Purpose

Subscription offerings are being hailed as the next service growth engine for companies in both business-to-consumer (B2C) and business-to-business (B2B) markets. The study analyzes how a manufacturing firm can develop and implement a scalable service-based subscription business model for B2C and B2B customers alongside its existing product-centric model.

Design/methodology/approach

A longitudinal case study is conducted, drawing on 25 in-depth interviews with company executives and dealers in key European markets.

Findings

The study outlines an iterative process model for subscription business model innovation. It reveals key events and decisions taken in developing, implementing, and scaling the new business model and how internal and external tensions involving intermediaries arose and were mitigated during the four stages of the process.

Research limitations/implications

The findings highlight the dynamics of business model innovation processes and underscore the importance of organizational learning, collaborative relationships with channel partners, and strategic talent acquisition during business model innovation.

Practical implications

The findings suggest how product-centric firms can implement new service business models alongside existing product models and what this means for partner and customer journey management.

Originality/value

While servitization research predominantly concerns B2B manufacturers, B2C research focuses on digital subscription contexts. The study bridges this divide by investigating the move to subscriptions in both markets.

中文翻译：

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转向订阅：通过消费者和企业市场的商业模式创新实现服务增长

 目的

订阅服务被誉为企业对消费者 (B2C) 和企业对企业 (B2B) 市场中公司的下一个服务增长引擎。该研究分析了制造公司如何在其现有的以产品为中心的模型的基础上，为 B2C 和 B2B 客户开发和实施基于服务的可扩展订阅业务模型。

设计/方法论/途径

根据对欧洲主要市场的公司高管和经销商的 25 次深度访谈，进行了纵向案例研究。

 发现

该研究概述了订阅业务模式创新的迭代过程模型。它揭示了在开发、实施和扩展新业务模式时所采取的关键事件和决策，以及在该过程的四个阶段中涉及中介机构的内部和外部紧张局势如何产生和缓解。

研究局限性/影响

研究结果强调了商业模式创新过程的动态，并强调了商业模式创新过程中组织学习、与渠道合作伙伴的协作关系以及战略人才获取的重要性。

 实际影响

研究结果表明，以产品为中心的公司如何在现有产品模型的基础上实施新的服务业务模型，以及这对合作伙伴和客户旅程管理意味着什么。

 原创性/价值

服务化研究主要关注 B2B 制造商，而 B2C 研究则侧重于数字订阅环境。该研究通过调查两个市场的订阅趋势来弥合这一分歧。