Hybrid service packages

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A hybrid service bundle (HLB) is characterized by an integrated and mutually determining planning, development, provision and use of material and service components (hybrid value creation) including its inherent software components. Thus, a hybrid service bundle is a sales object that is suitable for solving a specific customer problem.

The possibility of partial substitution of the respective material and service components is given. Hybrid service bundles are not only used on the business-to-business level (example: technical system with engineering and maintenance services), but can also appear in the B2C area (example: mobile phone with contract). In both cases, hybrid service bundles are to be viewed as a socio-technical system due to the interactions between their intrinsic material and service components and the people involved in the provision of services. Hybrid service bundles are therefore characterized in the provision phase, similar to Product Service Systems (PSS), in that their service components are provided over the entire life cycle in order to increase customer benefit. As with Product-Service Systems, the integrated development and provision of the mutually determining material and service components is a mandatory requirement for hybrid service bundles. A sharp distinction between classic products and services is no longer possible.

The academic discussion as to whether - and if so to what extent - material goods and services can be distinguished from one another has not yet been concluded. While in traditionally factual and technical research disciplines a differentiation of the performance components is often advocated, in (service) marketing the dissolution of the dichotomy is increasingly propagated. Against this background, the following features, among others, are proposed for hybrid service bundles (see also Engelhardt et al. 1993):

  • High heterogeneity due to the integrated consideration of material and service components and the associated different requirements for planning, development, provision and use;
  • High degree of individualization through the customer-specific problem solutions that can arise through new developments or the configuration of standardized performance components;
  • Possibility of partial substitutability of the material and service components, since the focus is on domain-neutral problem solving.
  • High proportion of customer integration services.

It should be noted that, depending on the source used, different ideas regarding the properties of hybrid service bundles can be found. This is due, among other things, to different basic assumptions that dominate in various disciplines that are involved in researching hybrid service bundles (e.g. engineering, economics, business informatics, ecological research). Different positions depend e.g. For example, it depends on whether one implicitly focuses on standardized or individualized hybrid service packages. Other influencing factors can be found e.g. B. in or .

In English, the Product Service System (PSS) is often used for the B2C market (the focus here is on sustainability ) and the Industrial Product Service System (IPSS or IPS²) for the B2B market . In other works, the concept of the service system (or that of the product-service system) is defined as “a dynamic value co-creation configuration of resources, including people, organizations, shared information (language, laws, measures, methods), and technology, all connected internally and externally to other service systems by value propositions " . Here, the term (product) service system is not understood to mean the hybrid bundle of services as a sales object, but rather a configuration of companies and resources that serves as an organizational frame of reference for the hybrid value creation. The term customer solution is more often used as an equivalent for hybrid service bundles in English-speaking countries , e.g. B.

Starting position

To ensure a competitive market position many would company no longer just a nowadays in kind or a service to offer alone. Rather, the offers that integrate both material and services and are sold on the market as a bundle of services are gaining in economic importance. The most important goal of the HLB is the possibility of creating a customized solution.

Business models

A business model describes the business relationship between a provider and his customer on the levels of benefit, architecture of value creation and revenue model. Accordingly, the business model defines which benefits are generated within the framework of the business relationship, how these benefits are generated and on the basis of what size the provider is remunerated.

The business models of hybrid service bundles can be function, availability or result-oriented. In a function -based business model (usage-based; function-oriented), the provider offers, in addition to the contribution in kind, integrated services that are commissioned by the customer as required. In the case of an availability -oriented business model (performance-based; availiability-oriented), the provider guarantees the operational capability of the means of production. In this case, the provider takes on more of the customer's processes, e.g. B. maintenance or preventive maintenance , and thus bears part of the production risk. In the case of a result -based business model (value-based; result oriented), the entire responsibility for the production result is transferred to the HLB provider, since the customers pay him for parts produced without errors (pay-per-production).

Frameworks

Current research is developing process-related descriptions that can be described as the lifecycle of the HLB.

HLB core process

In the HLB core processes, a basic distinction is made between the creation, operation and end of the HLB and thus spans the entire HLB life cycle (see product life cycle ). The following were considered as detailed process steps in the development:

1.) Planning
2.) Development
3.) Implementation

In operation, the provision of the HLB service shares and the use of the HLB service shares can be found again.

The HLB core process is run through once for each HLB, whereby the attribution of resources makes it possible to carry out a feedback-to-design. The entire process is considered to be customer-integrative at all levels. The customer is involved in the process at a suitable point.

