Product Services Portfolio: Strategic and Marketing Insight:

Valeria Mathieu, IAE Aix-en-Provence, FRANCE

Abstract

This article is based on a pragmatic classification of product services: a service supporting the supplier's product is opposed to a service supporting the client's action in relation to the supplier's product. These two kind of services are discussed and compared on three main dimensions: the sources of competitive advantage, the predominant variables of the service marketing mix, and the globalization potential.

Introduction

Traditionally, the dominant strategy in industrial markets uas focused on product excellence. The attention is now shifting from just selling to customers to serving them effectively (Parasuraman 1998). In the past, manufacturing companies lariieK limned their service offering to repair, maintenance, and complaint handling, and for many \ears. the manufacturing field perceived service ab a harmless neeessit) (Drueker l%2j. Tuda>, manufacturing companies are realizing that they can reinforce their competitive positions by implementing service strategy (Berry and Parasuraman 1991: Bitner 1997). Consequently, the service challenge within the manufacturing sector has received an increasing attention both in business practice and in marketing literature. However, now the strategy for product services has arrived at a sort of maturity stage, and Levitt's famous provocation (1972) appears to be true: everybody is in the service generic business. Consequently, it is no longer enough for manufacturing firms just to offer some generic kind of service in order to ensure a competitive advantage. Since all firms offer service to varying degrees, some authors stress the importance of dealing with service strategy more pro-actively (Samli, Jacobs and Willis, 1992; Frambach et a/., 1997). Additionally, Parasuraman (1998) points out that research is needed to uncover and understand the conditions under which superior service is likely to be a source of sustainable competitive advantage.

By challenging the traditional perspective of product services in the business marketing literature, the article aims to improve both the understanding and the management of the product services portfolio of manufacturing firms. Based on an original classification system that isolates and compares two types of product services, services that support the supplier's product and services that support the client's action in relation to the supplier's product, the article develops a series of propositions in order to deal more effectively with the variety of product services offering. After presenting this classification scheme, the two kind of product services will be compared regarding the sources of competitive

1 Valeric Mathieu, IAE Aix-en-Provence, 13540 Puyricard, FRANCE,.Tel: 33 4 42 28 08 08 Fax: 33 4 42 28 08 00, e-mail: xjjM!.].!.^.h^k!l!..v:<l!.x,ir

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advantage, the dominant variables of the service marketing mix. and the globalization potential.

Presentation ol the product services portfolio

Hunt (1976) demonstrated the importance of classification schemes in marketing. More recently. Parasuraman (1998) has claimed the importance of research focused on refining the classification and enhancing the understanding of customer service The proposed portfolio of product services is both a classification scheme challenging the traditional classifications, and a managerial tool useful at a specific company level embracing the diversity of its service offerings.

The outstanding classification of product services is based on whether the sen ice is offered before, during, or after the sale (Lalonde and Zinszer 1976). This classification may be attacked at least on three main points. First, this classification fits quite well with the traditional approach of industrial buying (transaction-oriented), but it is less relevant within the interactive paradigm where each sale is approached as an episode of a long- lasting relationship between the buying firm and the selling firm. As a matter of fact, according to the logic of the interactive approach each after-sale service may be considered as a potential before-sale service for a next sale episode. Second, other classification schemes have been recently proposed. In particular, Frambach el ai (1997) have proposed that product services can be classified as either transaction related or relationship related. Third, literature has stressed the distinction between a traditional service such as after-sale services, and a more advanced one (C espedes. 1994) such as information technology consulting. Burger and Cann (1995) feel that the traditional services such as guarantees and maintenance are no longer enough, hven if suppliers must keep offering traditional product services, they must also consider the ever- increasing customer expectations and design service solutions that respond to them (Lanciom 1995). Consequently, original classification of product services may contribute to regenerate the traditional approach. Classification of product services can gain insights from both services classification and business services classifications.

The goods vs. services marketing debate is characteristic of the early publications in the services marketing literature (Fisk et ai. 1993). Now, research is more focused on ho\\ services differ among themselves (Bowen 1990; Ghose 1994; Cunmngham et al. 1997). Various classification schemes have been suggested for services (Judd, 1964; Rathmell, 1974; Shostack, 1977; Hill, 1977), but Lovelock's classification (1983) is acknowledged to focus more on strategic insights than on operational aspects (Bateson 1995). The classification proposed by Lovelock is based on two fundamental questions: At whom (or what) is the activity directed? And is this activity tangible or intangible? The first question makes a distinction between services for people (e.g., passenger transportation, health care, fitness centers, etc.), and services for people's possessions (e.g., freight transportation, repair and maintenance, warehousing, etc.).

