Heiko Gebauer

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a r t i c l e i n f o Manufacturers of capital goods may not be able to master internally all the relevant service activities for moving from products to solutions. As well, it is rarely economically viable for them to do so. Consequently, they increasingly resort to complex service networks that embrace traditional product-orientated and(More)
their valuable input. This paper also benefits from the comments of two anonymous referees. ABSTRACT This paper examines the relationship among the complexity of customer needs, customer centricity, innovativeness, service differentiation, and business performance within the context of companies that have made a service transition from pure goods providers(More)
The authors are indebted to Heiko Gebauer for insightful comments on earlier versions of this paper and to Keith Crosier for his patient and invaluable editing services. They also gratefully acknowledge the financial support of the Jan Wallander ABSTRACT The point of departure for this article is the need for product-centric firms to compete in the market(More)
The uptake of gamma-aminobutyric acid (GABA) in the thyroid gland of the rat was studied autoradiographically following in vitro incubation. High-affinity GABA uptake was localized in follicle cells, whereas C cells (parafollicular cells) in general did not accumulate GABA by high-affinity transport. The follicle cells were also the main sites of(More)
Higher market complexity and increasing competitive intensity are forcing traditional product-manufacturing companies to change their position in the goods–services continuum by continuously extending the service business. However, the existing literature tends to be somewhat vague in defining service strategies for manufacturing companies wishing to move(More)
Despite the demonstrated benefits of industrial services in driving competitive advantage, most companies found it extremely difficult to manage the transition from product manufacturer to service provider successfully. In this context, we observed different phenomena. One phenomenon we term the " service jungle ". The service jungle describes the(More)
a r t i c l e i n f o Both academics and practitioners emphasize the importance for product firms of implementing service-led growth strategies. The service transition concept is well established, namely a unidirectional repositioning along a product-service continuum—from basic, product-oriented services towards more customized, process-oriented(More)
Despite the demonstrated benefits of an extended service business in driving competitive advantage, most product manufacturers found it extremely difficult to manage the transition from a product manufacturer to a service provider successfully. In this context, we observed different phenomena. One phenomenon we term the " service jungle ". The " service(More)