S a egy o Se i iza ion as a Tool o Achie emen o
Sus ainable De elopmen
Vladimi a VLCKOVA1*, Da id VLCEK1 and Lucie KANOVSKÁ2
1 Uni e si y o Pa dubice, Pa dubice, Czech Republic; ladim[email p o ec ed]; da id. lcek.upce.cz
2 B no Uni e si y o Technology, B no, Czech Republic; [email p o ec ed]
* Co espondence: [email p o ec ed]z
Abs ac : The easons leading companies o he se i iza ion s a egy ha e ecen ly been
supplemen ed wi h socie y-wide global end o s i ing o sus ainable de elopmen . To be
success ul on he cu en ma ke s, companies in es in o se ices o inc ease he added alue
o he cus ome , di e si ica ion, and new income; o ensu e he lock-in e ec ; o use he
oppo uni y o g ow and en i onmen al bu den educ ion. These a ge s can be achie ed by
implemen a ion o a s a egic app oach o se i iza ion. In his pape , a esea ch hypo hesis
ha he manu ac u e s’ s a egic app oach o se i iza ion has a signi ican po en ial o a ec
achie emen o sus ainable de elopmen in a posi i e way has been cons uc ed and
discussed. The pape ou comes we e d awn up based on he analysis, compa ison, and
syn hesis o he in o ma ion ob ained (i) om a a ge ed p o essional li e a u e e iew (ii)
om an ou comes o he conduc ed elec onic ques ionnai e su ey. The ques ionnai e
iden i ied he le el o he cu en ly p o ided se ices ela ed o hei p oduc s and hei
expec a ions conce ning an inc eased in e es in se ices by hei managemen , hei
cus ome s, and hei compe i o s. The ou comes should hen help o di ec companies in he
Czech Republic o mo e ex ensi e applica ion o he se i iza ion business model as a
s a egy suppo ing sus ainable de elopmen .
Keywo ds: se i iza ion; se ices; manu ac u ing companies; sus ainable de elopmen
JEL Classi ica ion: O14, L10; Q01
1. In oduc ion
In he e a o globaliza ion, companies a e acing a lo o changes in he ma ke
en i onmen . These mainly include he g owing compe i i eness o de eloping coun ies
leading, besides o he hings, o ma gin comp ession and ma ke sa u a ion, apid
de elopmen o new echnologies connec ed wi h accele a ion o he p oduc inno a ion
cycle, g owing demands o he cus ome s and he ela ing commodi iza ion, sho ening o
he p oduc li e cycle, and changes in he cus ome demand. A he same ime, manu ac u ing
companies ace new challenges o a global cha ac e wi h socie y-wide impac s, pa icula ly
on he en i onmen , such as he sha ing economy, ci cula economy, co po a e social
esponsibili y, and sus ainable de elopmen . Elking on (1997) and Maxwell e al. (2006)
iden i ied h ee c i e ia, namely en i onmen , social and economic, o ansla e sus ainable
de elopmen in o business con ex .
doi: 10.36689/uhk/hed/2021-01-085
SERVITIZATION AS TOOL FOR SUSTAINABLE DEVELOPMENT
To be success ul in his highly compe i i e en i onmen and, a he same ime, o sa is y
he socie y-wide demands placed on he business, companies a e seeking and conside ing
new business s a egies, which would b ing a highe cus ome alue, compa ed o he
compe i o s. One o he op ions o manu ac u e s is implemen a ion o he de eloping
business s a egies, la gely known as se i iza ion. I is he inno a ion o an o ganiza ions
capabili ies and p ocesses o be e c ea e mu ual alue h ough a shi om selling p oduc
o selling p oduc se ice sys em (PSS) (Baines e al., 2009). Since he e m se i iza ion was
i s used by Vande me we and Rada (1988), di e en app oaches o se ices p o ided by
manu ac u e s ha e been de eloped. Di e ences be ween hem a e gi en pa ly by he
g owing demands placed by he cus ome s on he scope and le el o he p o ided se ices,
pa ly by di e en mo i a ion and geog aphical o igin o he manu ac u e s, and pa ly also
by he b anch o indus y. A success ully implemen ed PSS should hen become a sou ce o
income and p o i s, lead o new oppo uni ies and ad an ages on he ma ke , o
di e en ia ion, and o cus ome sa is ac ion. As a esul , success ul se i iza ion suppo s no
only he manu ac u ing company i sel , bu also he en i e supply chain o ne wo k.
