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Servitization Carlos Galera

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3rd International Business Servitization Conference
13-14 November 2014
Bilbao

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Servitization Carlos Galera

  1. 1. IN PROJECT BASED FIRMS S , F_ .5 . S E C .0 R D. N m n V. n V R E S H . G U O R H T S _. _._ m T m ev D A . E sw n T E D. ‘M O C G . m m m B O
  2. 2. International Conference on Business Sérvifization . / , ¿fr/ Q t. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES IN PROJECT BASED FIRMS c.
  3. 3. ¡‘<- n o c. sen ’E! JF
  4. 4. IITIZATION PROCESSES L ‘ï“": :"’¿: :ï? ;f Galera-Zarco, C. ïÉ= ï""’ïï"zïïtïsïïsï Sánchez Montesinos F. J. ¡MLWERH BERLIN Schubert, J. ¿»cm¿¿¿¿¿; ¿¿ Morales-Gallego, M.
  5. 5. r: «m: npxvnulr: xclá:2 ‘¡manuelaqiaavnlnnnuml International Conference on Business Seryitizatioh rama: IN rlrunlgcir suma! » mami: ' ' ' > ¿’w-T ’ ‘ "Ni/ L" Í: i “ ¡, I.’[1¡LI{Í»ÍJÍ. ’3:«- ' ‘¿wa-tmmiiii/ v , —. k, r f" v
  6. 6. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES International Conference on Business servitization IN PROJECT BASED FIRMS ‘I - ABSTRACT - Servitization Strategy is becoming increasingly important within business model structure in Project-based firms (PBFs) - Business models in PBFs have its own characteristics that require a particularized study - The main objective of this paper is to contribute and increase the knowledge about the implementation of servitization strategy within PBFs, especially through the use of smart technologies - To achieve the objective of this study we will focus primarily on two main issues: Identify factors that may favor a successful adoption of servitization strategy. Study the use of monitoring technology and new technologies as associated services
  7. 7. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES International Conference on Business servitization IN PROJECT BASED FIRMS ‘v - INTRODUCTION Trend across all industry sectors in the search for differentiation and the obtaining of competitive advantages by employing servitization strategies The incorporation of services to the business model also happens with a greater impetus in companies that base their activity on projects (Artto and Kujala, 2008) The literature recognizes that these new servitized proposals involve a transfer of risk from the consumer to the producer. In order to minimize risks assumed by companies, are being developed a series of technologies Technological innovations appears as a key strategy to achieve differentiation in the provision of associated services and increase the perceived value by the customer. There is a gap in Literature in terms of understanding how companies use smart technologies currently available for making customer- oriented proposals
  8. 8. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES International Conference on Business servitization IN PROJECT BASED FIRMS ‘I - LITERATURE REVIEW Servitization The increasing importance of servitization strategy has been clearly reflected in literature through concepts as “integrated solutions”, “servitization” or “P-S” (Baines et al. , 2007; Neely, 2007; Davies et al. , 2006; Mont, 2002, Vandermende & Rada, 1988). This strategy focus its proposals on delivers “value in use” (Baines et al. , 2007; Grónross, 2007) The development of service strategies offers several advantages which are Suggested by Academy. Services are usually more economically profitable, increase competitiveness and differentiation, generating also additional demand, enhance the customer-firm relationship and allows the development of relationship marketing strategies
  9. 9. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES International Conference on Business servitization IN PROJECT BASED FIRMS ‘I - LITERATURE REVIEW Project Based Firms - Project-based firms (PBFs) are defined as those whose primary activity is carried out through temporary organizations that aim to develop a project. We can find PBFs in different sectors: industry, software, shipbuilding, construction, architecture, etc. - Differ from other companies because of the different ways in delivering value, the degree of uncertainty, the relationship with the context in which the project is developed and the low possibility of standardization - A shift in the role that services play in PBFs is emerging - Innovative technologies in these services plays a key role
  10. 10. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES International Conference on Business servitization IN PROJECT BASED FIRMS ‘v - LITERATURE REVIEW Smart technologies & Monitoring technologies - Are recognized as an important enabler in servitización strategies - However, there is little literature on their contribution, potential and future challenges. - Monitoring technology can be defined as a combination of hardware and software that allows remote data collection about components and processes to determine their performance and predict their condition and state (Gubric, 2014) - Customer benefits: minimization of downtime because of spent time in fault diagnosis and repair is reduced and transfer of several risks to the provider - Company benefits: improve the performance of products or projects, improve Operational efficiency, cost reduction, differentiation from competitors, knowledge of customer needs and feedback that helps to improve R & D and ¿rcztion of better customer adapted services.
