Organizational Factors to the Effectiveness of Implementing Servitization Strategy


It has been recognized that in today’s highly competitive industrial markets, servitization is one of the key strategic choices for many leading manufacturers to gain differentiation from competitors by offering value-added services. To do so, however, requires a service-oriented strategy and the active implementation of this strategy, which comprises a significant shift in the underlying business model, management philosophy and approach. Unfortunately, there has no study examined the organization factors specific to the issues of servitization strategy. Therefore, this paper aims to examine the influence of organization factors on the effectiveness of implementing servitization strategy. Data was collected from three multinational electronics/ICT firms in Japan, respectively, Fujitsu, Toshiba, and Hitachi limited (FTH). Organization answer to a survey included multiple choices and open questions about the perception, process, barriers, and the important factors of implementing servitization strategy. The study result revealed that there were significantly positive influences of organizational factors, such as leadership (17.2%), vision (16.3%, and marketing (9.5%), on the effectiveness of implementing servitization strategy.

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Z. Ahamed, A. Kamoshida and T. Inohara, "Organizational Factors to the Effectiveness of Implementing Servitization Strategy," Journal of Service Science and Management, Vol. 6 No. 2, 2013, pp. 177-185. doi: 10.4236/jssm.2013.62018.

Conflicts of Interest

The authors declare no conflicts of interest.


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