining the close relationship with products\, seem to be more
  successful. As the previous research seems to suggest\, the consequences 
 of misunderstanding or failing to “strike the balance”- either by prio
 ritizing products or isolating product and service strategies- can be far 
 reaching. Good managerial practices\, as well as potential pitfalls will b
 e discussed. \n\n\nRefreshments available from 17.00 hrs.  Presentation at
  17.30.\n\n
LOCATION:Institute for Manufacturing\, 17 Charles Babbage Road\, Cambridge
END:VEVENT
END:VCALENDAR