Success in solution business starts by accepting that solution business is a separate business model, not simply another product category or an extension of the existing product business. This book identifies the business model areas that firms need to focus on when transforming into solution business. It further organizes these areas into three sets of capabilities and practices: commercialization, industrialization, and solution platforms.

Commercialization refers to a firm's ability to understand customers' value-creating processes and to create solutions that enable improved value creation for customers. It also refers to a firm's ability to sell the solutions and to receive compensation based on customers' value-in-use.

Industrialization refers to a firm's ability to standardize the solution in order to create repeatability and scalability. To support repeatability, firms need to develop common processes so that the solutions can be efficientlyreplicated across regions and time.

A solution platform creates the necessary support for an effective solution-business process. The platform consists of subsets of capabilities related to strategic management, management systems, infrastructure support, and human resources.

Solution Business: Building a Platform for Organic Growth is the first book to take a comprehensive view of success in solution business, and its relevance therefore extends to all functions of firms wanting to become solution providers. It offers advice for strategy planning, business development, research and development, marketing, sales, supply chain management, operations, finance, planning and control, legal matters, and human resources management.

The book is also relevant on many managerial levels. For top management, it provides the agenda for transformation. For functional heads, it illustrates the capabilities that each function needs to develop. For business-unitheads, it shows the areas prone to conflict during the transition towards solution business. And for middle management, it offers a language with which to discuss solution business across functions and regions.

The book will also help you self-assess how ready your organization is for success in solution business.

Autorentext

Professor Kaj Storbacka
****University of Auckland Business School

M.Sc (naval architecture), Aalto University, School of Science

M.Sc (business admin), Hanken School of Economics

Ph.D. (marketing), Hanken School of Economics

Dr. Storbacka is one of the global forerunners in the field of developing customer oriented business models. He has thirty years of experience as a strategy consultant to major European and global companies in finance, media, travel, retail, utility, manufacturing and telecommunications. Dr. Storbacka is one of the global forerunners in the field of developing customer oriented business models. He has thirty years of experience as a strategy consultant to major European and global companies in finance, media, travel, retail, utility, manufacturing and telecommunications. Dr. Storbacka is a frequent speaker at internal seminars for major global corporations, at Executive MBA programs and leading management development institutions in Europe, Asia and the US.

He has previously held professor chairs at Hanken School of Economics in Finland and at Nyenrode Business Universiteit in the Netherlands. In 1994, he founded Vectia Ltd., a management consultancy focusing on customer oriented strategy, solution business development and customer experience management. He is now on the board of Talent Vectia Ltd., the largest consulting firm in Finland and since 2004, on the board of the Strategic Account Management Association (SAMA).

Dr. Storbacka has published over sixty books and academic articles. His books Designing Markets: Are you Market Driven or Market Driving (with Dr. Suvi Nenonen) and Customer Relationship Management Creating Competitive Advantage through Win-Win Relationship Strategies (with Dr. Jarmo R. Lehtinen) have been awarded as the best business books in Finland in 2010 and 1997. His academic research on Market and Business Model Innovation has been published in journals such as Journal of the Academy of Marketing Science, Industrial Marketing Management, Journal of Business & Industrial Marketing, European Journal of Marketing and Market Theory.

Risto Pennanen

M.Sc (Technical Physics), Aalto University and Technische Universität München, Germany
MBA, Aalto University and INSEAD, France

Risto Pennanen is a Senior Partner at the consulting firm Talent Vectia Ltd., Espoo, Finland. He has a long management experience in industry ranging from R&D to manufacturing and sales management as well as business line and business development responsibilities. During his consulting career in Vectia Ltd. and Talent Ltd. he has consulted since year 2000 a number of leading international companies in the ITC, electronics, metals, machinery, construction and paper & pulp industries in customer oriented strategy, solution business development and strategic account management.

Klappentext

Success in solution business starts by accepting that solution business is a separate business model, not simply another product category or an extension of the existing product business. This book identifies the business model areas that firms need to focus on when transforming into solution business. It further organizes these areas into three sets of capabilities and practices: commercialization, industrialization, and solution platforms.

Commercialization refers to a firm's ability to understand customers' value-creating processes and to create solutions that enable improved value creation for customers. It also refers to a firm's ability to sell the solutions and to receive compensation based on customers' value-in-use.

Industrialization refers to a firm's ability to standardize the solution in order to create repeatability and scalability. To support repeatability, firms need to develop common processes so that the solutions can be efficientlyreplicated across regions and time.

A solution platform creates the necessary support for an effective solution-business process. The platform consists of subsets of capabilities related to strategic management, management systems, infrastructure support, and human resources.

Solution Business: Building a Platform for Organic Growth is the first book to take a comprehensive view of success in solution business, and its relevance therefore extends to all functions of firms wanting to become solution providers. It offers advice for strategy planning, business development, research and development, marketing, sales, supply chain management, operations, finance, planning and control, legal matters, and human resources management.

The book is also relevant on many managerial levels. For top management, it provides the agenda for transformation. For functional heads, it illustrates the capabilities that each function needs to develop. For business-unitheads, it shows the areas prone to conflict during the transition towards solution business. And for middle management, it offers a language with which to discuss solution business across functions and regions.

The book will also help you self-assess how ready your organization is for success in solution business.

Zusammenfassung

Success in solution business starts by accepting that solution **business is a separate business model, not simply another product category or an extension of the existing product business. This book identifies the business model areas that firms need to focus on when transforming into solution business. It further organizes these areas into three sets of capabilities and practices: commercialization, industrialization and solution platforms. This is the first book to take a comprehensive view of success in solution business and its relevance theref…