Services and the Business Models of Product Firms: An Empirical Analysis of the Software Industry

By Fernando F. Suarez, Michael A. Cusumano, Steven J. Kahl. Management Sciences, 2013

331 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d4178bcd5c557c2c5141d0f3aae74b9683797c8a

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Citations in the corpus

Unlocking the Hidden Value of Concepts: A Cognitive Approach to Business Model Innovation (2015, background): “…in response to decreasing margins due to competition and product maturity, they face a significant learning curve—including adjustments to their management systems—in making their new service business models profitable (Visnjic Kastalli and Van Looy, 2013; Suarez, Cusumano, and Kahl, 2013).”
Servitization, digitization and supply chain interdependency (2017, background): “The theoretical concepts of servitization have been applied in the study of digital technologies in software (Suarez et al., 2013) and music industries (Parry et al.”
Visual tools for business model innovation: Recommendations from a cognitive perspective (2017, unknown): “…2010; Pateli and Giaglis, 2004; Shafer et al., 2005), scholars following the evolutionary view rather focus on the antecedents and organizational factors that foster or inhibit successful business models change over time (Berends et al., 2016; Chesbrough, 2010; McGrath, 2010; Suárez et al., 2013).”
Territorial servitization: Exploring the virtuous circle connecting knowledge-intensive services and new manufacturing businesses (2017, background): “…competitive position increasingly stems from their ability to introduce value-adding services into their operations, and to offer integrated packages of goods and services; that is, through servitization strategies (Vandermerwe & Rada, 1989; Matthyssens & Vandenbempt, 2008; Suarez et al., 2013).”
Make-or-buy configurational approaches in product-service ecosystems and performance (2019, background): “Like other organizational processes, servitized business models can also lead to negative outcomes (Benedettini, Neely, & Swink, 2015; Suarez et al., 2013).”
Servitization and Competitive Advantage: The Importance of Organizational Structure and Value Chain Position (2015, unknown): “Suarez, Cusumano, and Kahl (2013) , analyzing the performance of 464 US software fi rms from 1990 to 2006, found a U-shaped relationship between service revenue and profi t margin, with initial service sales leading to growth in profi t margins followed by a dip in margins as service sales grow and…”
Transforming provider-customer relationships in digital servitization: A relational view on digitalization (2020, background): “…services, many companies struggle to create real customer value, and both providers and customers ultimately fail to secure a financial return on their investment (Gebauer, Fleisch, & Friedli, 2005; Kastalli & Van Looy, 2013; Pagoropoulos, Maier, & McAloone, 2017; Suarez, Cusumano, & Kahl, 2013).”
Product-service innovation and performance: the role of collaborative partnerships and R&D intensity (2019, unknown): “Previous studies view this relationship as nonlinear (Suarez et al., 2013; Visnjic Kastalli and Van Looy, 2013) and dependent on external variables such as value chain position (Bustinza et al., 2015).”
When and why do customer solutions pay off in business markets? (2017, unknown): “At the same time, there is growing acknowledgment of the opportunity for B2Bmanufacturers to provide service-based offerings (Fang et al. 2008; Suarez et al. 2013).”
Examining the influence of service additions on manufacturing firms' bankruptcy likelihood (2017, background): “Studies that identify positive performance effects from increased services measure the level of service provision through the share of total revenue generated by services (e.g. Fang et al., 2008; Suarez et al., 2013; Kohtamäki et al., 2013a), the amount of service sales (e.”
Servitization: Disentangling the Impact of Service Business Model Innovation on Manufacturing Firm Performance (2013, unknown): “, 2007; Wise and Baumgartner, 1999), empirical studies yield mixed results (Fang et al., 2008; Neely, 2008; Suarez et al., 2013), which may be due to the challenges”
Only the Brave: Product Innovation, Service Business Model Innovation, and Their Impact on Performance (2016, methodology): “Once further quantitative data on service strategy is made available, future studies could add value by tackling these questions with greater precision or by replicating the analysis on a larger data set and in different industrial settings such as the software sector (Suarez et al. 2013).”
Working Paper (2015, methodology): “Finally, the work closest to ours in terms of data and methodology is the analysis provided by Suarez et al. (2013).”