01610nas a2200217   4500008004100000022001400041245006800055210006700123260004200190300001000232490000700242520095000249653003001199653003101229653002201260653001801282100002101300700002001321700002101341856003001362       2020                        eng d  a1927-032100aOrganizing the Development of Digital Product-Service Platforms0 aOrganizing the Development of Digital ProductService Platforms  aOttawabTalent First Networkc03/2020  a37-480 v103 aServitization 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.10abusiness model innovation10acorporate entrepreneurship10adigital platforms10aservitization1 aSimonsson, Johan1 aMagnusson, Mats1 aJohanson, Anders  utimreview.ca/article/133500813nas a2200313   4500008004100000022001400041245003500055210003200090260004200122300000800164490000600172653002000178653001600198653001300214653002100227653001700248653001500265653002500280653002500305653001600330653001300346653001800359653001700377653001000394653002300404653001700427100001800444856003700462       2018                        eng d  a1927-032100aEditorial: Insights (May 2018)0 aEditorial Insights May 2018  aOttawabTalent First Networkc05/2018  a3-40 v810abusiness models10aco-creation10adrop out10aentrepreneurship10afacilitation10ainnovation10ainternationalization10alean global startups10aliving labs10aservices10aservitization10astakeholders10ausers10avalue propositions10avalue-in-use1 aMcPhee, Chris  uhttp://timreview.ca/article/115401313nas a2200217   4500008004100000022001400041245010600055210006900161260004200230300001000272490000600282520061000288653002600898653002300924653001800947653002200965653002700987100002401014700002001038856003701058       2018                        eng d  a1927-032100aWhat Do Business Customers Value? An Empirical Study of Value Propositions in a Servitization Context0 aWhat Do Business Customers Value An Empirical Study of Value Pro  aOttawabTalent First Networkc05/2018  a36-430 v83 aThis 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.10acustomer value in use10aservice transition10aservitization10avalue proposition10avalue-in-use dimension1 aSakyi-Gyinae, Kwesi1 aHolmlund, Maria  uhttp://timreview.ca/article/115701668nas a2200277   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520087800261653001601139653002801155653002001183653001301203653001301216653001301229653001801242653002001260100001701280700002101297700002001318700001601338856003601354       2013                        eng d  a1927-032100aServitization in a Security Business: Changing the Logic of Value Creation0 aServitization in a Security Business Changing the Logic of Value  aOttawabTalent First Networkc08/2013  a65-720 v33 aHow 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'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. 10aco-creation10acustomer value creation10aobjectification10aproducts10asecurity10aservices10aservitization10avalue provision1 aRajala, Arto1 aWesterlund, Mika1 aMurtonen, Mervi1 aStarck, Kim  uhttp://timreview.ca/article/718