Hybrid Offerings: How Manufacturing Firms Combine Goods and Services Successfully

By Wolfgang Ulaga, W. Reinartz. 2011

970 citations recorded by the source corpus.

Subfields: Management Information Systems, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6294110e9cc8cb6570456e534c2bb3bfca4a6dff

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Citations in the corpus

Investigating the linkages between service types and supplier relationships in servitized environments (2014, background): “In addition, operational services that take over customers' operations (Oliva and Kallenberg, 2003; Gebauer, 2008; Ulaga and Reinartz, 2011) are not considered.”
Product biographies in servitization and the circular economy (2017, neutral): “Others have examined the role of capabilities in enabling firms to put servitization strategies into effect (Ulaga & Reinartz, 2011; Spring & Araujo, 2013), identifying how existing capabilities can be mobilised, and what additional capabilities may need to be developed or accessed from other firms…”
When and why do customer solutions pay off in business markets? (2017, positive): “Conceptual research identifies a set of customer- and firm-related factors that affect solution success (Friend and Malshe 2016; Macdonald et al. 2016; Tuli et al. 2007; Ulaga and Reinartz 2011).”
Organizing for digital servitization: A service ecosystem perspective (2019, background): “…to mean the use of digital technology to provide new value-creating and revenue-generating opportunities (e.g., Gartner, 2017), which echoes the notion that the acquisition of strategic customer data is a necessary but not su ﬃ cient condition for servitiza-tion (Ulaga & Reinartz, 2011).”
Product-service innovation and performance: the role of collaborative partnerships and R&D intensity (2019, neutral): “product lifecycle and achieving economies of scale (Ulaga and Reinartz, 2011).”
Any way goes : Identifying value constellations for service infusion in SMEs (2013, background): “…firms focus on large multinational firms (e.g., Davies, Brady, & Hobday, 2007; Gebauer & Kowalkowski, 2012; Raddats & Easingwood, 2010; Ulaga & Reinartz, 2011), even though service infusion occurs in all types of supply chains (Löfberg, Witell, & Gustafsson, 2010; Matthyssens &…”
The evolution of service innovation research: a critical review and synthesis (2014, background): “…service innovation also increasingly appears in manufacturing firms that hope to differentiate themselves through new services and integrated product – service bundles (Chae, 2012; Kindström, Kowalkowski, & Sandberg, 2012; Ulaga & Reinartz, 2011), often as part of a solution or wider function.”
Service Growth in Product Firms: Past, Present, and Future (2017, background): “As discussed above, this continuumhas often been interpreted as a smooth and gradual transition into more services, despite the evidence of capability-related steps (Oliva and Kallenberg, 2003; Ulaga and Reinartz, 2011).”
Why Do Servitized Firms Fail? A Risk-Based Explanation (2015, background): “First, the study responds to calls for research on the relationship between servitization and organisational performance (e.g. Gebauer et al., 2012; Kohtamäki et al., 2013a; Ulaga and Reinartz, 2011).”
The role of a solutions salesperson: Reducing uncertainty and fostering adaptiveness (2017, background): “Unlike stand-alone goods and services, customer solutions require a supplier to have deeper customer insights and distinctive resources and competencies, which are more difficult for competitors to imitate (Ulaga & Reinartz, 2011).”
Transforming provider-customer relationships in digital servitization: A relational view on digitalization (2020, background): “An example of digital services is remote monitoring, which is considered a key enabler of servitization since it is vital to remotely monitor the product's location, condition and use (Baines & Lightfoot, 2013; Ulaga & Reinartz, 2011).”