  11. 11. 915m! lillllflfiflifllflallllflaïlwïfififillfik aan¡nzlnliomuusrggsjys International Conference on Business servitization . ':! ’_, I-. ‘., : _"- ' :1 _! l III? ‘ , /‘. LÍ_T>IÉ'EZ_FÏ_IV_ÏQR_I—I l_ IÏ-JEÏ FI P? V‘ IE" W ïulu_lcini‘iïlci_rfj; uig—t rÉ3rÍCÏÏlJÍÏlHCÉÏl! lI5‘ > (Iii €l_! lücfii_ï_ïc' zgnraiit-vtaiucza sua fi! _!I_! l.Í! PilCÏ_I_l6b‘ï lo» garantía : .n; n,r. =.l! l.gí. iu; +*ï Ïiraiuuaaiu ÏÍÏJQ ‘instituir-ria HJJI quitar‘ ‘¡gl “puífillil qu; iljllÍI ÏÏIÏIIÍÏIJHLI‘ azgïraiuil ‘¡Íualela fjgygllflillïffllfliï “u: ‘lira qgracíflic‘ cíigiaciíkvlaia 911‘ ‘III? '_gl, Í'sls'i5l_I. l'('sl! ÏI "IVIHEÏÏE, 131-} agxactlficra qu‘ i! ;n, nici_n_íiioigriiuig, aignrclilliactiuïa íingr siticiii a. uvA_1_n1;nJ. I;nit-ruI¡a¿uaaíl "w ‘ira rzerusílílayaii. » '. _['. .i_i-_e: _¡_u_= .i1¡i, asignarán ui‘ ‘¡fue-xa ¡i_pi_p1;nro. r=. icii. ia: i ilïfv‘ iljnïksiiliyr niiiJJIai-ail Lïnilioxivr: r Cifikiliavl Cffiikifljr‘ muii. iigrilïíiit, ZJIIIIQZI > K122i? !‘ivtlnufiiciflug CÉIÏIJSJIÏÍLIJ. audi ilignraagrliralgt. ganan > LIÉJHSIIÍÏIJCIEJQ sgvsritajgu Z_E_[Ia_vs= .uríi_tlcs1| ïiïlaïnvneiíks t-‘Ïïiïcfsïlïlflfïfillfiíï 211i "Aiijgïaiiaiss: 3311:1911‘ Ljllfiiïuwfiljrlkfi cai-gr a ai n, 210101.21) > 31215551C [BLA ‘Ki CÉJSJLIJÏ-IJQIJSJIIIJ ¡ii aihrllllllïil » ¿Ivrlacïlsifll fiíiiir_ylioi. sl. i,ïl ai ill. 21m7‘) i: a iia-aut: :. ¡;u_r= _¡; n.rugxar¡; uaui: (QE-roma, aii ill. Hiram. )
  12. 12. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES International Conference on Business servitization IN PROJECT BASED FIRMS ‘ * ENABLERS FOR SERVITIZATION STRATEGY IN PBFS - Service orientation in PBFs requires a more detailed analysis of the different contexts surrounding both PBFs and the projects themselves - The object of this analysis will be to identify factors that can potentially encourage the inclusion of services in this type of business . nnaqn . ¡mamon man m. ..“ . mn mnmv al ¡uh-misma m («Mmmm . uma, a mu. ¡Id uqiveerin] uuu-n. . vnnny .4 amm knnwlndgt In. .. . Feedhxk lanus han m. » ha nríiev su» . a-nmyai diganme ¡manual! dalm pm cnwmm . mn mnllllnen al ¡lb-venian ¡mmm . m, “ .1 mah-inhibir .4 ¡Quantum . ¡»un ovcummimio-n of mom nun CJSTOKIISATICJN munnrywnu: n» summ ‘ “mw” . mnm . m; andsuonfirtlnlinnshlpwimlhetlianl . n. ntynlihed cuzvr . Ah-Iilylorespuna enrseInedaI-ms . inunslly n‘ Half ¡"Mmmm . Degree .1 kehmlauul Invenia: . ¡mm ru suwivinu sum hchmluflis INNDUIYIDN - Entnlodembeddedtoflmvelnlhe ¡amm . Ahiiiv u: inmune wnn ¡mas ¡nd equipment! . uuuunn, edlnhnnlqlul human. . Medlunflvlth nskx u. damn, exxlflwn. camion . Ahulitv nomwu mi; . sus“ nhnhnxhlp mu. mu a. " ¡Wim . ílexmlrtv . En duulmn . m» . ¡lnv ollmante Imm mrd Dimas
