From Products to Services: Insight and Experience from Companies Which Have Embraced the Service Economy

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9780470026687: From Products to Services: Insight and Experience from Companies Which Have Embraced the Service Economy
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Fewer companies than ever are pure ‘product’ companies.As buyers demand more from suppliers in both consumer and B2Bindustries, companies in all sectors are struggling to surroundtheir products with services and value-adds that will both attractand retain their customers. This book takes readers through all thelogical steps of changing a business from a product creator to aservice provider.

“I am thrilled with the publication of this muchneeded book. In my work with businesses around the globe,I find that grappling with the challenge of transforming acompany from products to services is a compelling priorityfor increasing numbers of firms.”  -Stephen W. Brown, PhD, Carson Chair, Professor and ExecutiveDirector, Center for Services Leadership, W. P. Carey School ofBusiness, Arizona State University

 “This book is a ‘must read’ for thoseconsidering the plunge into service growth andinnovation. Even those companies that have already takenthe plunge will gain fresh perspective. Service growthand innovation is one of the top strategic imperatives for21st century businesses. Read this book and seewhy.”  - Jim Spohrer, Director, IBM AlmadenResearch Centre, USA

 “I am truly excited to see a practical businessguide to help companies transform their business modelfrom a products focus to a services orientation. LaurieYoung details in very practical ways, the reasons andmethodologies for change. The new services economy is drivenby our customers and companies who are not listening totheir customer’s needs will be left behind to flounderin the industrial age. I would recommend this book to everyone of my customers.”  - Douglas Morse,Managing Principal for the Services Transformation and InnovationGroup LLC and former Vice President of Strategy and BusinessOperations for Global Customer Services, Oracle Corp

Written by a successful businessman who has been at the heart ofthese changes in several companies and, with case studies fromcompanies like IBM, Unilever, BT, Michelin, Ericsson and Nokia,this book explores the experience of those who have made thetransition; and some who have resisted it. It covers in depthsubjects such as: strategic focus, change management, serviceoperations, branding a service business, service sales and servicemarketing. It is the first major work on this subject.

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During the last thirty years, a wide range of product companiesthroughout the Western economies have considered moving into orsetting up service businesses. Some have rejected the idea aftercareful consideration, some have wandered into competitive serviceswithout any real idea of what is involved and others havedeliberately executed a carefully considered strategic manoeuvre.Included in this debate are some of the most famous business namesin the western world: Unisys, Ericsson, Michelin, Nokia and HP. ForIBM it was Lou Gerstener’s “big bet”; at GE itwas one of former CEO Jack Welch’s “four majorstrategies” and, at General Motors, the financial servicesarm was its most profitable business for many years.

Yet very little has been published on this profound transition.As a result, myths and idiocies abound. Some routinely claim thatthe “evolution from products through services tosolutions” is inevitable. Others think that manufacturing isbeing outsourced to China and India while American or Europeanteenagers face a career in hamburger stalls. The truth is much morefascinating.

To succeed in a service business, most functions of a productcompany need to change. Operations, management, recruitment,finance, sales, new product development and marketing must all beadjusted. So the move into service therefore involves huge riskcaused by disruptive and radical change.

What has pushed realistic business people in such widelydifferent industrial sectors to take so large a risk? Does theirexperience contain lessons or warnings for others? Is the trendlikely to continue and affect other parts of the world as theireconomies develop? Will India, China or other developing economiesneed to learn how to export service once their manufacturingindustries mature?

