How does Service Business Development (really) take place? Strategy Configuration in Manufacturing Companies’ different Business Environments

  • Jonas Bielefeldt


Since industrial and consumer markets are associated with highly dynamic business environments, manufacturing companies are increasingly executing service business development to capture new growth potential. In doing so, they face the challenge of aligning their strategic configuration with changing conditions in their business environments. Based on a cross-industry dataset of 137 manufacturing companies’ service business development activities, this study empirically investigates how service business development is strategically configured and applied in different business environmental circumstances.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Baines, T.S./Lightfoot, H.W./Benedettini, O./Kay, J.M. (2009): The Servitization of Manufacturing, in: Journal of Manufacturing Technology Management, Vol. 20, No. 5, pp. 547-567.CrossRefGoogle Scholar
  2. Bharadwaj, A./Sambamurthy, V. (2005): Enterprise Agility and Information Technology Management – The CIO’s Manifesto, SIM Advanced Practices Council Publication, 2005.Google Scholar
  3. Bharadwaj, A./Sawy, O.E./Pavlou, P.A./Venkatraman, N. (2013): Digital Business Strategy – Toward a next Generation of Insights, in: MIS Quarterly, Vol. 37, No. 2, pp. 471-482.Google Scholar
  4. Bourgeois, L.J. (1980): Strategy and Environment – A conceptual Integration, in: Academy of Management Review, Vol. 5, No. 1, pp. 25-39.CrossRefGoogle Scholar
  5. Bowen, D./ Siehl, C./ Schneider, B. (1989): A Framework for analyzing Customer Service orientations in Manufacturing, in: Academy of Management Review, Vol. 14, No. 1, pp. 75-95.CrossRefGoogle Scholar
  6. Brand Finance (2017): Global 500 2017 – The annual Report on the World’s most valuable Brands, available at (retrieved 14.04.2017).
  7. Bruhn, M./Hepp, M./Hadwich, K. (2015): Vom Produkthersteller zum Serviceanbieter – Geschäftsmodelle der Servicetransformation, in: Marketing Revue St. Gallen, Vol. 32, No. 1, pp. 28-39.Google Scholar
  8. Burns, T./Stalker, G.M. (1961): The Management of Innovation, London.Google Scholar
  9. Capon, N./Glazer, R. (1987): Marketing and Technology – A strategic Coalignment, in: The Journal of Marketing, Vol. 51, No. 3, pp. 1-14.CrossRefGoogle Scholar
  10. Cohen J. (1988): Statistical Power and Analysis for the behavioral Sciences, 2nd edition, Hisdale, NJ.Google Scholar
  11. Davies, A. (2004): Moving base into high-value integrated Solutions – A Value Stream Aapproach, in: Industrial and Corporate Change, Vol. 13, No. 5, pp 727-756.Google Scholar
  12. Davies, A./Brady, T./Hobday, M. (2007): Organizing for Solutions – Systems Seller vs. Systems Integrator, in: Industrial Marketing Management, Vol. 36, No. 2, p. 183-193.Google Scholar
  13. Dess, G.D./Beard, D.W. (1984): Dimensions of Organizational Task Environments, in: Administrative Science Quarterly, Vol. 29, No. 1, pp. 52-73.CrossRefGoogle Scholar
  14. Evans, J. (1991): Strategic Flexibility for high technology Maneuvers – A conceptual Framework, in: Journal of Management Studies, Vol. 28, No. 1, pp. 69-89.CrossRefGoogle Scholar
  15. Fischer, T./Gebauer, H./Fleisch, E. (2012): Service Business Development – Strategies for Value Creation, St. Gallen.Google Scholar
  16. Fischer, T./Gebauer, H./Ren, G./Gregory, M./Fleisch, E. (2010): Exploitation and Exploration in Service Business Development? Insights from a dynamic Capability Perspective, in: Journal of Service Management, Vol. 21, No. 5, pp. 591-624.CrossRefGoogle Scholar
  17. Fleiss, J.L. (1971): Measuring nominal Scale Agreement among many Raters, in: Psychological Bulletin, Vol. 76, No. 5, pp. 378-382.CrossRefGoogle Scholar
  18. Fleiss, J.L./Levin, B./Paik, M.C. (2003): Statistical Methods for Rates and Proportions, 3rd edition, Hoboken, NJ.Google Scholar
