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A recent FSN Research report has revealed that despite many companies that had embraced outcome-based services being hurt by he pandemic even more than their peers who had yet to embrace more advanced service strategies, the fact is the shift to servitization has continued to gain momentum.
However, the pandemic has brought forward something that was less prevalent before, the greater difference in service delivery across industry verticals. Some sectors such as the print/copy market for example, have comfortably moved to a remote-service-as-a-default approach with relative ease after the disruption of the pandemic drove the change. In other sectors such as construction, this is ultimately an almost impossible task.
While on the surface these may see, like two separate discussions in our industry, if we take a step back and consider some of the other details in the broader picture they may in fact lead to an important realisation.
Given that servitization relies heavily both on trust and subject matter expertise, and the essential mechanics of servitization are an exchange of risk for greater profit – should we be leaning into vertically aligned service expertise. Especially considering we may be beginning to see a splintering of service approaches across different industry verticals. Could it be that we will see more vertically separated approaches to service as a natural result of the sudden wealth of technology that has emerged within the last decade?
Also, what does this mean in terms of the solutions and platforms we utilise? If we as service providers are to embrace vertically differentiated expertise – should we be building our business ecosystems with technology partners who can offer similar insights to us as well?