@article {1335,
	title = {Organizing the Development of Digital Product-Service Platforms},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {03/2020},
	pages = {37-48},
	publisher = {Talent First Network},
	chapter = {37},
	address = {Ottawa},
	abstract = {Servitization is today a common theme among manufacturing companies, with the goal of better addressing the needs of their customers. Digitalization is one key enabler of servitization. One aspect of this concept can be provided through digital product-service platforms, which may facilitate the enrichment of a market offer, as well as keeping costs under control. Platforms are in general a well-established concept for manufacturing companies, as enablers of rich product offerings based on a few components. Less is known, however, about how the ambition to create digital product-service platforms interplays with the business model innovation needed as a result of the servitization efforts, along with processes and organization. This paper identifies a number of challenges that manufacturing companies may face when undertaking platform development for services, based on an empirical study made in the Swedish company Husqvarna Group.},
	keywords = {business model innovation, corporate entrepreneurship, digital platforms, servitization},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1335},
	url = {timreview.ca/article/1335},
	author = {Johan Simonsson and Mats Magnusson and Anders Johanson}
}
@article {1154,
	title = {Editorial: Insights (May 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {05/2018},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business models, co-creation, drop out, entrepreneurship, facilitation, innovation, internationalization, lean global startups, living labs, services, servitization, stakeholders, users, value propositions, value-in-use},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1154},
	url = {http://timreview.ca/article/1154},
	author = {Chris McPhee}
}
@article {1157,
	title = {What Do Business Customers Value? An Empirical Study of Value Propositions in a Servitization Context},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {05/2018},
	pages = {36-43},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This study was conducted in response to calls from the research community and industry for a greater empirical exploration of value propositions. It uses customer value-in-use as a starting point and employs empirical data on value propositions in a servitization context. The findings demonstrate how customers articulate the value-in-use, or benefits, of a selected offering. These results are subsequently used to develop value proposition elements that are aligned with these benefits. The implications for the value proposition literature and for companies in a servitization situation are discussed.},
	keywords = {customer value in use, service transition, servitization, value proposition, value-in-use dimension},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1157},
	url = {http://timreview.ca/article/1157},
	author = {Kwesi Sakyi-Gyinae and Maria Holmlund}
}
@article {718,
	title = {Servitization in a Security Business: Changing the Logic of Value Creation},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {08/2013},
	pages = {65-72},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {How can a firm change its value-creation logic from providing technology to selling technology-based services? This is a question many security companies face today when trying to apply a solutions-based business model in response to recent macro- and microeconomic trends. The fact that customers increasingly demand security as a service, rather than technical equipment, challenges the basis of a security firm{\textquoteright}s value provision and alters the logic of its operation. In this article, we investigate a technology- and product-oriented security business that is now rapidly transforming into a service business. We use data from a case study to propose a 4C model (conceptualization, calculation, communication, and co-creation of value) that can help security providers to objectify their service offerings and succeed in the servitization of their security businesses. },
	keywords = {co-creation, customer value creation, objectification, products, security, services, servitization, value provision},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/718},
	url = {http://timreview.ca/article/718},
	author = {Arto Rajala and Mika Westerlund and Mervi Murtonen and Kim Starck}
}