  19. Fredrickson, J.W./Terence R.M. (1984): Strategic Decision Processes – Comprehensiveness and Performance in an Industry with an unstable Environment, in: Academy of Management Journal Vol. 27, No. 2, pp. 399-423.Google Scholar
  20. Freeman, G. H./Halton, T. R. (1951): Note on exact Treatment of Contingency, Goodness-of-Fit and other Problems of Significance, in: Biometrika, Vol. 38, pp. 141-149.Google Scholar
  21. Gebauer, H. (2008): Identifying Service Strategies in Product Manufacturing Companies by exploring Environment – Strategy Configurations, in: Industrial Marketing Management, Vol. 37, No. 3, pp. 278-291.Google Scholar
  22. Gebauer, H./Edvardsson, B./Gustafsson, A./Witell, L. (2010): Match or Mismatch – Strategy – Structure Configuration in the Service Business of Manufacturing Companies, in: Journal of Service Research, Vol. 13, No. 2, pp. 198-215.CrossRefGoogle Scholar
  23. Gebauer, H./Fleisch, E./Friedli, T. (2005): Overcoming the Service Paradox in Manufacturing Companies, in: European Management Journal, Vol. 23, No. 1, pp. 14-26.CrossRefGoogle Scholar
  24. Gebauer, H./Paiola, M./Edvardsson, B. (2012): A Capability Perspective on Service Business Development in small and medium-sized Suppliers, in: Scandinavian Journal of Management, Vol. 28, No. 4, pp. 321-339.CrossRefGoogle Scholar
  25. Helander, A./Möller, K. (2008): How to become Solution Provider – System Supplier’s strategic Tools, in: Journal of Business-to-Business Marketing, Vol. 15, No. 3, pp. 247-289.Google Scholar
  26. Homburg, C./Fassnacht, M./Guenther, C. (2003): The Role of Soft Factors in implementing a service-oriented Strategy in Industrial Marketing Companies, in: Journal of Business-to-Business Marketing, Vol. 10, No. 2, pp. 23-51.CrossRefGoogle Scholar
  27. Jaworski, B.J./Kohli, A.K. (1993): Market Orientation – Antecedents and Consequences, in: Journal of Marketing, Vol. 57, No. 3, pp. 53-70.CrossRefGoogle Scholar
  28. Kotler, P. (1994): Marketing Management – Analysis, Planning, Implementation and Control, 8th edition, Englewood Cliffs, NJ.Google Scholar
  29. Kotler, P. (2003): A Framework for Marketing Management, Upper Saddle River, NJ.Google Scholar
  30. Kotler, P. (2011): Reinventing Marketing to manage the environmental imperative, in: Journal of Marketing, Vol. 74, No. 4, pp. 132-135.CrossRefGoogle Scholar
  31. Kowalkowski, C./Kindstrom, D./Brashear-Alejandro, T./Brege, S./Biggemann, S. (2012): Service Infusion as agile Incrementalism in action, in: Journal of Business Research, Vol. 65, No. 6, pp. 765-772.CrossRefGoogle Scholar
  32. Landis, J.R./Koch, G.G. (1977): The Measurement of Observer Agreement for categorical data, in: Biometrics, Vol. 33, No. 1, pp. 159-174.CrossRefGoogle Scholar
  33. Lawrence, P.R./Lorsch, J.W. (1967): Organization and Environment – Managing Differentiation and Integration. Boston, MA.Google Scholar
  34. Lydersen S./Fagerland M.W./Laake P. (2009): Recommended Tests for Association in 2 x 2 tables, in: Stat Med., Vol. 28, No. 7, pp. 1159-1175.Google Scholar
  35. Martin, C. R./Horne, D. A. (1992): Restructuring towards a Service Orientation – The strategic Challenges, in: International Journal of Service Industry Management, Vol. 3, No. 1, pp. 25-38.CrossRefGoogle Scholar
  36. Mathieu, V. (2001): Service Strategies within the Manufacturing Sector – Benefits, Costs and Partnership, in: International Journal of Service Industrie Management, Vol. 12, No. 5, pp. 457- 475.Google Scholar
  37. Miles, R./Snow, C./Meyer, D. A./Coleman, H. J. (1978): Organizational Strategy, Struc-ture, and Process, in: The Academy of Management Review, Vol. 3, No. 3, pp. 546-562.Google Scholar
  38. Miller (1987): The structural and environmental correlates of Business strategy, in: Strategic Management Journal, Vol. 8, No. 1, pp. 55-76.CrossRefGoogle Scholar
