This sixth book in the PROTEUS Innovation Consortium’s seven-book series describes why partnerships and networks are crucial factors in delivering successful PSS solutions. The book uses theoretical considerations and case examples to establish an understanding of maritime PSS networks and partnerships. Based on this understanding, the book goes on to provide a number of recommendations for how suppliers can start building networks based on PSS.
The workbook starts by providing a thoroughly description of relevant dimensions concerning maritime PSS partnerships. Some of these domains are key to understand the very nature of service oriented business models such as the expansion of business focus when entering service business.
Expanding focus for PSS manufacturer
Other relevant dimension is the introduction of the novel concept of value networks, replacing the notion of value chains, given that when supporting a customer activity by coordinating offerings with other suppliers, or when including sub-suppliers in the (internal) activity of developing new solutions, the notions of upstream/ downstream and a linear progression of value chains break down.
Suppliers entering shared domains due to an expanded PSS focus.
To enter in such new domains of collaboration, means to create new interactions between suppliers, who then create new types of value networks. The workbook goes on by describing the types of networks and interactions according to how advanced is the collaboration.
Network and interaction types - [click image to enlarge]
Moreover is explored in detail, what are the drivers for such collaborations? Two main driver categories are outlined; a market pull, where one company has been able to identify a demand in the market still being unable to meet the demand alone, and capability push, where existing network members enter on mutual exploration of the partnering organisation's capabilities for a given customer activity.
After describing the relevant dimensions of maritime PSS partnerships, the workbooks moves on presenting three case studies of such industry partnerships. The cases presented are the Green Ship of the Future, a joint venture of maritime companies in retrofitting packages and the case of Frederikshavn and Alfa Laval on building academies.
With this foundation, the last chapter provides general guidelines for building a partnership. Attention is brought to issues regarding initial clarification of the need for such partnership, ways to explore the potential benefits and risks, recommendations when initiating the partnerships and the roll out and operation of the network. Each area, is described further.