1. PhD defence
Service-oriented product development strategies
Adrian R. Tan
Technical University of Denmark
4th June 2010
Actor network
Business
strategy
Business planning
Development
Development projects Customer
PSS activities
Product development
concept Service development
Operations
Production Installation Use Maintenance
Service delivery Product life cycle

2. Product/service-system (PSS) approaches
Innovation strategies:
• From business based on the value of the exchange of product
ownership and responsibility,
TRADITIONAL MANUFACTURING APPROACH
PRODUCT
SALE
PRODUCTION
DESIGN
MARKETING
$
Integrated Product Development
Business!
2

3. Product/service-system (PSS) approaches
Innovation strategies:
• From business based on the value of the exchange of product
ownership and responsibility,
• To business based on the value of supporting and enhancing the
utility of products throughout their entire life cycle.
PSS APPROACH
INSTALLATION
PRODUCTION
DESIGN
USE
MARKETING
$ DISPOSAL
Business!
$
Business!
Business! $
3

4. Towards sustainable consumption and production
• Business: better profits, on-going customer relations, competiveness
• Customers: providing performance, utility and satisfaction directly
• Sustainability: opportunity for greater efficiency and sufficiency
PSS APPROACH
INSTALLATION
PRODUCTION
DESIGN
USE
MARKETING
$ DISPOSAL
Business!
$
Business!
Business! $
4

5. An example:
From photocopying machines to document services
Monitoring Maintenance
Training Repair
Consulting Upgrade
Delivery
Spare
Toner
Paper parts
5

6. Service-oriented product development strategies
Contents
1. Introduction to PSS design and development
2. Research aims, objective and questions
3. Three perspectives to design
4. Research methodology
5. Theoretical basis
6. Five empirical case studies
7. Results
8. Discussion
9. Conclusion
6

7. Service-oriented product development strategies
Contents
1. Introduction to PSS design and development
2. Research aims, objective and questions
3. Three perspectives to design
4. Research methodology
5. Theoretical basis
6. Five empirical case studies
7. Results
8. Discussion
9. Conclusion
7

8. New business opportunities for industry
• Services and integrated solutions have always existed
• Only recently there has been an interest in a systematic
approach to developing integrated products and
services
• Services are becoming more important – also for
manufacturing firms
• Greater share of revenue
• Greater profits
• Business potential for companies by expanding features,
value and benefits not apparent with traditional product-
oriented offerings
• Better fulfilment of customer needs
• Possibility for improved sustainability due to
dematerialisation and optimised use 8

9. Research is lacking in PSS design
• Plenty of PSS design methods
…but these have not be verified
• While many manufacturers are developing integrated
solutions,
… research on product/service development in a
(manufacturing) company context is lacking and often
many no not succeed
• The synthesis and design-oriented aspects of PSS are not
based on existing theories in design research
• Engineering Design perspective on PSS is limited
9

10. Service-oriented product development strategies
Contents
1. Introduction to PSS design and development
2. Research aims, objective and questions
3. Three perspectives to design
4. Research methodology
5. Theoretical basis
6. Five empirical case studies
7. Results
8. Discussion
9. Conclusion
10

11. Research objectives
Aim:
to provide industry with a better understanding of how
products and services may be designed and developed
in a manner that is both competitive and sustainable in
economic, social and environmental terms.
Objectives:
1. to establish a theoretical foundation for the
systematic and methodological approach to PSS
design;
2. to propose service-oriented development strategies,
methods and techniques for manufacturing firms that
wish to adopt PSS approaches.
11

12. Research questions
Q1. Compared to traditional product development, how
can PSS be understood?
Q2. How may PSS be conceptualised?
Q3. How may PSS be developed in manufacturing
firms?
12

13. Service-oriented product development strategies
Contents
1. Introduction to PSS design and development
2. Research aims, objective and questions
3. Three perspectives to design
4. Research methodology
5. Theoretical basis
6. Five empirical case studies
7. Results
8. Discussion
9. Conclusion
13

14. Value proposition
DESIGN OBJECT
14

15. Value creation
DESIGN PROCESS
PRODUCTION
DESIGN
MARKETING
15

16. Business strategy
STRATEGIC Business
MANAGEMENT strategy
Business planning
PRODUCTION
DESIGN
MARKETING
16

17. Three perspectives in design research
Business
strategy
Business planning
PRODUCTION
DESIGN
MARKETING
17

18. Three perspectives in design research
STRATEGIC Business
MANAGEMENT strategy
Business planning
DESIGN PROCESS
DESIGN OBJECT
PRODUCTION
DESIGN
MARKETING
18

