Abstract
Managing industrial services holds several challenges arising from the interdependencies and, even more, the possible trade-offs with the traditional goods-centric business and the legacy organization of a manufacturing company. The main challenges include conflicts between the product and service department and that service management requires more structure and sound processes. Consequently, manufacturers must professionalize their industrial service management. The purpose of the book at hand is to support manufacturing companies in this endeavor, so we developed a management framework consisting of the most important parts of a professional service business. The tripartite framework described in this chapter serves as a guide for practitioners and the readers of the book likewise.
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