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Laurie Young
Published by John Wiley and Sons Ltd, United Kingdom (2008)
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Book Description John Wiley and Sons Ltd, United Kingdom, 2008. Hardback. Condition: New. 1. Auflage. Language: English. Brand new Book. During the last thirty years, a wide range of product companies throughout the Western economies have considered moving into or setting up service businesses. Some have rejected the idea after careful consideration, some have wandered into competitive services without any real idea of what is involved and others have deliberately executed a carefully considered strategic manoeuvre. Included in this debate are some of the most famous business names in the western world: Unisys, Ericsson, Michelin, Nokia and HP. For IBM it was Lou Gerstener s big bet ; at GE it was one of former CEO Jack Welch s four major strategies and, at General Motors, the financial services arm was its most profitable business for many years. Yet very little has been published on this profound transition. As a result, myths and idiocies abound. Some routinely claim that the evolution from products through services to solutions is inevitable. Others think that manufacturing is being outsourced to China and India while American or European teenagers face a career in hamburger stalls. The truth is much more fascinating. To succeed in a service business, most functions of a product company need to change. Operations, management, recruitment, finance, sales, new product development and marketing must all be adjusted. So the move into service therefore involves huge risk caused by disruptive and radical change. What has pushed realistic business people in such widely different industrial sectors to take so large a risk? Does their experience contain lessons or warnings for others? Is the trend likely to continue and affect other parts of the world as their economies develop? Will India, China or other developing economies need to learn how to export service once their manufacturing industries mature? Written by a successful businessman who has been at the heart of these changes in several companies and, with case studies from companies like IBM, Unilever, BT, Michelin, Ericsson and Nokia, this book explores the experience of those who have made the transition; and some who have resisted it. It covers in depth subjects such as: strategic focus, change management, service operations, branding a service business, service sales and service marketing. It is the first major work on this subject. "This book is a must read for those considering the plunge into service growth and innovation. Even those companies that have already taken the plunge will gain fresh perspective" Jim Spohrer, Director, IBM Almaden Research Centre, USA "Laurie Young details in very practical ways the reasons and methodologies for change I would recommend this book to every one of my customers." Douglas Morse, Managing Principal for the Services Transformation and Innovation Group LLC "I am thrilled with the publication of this much needed book. In my work with businesses around the globe, I find that grappling with the challenge of transforming a company from products to services is a compelling priority for increasing numbers of firms." Stephen W. Brown, PhD, Carson Chair, Professor and Executive Director, Center for Services Leadership, W. P. Carey School of Business, Arizona State University. Seller Inventory # AAH9780470026687

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Laurie Young
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Book Description John Wiley and Sons Ltd, United Kingdom, 2008. Hardback. Condition: New. 1. Auflage. Language: English. Brand new Book. During the last thirty years, a wide range of product companies throughout the Western economies have considered moving into or setting up service businesses. Some have rejected the idea after careful consideration, some have wandered into competitive services without any real idea of what is involved and others have deliberately executed a carefully considered strategic manoeuvre. Included in this debate are some of the most famous business names in the western world: Unisys, Ericsson, Michelin, Nokia and HP. For IBM it was Lou Gerstener's 'big bet'; at GE it was one of former CEO Jack Welch's 'four major strategies' and, at General Motors, the financial services arm was its most profitable business for many years. Yet very little has been published on this profound transition. As a result, myths and idiocies abound. Some routinely claim that the 'evolution from products through services to solutions' is inevitable. Others think that manufacturing is being outsourced to China and India while American or European teenagers face a career in hamburger stalls. The truth is much more fascinating. To succeed in a service business, most functions of a product company need to change.Operations, management, recruitment, finance, sales, new product development and marketing must all be adjusted. So the move into service therefore involves huge risk caused by disruptive and radical change. What has pushed realistic business people in such widely different industrial sectors to take so large a risk? Does their experience contain lessons or warnings for others? Is the trend likely to continue and affect other parts of the world as their economies develop? Will India, China or other developing economies need to learn how to export service once their manufacturing industries mature? Written by a successful businessman who has been at the heart of these changes in several companies and, with case studies from companies like IBM, Unilever, BT, Michelin, Ericsson and Nokia, this book explores the experience of those who have made the transition; and some who have resisted it. It covers in depth subjects such as: strategic focus, change management, service operations, branding a service business, service sales and service marketing. It is the first major work on this subject. "This book is a 'must read' for those considering the plunge into service growth and innovation.Even those companies that have already taken the plunge will gain fresh perspective" Jim Spohrer, Director, IBM Almaden Research Centre, USA "Laurie Young details in very practical ways the reasons and methodologies for change .I would recommend this book to every one of my customers." Douglas Morse, Managing Principal for the Services Transformation and Innovation Group LLC "I am thrilled with the publication of this much needed book. In my work with businesses around the globe, I find that grappling with the challenge of transforming a company from products to services is a compelling priority for increasing numbers of firms." Stephen W. Brown, PhD, Carson Chair, Professor and Executive Director, Center for Services Leadership, W. P. Carey School of Business, Arizona State University. Seller Inventory # AAH9780470026687

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