Mo eo e , implemen a ion o a se i iza ion business model i sel may also ha e a signi ican
posi i e impac on sus ainable de elopmen . Fo example, we ha e ecen ly been coming
ac oss he e ms o a sus ainable se ice business model (Liu e al., 2014), sus ainable PSS
(Vezzoli e al., 2015), IPSS (The in eg a ed p oduc se ice sys em) which is in compliance
wi h con o ming o iple bo om lines o sus ainabili y, and Scandina ian concep PSS which
is closely coupled o he deba es on sus ainabili y and he educ ion o en i onmen al impac
(Baines e al., 2009).
Howe e , he ou comes o he websi e analyses and s uc u ed in e iews conduc ed
wi h selec ed chemical companies in he Czech Republic in 2018 and 2019 imply ha al hough
he companies p o ided a wide po olio o se ices, hese we e mos ly a he
complemen a y se ices connec ed wi h a p oduc in an e o o ex end hei po olio o
inc ease he p oduc sales. The manu ac u ing companies only spo adically o e ed ad anced
se ices closely ela ed o a p oduc in coope a ion wi h o he supply-chain en i ies (Vlcko a
& Podskubko a, 2020). Manu ac u ing companies in he Czech Republic use se i iza ion as
a ool ul illing hei ma ke ing a ge s, a he han as a way o edi ec ing hei s a egic
o ien a ion owa ds PSS. In ac , he main a ge o he ma ke ing app oach o se i iza ion is
di e en ia ion o he o e o he cus ome s, whe e p oduc s and se ices can be sepa a ed
and sold sepa a ely (Pis oni & Songini, 2018). On he o he hand, he mode n s a egic
app oach ep esen s inno a ion o co po a e abili ies and p ocesses o achie e a shi om
he sale o p oduc s (p oduc -dominan logic) o he sale o a p oduc -se ice sys em (se ice-
dominan logic), which be e c ea es bo h he cus ome and he supplie alue (K y inská e
al., 2014). The manu ac u e ’s and he cus ome ’s sou ces a e being in eg a ed and
in o ma ion is being sha ed mu ually o make i possible o he manu ac u e o help he
cus ome each hei a ge s, which should, on op o ha , also espec he socie y-wide
equi emen conce ning pe manen ly sus ainable de elopmen . This equi emen is also a
pa o he s a egic documen ČR 2030. I speci ies he di ec ion o ou coun y in he nex
decade. I de ines long- e m p io i ies o he de elopmen o he Czech Republic, whose
SERVITIZATION AS TOOL FOR SUSTAINABLE DEVELOPMENT
ul ilmen will help o inc ease he quali y o li e in all he egions and will di ec he Czech
Republic o de elopmen ha is sus ainable in social, economic, and en i onmen al aspec s.
(Úřad lády ČR, 2017)
The e o e, we o mula ed a esea ch hypo hesis: he manu ac u e s’ s a egic app oach
o se i iza ion has a signi ican po en ial o a ec achie emen o sus ainable de elopmen
in a posi i e way. To e i y his hypo hesis, we se he ollowing a ge s: o conduc a a ge ed
p o essional li e a u e e iew, ocusing on he manu ac u e s’ s a egic app oach o
se i iza ion, pa icula ly on he easons and ci cums ances leading he companies o his
business model. Then, o conduc a su ey among companies in he Czech Republic, which
should b ing mo e de ailed in o ma ion abou he p o ided se ices om he poin o iew
o hei scope and ela ion o he o e ed p oduc s. Then, based on hese ou comes, o iden i y
he in luence and possibili ies o se i iza ion wi h espec o achie emen o sus ainable
de elopmen . The ou comes should hen help o di ec companies in he Czech Republic o
mo e ex ensi e applica ion o he se i iza ion business model as a s a egy suppo ing
sus ainable de elopmen .