In the businee to business field, one of the very first classifications considers four different types of services (Aljian and Farrel 1982): professional, facilities and

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equipment-related, personnel-related, and labor and craft services. Recently, Jackson et al. (1995) distinguished maintenance, repair, and operation services (referred to as MRO services) from production services, and Boyt and Harvey (1997) classified industrial services into elementary services, intermediate services, and intricate services. However, according to Fitzsimmons et al. (1998), these different classifications are not powerful enough in order to categorize all business services, and to recognize unique aspects of industrial purchasing decisions. Consequently, these authors have proposed expanding Lovelock's typology of service recipients to include the business process.

The product services portfolio proposed in this article makes a distinction between a service which supports the supplier's product (hereinafter termed SSP). and a sen ice which supports the client's action in relation to the supplier s product (hereinafter termed SSC). The purpose of an SSP is limited to fixing problems directly and clearly related to the supplier's product. For example, maintenance services fix quality problems on supplier's product, and physical distribution fixes problems related to the transportation of supplier's product. On the contrary, an SSC is focused on the client's process, and aims to fix problems on the client's side. For example, when the supplier helps the client design his own application, the focus is more on the client than on the supplier's product. A training service may be approached by the same way: the goal of training is to enhance the client's ability to use the supplier's product. SSP fits the traditional view of a service offering in the business market, whereas SSC requires a more advanced perspective of the product services offerings. The purpose of this classification is to emphasize that marketers of advanced services require intimate knowledge of the client's operations and how the service will support core activities. For advanced services, we argue that the supplier's work concerning the service offer never really ends: the mission is not just to make the product work but to help the client maximize all the different actions and processes that are associated with the supplier's product. This classification is a constructive answer to the emerging criticism addressed to the traditional classification, by promoting a more innovative approach of product services strategy. Moreover, it is coherent with the dominant service classifications based on the service recipient (i.e., people YS people's possessions), and integrated in the business to business field by Fitzsimmons et al. (1998). As table 1 illustrates, SSP and SSC can be compared on three main dimensions: the sources of competitive advantage, the predominant variables of the service marketing mix, and the globalization drivers. The following parts discuss these three dimensions and their implications on product services management.

The product services portfolio and the sources of competitive advantage

Product services offering makes the manufacturing company enter a new competitive field, meaning the service providing field. As a result, in order to get efficient in this new competitive environment, the manufacturing firm must build its own competitive advantage, meaning achieving superior performance. Literature has suggested that competitive advantage in service industries reveals some specificity, and that the type of service has a moderating effect (Bharadwaj et al. 1993). Consequently, it is safe to question the meaning of competitive advantage for the two types of product services discussed in this article. Literature focuses on questioning more the specificity of

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resources and skills for achieving competitive advantage in services than the uniqueness of competitive advantage in services (Bharadwaj ct nl. 1^; Malthyssens and Vandenbempt 1998). This is the reason why this section discusses the skills and resources that are the more likely to drive at competitive advantage for product services activities.

Direct recipientSources of competitive advantage

Predominant variables of the service marketing mixGlobalization potential

Service Supporting the Supplier's Product

ProductEconomies of scale

Linkages between product and service activities

Physical evidence Process

Market drivers Cost drivers

Service Supporting theClient's Action in relation to

the supplier's productPeople

Organizational CultureReputation

RelationshipPeople

Weaker potential

Table 1 Product services classification

The bulk of SSP is connected to physical distribution and technical support. The delivery of these services heavily depends on equipment such as trucks, warehouses, and computerized systems for physical distribution, or technical fittings for technical support. Additionally, new technologies have reshaped many of these services (e.g., remote diagnostic, remote repair and assistance, impact of IT on logistics). On the contrary, deep and serious solutions to client's problems call for a high involvement of supplier's employees (e.g., engineers from R&D and production departments). Consequently, most of the SSP are equipment-intensive, whereas most of the SSC are people-intensive (a continuum would best represent this opposition). Literature has suggested a positive relationship between the extent of equipment of a service industry and the importance of economies of scale as a source of competitive advantage (Bharadwaj et al. 1993). Additionally, Qumn and Gagnon (1986) have pointed out that the application of new technologies in service industries has permitted firms to realize significant scale economies. On the other hand, because SSP deals with problems and issues related to supplier's product, whereas SSC deals with problems and issues related to client's process, it is easier for the supplier to standardize SSP than SSC. Now, it is acknowledged that standardization of products or processes is an essential condition for entering cost advantage strategies.In summary, owing to different characteristics of SSP (equipment-intensive, relevance and application of new technologies, potential for standardization), and SSC (people intensive, weaker potential for standardi/ation). the following proposition is formulated:

PI. Economics of scale are a source of competitive cost advantage more relevant for SSP than for SSC.