  13. 13. r Ir lmI-"IDZQI" IIHII" ILVIIÑYAÏII h‘ IIIIIIPÏIIONI "l? Ill: "H III . II“: ¡IVAN ïllifllr INN‘ ¡VIAIIITW ll K1 it‘ Tlülllïfl Í 0 000000000 Design Execution Operation Maintenance High Quantity of sub-systems and components Variety of skills and engineering outputs Variety of distinct knowledge bases Feedback loops from later to earlier stages Quantity of alternative component design paths High possibilities of co-creation activities Degree of customisation of components Degree of customisation of project itself Long term Long term Trusting and strong relationship with the client Credibility of the client Ability to respond to client's expectations Intensity of user involvement Degree of technological novelties Ability for supplying Smart technologies Extent of embedded software in the product Ability to innovate with process and equipment Visibility of technological innovations Medium-high risks in design, execution, operation and maintenance Ability to identify and manage risks Ability to manage risks Strong relationship with their own suppliers Flexibility Enough duration Availability of finance from third parties
  14. 14. ENABLERS Foiá SERVITIZATl0ll STRATEG? lN PBF M4113: aztu-iviiïoia ïguannïl-im luhllniannm-i: COMPLEXWY lngi "Lmmiïv or‘ aIIh-vsáiaunw = loul «anar-renault: vmnav m’ ¿{fille = mcïl augluuanng ouiipnnie vhunaw m‘ ¿hanna? «u-nuvnu-ïlg: ‘anna: Pastel-nuli- lor-m: ¡mw hiiar ‘(o animar ninas». - ïmialíïv n’ atiiunnmvx: nanny-machi diana. pmiir ¡nai gn-Lsflifllïílw n? ""'qÍ= Ï¡'n'lÍl n-iílvfiinu: CUSTOMISATION magna: or‘ ausíi-ianlïmníï-ia. n’ «(olulpl-lnlalnli: P131413: I)’ ¡(Ql-‘li-lullïuftlfi-la I)’ gllofla-l? ÍlñdÍ’ h " ' DU RATION OF THE PROJECT ""' "'"" Bonn. ‘ ¡mu LIFE SPAN ‘latinas aluqïl áiflnls‘ táhifleln-rlillpruvfiiiu ¡‘awdlïmni ‘ÏIfiI-ÉIÍÏ-IIIÍKW“nfiiiadnanli CLIENT ¿‘Ïoflnifiïiowífljglolllii ic-dnalllt"-*áttplaloihiïïtlnw lniqnsrlïïqvr-qnrguarmvtelluaanaoii equip, ’ ¿- g , Magia: ¡’féliálülilíloliojgfloéll EEPTEZI , . _ , _‘ v w J-fllïv ¡oi anmgnvnny, 11mm. (aúna-Hugh;
  15. 15. gi HF"! m l! ‘un: "un: l": fl-mh‘ I. .|It"' INN V HI" "l h‘ ¡{HI3 :1 m" 1:1:- : w’ ‘un O OO OO O OO 0 O O O O O O Long term Long term Trusting and strong relationship with the client Credibility of the client Ability to respond to client's expectations Intensity of user involvement Degree of technological novelties Ability for supplying Smart technologies Extent of embedded software in the product Ability to innovate with process and equipment Visibility of technological innovations Medium-high risks in design, execution, operation and maintenance Ability to identify and manage risks Ability to manage risks Strong relationship with their own suppliers Flexibility Enough duration Availability of finance from third parties
  16. 16. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES International Conference on Business servitization IN PROJECT BASED FIRMS ‘v - SERVITIZATION STRATEGY IN PBFS BASED IN SMART TECHNOLOGIES - The development of smart technologies can achieve the satisfaction of new needs expressed by customers and governments, enabling PBFs offer better services and solutions (Markus and Robey, 1988) - Now, we will develop a conceptual model that proposes different services based on smart technologies that may be included in the PBFs during different phases of the project. Through this model, we will also see how an accurate data management can lead to competitive advantages