19. Service-oriented product development strategies
Contents
1. Introduction to PSS design and development
2. Research aims, objective and questions
3. Three perspectives to design
4. Research methodology
5. Theoretical basis
6. Five empirical case studies
7. Results
8. Discussion
9. Conclusion
19

20. Research methodology
Research object:
the design and development activities in a strategic
business unit of a manufacturing company that lead to
the employment of PSS approaches.
Approach:
• Interplay between
[Andreasen 2008]
theoretical and empirical
insights
• Exploratory, qualitative and
engaging with practitioners
and scholars
20

21. Research methodology
Research strategy:
• Theory: literature & academic discussions
• Empirical: five case studies
RESEARCH QUESTIONS RESEARCH ANALYSIS
Q1. Compared to traditional Literature review
product development, how can
PSS be understood?
Case A. PSS design course
Case B. Steelcase
Q2. How may PSS be
conceptualised?
Case C. Vitsœ
Q3. How may PSS be Case D. RiverSimple
developed in manufacturing
firms? Case E. SCA Hygiene Products
21

22. Service-oriented product development strategies
Contents
1. Introduction to PSS design and development
2. Research aims, objective and questions
3. Three perspectives to design
4. Research methodology
5. Theoretical basis
6. Five empirical case studies
7. Results
8. Discussion
9. Conclusion
22

23. Literature review
SUSTAINABILITY & ECO-DESIGN
Sustainability-oriented
Service Society
Service Extended
Economy Producer
Servicizing Responsibility Product Life Closed
Thinking Product
Functional
Service Loops
Economy
Engineering
Product Life
Cycle
Eco-Efficient Management
Services (PLM)
PSS
Product-oriented
Functional
Sales
Engineering
Design/ Product
Functional Development
Products
Solution
Extended Oriented Business Portfolio
Enterprises Partnerships Development management
Value Relationship Service Design/ Strategy
Actor-oriented Networks Marketing Development/ INNOVATION
Development &
Marketing Formulation
Service
SUPPLY CHAIN MANAGEMENT Servitization Science
Integrated
Service-oriented Solutions
23

24. Literature review
• Design object perspective:
• Products, services and PSS are alternative value
propositions that all aim to fulfil a need
• Focus on activities instead of products
• Service content and service channel
• Design process perspective:
• The product is supported and enhanced throughout
customer’s activities
• With PSS customers play a more active role in value
creation
• Strategic management perspective:
• PSS involves a strategic shift in business orientation
• Transition process from product-oriented to service-
oriented 24

25. Reconciliation of product and customer
perspectives
Two life cycle chains
PRODUCT LIFE CYCLE
INSTALLATION
MAINTENANCE
PRODUCTION
EXTRACTION
TRANSPORT
ASSEMBLY
DISPOSAL
SALE
USE
PRE POST
SUPPORTING
CUSTOMER’S
ACTIVITIES
CUSTOMER
ACTIVITY
CYCLE
after Olesen [1992] and Vandermerwe [2000]
[Tan, McAloone & Andreasen 2006] 25

26. Strategies for the design of services
PRODUCT-ORIENTED CUSTOMER-ORIENTED
Customer Business
Product use Product life activity supporting
Product services services services services
•Supplies
•Maintenance •Training •Consulting
•Installation
•Repair •Planning •Financing
•Auxiliary input
•Spare parts •Designing •Managing
•Upgrade
•Warranty •Specifying •Partnering
•Disposal
Engineering Design •Operating •Outsourcing
•Measuring
Design for Serviceability
Design for Supportability
Design for Service
Service Design
[Tan, Matzen, McAloone & Evans, 2009] 26

27. Service-oriented product development strategies
Contents
1. Introduction to PSS design and development
2. Research aims, objective and questions
3. Three perspectives to design
4. Research methodology
5. Theoretical basis
6. Five empirical case studies
7. Results
8. Discussion
9. Conclusion
27

