Abstract
In this chapter, we discuss some of the key drivers that motivate firms to move into solution business. We explain why and how firms need, when working towards a solution business model, to transform along four continuums. We illustrate some of the pitfalls associated with the unfavorable cost development that occur when firms’ efforts to become a solution business are poorly synchronized. We also introduce our solution business framework, designed to expedite successful management of solution business.
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References
Storbacka, K. (2010). The solution business model: Boosting organic growth through cross-functional solution sales (Vectia Publication Series 2010:1). Helsinki: Vectia Ltd.
Storbacka, K., Windahl, C., Nenonen, S., & Salonen, A. (2013). Solution business models: Transformation along four continua. Industrial Marketing Management, 42(5), 705–716.
Wise, R., & Baumgartner, P. (1999). Go downstream: The new profit imperative in manufacturing. Harvard Business Review, 77(5), 133–141.
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Storbacka, K., Pennanen, R. (2014). Driving Growth and Profit with Solution Business. In: Solution Business. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-03976-3_1
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DOI: https://doi.org/10.1007/978-3-319-03976-3_1
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Publisher Name: Springer, Cham
Print ISBN: 978-3-319-03975-6
Online ISBN: 978-3-319-03976-3
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