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Manufacturing companies (MFRs) are increasingly extending their
portfolios with services and data-driven services (DDS) to differentiate themselves from competitors, tap new revenue potential, and gain competitive advantages through digitization and the subsequently generated data. Nonetheless, DDS fail more often than traditional industrial services and products within the first year on the market. Particularly, companies are failing to sell DDS successfully and efficiently with their existing (multi-level) distribution structures. Surprisingly, there is a lack of scientific research addressing this issue. Since there are currently no holistic models for an end-to-end description of distribution-tasks for DDS in the manufacturing industry, this paper contributes to a task-oriented reference model for mapping interactions in the multi-level distribution management. Therefore, a case study research approach is used, to identify and describe the interactions in the multi-level distribution management of DDS, as well as to develop a regulatory framework for MFRs and their multi-level distribution management. This research uses the established theoretical framework of Service-Dominant-Logic to address the co-creation in multi-level distribution management of DDS. As a result, this paper identifies different interaction variants as well as the need for a new management function with 4 main and 14 basic tasks.
Das Servicegeschäft ist für viele Anbieter von großer Relevanz: Je nach Industrie werden 30 – 60 Prozent des Gesamtumsatzes durch Services generiert. Vor allem hohe Margen und verlässliche Umsätze, auch in Krisenzeiten, machen ein umfassendes Serviceportfolio attraktiv. Insbesondere in mehrstufigen Vertriebsmodellen, gerade von digitalen Leistungen, in denen die Unternehmen im stetigen Austausch von Ressourcen stehen, ist jeder Akteur von grundlegender Bedeutung für den erfolgreichen Vertrieb. Langfristig erfolgreiche Services generieren nicht nur einen Mehrwert für den Kunden, sondern stärken auch die Zusammenarbeit in einem Netzwerk. Denn starke Partnerschaften innerhalb eines Ökosystems lassen sowohl Anbieter als auch Partner, welche beispielsweise Händler, Distributoren oder Dienstleister sein können, und Kunden profitieren.