28. Five case studies
Case study Organisation Size Type of Core Main method for Duration of
business offering gathering study
information
A University Approx. 45 Education Engineers Action research 2 x 13 weeks
students in (B.Sc. & using PSS design (Sep – Jan
PSS Design 2006/ 2007 &
the course M.Sc.) methodology in a
Course 2007/2008)
each year course setting
B Manufacturer Large Mainly Office Participant 15 months
(< 500 business- furniture observer in a (Oct 2006 – Dec
Steelcase 2007)
employees) to-business development
project
C Manufacturer/ Small Mainly Shelving Action research 3 months
Design firm (> 50 business- systems using PSS design (May – Jul 2008)
Vitsœ
employees) to- methodology in
consumer workshop meetings
D Technology Small Mainly Hydrogen Action research 2 months
entrepreneur (> 50 business- car using PSS design (June – Jul 2008)
RiverSimple
employees) to- methodology in
consumer workshop meeting
E Manufacturer Large Mainly Inconti- Interviews and 3 months
(< 500 business- nence workshops (Nov 2008 – Jan
SCA 2009)
employees) to- products
Hygiene
government
Products
28

29. Case study A: PSS Design Course
Description:
Action research using PSS design methodology in a
university course setting.
Based on a reference product (e.g. dishwasher, printer,
shower, etc.) students had to design a PSS with the same
utility but with considerable less environmental impacts
29

30. Case study A: PSS Design Course
Product life Gallery [McAloone 2007]
Product
life cycle Value
Product
description Trade offs
Activity
cycles Environmental
analysis
Actor
network
Meetings
(product, life
) phase system
and actor)
[Student project 2006]
30

31. Case study A: PSS Design Course
Customer Activity Cycle [Vandermerwe 2000]
[Student project 2006]
31

32. Case study A: PSS Design Course
Actor Network [Latour 1991, Donaldson et al. 2006]
Wittenborg
Coffee beans
Coffee supplier
Company/customer
User
Coffee contact
Key
Money-flow Service
Communication Products/materials
[Student project 2004]
32

33. Case study A: PSS Design Course
Insights:
• Life cycle thinking approaches were effective to
understand activities and behaviour
• Three perspectives are used: product, life phase
system and actor
33

34. Case study B: Steelcase
Description:
Participant observer in a service-oriented development
project
Measure Explore
Manage Plan
Provide
34

35. Case study B: Steelcase
From office furniture to sustainable workplace performance
35

36. Case study B: Steelcase
From office furniture to sustainable workplace performance
Employee satisfaction
people Turnover
Workspace satisfaction
RESULTS
Maintenance Operating costs
Economic
process Energy costs
Indoor climate
Sick days
Social
tools/ Energy consumption
technology
Employee health
Environ-
mental
space Ergonomics
Greenhouse gas emissions
[Tan & Bey 2008] 36

37. Case study B: Steelcase
Insights:
• Balance between product-orientation and service-
orientation
• Alignment of product and service strategies based on
user-centred design and eco-design
CONSULTING
REDEFINE
REFINE
AS IS
37

38. Case study C: Vitsœ
Description:
Action research using
PSS design methodology
in workshop meetings
• Products are configurable
systems designed by Dieter
Rams
• Designed with longevity in [www.vitsoe.com]
mind and backwards
compatible to be easily
extended, rearranged and “‘help people live better with
moved less that lasts longer. ”
• Strong service culture
38

39. Case study C: Vitsœ
Customer Activity Cycle Actor Network
[Gonzalez & Tan 2008] 39

40. Case study C: Vitsœ
Insights:
• Sale of products with a strong service-orientation
• Design and life cycle thinking applied throughout the
business
40

41. Case study D: RiverSimple
Description:
Action research using PSS design methodology in
workshop meetings
• Entrepreneurial technology
company
• Hyrban, a lightweight
hydrogen city car
• Sale of service model with
use, fuel and maintenance
included
• Distributed manufacturing
• Open source collaborative
design
41

42. Case study D: RiverSimple
Product concept Manufacturing concept
Lighter Low tooling costs
composite Low minimum
materials efficient scale
Less demand
for power
Business strategy
Smaller Distributed
fuel cells manufacturing
Multi-
Less demand
stakeholder
for power
Open source governance
Electric design
motors Releases
Stores energy energy when
when braking accelerating
Ultra- Limited liability Sale of service
capacitors partnerships model
Lower
costs per
More energy driven mile
efficient
Include
Higher maintenance
unit cost and fuel
Quick, clean
servicing
Longer service Recover Long term
intervals costs through customer
longer life commitments
and recycling
[after Hugo Spowers] 42