  17. 17. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES PHASES PRE-PROJECT DELIVERY PROJECT DELIVERY POST-PROJECT DELIVERY A A A IMPROVEMENT PROCESS IN PROJECT BASED FIRMS "A CN STÏ-‘OÜÍÏÏEG l. ’ ÏN k3 EPS IBA WI SÍVÍART "ÉCI-IÍ'3L=3GlÉS SERVITIZATION STRATEGY IN PBF BASED IN SMART TECHNOLOGIES ADDED SERVICES DATA MANAGEMENT > VIRTUAL DESIGN MONITORING PROJECT I> MONITORING OF EXECUTION PROCESS [ > DATA GATHERING > DATA MINING > MONITORING OF SZÏFXÏJÏZCE v REPARING PROGNOSIS KEY INFORMATION m? DIAGNOSIS A ¡I s v KNOWLEDGE CREATING NEWSERVICES . ‘m: SALE OF DATA T0 THIRD PARTIES
  18. 18. 3ER/ ""Ï7_. ’-T"ïÉIÏ ÉTÉLAÏEG" "N 73:3 FASE- N 3ll/ Í.’-F*T TÉ3-í‘lÏlIl_1Z*Ï-¿"É; : SERVITIZATION STRATEGY IN PBF BASED IN SMART TECHNOLOGIES PHASES ADDED SERVICES DATA MANAGEMENT PRE-PROJECT DELIVERY i> VRTUAL “ESG” MONITORING PROJECT PROJECT DEL'VERY ‘p MONITORING OF EXECUTION PROCESS [ > DATA GATHERING F DATA MINING F MONITORING OF SZÏNÏÉÏQECE POST-PROJECT DELIVERY Ï REPARING PROGNOSIS KEY INFORMATION m) SALE OF DATA , DIAGNOSIS A TO THIRD PARTIES Á] . í s v IMPROVEMENT PROCESS CREATING NEW SERVICES « KNOWLEDGE
  19. 19. PHASES PRE-PROJECT DELIVERY PROJECT DELIVERY POST-PROJECT DELIVERY A P > > ADDED SERVICES VIRTUAL DESIGN MONITORING PROJECT MONITORING OF EXECUTION PROCESS OPERATION D MONITORING OF MAWTENANCE REPARING PROGNOSIS DIAGNOSIS A l
  20. 20. SERV| T OLOGlES ADDED SERVICES DATA MANAGEMENT VIRTUAL DESIGN MONITORING PROJECT MONITORING OF EXECUTION PROCESS > DATA GATHERING > DATA MINING OPERATION MONITORING OF MAWTENANCE v REPARING PROGNOSIS KEY INFORMATION ZZ? DIAGNOSIS A Í V _< T
  21. 21. SERVlT| 0LOGIES PHASES ADDED SERVICES DATA MANAGE PRE-PROJECT DELIVERY > VRTUAL “m” MONITORING PROJECT PROJECT DELNERY > MONITORING OF EXECUTION PROCESS OPERANON > DATA GATHERING P DATA MINING > MONITORING OF MAWTENANCE POST-PROJECT DELIVERY Y REPARING PROGNOSIS KEY INFORMATION T DIAGNOSIS A A l l V 1 14 T
  22. 22. SERVITIZATION STRATEGY IN PBF BASED IN SMART TECHNOLOGIES PHASES ADDED SERVICES DATA MANAGEMENT PRE PROJECT DELIVERY I! ’ VRTUAL DEM" MONITORING PROJECT PROJECT DELWERY I) MONITORING OF EXECUTION PROCESS OPERAHON [ > DATA GATHERING P DATA MINING > MONITORING OF MAINTENANCE POST-PROJECT DELIVERY V KEY INFORMATION í» SALE OF DATA _ DIAGNOSIS _ T0 THIRD PARTIES A31, y . A, ’ A I l ‘E’ IV IMPROVEMENT PROCESS CREATING NEW SERVICES . ‘O KNOWLEDGE
  23. 23. S . .E TS S u E mu. ‘c 0 una“ , P N “Dana T A a _h V m SW. mR 5 ww m . RE HS Í TM S ET m“ GE M/ Ma mm mo N AR WP Am E Aw _h T E P M 0 C G m wm m B 0 . . ‘ .
  24. 24. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION 5 sewmmh°n PROCESSES IN PROJECT BASED FIRMS u: ¡ask hskflime Duvnnn znApru H9 May '13 gen/ sana °_nnz v MIwv MMLLLMMWMM M 1 a neutra IIM msnm z INICIO o dm a Recepcion dela n days dncumenlazlon 4 ' "a ¡srumo nt 1 am oocumzmnaon 5 W Esludmdeplann: n, s my; arquulenmxos a 1 Esmdiodtolanns may esmxnnales 1 Esludmdeolanns 163V huúanluos. áecukns v u» suslemas l É MODELO vaumtrmanmsaays a 9, (¡menucmn o; days m ‘ i, Euumur: s days u ‘ 1 Muro; A day; ¡z ‘A Acabados ¡o days 13 Redes ¡o dlvs 14 E, zuvumAnt o am Muosw nnnAutvonI-n 15 3 ¡IYIACCIÓN nt mans CANTIDADES moon 15 E