{"id":22464,"date":"2021-03-04T17:30:28","date_gmt":"2021-03-04T16:30:28","guid":{"rendered":"https:\/\/www.regestaitalia.eu\/servitization-from-the-purchase-of-the-good-to-the-use-value-of-the-product\/"},"modified":"2025-06-03T15:33:16","modified_gmt":"2025-06-03T13:33:16","slug":"servitization-from-the-purchase-of-the-good-to-the-use-value-of-the-product","status":"publish","type":"post","link":"https:\/\/www.regestaitalia.eu\/en\/servitization-from-the-purchase-of-the-good-to-the-use-value-of-the-product\/","title":{"rendered":"Servitization: from the purchase of the good to the use value of the product"},"content":{"rendered":"

The transition between simply selling products and providing services is a process that in the B2C world is already underway and well established. Think, for example, in the field of entertainment, of the success of subscription-based streaming platforms, or even the  long-term rental <\/strong>in the automotive world. In the industrial world in general and in manufacturing in particular, there are still many opportunities open today to implement servitization successfully, particularly thanks in part to digital transformation, which allows better control over production and products and also greater flexibility, for example in the provision of advanced after-sales services. <\/p>\n

Servitization is a tool to benefit competitiveness<\/h2>\n

Companies in the manufacturing sector are constantly confronted with an ecosystem in which low-cost manufacturers are the main critical competition. The ability to provide better and advanced services is already known as an opportunity to improve customer retention. Servitization enables the next step, transforming service delivery from a cost item to a revenue opportunity. <\/p>\n

Revenue that can be used to invest in research and development, data collection and management, and generally in creating new opportunities to improve competitiveness in the marketplace by providing new services and improving those provided. To use an overused term, the adoption of servitization triggers a  virtuous circle,<\/em> allowing the company to free itself from the simple logic of cost of the final product, in favor of the quality of the work.<\/p>\n<\/div><\/div><\/div>

How to implement servitization<\/h3>\n

In the definition academic<\/em> servitization, there are three levels that manufacturing companies can offer: basic services<\/strong>, intermediate services<\/strong> and advanced services<\/strong>. In practice on can go from simply providing consumables and spare parts on a periodic contract basis to implementing the  product as a service<\/em>, for example by ensuring its operation.<\/p>\n<\/div><\/div><\/div>

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In this context, the benefits of digital servitization become immediately apparent. By equipping its products with the control and monitoring systems typical of Industry 4.0, for example IIoT sensors, a company can provide a  predictive maintenance<\/a> to customers who are not in a position to implement it themselves, or who prefer to outsource the service.<\/p>\n

The advantages of this approach<\/h3>\n

Competing through services as well as through produced goods enables offers the company many advantages. Among the main ones of the organizational change of servitization include: <\/p>\n