43. Case study D: RiverSimple
Insights:
• Product is designed as a service from the start
• Development of product, supporting system and
orchestration of actors
• Product characteristics linked to development,
manufacturing and distribution strategies to support
business strategy
43

44. Case study E: SCA Hygiene Products
Description:
Interviews and workshops with company and
customer representatives
• Incontinence care to health
care institutions
• User-focus and customer-
focus
• Sales based on total costs
not product costs
• Global product development
• Global and local service
development
44

45. Case study E: SCA Hygiene Products
45

46. Case study E: SCA Hygiene Products
Lyngby-Taarbæk
kommune
penge
Politikere
Økonomi
årsrappo Socialdirektør
rter og b
esparelse
kontr r
akt
Kommunikation Ældrechef
Key Account
Manager
om nye
produkter
g Indkøber Driftsleder
in
gn
l æ Udviklings
an
information
pl -konsulent g
ls es ivnin
serviceid
serviceidéer
ne rådg
n r og
da orte Læge
ud rapp
rugs
forb
erfaringer og viden udreder
støtte netværk
opfølgning
og rådgivningKontinens- Kontakt-
Distriktschef sygeplejerske person
undervisning
pleje
Pårørende
Service- bevilling
produktidéer
Plejepersonale
udvikling Borger
forbrugs-
rapporter
bestilling
bleer
Legend:
ordr Product
Kundecenter e
forecasting Depot
Service
bleer bleer Information
Produkt- Money and
udvikling contracts
Fabrik Lagerhotel Distributør
46
[Tan & McAloone 2009]

47. Case study E: SCA Hygiene Products
Insights:
• Actor network used as a communicative tool
• Several value propositions offered at multiple levels
• Changing the focus from product to service based on
the use of products
• Interaction between product development and service
development
47

48. Summary of case studies
• Case A: PSS Design Course
• Application and refinement of PSS conceptualisation
methodology and tools
• Case B: Steelcase
• Understanding of a manufacturing organisation’s context
for service-oriented product development
• Case C: Vitsœ and Case D: RiverSimple
• Industry application and evaluation of PSS
conceptualisation methodology and tools
• Case E: SCA Hygiene Products
• Describing design and development activities in a
service-oriented manufacturing firm
48

49. Service-oriented product development strategies
Contents
1. Introduction to PSS design and development
2. Research aims, objective and questions
3. Three perspectives to design
4. Research methodology
5. Theoretical basis
6. Five empirical case studies
7. Results
8. Discussion
9. Conclusion
49

50. New perspectives in PSS design
• Customers and their activities are a source
of valuable resources during the
CUSTOMER
development of new products and services.
• Manufacturers that take upon the
responsibility of the physical products
throughout their life phases have to define
new roles and responsibilities on the market.
• PSS approaches require a different set of
knowledge and competencies that can be
aimed directly at the customer’s activities.
• The orchestration of a new value network
collaborating with new business partners
and reaching different target groups.
50

51. Result 1: PSS conceptualisation
Expanding with three essential perspectives
Traditional Engineering Design perspective
TS Hu Inf M&G AEnv
I love
Boris!
Adrian
+ +
Customer activities + Actor network
Product life phase systems
51

52. Result 1: PSS conceptualisation
Analysis & Diagnosis
Focus & Goal setting
Focus & Goal setting
Value
Proposition
Evaluation
PSS
Customer Product
Activity Life Phase
Cycle System
Actor
Network
Conceptualisation
52

53. Result 2: PSS development framework
Operations Delivery of products
and services
Partner operations
Company operations
Customer activities
53

54. Result 2: PSS development framework
Product life cycle and customer activity
knowledge management
Operations Delivery of products
and services
Partner operations
Company operations
Customer activities
54

55. Result 2: PSS development framework
Product and service
Development Partner development projects
Company
Business oriented tasks
Partner
Pre-business oriented tasks Product Product
development Company
development
Cross-disciplinary tasks
Customer
Support tasks Company
Renewal and maintenance tasks Customer
Product life cycle and customer activity
knowledge management
Operations Delivery of products
and services
Partner operations
Company operations
Customer activities
55

56. Result 2: PSS development framework
Portfolio Strategy
Business/ PSS conceptualisation
Product planning
Product and service
Development Partner development projects
Company
Business oriented tasks
Partner
Pre-business oriented tasks Product Product
development Company
development
Cross-disciplinary tasks
Customer
Support tasks Company
Renewal and maintenance tasks Customer
Product life cycle and customer activity
knowledge management
Operations Delivery of products
and services
Partner operations
Company operations
Customer activities
56