Literature has proposed that the greater the people intensity of a service mdustrv. the greater the importance of culture as a source of competitive advantage (Bharadwaj et al. 1993). Indeed, the more the service delivery depends on the service employees, the more

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employees' behavior is essential in the customer's evaluation. Deshpande and Webster (1989) defined organizational culture as "the pattern of shared values and beliefs that help individuals understand organizational functioning and thus provide them v\ ith the norms for behavior in the organization". Strong culture can help attain a shared vision and goal congruence among employees to meet organizational goals (Wilkms and Ouchi 19*3). empower employees (Pascale 1985), and manage service quality (Schneider and Bowen 1995). Because most of the SSP are equipment-intensive, wherein most of the SSC are people-intensive, we suggest:

?2- Culture is a source of competitive advantage more relevant tor SSC than tor SSP.

Based on a classification of properties of offerings proposed by economists (Nelson 1970; Darby and Kami 1973), service marketing literature has traditionally opposed goods to services on their evaluation processes (Zeithaml 1981). Three different types of attributes are usually discussed: search qualities, experience qualities, and credence qualities. The attributes that customers use to evaluate tangible goods are mostly search qualities, properties that can be evaluated by the client before the sale is made (i.e., color, price, style, size). Most of the services possess a greater number of experience qualities, properties that can be evaluated only after the purchase (i.e., taste, wearability). Some extreme services (i.e., medical surgery, lawyer's services) are characterized by credence qualities, attributes that the consumer may find impossible to evaluate even after purchase and consumption. Offerings high in search qualities are the easiest to evaluate, whereas offerings high in credence qualities are the most difficult to evaluate. When clients experience difficulties in evaluating the service provider and the quality of service offering, they will be forced to reduce this perceived risk by relying on service tangible clues, supplier's reputation and image (Rust et al. 1996, p. 19). It has also been suggested that the greater the experience and credence attributes of a service, the greater the importance of relationships as a source of competitive differentiation advantage (Bharadwaj et al. 1993). Relationships lower the perceived risk (Crosby and al. 1990). by establishing strong social and personal ties \\ith consumers (Czepiel 1^90). Because most of the SSP are dedicated to fix problems with supplier's product, the client ma\ easil\ evaluate the service after the delivery (i.e., delivery within the required time, a machine repaired). On the contrary, because SSC aims to help the client maximize all the different actions and processes that are associated with the supplier's product, the client may have some difficulties to evaluate the service even after the delivery. In this case, the client has to believe that his supplier has done his best to improve the process. Consequently, SSC is more associated with credence attributes. This opposition is consistent with Fitzsimmons et al. (1998) who propose that as the focus of service moves from property to people and process, the service becomes more difficult to evaluate. However, from a conceptual point of view, it is again more comfortable to represent this opposition through a continuum. The intensity of the relationship is expected to be lower for an SSP than for an SSC, regarding the potential number of people and departments involved, the level of involvement between parties, and the importance of commitment-trust between parties.

P3a : Reputation is a source of competitive advantage more important for SSC than for SSP

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P3iv Relationships are a source of competitive advantage more important for SSC than for SSP.

SSP focuses on supplier's product whereas SSC focuses on client's problem. Therefore, it can be argued that SSP is closer to the traditional supplier's competence than SSC is. In particular, the supplier may rely on his product knowledge in delivering SSP. For example, advanced maintenance, called preventive maintenance, is often based on an innovative design of the product. Consequently, the extent of linkages between goods and service activities is an important source of competitive advantage in the case of an SSP. The suppliers get the opportunity to capitalize on their expenences, their expertises, and their controls on the manufacturing process to build a strong SSP.

