Research Associate at the ETH Zurich

In the last few decades, numerous firms in the capital goods industry started to enrich their current product portfolio through the addition of value-added services to counter challenges like shrinking margins and demanding customer requirements.  Although this kind of new strategic alignment opens up promising possibilities for many traditional manufacturers, such a service transition journey towards service-led growth implies the necessity of some strategic and operational changes. These aspects entail new challenges for both, researchers and practitioners, on how to transform into a more service-centric business model successfully.