57. Result 2: PSS development framework
Business Strategy
Actor network
Portfolio Strategy
Business/ PSS conceptualisation
Product planning
Product and service
Development Partner development projects
Company
Business oriented tasks
Partner
Pre-business oriented tasks Product Product
development Company
development
Cross-disciplinary tasks Customer
Support tasks Company
Customer
Renewal and maintenance tasks
Product life cycle and customer activity
knowledge management
Operations Delivery of products
and services
Partner operations
Company operations
Customer activities
57

58. Result 2: PSS development framework
Actor network
Business
strategy
Business planning
Development
Development projects Customer
PSS Product development
activities
concept Service development
Operations
Production Installation Use Maintenance
Service delivery Product life cycle
58

59. Service-oriented product development strategies
Contents
1. Introduction to PSS design and development
2. Research aims, objective and questions
3. Three perspectives to design
4. Research methodology
5. Theoretical basis
6. Five empirical case studies
7. Results
8. Discussion
9. Conclusion
59

60. Discussion 1/2
• Understanding PSS design
• Theoretical foundation built on existing design research
• PSS design perspectives could also be appropriate in
traditional product development
• PSS conceptualisation
• The expansion of design dimensions: product life phase
systems, customer activities and the actor network
seem to be comprehensive and complete
• The supporting tools can be easily used to generate and
communicate PSS concepts
• Appropriate for systematic generation of service-
oriented concepts that lead to competitive and more
sustainable solutions
60

61. Discussion 2/2
• PSS development activities
• A first mapping of design-related activities relevant for
PSS
• Only descriptive, does not say how the change to PSS
should be organised
• Framework has not been validated
61

62. Key contributions
• Framing of the synthesis and design-oriented aspects of
PSS using Engineering Design and Product Development.
• Expansion of the design object beyond physical products to
also include service design.
• Identification of the fundamental perspectives of PSS design
concepts: product life phase systems, customer activities
and actor network.
• A set of visual design tools that allow each of the
fundamental perspectives of PSS design concepts to be
easily modelled.
• The mapping of design and development activities
associated with PSS approaches in manufacturing
organisations based on empirical case studies.
62

63. Service-oriented product development strategies
Contents
1. Introduction to PSS design and development
2. Research aims, objective and questions
3. Three perspectives to design
4. Research methodology
5. Theoretical basis
6. Five empirical case studies
7. Results
8. Discussion
9. Conclusion
63

64. Conclusion
• PSS is different from traditional product development,
but many existing theories can be applied
• The shift towards PSS approaches for manufacturing
firms is not trivial
• The methodology for PSS conceptualisation is directly
applicable in manufacturing firms
• Early proposal for understanding and structuring
design and development activities related to PSS in
manufacturing companies
64

65. Questions?

66. Theory of Technical Systems
OPERATORS:
I love
Boris!
Adrian
Information/ Management
Technical Human knowledge & goal Active
Systems Operators system system Environment
OPERANDS: TS Hu Inf M&G AEnv
INPUT OUTPUT
material material
information information
I love
Boris!
energy A xox
energy
other other
TRANSFORMATION PROCESS
66

67. PSS development is different to traditional
product development
• the focus on activities instead of products as the mediator of value – the
development and providing activities within a company should be aligned
with their customers’ activities.
• the involvement of the customer and other partners in the design process.
• the redistribution of role and responsibility as the company takes greater
responsibility of its products and also customer activities.
• the expansion of competencies required to offer and deliver PSS
solutions – how should the partnerships with external companies be
integrated.
• the integration of products and services – the development of the total
range of products and services that are offered should be coordinated.
• the need for a structured, systematic and formalised approach to
capturing, storing and analysing data about the product’s use.
• the closer strategic relations between the actors in a PSS and how all the
development activities are integrated and coordinated.
67

68. A PSS as a design process is a set of
coordinated development activities at
strategic, tactical and operational levels of
the providing company (or companies)
including the customer activities.
• The model for PSS development shows development activities occur
during operations (based on a service platform), in the development
projects of products and services, during the product and service
development process, business/product planning and strategy
formulation.
• The characteristics of services involve the customer in the co-creation of
value – the role of marketing, production and design in manufacturing
firms should be prepared for increased user-orientation activities during
the development process.
68