P4 : Linkages between goods and service activities are a source of competitive advantage more important for SSP than for SSC

This part has proposed to oppose an SSP to an SSC regarding the sources of competitive advantage (table 1). Economies of scale and linkages bemeen product and service activities are the most relevant sources for an SSP Organizational culture, reputation, and relationship are more relevant in the case of an SSC

The product services portfolio and the services marketing mix

The marketing mix contains the main variables that a firm can use for satisfying its target market (McCarthy and Perreault 1987, p.35). Because of the distinguishing characteristics of services, Booms and Bitner (1981) proposed an expanded marketing mix for services consisting of the four traditional elements (product, price, place, promotion) and three new ones: physical evidence, people, and process. People are defined as "all human actors who play a part in service delivery and thus influence the buyer's perceptions; namely, the firm's personnel, the customer, and other customers in the service environment" (Zeithaml and Bitner 1996, p.26). Physical evidence is approached as "the environment in which the service is delivered and where the firm and customer interact, and any tangible components that facilitate performance or communication of the service" (Zeithaml and Bitner 1996, p.26). Process contains "the actual procedures, mechanisms, and flow of activities by which the service is delivered- the service delivery and operating systems" (Zeithaml and Bitner 1996. p.27). Although the service marketing mix has initially referred to the consumer market, it is sate to extend it to the business market. In particular a recent qualitative survev in the field of business services (Mathyssens and Vandendempt 1998) has suggested that people, physical evidence (e.g.. brochures and interactive Internet sues), and process (e.g.. ISO and FFQM quality standards) are important variables in providing value to the clients

An important part of the delivery process is based on se\cral tangible components in the case of a SSP, whereas this part is less important in the case of a SSC'. This is coherent with the preceding discussion approaching SSP as equipment-based sen ices and SSC as people-based services. For example, the delivery process of physical distribution is based on trucks, packaging, uniforms of drivers. In the case of technical support the tangible components are technical fittings, or hardware that field engineers may use and carry.

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Consequently, physical evidence is expected to play a greater role in the clients evaluation of an SSP than in the evaluation of an SSC.

P>: The role of physical evidence is greater in the SSP evaluation and performance than in the SSC evaluation and performance.

On the contrary, SSC performance is largely more based on people. Because SSC deals with client's problem, both technical and relational skills are important for achieving a high service performance. Technical skills are essential for designing and implementing solutions to client's problem, but relational skills equally are fundamental in order to establish the trust climate for discussing complex and often strategic problems. Three kinds of people must be distinguished: the supplier's employees, the mam people in contact within the client's organization and other people from the client's organization susceptible and inclined to impact service performance (through active or passive participation in the service delivery process).

PG: The role of people is greater in the SSC evaluation and performance than in the SSP evaluation and performance.

SSP is naturally more customized (due to a certain level of recurrence among problems from supplier's product) than SSC is (due to the uniqueness of client). Additionally, standards of efficiency for SSP are closely connected to rapidity (i.e., quick delivery time, quick answer to a technical problem on supplier's product). On the contrary, SSC' is less sensitive to such a criteria because the service is often defined in a longer perspective (both clients and suppliers agree that it may take time maximizing all the different actions and processes that are associated with the supplier's product). Consequently, process, and especially the technical side of this process (operational flow of activities, standardization of the process, use of information technology), is essential for providing the efficient and seamless service expected in the case of the SSP.

?-/: The role of process is greater in the SSP evaluation and performance than in the SSC evaluation and performance.

This part has suggested opposing an SSP to an SSC regarding the predominant variables of the service marketing mix (table 1). The predominant variables are physical evidence and process in the case of an SSP, whereas this is people for an SSC.

Globalization of product services portfolio

The necessity to figure out global issues related to product services portfolio stemmed from a basic and simple observation: both service and globahzation characterize maturity strategies. When technological superiority is more and more difficult to maintain as a lasting strategy (Lele 1986 ; Gronroos 1990, p. 15-17), and when low price as a differentiating strategy is also challenging (Zeithmal and Bitner 1996), one of the tew remaining competitive strategy is closely connected to the development of a service strategy (Vandermerwe and Rada 1988 ; Bowen et al. 1989 : Roscitt and Parquet 1990). On the other hand, maturity in domestic markets also push firm to expand globally (Hutt and Speh 1998, p. 262). Consequently, most of the manufacturing firms implementing service strategy must be concerned by service globalizalion. Definite!), one of the very

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issues is to question whether there exist or not a potential for globalizing service activities.

