Many traditional manufacturers have concentrate on delivering high-value services combined with their products. Manufacturing servitization has become one of the most important means to enhance the competitive advantage of manufacturing. This paper analysis the implementation of the servitization based on UPS in Schneider, especially its implementation condition and the supporting system. Schneider Electric provides innovative products, systems and solutions. As a global specialist in energy management with operations in more than 100 countries, Schneider Electric offers integrated solutions across multiple market segments. According to the market demand in China, Schneider realizes the transformation from providing products to the combination of products and services.
Energy Management Preventive Maintenance Customer Relationship Management Power Quality Physical Infrastructure
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in to check access.
Baines T, Lightfoot H, Peppard J et al (2009a) Towards an operations strategy for product-centric servitization. Int J Oper Prod Manag 29(5):494–519CrossRefGoogle Scholar
Baines TS, Lightfoot HW, Benedettini O et al (2009b) The servitization of manufacturing: a review of literature and reflection on future challenges. J Manufact Technol Manag 20(5):547–567CrossRefGoogle Scholar
Gebauer H, Gustafsson A, Witell L (2011) Competitive advantage through service differentiation by manufacturing companies. J Bus Res 64(12):1270–1280CrossRefGoogle Scholar
Neely A (2008) Exploring the financial consequences of the servitization of manufacturing. Oper Manag Res 1(2):103–118CrossRefGoogle Scholar
Oliva R, Kallenberg R (2003) Managing the transition from products to services. Int J Serv Ind Manag 14(2):160–172CrossRefGoogle Scholar
Vandermerwe S, Rada J (1988) Servitization of business: adding value by adding services. Eur Manag J 6(4):314–324CrossRefGoogle Scholar