69. PSS approaches as an integrated business
strategies are a set of strategies (i.e.
business strategy, product strategy, service
strategy) coordinated internally in an
organisation but also externally with
customers, suppliers and other partners.
• The expansion of competencies required to offer and deliver PSS
solutions – how should the partnerships with external companies be
integrated.
• The development and providing activities within a company should be
aligned with their customers’ activities.
• The integration of products and services – the development of the total
range of products and services that are offered should be coordinated.
69

70. Can the value of Does the potential Can the value of
the actors’ utility of the product the product’s life
activities be match the utility be increased
increased and/or derived from actors’ and/or made more
made more activities? resource efficient?
resource efficient?
Actor Product
Activity Life Phase
Chains Systems
Value
Are there any proposition Are there any
opportunities for opportunities for
actors along the actors along the
actors’ activity product’s life
chain? chain?
Are the perceived
benefits greater
than the sacrifices
for all actors?
Actor
Network
How the four dimensions of PSS concepts should be integrated and coherent

71. How the three dimensions of PSS concepts should be
integrated and coherent
VALUE RELATIONSHIPS
Actor
Value relations Network
between actors
How are the actors
related throughout
the product’s life
How are the actors
related through their
activities?
Value delivery
Value created
Value
through activities proposition
Actor Product
Activity Life Phase
Chains Systems
ACTIVITIES
How well is the
product and product
life suited to the
activities they
become part of?

72. How case studies contributed to framework
Business Strategy Actor network
Portfolio Management Case study B:
Business/
Steelcase
Product planning
Partner
Development Projects Company
Partner
Product Product
development Company
development
Customer
Company
Customer
Case study C: Vitsœ
Product life cycle and customer activity
and Case study D:
Knowledge Management knowledge management RiverSimple
Operations
Partner operations
Case study E: SCA Company operations
Hygiene Products
Customer activities
72

73. Morphology of service-oriented strategies
STRATEGIC VARIATIONS OF CHARACTERISTICS
CHARACTERISTICS
Resource Minimise Minimise use of Increase Prolong Close material ...
efficiency consumption of product utility of product loop
strategy product product utility
Responsibility or Installation Use Maintenance Repair Upgrade Reclaim Disposal ...
management of
product life
Support or Design Operation Finance Training Support Monitoring Optimisation Consulting ...
management of
customer activity
PSS DIMENSIONS
PSS DIMENSIONS
PSS DIMENSIONS
PSS DIMENSIONS
Partner or Suppliers Distributors Customers Customer’s Customer’s ...
collaborate with suppliers customers
actor (end-users)
Availability of Always available for the Available at the customer Available at certain times ...
offering customer when needed (serial use) or places
Degree of Core benefit alone Multiple benefits Multiple benefits ...
integration aggregated integrated
Revenue Transfer of Value based Value based Value of the Value of Value of the ...
mechanism ownership on per use on unit management of taking result of use
consumed activities responsibility (performance
(outsourcing) of the use based)
73

74. Suggestions for future work
• An Engineering Design approach to service design. The
systematic and methodological approach to design that is
well established in Engineering Design research has yet to
embrace the design of services.
• Collaboration with customers and users in PSS
development. Customers and users represent valuable
resources that can be actively employed in the development
and delivery of PSS
• Capturing and managing knowledge in PSS development.
• Verification of PSS design methods and development
processes in manufacturing firms.
• Management of customer consumption. Efficiency and
sufficiency.
74

75. Perspectives
• Systematic design approaches well established for products in
manufacturing firms
• Systematic design approaches exist for services, although not
well adopted or coordinated with product development in
manufacturing firms
• PSS design should build upon existing methods and
competencies in manufacturing companies
• PSS as a design object
• Conceptual elements of PSS
• Product life
• Customer activity
• Actor Network
• PSS as integrated strategies
• Coordinated strategies
• Operations
• Information and knowledge management
• Development process and projects
• Business planning
• Partnerships 75

76. Perspectives
PSS design
• New business paradigm opposes the existing operational business
logic.
• Cultural change from “offering a service to support a product” to
“designing a service and the product that supports it”
• Multiple development tasks - what are the integration points of
business, product and service development?
• How to harvest and feedback product life data/information/
knowledge to designers?
• What are the organisational implications of PSS design?
• Potential for more sustainable business.
76