2. Me hodology
The o mula ed hypo hesis was e i ied using p ima y and seconda y sou ces. The used
seconda y sou ces mainly included o eign p o essional a icles, p o essional s udies, and
company websi es.
The p ima y sou ces e e o he ou comes o he elec onic ques ionnai e su ey we
conduc ed wi h he companies belonging, based on hei main business ac i i y, o Sec ions
20 (Manu ac u e o chemicals and chemical p oduc s), 24 (Manu ac u e o basic me als), 26
(Manu ac u e o compu e , elec onic and op ical p oduc s) and 27 (Manu ac u e o elec ical
equipmen ) unde he CZ-NACE classi ica ion o economic ac i i ies.
The companies we e add essed in Sep embe 2020 h ough hei email add esses
acqui ed om he Amadeus da abase (da abase o compa able inancial in o ma ion o
public and p i a e companies ac oss Eu ope), whe e hey we e sen a link o an online
ques ionnai e c ea ed in he ool Lime Su ey. In o al ques ionnai es we e sen 820
companies. The ques ionnai e con ained 23 ques ions, s uc u ed in acco dance wi h he
b anch o indus y whe e hey classi ied hemsel es. The ques ionnai e iden i ied he le el o
he cu en ly p o ided se ices ela ed o hei p oduc s and hei expec a ions conce ning
an inc eased in e es in se ices by hei managemen , hei cus ome s, and hei compe i o s.
The pape ou comes we e p ocessed based on he analysis, compa ison, and syn hesis o he
ob ained in o ma ion.
3. Resul s
3.1. The Reasons o Se i iza ion
The easons leading indus ial companies o in oduc ion o he concep o se i iza ion
can be di e en . They mainly include commodi iza ion, ma ke sa u a ion (Pis oni & Songini,
2018; Vande me we & Rada, 1988), accele a ion o he p oduc inno a ion cycle (Benede ini
SERVITIZATION AS TOOL FOR SUSTAINABLE DEVELOPMENT
e al., 2015), compe i i e p essu e, globaliza ion, new echnologies (Vande ma s & Rada,
1988), and ecen ly also en i onmen al ci cums ances (Ahamed e al., 2013) pushing he
socie y-wide global end owa ds sus ainable de elopmen .
The company’s ex e nal en i onmen and in e nal condi ions, and hus also di e en
easons o se i iza ion, a e a ec ed by he b anch o business he company belongs o
(Tu unen & Finne, 2014)). K y inská e al. (2014) di ides hese easons in o h ee g oups, i.e.
gene al ends in managemen (ex e nal easons), inancial ac o s and s a egic easons
(in e nal easons). Gene al ends leading companies o in oduc ion o se i iza ion include:
a companies’ shi om p oduc o ien a ion o solu ion o ien a ion, which should comple e
hem ; shi om ou pu s o ou comes, ansac ions o ela ionships (e.g. making
con ac s wi h cus ome s, gua an eeing a olume o sales); shi om supplie s o ne wo k
pa ne s; a shi om o ien a ion o sepa a e elemen s o complex ecosys ems.(Neely e al.,
2011)
The in e nal easons o se i iza ion ela e o manage ial decision-making (Pis oni &
Songini, 2018). The inancial easons ela e o he cus ome s’ p essu e on he p o i ma gins,
which esul s in he supplie s’ p oblems wi h achie emen o highe income h ough he sale
o p oduc s, pa icula ly commodi ies. The e o e, hey a e s a ing o in es in o se ices as a
sou ce o di e si ica ion (Pis oni & Songini, 2018) and new income (Ahamed e al., 2013).
