Selling Product-Service Systems Means Selling Change

Abstract

Traditional manufacturing companies are trying to differentiate from increasing competition by offering customized Product-Service Systems (PSS). While academic literature already focused on organizational changes required on side of the supplier providing PSS, changes induced by the implementation of a PSS within the customer’s organization are neglected so far. However, managing these changes on the customer’s side is a challenge in selling PSS. Thus, the authors (I) describe the customer’s change process induced by different PSS business models, (II) adjust change management strategies to fit PSS and combine these with the PSS life cycle and (III) bring up further research questions.