Regulatory framework for hybrid value creation

In contrast to the HLB core process, the regulatory framework describes both customer-dependent and customer-independent functions. The time sequence is not in the foreground of the elaboration. Rather, it enables the functions to be compiled according to the HLB's requirements and, if necessary, sub-processes to be run through.

The hybrid value creation can be divided into different functional areas, which are systematized in a regulatory framework. Each functional area includes business processes and artifacts for the integration of material goods and services, which are to be viewed as recommendations for action and tools to support hybrid value creation. The main components of the regulatory framework include:

Coordination processes

Coordination processes (umbrella of the regulatory framework) that determine strategic specifications ("strategic planning") and values ​​of hybrid value creation to be anchored in the organization ("values ​​and cultural management") and define key figures for the measurability of success with hybrid service bundles ("controlling").

Core processes

Core processes (middle of the regulatory framework) that represent characteristic fields of action of hybrid value creation. These include the introduction and dissolution of hybrid service bundles (above), the sale of hybrid service bundles (middle), and the provision of the configured hybrid service bundles for and together with customers (below). The engineering of hybrid service bundles implies going through the phases "brainstorming", "conception and design" and "implementation". The services defined in this way can then be combined and sold into customer-specific hybrid service bundles (sales). Finally, the customer-specific hybrid service bundle must be provided in full or in part. This takes place in the phases "initiation", "resource planning", "provision" and "invoicing". If a hybrid service bundle is no longer offered, the result is a “dissolution of the hybrid service offer” or reengineering using the process described.

Support processes

Support processes (foundation of the regulatory framework) that deal with special aspects of hybrid value creation that support or enable implementation of the core processes ("information, technology, personnel, legal management").

Procurement and sales market

Procurement and sales market (entry or exit of the regulatory framework), which represent co-producers or customers of hybrid service bundles and specify the direction of hybrid value creation. Since customers are actively involved in the creation of hybrid service bundles and thus bring production factors into the service creation processes themselves, they can be found both on the procurement and on the sales market.

Process steps according to Tuli

Tuli et al. 2007 break down the framework for hybrid service packages according to the following four steps:

1) Analysis / advice ,
2) design / configuration,
3) implementation / delivery and
4) Support / operation.

Web links

literature

  • H. Meier , E. Uhlmann , CM Krug, O. Völker, C. Geisert, C. Stelzer: Dynamic IPS²Networks and Operation Based on Software Agents . CIRP IPS² Conference (CIRP Industrial Product-Service Systems), 1-2 April 2009, pp. 305-310, Cranfield, UK, ISBN 978-0-9557436-5-8 .
  • R. Gegusch, C. Geisert, B. Höge, C. Stelzer, M. Rötting, G. Seliger , E. Uhlmann: Dynamical Adaptation Assistance of Service Operation using Shared Vision in Industrial Product-Service Systems . CIRP IPS² Conference (CIRP Industrial Product-Service Systems), 1-2 April 2009, pp. 125-131, Cranfield, UK, ISBN 978-0-9557436-5-8 .
  • S. Korte, S. Rijkers-Defrasne et al .: Hybrid Value Creation - Status Report of Current Funding Projects . Ed. Future Technologies Consulting, Volume No .: 78, November 2008, ISSN  1436-5928 .
  • J. Becker , D. Beverungen, R. Knackstedt: Value-added networks of producers and service providers as an option for organizing the creation of hybrid service bundles. In: Value Networks. Editors: Becker, J .; Knackstedt, R .; Pfeiffer, D. Physica, Heidelberg 2008. pp. 3-31.
  • J. Becker, D. Beverungen, A. Busch, M. Frohs, M. Steiner, M. Weddeling, K. Wolf: Measurement of willingness to pay for hybrid service bundles - conception and tool development within the framework of the H2-ServPay software architecture. In: Working papers of the ServPay research project, No. 5. 2008.
  • J. Becker, D. Beverungen, R. Knackstedt, C. Glauner, M. Stypmann, C. Rosenkranz, R. Schmitt, S. Hatfield, G. Schmitz, S. Eberhardt, M. Dietz, O. Thomas, P. Walter, H. Lönngren, JM Leimeister: Framework for the hybrid value creation. In: Service Modeling - Methods, Tools and Industry Solutions. Editors: Thomas, O .; Nüttgens, M. Physica, Berlin, Heidelberg 2008. pp. 109-128.
  • JMLeimeister , Glauner, C .: Hybrid Products - Classification and Challenges for Business Information Systems . In: WIRTSCHAFTSINFORMATIK, Vol.50; No. 3, pp. 248–25, 2008. DOI: 10.1365 / s11576-008-0051-z ( PDF )
  • S. Bonnemeier, C. Ihl, R. Reichwald : Value Creation and Value Appropriation in Hybrid Products. A process-oriented view. Work report No. 03/2007 of the Chair of Business Administration - Information, Organization and Management . Technical University of Munich, 2007 ( PDF ).
  • F. Buriánek, C. Ihl, R. Reichwald: Drafting contracts in the context of hybrid value creation. Work report No. 02/2007 of the Chair of Business Administration - Information, Organization and Management . Technical University of Munich, 2007 ( PDF ).
  • F. Buriánek, C. Ihl, S. Bonnemeier, R. Reichwald: Typologisation of hybrid products. An approach based on the complexity of the service delivery. Work report No. 01/2007 of the Chair of Business Administration - Information, Organization and Management . Technical University of Munich, 2007 ( PDF ).
  • D. Wienhold, A. Egeling: Marketing of Solutions - A Personnel Management Perspective . 2007 ( PDF ).
  • Kersten, Zink, Kern: Value-added networks for the development and production of hybrid products: starting points and research needs . In: Blecker, Gemünden (ed.): Value-added networks . Berlin 2006.
  • JR Galbraith: Organizing to deliver solutions, Prepared for Special Issue of Organizational Dynamics . 2002. ( PDF ).
  • M. Sawhney: Going beyond the product: defining, designing and delivering customer solutions . ( Word document ).