Mo eo e , a signi ican e ec is o igina ion o a so-called lock-in e ec , as i is he
manu ac u e who can de elop, sell, and deli e se ices bes o all. The s a egic easons
hen ela e o he supplie s’ e o s o acqui e compe i i e ad an age (Ahamed e al., 2013) by
p o iding a ange o se ices ha is as speci ic and in ensi e as possible (K y inská e al.,
2014).
The e o e, companies can see se i iza ion as an oppo uni y: how o di e en ia e
hemsel es om compe i i e o e s h ough ex ension o hei own o e ings by se ices and
o inc ease he p oduc sales and cus ome loyal y his way (Pis oni & Songini, 2018); how o
compe e wi h mass p oduc ion o la ge companies wi hou a signi ican long- e m inc ease
in he cos s (Neely, 2008); how o ge mo e oppo uni ies o g ow h as he a ea o se ices is
mo e p o i able han he a ea o p oduc s (Ahamed e al., 2013; Pis oni & Songini, 2018).
Howe e , i is necessa y o no e ha in oduc ion o se i iza ion is no necessa ily always o
bene i o he company, e.g. in he case o a high ole and unc ion o p oduc s in ope a ions,
o in an uns able ope a ional p oduc en i onmen a he cus ome s’ p emises (e.g. i did no
p o e success ul in he case o cons uc ion machines used ou side companies). Then we
speak abou unde alued se ices, which do no b ing an inc eased cus ome alue
(Jo ano ic e al., 2016).
3.2. The In eg a ion o P oduc s and Se ices - Oppo uni y o Sus ainable De elopmen
Se i iza ion ob iously includes bo h inno a ion o o e ings, and inno a ion o he
manu ac u ing p ocess and ope a ion. Se i iza ion can be ep esen ed by h ee s eps,
cha ac e ized by di e en le els o o e ing complexi y and by in eg a ion o di e en
p oduc s and se ices, which na u ally a ec s he en i e p ocess o sa is ying cus ome
equi emen s. In he i s s ep o se i iza ion, a p oduc o e ing is suppo ed by a ew
SERVITIZATION AS TOOL FOR SUSTAINABLE DEVELOPMENT
p oduc se ices ocused on imp o emen s o i s unc ionali y; in he second s ep, some
p oduc se ices aiming o imp o e he p ocesses and some cus ome se ices imp o ing he
ela ionships wi h cus ome s a e added. In he las s ep, p oduc s and se ices combine in o
a new and unique o e ing in he o m o a p oduc -se ice sys em - PSS (Pis oni & Songini,
2018).
In eg a ion o p oduc s and se ices i sel can hen ake place in a ious ways. Pa k e al.
(2012) di ides hem in o wo g oups. The i s g oup is based on he ma ke ing app oach,
and i con ains di e en o ms o in eg a ion o p oduc se ices aiming o obse e he
ma ke ing a ge s, i.e. di e en ia ion o he company’s o e ing and inc easing sales.
Howe e , he e is a ela i ely small space le o u he imp o emen s in he En i onmen
and ecology, which is mo e o less on he pa o he manu ac u e . I can e e e.g. o
imp o emen s in a echnological p ocess, mode niza ion o echnologies, e c. Howe e , his
usually equi es conside able in es men s. In he pe iod o he p essu e on p ice educ ion
esul ing om se e e compe i ion, companies usually s ay in his a ea on he le el o he
pa ame e s o hei p oduc s, echnologies, e c., gi en by he s a u o y limi s. Only ew
cus ome s a e, o he ime being, willing o pay mo e o a mo e en i onmen ally iendly
p oduc .
The second g oup o he ways o in eg a ion is hen based on he s a egic app oach, and
i e e s o a change in he co po a e s a egic o ien a ion. Mos o hese app oaches o
p oduc -se ice in eg a ion did no de elop un il a e 2000, and hey include Solu ions
(Mille e al., 2002), In eg a ed solu ions, P oduc -se ice sys em (Manzini & Vezzoli, 2003),
Func ional sales (Au ich e al., 2006), Func ion p oduc (Alonso-Rasgado e al., 2004),
In eg a ed p oduc and se ice enginee ing (Pis oni & Songini, 2018).
