Developing integrated solution offerings for remote diagnostics

TLDR

Existing literature on integrated solutions is critically contrasted with empirical findings. This paper analyzes two manufacturing firms entering condition‑based maintenance to reveal the complex nature of establishing integrated solutions. Using a descriptive comparative case study, the authors gathered 57 thematic interviews and company documents from both manufacturers and customers, first conducting separate studies before comparing them. The study shows that integrated solutions create incremental value through customer‑provider co‑production, that building such businesses requires managing interdependencies across provider components and client relationships, and that the comparative analysis confirmed feasibility, prompting the authors to propose a revised, balanced definition that shifts focus from manufacturers to client businesses.

Abstract

Purpose This paper analyzes two manufacturing firms entering condition based maintenance business reveals the complex nature of establishing integrated solutions. Existing literature on integrated solutions is contrasted critically against empirical findings. Design/methodology/approach Descriptive, comparative case study focuses on solution offerings in two different companies. The data consist of 57 thematic interviews of both manufacturer and customer representatives and company documents. Findings In integrated solutions, value is created incrementally through the customer‐provider co‐production process. Building integrated solutions business requires managing the interdependence of the solution components – both within the provider company and the offering, and between the provider and the client – to enable this collaborative process. Research limitations/implications The case studies were first conducted separately and later compared. However, despite some minor differences in case methodologies, no problems were encountered in the comparative analysis of the data sets. Originality/value The paper departs from the canons of earlier literature as it proposes a revised definition for integrated solution offerings; it emphasizes balanced amalgamation of multiple perspectives instead of just replacing the old ones; it questions the view of solutions development as a straight‐forward implementation process; and it switches perspective from the manufacturer to the business of the client as the main system.