Clmenhclon 0.25 davs 17 É Lsmmuu 0.5 anys ¡s É Mwosy dlwslmes 0,5 days 19 ‘3 Acabzdm 1 day ‘e Redes 1 day ' cnucnon nurm ¡am ' ¡sumo daña 2 davs documennsnan u Evaluaoón de 1 day ¡mancuernas 14 a Elnharacmn de PDT 1 dav 15 E sluuuclon ou 1 «av noczso cammumva zs E Vlrxulav von 1 aav slmulaoon 27 ‘á m DE MODELACIÓN a days 2a ‘.1 mu» n: CONTROL o days Im Moka Summary a mmm Musume Manual Summary Iallup a Deadlme a ¡mm pnl Snlll [xlarmlïnsh anT lnactlnSumvnzvv " " Manual Summary a mapa; DN “ONG/ í? ¡Mutant o EnumIMMeuane o Minualhsk a Snncnry Summary vía ¡nzuwa Vai Duvilnnnrflv a ¡umsh mw P421
  25. 25. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES International Conference on Business servitization IN PROJECT BASED FIRMS ‘A ' GETTING INFORMATION: THE IMPORTANCE OF DATA MANAGEMENT - Creating new services based on the new knowledge derive from data acquisition and data mining opens new markets and creates new value propositions for customers - Obtaining information can be done in two different ways: by using smart technology to send data about its use and operation automatically or through incentives to the customer of a project for reporting information to PBFs. - Analysis of data using tools that allow discover hidden behavior patterns of users help us identify potential and most usual failures linked to these patterns. This will increase the profitability of servitizated components and allow quickly adapt services to the behavior patterns of the client
  26. 26. 'ET| TlVE ADVANTAGES THROUGH SERVITIZATION CESSES IN PROJECT BASED FIRMS Dumlnn bgfifijll JJEMJYEJ _, ÏWIï_SlSMVWV1F_SSMVwTlfSSMT1W_IFSSiM_l‘lWlf zxsdays odays 025/01 — a Odavs 1 ¡days u ms osdays nos lday ms iday itïmams days 0.5 days 5 days 4 days 1o days 10 days 0 days 1o days ÜBRA 0,25 days 0,5 days nes 0.5 days 1 day 1 day ar 3 days 2 days idav PDT ' ‘bv ldav , J_ÉL’LYQJL S l M
  27. 27. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES International Conference on Business servitization IN PROJECT BASED FIRMS ‘v - BASIC MONITORING ARCHITECTURE - In order to deep into the technology needed for the implementation of these services, we propose the following diagram. This represents complete integration of all literature about monitoring architecture explained. Basically, this diagram shows how the devices are integrating the services and a simple example how services are interacting. Devices Servia-s Provided I . “HW” Leve (wm. Fxample Pmtocols) (with Data Iuleraclíun Examples) mw semi tam wiensorlüaoi Romer Mobile Network vommu un tam
  28. 28. Network Level Devices (with Example Protocols) Services Provided (with Data Interaction Examples) Sensor Level Mobile Network Level Sensor (SensorID 50) Íasl wireless prorocol (Blueloolh. ZlgbEQ-J Router (RouterID 101) TCP proroml (36. 051.. ..) Cloud Platform and Software SensorValue - 00.5, Even! !!) - 11 Measurement Point T°P°| PQV SensonD = so, lnNelwork = mua Service de EventID = II, GelTunsíomutmnRules > Service ar 2 e E e ¡E E II al e 3 . , rw s e i’ z = z _, ._ _ Lookup Transformation Service Service ‘ = anos-ns : quosuag EvemlD =12,SendToA1chlve = ÏRUE S l = anna/ l] ls ¿ll = OIWWÜÏIS Directory Authentication Measurement Archive Service Service Service . . c = a ‘É u g I < : _ _ _ _ _ _ _ _ _ _ _ _ _ _ g .3 8‘ E ‘i 7 5 S. Z x n E’. 9 9 3 I 2 . . x s