Howe e , o e i y ou hypo hesis, he las h ee ways a e mos impo an . Func ional
sales ep esen a comp ehensi e solu ion consis ing o a combina ion o p oduc s and
se ices sa is ying he iden i ied cus ome need, aking accoun o he en i e p oduc o
se ice li e ime, om i s design o manu ac u ing. (Au ich e al., 2006). In he case o
in eg a ion in o a unc ion p oduc , he cus ome pu chases a unc ion p o ided by a unc ion
p oduc , e.g. space cleaning ins ead o a cleaning de e gen (Alonso-Rasgado e al., 2004). The
highes o m o se i iza ion is hen In eg a ed p oduc and se ice enginee ing. This concep
inco po a es he p ope ies o a unc ion p oduc in he way o aim a he unc ions deli e ed
o he cus ome and a he comple e in eg a ion o a ious componen s in o co po a e
o e ings o be e sa is y he cus ome needs (Pis oni & Songini, 2018). All hese h ee ways
o in eg a ion o se i iza ion c ea e huge oppo uni ies jus o sus ainable de elopmen . As
an example om pe sonal p ac ice, we can men ion a company manu ac u ing, and ea lie
only selling, ca alys s, which has ag eed wi h one o hei cus ome s on deli e y o solu ions
in he o m o ensu ing p ope unc ioning o he ca alys . I means ha he ca alys
manu ac u e moni o s he e ec i eness o he ca alys in he cus ome ’s ope a ions and
ensu es i s pa ial egene a ion and eplacemen . Di e en ly om he p e ious way, whe e
he ca alys was only eplaced and disposed, bu no egene a ed. As he cus ome pays o
he unc ion, bu no o he quan i y o he ca alys and he supplie is a ca alys expe , his
esul s no only in a signi ican dec ease in he consump ion o he ca alys and all he sou ces

SERVITIZATION AS TOOL FOR SUSTAINABLE DEVELOPMENT
necessa y o i s eplacemen and disposal, bu also in an inc ease in i s e ec i eness in he
cus ome . This leads bo h o a dec ease in he cos o he ca alys , and mainly o u he
educ ion o he en i onmen al bu den. Ano he example can be educ ion o ca bon
oo p in using ad anced se ices o moni o machine pe o mance.
Howe e , implemen a ion o he s a egic app oach o se i iza ion is much mo e
demanding han in he case o he ma ke ing app oach. I is ela ed o c ea ion o a new o m
o co po a e o ganiza ion, i s in eg a ion/change in he posi ion in he supply chain, a change
in i s s uc u e, cul u e, and managemen con ol sys ems. I equi es in es men s, a change
in he co po a e a i ude, and s ong con idence.
Se i iza ion mainly e e s o se ices p o ided on he B2B ma ke , whe e hey a e
o e ed oge he wi h a p oduc o he pu pose o inc easing i s added alue. They a e o en
di ided in o se ices suppo ing a p oduc (e.g. wa ehousing, anspo , ins alla ion, aining
o wo ke s, main enance, and gua an ee pe iod se ices) and ‘pu e’ se ices (e.g. ma ke ing
su eys, inancial se ices, consul ancy in he a eas o managemen , inance, and law) (Ellis,
2011). They can also be di ided in acco dance wi h hei ela ion o he p oduc i sel and he
possibili y o hei g ow h on he indus ial ma ke (Radda s & Easingwood, 2010).
