The transition from product to service in business markets: An agenda for academic inquiry

By Frank Jacob, Wolfgang Ulaga. 2008

311 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/d7dab47b66974b451d30d27f4a860c50c6bacf71

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Citations in the corpus

Beyond the service factory: Service innovation in manufacturing supply networks (2013, background): “…Service innovation in manufacturing supply networks Martin Spring a,⁎, Luis Araujo b a Department of Management Science, Lancaster University Management School, Lancaster LA1 4YX, United Kingdom b Department of Marketing, Lancaster University Management School, Lancaster LA1 4YX, United…”
Competitive advantage through service differentiation by manufacturing companies (2011, background): “Service differentiation is the extent to which a company focuses on service as its core offering and the extent to which customers regard the organization as a service provider (Jacob and Ulaga, 2008; Neu and Brown, 2005; Oliva and Kallenberg, 2003).”
Employing the business model concept to support the adoption of product–service systems (PSS) (2013, background): “Although companies constantly offer services to the market, they have only in recent years seen the integration of products and services as a possibility for growth and competitiveness (Jacob & Ulaga, 2008).”
Why Do Servitized Firms Fail? A Risk-Based Explanation (2015, background): “, 2011) and for empirical evidence from quantitative studies on services (Jacob and Ulaga, 2008; Gebauer et al., 2012).”
Any way goes : Identifying value constellations for service infusion in SMEs (2013, background): “It reflects the extents to which a firm focuses on service as its core offering and to which customers regard the organization as a service provider (Gebauer, 2008; Jacob & Ulaga, 2008).”
Characterizing service networks for moving from products to solutions (2013, background): “Manufacturers of capital goods are moving from selling products to providing solutions (Jacob & Ulaga, 2008; Wise & Baumgartner, 1999).”
Enabling service innovation: A dynamic capabilities approach (2013, background): “That uncertainty is understandable, given that an increased service orientation often involves a major shift to a new strategic direction, a new organizational structure, and new skills (Gebauer, Gustafsson, and Witell, 2011; Jacob and Ulaga, 2008; Kowalkowski, Kindström, Brashear, Brege and Biggema”
Non-linear relationship between industrial service offering and sales growth: The moderating role of network capabilities (2013, background): “…of the above arguments and given the mixed findings on the industrial service–performance relationship referenced above (Gebauer et al., 2012; Jacob & Ulaga, 2008; Neu & Brown, 2005), we argue that the effect of industrial services on growth is non-linear as low andmoderate levels of…”
Revenue and Profit Implications of Industrial Service Strategies (2014, background): “Industrial service strategies have become an important topic in both the business-to-business (B2B) and service marketing fields (Jacob and Ulaga 2008; Kunz and Hogreve 2011; Ostrom et al. 2010).”