  39. Miller, J. G./Roth, A. V. (1994): Taxonomy of manufacturing Strategies, in: Management Science, Vol. 40, No. 3, pp. 285-304.CrossRefGoogle Scholar
  40. Mintzberg, H. (1979): The Structuring of Organizations – A Synthesis of the Research, Englewood Cliffs, NJ.Google Scholar
  41. Möller, K. (2006): Role of Competences in creating Customer Value – A value-creation logic Approach, in: Industrial Marketing Management, Vol. 35, No. 8, pp. 913-924.CrossRefGoogle Scholar
  42. Neu, W./Brown, S. (2005): Forming successful business-to-business Services in goods-dominant Firms, in: Journal of Service Research, Vol. 8, No. 1, pp. 3-17.CrossRefGoogle Scholar
  43. Oliva, R./Kallenberg, R. (2003): Managing the Transition from Products to Services, in: International Journal of Service Industry Management, Vol. 14, No. 2, pp. 160-172.CrossRefGoogle Scholar
  44. O’Reilly, C.A./Tushman, M.L. (2008): Ambidexterity as a dynamic Capability – resolving the Innovator’s dilemma, in: Research in Organizational Behavior, Vol. 28, No. 1, pp. 185-206.Google Scholar
  45. Paiola, M./Gebauer, H./Edvardsson, B. (2012): Service Business Development in small-to medium-sized Equipment Manufacturers, in: Journal of Business-to-Business Marketing, Vol. 19, No. 1, pp. 33-66.CrossRefGoogle Scholar
  46. Penttinen, E./Palmer J. (2007): Improving Firm positioning through enhanced Offerings and Buyer-Seller Relationships, in: Journal of Industrial Marketing Management, Vol. 36, No. 5, pp. 552-564.CrossRefGoogle Scholar
  47. Raddats, C./Easingwood, C. (2010): Services Growth Options for B2B product-centric Businesses, in: Industrial Marketing Management, Vol. 39, No. 8, pp. 1334-1345.CrossRefGoogle Scholar
  48. Reimann, M./ Schilke, O./Thomas, J. S. (2010): Toward an understanding of Industry Commoditization – Its Nature and Role in evolving Marketing Competition, in: International Journal of Research in Marketing, Vol. 27, No. 2, pp. 188-197.CrossRefGoogle Scholar
  49. Sawhney, M./Balasubramanian, S./Krishnan V.V. (2004): Creating Growth with Services, in: MIT Sloan Management Review, Vol. 45, No. 12, pp. 34-43.Google Scholar
  50. Thompson, J.D. (1967): Organizations in action, New York, NY.Google Scholar
  51. Tukker, A. (2004): Eight Types of Product-Service System – eight Ways to sustainability? Experiences from SusProNet, in: Business Strategy and the Environment, Vol. 13, No. 4, pp. 246-260.Google Scholar
  52. Vargo, S.L./Lusch, R.F. (2004): Evolving to a New Dominant Logic for Marketing, in: Journal of Marketing, Vol. 68, No. 1, pp. 1-17.CrossRefGoogle Scholar
  53. Vargo, S.L./Lusch, R.F. (2008): From Goods to Service(s) – Divergences and Convergences of Logics, in: Industrial Marketing Management, Vol. 37, No. 3, pp. 254-259.Google Scholar
  54. Wiersema, M. F./Bowen, H. P. (2008): Corporate Diversification – The impact of foreign Competition, Industry Globalization, and Product Diversification, in: Strategic Management Journal, Vol. 29, No. 2, pp. 115-132.CrossRefGoogle Scholar
  55. Windahl, C. (2007): Integrated Solutions in the Capital Goods Sector – Exploring Innovation, Service and Network Perspectives, Linköping.Google Scholar
  56. Windahl, C./Lakemond, N. (2006): Developing Integrated Solutions – The Importance of Relationships within the Network, in: Industrial Marketing Management, Vol. 25, No. 7, pp. 806-818.Google Scholar
  57. Wise, R./Baumgartner, P. (1999): Go Downstream – the new Profit Imperative in Manufacturing, in: Harvard Business Review, Vol. 77, No. 5, pp. 133-141.Google Scholar
  58. Zott, C./Amit, R. (2008): The Fit between Product Market Strategy and Business Model Implications for firm performance, in: Strategic Management Journal, Vol. 29, No. 1, pp. 1-26.CrossRefGoogle Scholar

Copyright information

© Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature 2018

Authors and Affiliations

  1. 1.BerlinDeutschland

Personalised recommendations