Ou ques ionnai e was based on classi ica ion o se ices acco ding o hei o ien a ion
o ou come, i.e.: basic se ices ( hei ou come is ocused on p o ision o p oduc s, acili ies,
ensu ing spa e pa s, gua an ee, e c.), in e media ion se ices ( hey a e ocused on
main aining he p oduc condi ion, e.g. s a us moni o ing, on-si e se ices, scheduled
main enance, echnical assis ance se ices, epai s, di ec - o-si e deli e y, ins alla ion,
aining o ope a o s), and ad anced se ices (whose ou come is o ien ed o he abili ies
deli e ed oge he h ough he p oduc pe o mance, e.g. akeo e o p oduc pe o mance
con ol by he se ice p o ide , con ac ual p o ision o cus ome suppo and ela ed
con ac on isks a ewa d sha ing, e enue- h ough-use con ac and en al ag eemen ).
(Baines & Ligh oo , 2013,) We added ca ego y Sma se ices ( hey use new sma
echnologies o collec da a om he ope a ion o a acili y o equipmen a he cus ome si e
and o analyze hem). These se ices hen aim o inc ease p oduc i i y dec ease he ailu e
a e, inc ease he ope a ing cos e iciency and he ope a ions sa e y (Kaňo ská, 2018). As a
esul , hey can signi ican ly con ibu e o sus ainable de elopmen , e.g. h ough he abo e
ca bon oo p in educ ion.
3.3. Se ices P o ided by Manu ac u ing Companies in he Czech Republic (Su ey Ou comes)
Indi idual ypes o se ices ob iously di e in acco dance wi h he b anch o business
he se ice p o ide ope a es in, and in acco dance wi h hei p e ailing cus ome s om he
poin o iew o hei sha e in p o i c ea ion, i.e. acco ding o he ac , whe he he cus ome s
a e manu ac u e (B2B), end consume s (B2C), o in e media ies (dis ibu o s). The e o e, we
chose wo g oups o indus ies o ou esea ch.
• G oup CZ-NACE 20 (Manu ac u e o chemicals and chemical p oduc s) and 24
(Manu ac u e o basic me als),
SERVITIZATION AS TOOL FOR SUSTAINABLE DEVELOPMENT
• G oup CZ-NACE 26 (Manu ac u e o compu e , elec onic and op ical p oduc s) and 27
(Manu ac u e o elec ical equipmen ).
The ule was ha membe s o one g oup ope a e in e y simila b anches o business,
while he g oups di e om each o he signi ican ly in e ms o hei p oduc s, ype o
p oduc ion, applied echnologies, and so also in e ms o he possibili ies o se ices sui able
o se i iza ion. On he o he hand, we da e o decla e ha we know hese b anches o
business om ou p e ious scien i ic ac i i y a he gi en acul ies.
Tha is why he ques ionnai e was s uc u ed in he way o i s di ide he esponden s
in o he abo e g oups by indus y. Assignmen o ques ions o indi idual g oups ela ing o
he espec i e ypes o se ices is speci ied in Table 1.
Table 1. Ques ions on indi idual ypes o se ices p o ided
Ques ions: Do you
p o ide you cus ome s
wi h:
Examples o p o ided se ices
1s G oup
2nd G oup
Basic accompanying
se ices
- necessa y p oduc in o ma ion (incl.
