This paper argues that today's global automotive markets challenge the way that vehicle manufacturers and their suppliers (and their academic observers) conceptualise value creation with complex 'blends' of services and products, an increasingly common basis for revenue generation. It presents two cases from opposite ends of the automotive value chain (a vehicle fleet management service and machine tool manufacturer) as a mechanism for exploring the drivers towards and the underlying nature of the process of 'servitisation'.
|Number of pages||14|
|Journal||International Journal of Automotive Technology and Management|
|Publication status||Published - 2009|
- Fleet operations
- Supply chains