  29. 29. Network Level Sensor Level Mobile Network Level Devices (with Example Protocols) (l Sensor se, “ (SensorID 50) fast wireless protocol (Blueloolhllgbeeks) Router (RouterID 101) Topology SensoflD= ! Service ïCPpiotozol - _ - _ _ (3G. DSL, ... l ' ' - - ' - - ' ' fi Cloud Platform Directory and Software Service
  30. 30. Devices Services Provided (with Example Protocols) (with Data Interaction Examples) Sensor Sensorvalue: +0.5.EvenllD= l2 Measuremgnt Point (SensorID S0) Service a z’; a‘ e ‘.6 5 l‘. t? 6 g _ _ _ _ fastwirelessprotocol _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 9; g _ _ _ á _ _ _ _ _ (BIuetootInZigheewJ é i, fi CI C é í 5 v. (Rofizïltg: o 1) Topology SEHSGHDáOJHNEMÑHRUE Lookup Transformation Service <——— Service Service K X‘ 3 3 a s EvenrID = lLGetïransformationRules É ¡CT TCP protocol ‘_', ‘ S _ _ _ _ Í3G. DSL. ... I _ _ _ _ EventID= izsendroarcriive zrnuz 3 g E’? s; Cloud Platform Directory Authentication Measurement Archive and Software Service Service Service á F7 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _. < : ______________ II O g N 5,” E e»: í 2 3 T S. E 9 3 Il D -4 su C l-i-i
  31. 31. ilNlNG COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES IN PROJECT BASED FIRMS International Conference on Business Servitization Task Name "movscro nlM INICIO Recepción dela documentación ESTU DIO DE DocuM ENÏACIÓ N Estudio de planos arquitectónicos Estudio de planos estructurales Estudio de planos hidráulicos, eléctricos y de sistemas Durdnon 21.5 days 0 dm 0 days 2 days 0,5 days lday lday MODELO PARAMÉTRIGILS days cimentación Estructura Muros Acabados Redes ENTREGA DE MCDELO nannutvninn EXTRACCION oe CANTIDADES DE OBRA cimentación Estructura Muros v divisiones Acabados Redes CREACIÓN DEL PDT Estudio de la ¿‘alimentación ¿‘till-rat on dt ¡‘JJÍMIEHIDS 0,5 days 5 days a days 10 days 10 days odays 10 days 0,25 days 0,5 days 0,5 days 1 day 1 day 3 days 2 days lday TIFIs. s O5M¡y'l3 . M . T wlr_ l12 May'l3 FISIS. M. T wlrlrs. 19 May ‘13 S _MIrlw_ 13/05 M I
  32. 32. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES International Conference on Business servitization IN PROJECT BASED FIRMS ' - MANAGERIAL IMPLICATIONS Through the outputs of this work, different implications may be observed: - A study of factors that favor the inclusion of services in the PBFs (Table 1). A good knowledge of these enablers will allow a more successful implementation of servitization strategy in this type of business - Secondly, a model for servitization strategy in PBFs has been proposed (figure 1). This implementation model rely on the use of smart technologies and can inspire the introduction of new services in the PBFs and the generation of new competitive advantages - Following this study, we can distinguish generically three types of benefits that encourage investment for the inclusion of services in the PBF: