Producten worden steeds meer een dienst. We kopen geen auto, maar mobiliteit, we kopen geen kopieermachine, maar ongestoorde documentstromen, het leger koopt geen Joint Strike Fighter maar power-by-the-hour, het gezin koopt geen TV, maar home-entertainment. We betalen per gekeken programma of film… Capgemini onderzocht hoe ondernemingen winstgevend inspelen op deze verdienstelijking van producten; ‘service as a strategy’.
Performance Based Logistics
Performance based logistics stelt logistiek managers voor grote logistieke uitdagingen. De ‘verdienstelijking’ vraagt afstemming van vele processen en een perfecte kwaliteit van de interne organisatie: orderverwerking, installatie, training, facturatie, after sales en retourenlogistiek. Logistiek is dan meer dan alleen het slepen van dozen van A naar B. Uitdagingen die je op eigen kracht niet moet willen oppakken. Daarvoor zijn de klanteneisen te uiteenlopend en individueel en ontbreekt de schaalgrootte om het zelf professioneel te kunnen doen.
Performance based logistics biedt stof tot nadenken voor ondernemingen die nu nog ‘verdienen’ aan hun service-uren en service-onderdelen. Denk je eens in dat die winstmakers vanaf morgen uw eigen kosten worden, omdat de klant alleen nog wil betalen voor iets dat werkt.
Onderzoek Capgemini: Service-as-a-strategy
Capgemini heeft onderzoek gedaan bij meer dan 50 ondernemingen in Aerospace & Defense, Industrial Products, Medical Equipment en High Tech. De conclusies:
“Capgemini recently launched findings of new research titled “Service as a Strategy”. The research found that while some manufacturers still view service as a cost element, an increasing number have successfully grown their service business while transforming it to a profit-center perspective. For those companies that have begun the process of transforming from a product-centric to a service-focused approach, service is viewed as a strategy. And evidence suggests that a strong service strategy can have a positive impact on a manufacturer’s financial performance.
The “Service as a Strategy” study examines how best-in-class manufacturers have adopted differentiating strategies to increase their service revenues. The study noted that some of them have experienced a steady increase in service revenues at an average rate of 15% to 20% over the past five years. In addition, services can contribute as much as one-quarter of total revenues in some cases. The research revealed that key differentiating factors include top management commitment towards services, including executive representation on the board; an innovative service business model; and motivating employees to shift focus from product sales to ownership experience.
The study also found that best-in-class companies are:
- Managing service as a strategic profit center largely by restructuring their organizational capabilities. Best-in-class companies have typically made their service businesses a separate business unit led by a senior level executive.
- Looking for innovative financial solutions for their capital needs. For example, a leading High Tech company has an agreement with a financial institution to receive one-off funding payment in lieu of its future cash flows (from rent).
- Adopting a strategy focusing on mergers and acquisitions and partnerships to build the service business. In one example, a large manufacturer has increased its services revenue by a compound annual growth rate of 9% via a series of acquisitions.
- Moving beyond servicing their own products and offering a range of “smart” services.
- Offering product “functionality” through performance-based service contracts. A leading Industrial Products company offers a program where customers pay a fixed rate for maintenance based on the number of hours used.
- Leveraging new technologies to shift from a reactive to a pre-emptive mode for service and delivery. For example, a Remote Monitoring System (RMS) provides the service department of a manufacturing company with an early indication of product failure.
- Moving beyond aftermarket service management towards product lifecycle maintenance services.
- Measuring customer loyalty and linking it to their employee performance management system.”
Bron: Capgemini
Tags: after sales, amc, asset management control, capgemini, pbl, performance-based-logistics, SERVICE, verdienstelijking
