Abstract

This paper aims at investigating the main factors behind advancing the integration of products and services in the Brazilian subsidiary of Mercedes-Benz (MBB), and how Smart PSS has been perceived by other business units of the Daimler Group. We conducted an in-depth qualitative single-case study research to investigate the critical steps preceding the implementation of a smart PSS. The study was based on the main tactical areas of a PSS business model which was applied to MBB’s possible integration of their equipment (called Fleetboard) in a smart PSS solution. The findings demonstrate that the internal culture of a product-centric automotive manufacturing firm can prohibit the sales of services, even when service technologies are available. On the other hand, financial pressures can create the sense of urgency required for the firm to appreciate the necessity of change. The process of change is too complex, since it requires capabilities in key areas such as the law, marketing, networking/partnerships, design, sustainability, and organisation and human resources management. Our study shows how the company considers alternative options in order to reduce organisational barriers, develop partnerships and legal competence to offer PSS contracts, as well as seeking alignment between design, marketing and sustainability requirements.

摘要

本文旨在调查推动梅赛德斯-奔驰 (MBB) 巴西子公司产品和服务整合背后的主要因素，以及戴姆勒集团其他业务部门对 Smart PSS 的看法。我们进行了深入的定性单一案例研究，以调查实施智能 PSS 之前的关键步骤。该研究基于 PSS 商业模式的主要战术领域，该模式应用于 MBB 可能将其设备（称为 Fleetboard）集成到智能 PSS 解决方案中。调查结果表明，以产品为中心的汽车制造公司的内部文化可以禁止服务的销售，即使服务技术可用。另一方面，财务压力会产生紧迫感，使公司意识到变革的必要性。变革过程过于复杂，因为它需要法律、营销、网络/合作伙伴关系、设计、可持续性以及组织和人力资源管理等关键领域的能力。我们的研究显示了公司如何考虑替代方案，以减少组织障碍、发展合作伙伴关系和提供 PSS 合同的法律能力，以及寻求设计、营销和可持续性要求之间的一致性。