financial, Strategical and related to Marketing - The development of new technologies must be observed by the managers as a facilitating tool of servitization strategy. We have observed how through these technologies is possible to create new and attractive services for clients of a project - On the other hand, the use of services based on smart technologies provides a wealth of data that allows access to valuable information from two perspectives: knowledge about the operation and patterns of customer behavior - Based on this knowledge is possible to obtain competitive advantages such as a continuous improvement of the different phases of the project and the creation of new services better tailored to customer needs.
  33. 33. ‘days ll 77n—hÏ'Ï>-q‘— Project Summary O Luerrul Tasks External Milestone IHBCUVC Milestone lnactive Summary M anual Ia sk _J Manual Summary Rollup m Deadltne Manual Summa ry Sra rt-onlv qm; muy“; I: BIOS
  34. 34. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES International Conference on Business servitization IN PROJECT BASED FIRMS ‘4 - CONCLUSIONS - We have developed a study of the implementation of servitization strategy in the business models of PBFs - We have especially focused on the use of Smart technologies as a useful tool to successful implement this strategy - Firstly, we have performed a literature review that shows how Academia, firms and government organizations demonstrate an increasing interest in this issue. We extract from this review that servitization is a key factor to increase competitiveness - Servitization not only allows an improvement in the economic balance of the company, in addition it also becomes a key factor for the development of technology and R & D in the company
  35. 35. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES International Conference on Business Servitization IN PROJECT BASED FIRMS ' » - CONCLUSIONS - We increase the knowledge on how to implement servitization strategy in PBFs, this paper examines the importance of different factors that favor the success of this strategy - Data management is proposed as a key factor to the creation of new information and knowledge. This new knowledge is essential for the creation of new and improved services and for achieving a process of continuous improvement in the different phases of the project - In line with this approach, if the PBFs are able to build a database of different projects, clients and environments. This will allow them to enhance the development of future projects. By having the appropriate information, PBFs would have the possibility of comparing different clients, settings and contexts for the development of a better tailored project management.
  36. 36. OBTAINING COMPETITIVE ADVANTAGES THROUGH SERVITIZATION PROCESSES IN PROJECT BASED FIRMS
  37. 37. “Island: ‘aii Hg): "CyL-s ‘XI "gi" "(,10 a imlivilgu‘ ': . Lntiglr-‘vlf, ‘l m: a. ,1 1;: ‘l 1
  38. 38. Wiatul: "rw zrvirs ‘i‘= ’ll_l. 's ¿Él "JE-Iflfflflfll zi livilivilslu’ VC. igmgrtv/ Aïfii m: .2 ¿ii 156:‘- "i m

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