necessa y documen a ion, samples; es s, e c.);
- p o essional consul ancy o he se iced
ype o cus ome o he echnology and
p oduc usage,
- aining, helpdesk
- necessa y p oduc
in o ma ion (incl. necessa y
documen a ion,
- se ices ela ed o p oduc
deli e y and in oicing
Ad anced accompanying
se ices
- en i onmen al p og ams:
- assis ance wi h was e educ ion, ecycling,
and was e disposal,
- logis ic se ices: supplying, wa ehousing,
anspo , p o essional consul ancy o
ine uning p ocesses; -p ocess op imiza ion;
- sa e y p og ams;
- p oduc quali y con ol
- ensu ing spa e pa s,
se ice/inspec ions, i s
aining,
p e en i e se ice
main enance,
se ice-le el ag eemen s
Comple e and
comp ehensi e solu ions,
i.e. p oduc s in he o m o
se ices (complex se ices)
- p o ec ion, cleaning, o disin ec ion o
ma e ials, equipmen , p oduc ion halls a he
cus ome si e;
- pes con ol,
- coa ing, pain ing, ano he ea men o
acili ies/ ma e ials;
- ensu ing ope a ion and se ice on he
equipmen a he cus ome si e (e ec i eness
moni o ing, ca alys egene a ion and
eplacemen , oil lub ica ion, including egula
inspec ions),
-p o ision o es s, se ice, and gua an ees o
o e all lawless ope a ion o he equipmen
- p oduc design, whe e he
end cus ome does no ha e
o sol e echnical de ails o
he p oduc , and he supplie
is he one who solely ensu es
he en i e p oduc ope a ion
and se ice, including
egula inspec ions,
se ice, epai s, and
gua an ees o e all lawless
ope a ion o he p oduc
Accompanying se ices
using sma echnologies,
so called sma se ices
- emo e moni o ing,
- emo e diagnos ics,
- emo e epai s,
- p edic i e main enance, e c.
- emo e moni o ing,
- emo e diagnos ics,
- emo e epai s,
- p edic i e main enance, e c.
The ques ionnai e was illed in by 88 companies in o al, 33 o hem in G oup 1 and 55 in
G oup 2. Mos o hem supplied B2B ma ke , and mos companies had up o 50 employees.
I we a e o suppose ha he ques ionnai e was mainly illed in by companies in e es ed in
SERVITIZATION AS TOOL FOR SUSTAINABLE DEVELOPMENT
se i iza ion, his esul was expec ed in iew o he ac s ha small companies a e usually
mo e lexible and ha he ques ions we e mainly aimed a se ices complemen ing a p oduc .
Fo he ou comes o he ques ioning conduc ed wi h he companies conce ning he
espec i e ypes o p o ided se ices s uc u ed by g oup o b anches o business, p e ailing
cus ome s and company size, see Tables 2 and 3.
Table 2. The p opo ions o companies om G oup 1 di ided acco ding ypes o p o ided se ices as
s uc u ed by p e ailing cus ome s and company size
Type o p o ided se ices
Numbe o
companies
Basic
Ad anced
Complex
Sma
P e ailing
cus ome s
B2B
21
100%
71%
24%
5%
B2C
5
100%
60%
20%
20%
In e media ies
7
100%
43%
29%
0%
To al
33
100%
64%
24%
6%
The size o
he company
acco ding o
he numbe
o employees
No Answe ed
7
100%
29%
14%
0%
Small (do 50)
12
100%
67%
17%
8%
Medium (51 - 250)
10
100%
70%
30%
0%
La ge (250 and mo e)
4
100%
100%
50%
25%
To al
33
100%
64%
24%
6%
All 33 companies om G oup 1 who illed in he ques ionnai e comple ely p o ide basis
se ices ega dless o he cus ome ype o hei size see Table 2. Toge he wi h he g owing
complexi y o he p o ided se ices, he numbe o companies p o iding hem g adually
signi ican ly dec eases. In e media ies and medium-sized companies don’ e en p o ide any
sma se ices. The o he companies do, bu spo adically only. F om wo o h ee imes mo e
companies (ca. 70% small and medium companies, and a B2B) hen decla ed p o ision o an
ad anced se ice han i was wi h p o ision o a comp ehensi e solu ion o cus ome s
(be ween 20% and 30% companies).
Table 3. The p opo ions o companies om G oup 2 di ided acco ding ypes o p o ided se ices as
s uc u ed by p e ailing cus ome s and company size.
Type o p o ided se ices
Numbe o
companies
Basic
Ad anced
Complex
Sma
P e ailing
cus ome s
B2B
30
87%
70%
33%
33%
B2C
12
100%
83%
50%
42%
In e media ies
13
100%
92%
31%
54%
To al
55
93%
78%
36%
40%
The size o
he company
acco ding o
he numbe o
employees
No Answe ed
11
91%
82%
36%
36%
Small (do 50)
22
95%
82%
36%
32%
Medium (51 - 250)
12
83%
50%
17%
42%
La ge (250 and mo e)
10
100%
100%
60%
60%
To al
55
93%
78%
36%
40%
SERVITIZATION AS TOOL FOR SUSTAINABLE DEVELOPMENT
Almos 100% o he companies om G oup 2, see Table 3, also p o ide basic se ices.