Individual evidence

  1. ↑ H. Meier, E. Uhlmann; D. Kortmann: Hybrid service bundles - benefit-oriented product understanding through interfering material and services . wt Werkstattstechnik online, Volume 95, 7/2005, pp. 528-532, Springer-VDI-Verlag, ISSN  1436-4980 .
  2. ↑ AR Tan, TC McAloone: Characteristics of strategies in Product / Service System Development . International Design Conference - Design 2006, Dubrovnik - Croatia, May 15-18, 2006.
  3. ↑ Matzen, D., Tan AR, Myrup Andreasen, M .: Product / Service Systems: Proposal for Models and Terminology, 16th Symposium “Design For X”, Neukirchen, October 13-15, 2005.
  4. ^ WH Engelhardt, M. Kleinaltenkamp, ​​M. Reckenfelderbäumer, M .: Service bundles as sales objects. Zeitschrift für Betriebswirtschaftliche Forschung, 45 (1993) 5, pp. 394-426.
  5. ↑ F. Buriánek, C. Ihl, p Bonnemeier, R. Reich Forest: typology of hybrid products. An approach based on the complexity of the service delivery. Work report No. 01/2007 of the Chair of Business Administration - Information, Organization and Management . Technical University of Munich, 2007
  6. ↑ J. Becker, D. Beverungen, R. Knackstedt: Value-added networks of producers and service providers as an option for organizing the creation of hybrid service bundles. In: Value Networks. Editors: Becker, J .; Knackstedt, R .; Pfeiffer, D. Physica, Heidelberg 2008. pp. 3-31.
  7. ^ Website of the CIRP Working Group on Industrial Product Service Systems (IPS²) ; Retrieved August 3, 2009.
  8. ↑ Maglio, P .; Vargo, SL; Caswell, N .; Spohrer, J. (2009): The service system is the basic abstraction of service science. Information Systems and E-Business Management, 7 (4), 395-406.
  9. ↑ Becker, J .; Beverungen, D .; Knackstedt, R. (2009): The Challenge of Conceptual Modeling for Product-Service Systems - Status-quo and Perspectives for Reference Models and Modeling Languages. Information Systems and E-Business Management, forthcoming. DOI: 10.1007 / s10257-008-0108-y .
  10. ↑ Tuli, KR; Kohli, AK; Bharadwaj, SG (2007): Rethinking Customer Solutions: From Product Bundles to Relational Processes. Journal of Marketing, 71 (3), 1-17.
  11. ↑ E. Uhlmann, C. Geisert, C. Stelzer: Hybrid service bundles for micro-production . wt Werkstattstechnik online, Volume 97 (3/2007), pp. 126–129, Springer-VDI-Verlag GmbH & Co. KG, Düsseldorf, ISSN No.:1436-4980.
  12. ↑ P. Müller, C. Stelzer, C. Geisert, E. Uhlmann, T. Knothe: Core processes of hybrid service bundles . wt Werkstattstechnik online, year 2008 (7-8 / 2008), pp. 581-586, Springer-VDI-Verlag GmbH & Co. KG, Düsseldorf, ISSN  1436-4980 .
  13. ^ KR Tuli, AK Kohli, SG Bharadwaj: Rethinking Customer Solutions - From Product Bundles to Relational Processes, Journal of Marketing . Volume 71, 2007, pp. 1-17.