A global strategy means the worldwide integration of strategy formulation and implementation. Such a strategy is "appropriate for global industries which are defined as those in which a firm's competitive position in one national market is significantly affected by its competitive position in other national markets" (Hout el c// 19S2). Such interactions between a firm's positions in different markets ma\ arise from scale benefits or from the potential of synergies or sharing of costs and resouiees across markets. However a global strategy is also proactive in the sense that scale and synergy effects may often be created by strategic actions of companies. Although globahzation has initially referred to the manufacturing sector, interest is emerging concerning the applicability and specificity of globahzation in the service sector (Mathe and Perras 1994 ; Lovelock and Yip 1996). Globahzation potential depends on globahzation drivers and these drivers are industry specific. Four categories of industry drivers favor globahzation (Yip 1995): market drivers, competition drivers, cost drivers, and government drivers. Market drivers depend on the nature of client's behavior, and the more client's needs are common across countries the greater the potential for globahzation. Competition drivers refer to the existence of global competitors. Cost drivers mean the presence of global scale economies. Government drivers illustrate favorable trade policies. Because it is admitted that these different drivers are industry specific, it is relevant to discuss them regarding globahzation potential of SSP vs. SSC. The propositions focus on the two most important drivers: market drivers and cost drivers.

An important component of market drivers is related to the existence of global customers searching the world for suppliers. On one hand, global customers are much more important in business to business markets than in consumer markets. On the other hand. global customers have been recognized of particular significance to many service industries (Lovelock 1996, p.541). However SSP and SSC differ regarding this specific driver. Because SSP supports the supplier's product, the issue of its globahzation is closely related to the globalization potential of the supplier's product. On the contrary, SSC supports the client, then its globalization is connected to the globahzation potential of the client's problem (in relation with the supplier's product). Now, the globalization product is an intense trend in many manufacturing sectors, whereas SSC is by definition more customized, and so less global. It is safe to suggest that globalization potential is higher for supplier's product than for client's problems.

P 8 : From a broad point of view, market globalization drivers are more significant for an SSP than for an SSC.

P9 : The greater the globalization of the supplier's product, the greater the potential globalization of the SSP.

One of the main cost drivers is related to global economies of scale. They apply when single-country markets are not large enough to allow competitors to achieve optimum scale. Scale can then be increased through participation in multiple markets, combined with product standardization and/or concentration of selected value activities. Owing to the decentralization of the service production process to a local level, the people as part

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of the process, and the inseparability of production and consumption, the potential for achieving a competitive cost advantage by exploiting economies of scale has traditionally been viewed as modest in services. Nevertheless, opportunities for exploiting scale economies are significantly greater in equipment-based service industries, than in people- based service industries (Bharadwaj et al. 1993). Service firms can also achieve economies of scale by centralizing service production facilities with decentralizing customer-contact, or centralizing some activities and localizing others. This centralization may be supported by the application of new technologies (e.g., remote diagnostic and maintenance). Considering that SSP is equipment-based whereas SSC is people-based, and that former is more standardized than latter, we suggest:

PIO: From a broad point of view, global economies of scale are a globalization driver more relevant for an SSP than for an SSC.

This last part has approached the globalization potential of product services (table 1). It appears that this potential is higher for an SSP than for an SSC Moreover, it has been proposed that global economies of scale are potentially ereater for an SSP than for an SSC

Concluding comments

Broadly, the article has aimed to contribute to the field of product services and to increase the knowledge concerning the meaning and the management of such service offerings. Based on an original classification of product services, we have developed a series of propositions dealing more effectively with the variety of product services offerings. This article leans on the distinction between a service supporting the supplier's product (SSP) and a service supporting the client's action in relation to the supplier's product (SSC). The propositions compares the SSP and the SSC on three main dimensions: the sources of competitive advantage, the predominant variables of the service marketing mix, and the globalization potential. First, we have proposed that economies of scale and linkages between product and service activities are the mam sources of competitive advantage for SSP, whereas these sources are more connected to organizational culture, reputation, and relationship in the case of SSC. Second, the predominant variables of the SSP marketing mix are physical evidence and process, whereas people are predominant in the case of the SSC. Lastly, globalization potential is suggested to be greater for SSP than for SSC.

This article is a first contribution to the understanding of basic issues acknowledged to he neglected by literature: product services offerings, strategie emphasis in services, and globalization of services. Obviously, this contribution is on!\ conceptual, and more additional research is needed, in particular empirical research.

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