Simila ly, g owing (wi h excep ion o sma se ices) complexi y o se ices esul s in a
dec easing numbe o hei p o ide s, as i is among G oup 1 companies. Howe e , he
dec ease is no as d ama ic, and, excep o medium-sized companies, mo e han 70% o he
companies p o ide ad anced se ices, and mo e han one hi d o hem p o ide
comp ehensi e se ices. As o la ge companies and B2C o e ings, i is e en mo e han 50%
companies. The bigges di e ence in he expec a ions be ween he selec ed g oups is in sma
se ices. While in he i s g oup, he e we e in o al 6% o p o ide s o hese se ices, in he
second g oup he e we e 40% o hem.
3.4. Expec a ions Conce ning Inc eased In e es s o Se ices P o ided by Manu ac u ing Companies
in he Czech Republic (Su ey Ou comes)
The ques ionnai e also asked whe he he manu ac u ing companies expec an inc eased
in e es o hei cus ome s, hei managemen , and hei compe i o s in indi idual ypes o
se ices. The ques ions ela ing o hei expec a ions conce ning cus ome s we e answe ed
by 77 companies, conce ning managemen by 74 companies, and conce ning compe i o s by
70 companies. Resul a e shown in Tables 4 and 5.
Table 4. The p opo ions o companies di ided acco ding o hei expec a ions conce ning inc eased
in e es s on he pa o hei selec ed s akeholde s in ypes o se ices
Type o se ice
Basic
Ad anced
Complex
Sma
Expec a ions
o :
No. o
Co.
Yes
Don’
know
No
Yes
Don’
know
No
Yes
Don’
know
No
Yes
Don’
know
No
Cus ome s
77
32%
26%
42%
29%
29%
43%
31%
29%
40%
31%
32%
36%
Managemen
74
42%
19%
39%
30%
26%
45%
35%
20%
45%
39%
27%
34%
Compe i o s
70
39%
27%
34%
34%
30%
36%
34%
33%
33%
31%
36%
33%
Table 5. The p opo ions o companies di ided acco ding o hei expec a ions conce ning inc eased
in e es s on he pa o hei selec ed s akeholde s in ypes o se ices as s uc u ed by indus y.
CZ-
NACE
Type o se ice
Basic
Ad anced
Complex
Sma
Expec a ions
o :
No. o
Co.
Yes
Don’
know
No
Yes
Don’
know
No
Yes
Don’
know
No
Yes
Don’
know
No
20 &
24
Cus ome s
28
46%
29%
25%
39%
32%
29%
43%
29%
29%
29%
46%
25%
Managemen
26
62%
15%
23%
42%
27%
31%
42%
19%
38%
38%
35%
27%
Compe i o s
26
58%
27%
15%
42%
31%
27%
42%
31%
27%
31%
38%
31%
26 &
27
Cus ome s
49
24%
24%
51%
22%
27%
51%
33%
29%
39%
33%
24%
43%
Managemen
48
31%
21%
48%
23%
25%
52%
31%
21%
48%
40%
23%
38%
Compe i o s
44
27%
27%
45%
30%
30%
41%
30%
34%
36%
32%
34%
34%
Table 4 ou comes show ha abou one hi d o companies expec an inc eased in e es in
each ype o se ice om hei cus ome s, and a li le mo e om hei managemen . 19-33%
o he companies do no know wha hey can expec om in he a ea o de elopmen o
se ices om hei cus ome s, hei managemen , o hei compe i o s. As many as 45% o
he companies do no expec any g owing in e es in ce ain se ices. I we look a hese