Maintenance services are still core for most companies. With data, there is a lot of opportunities to improve value:
If uptime is already above 90%, there probably is not much opportunity to improve uptime in a viable way. Cost may increase exponentially, and how much will your customers be willing to pay for a few more percent points?
Value drivers could be:
More predictable downtime, enabling better planning of downtime and operations.
Reducing the cost of maintenance by improving efficiency and productivity through planned and predictive maintenance as well as better upfront diagnostics and planning for maintenance jobs.
Operational data can enable high-value operational performance improvement services.
Capturing and processing timely performance data of the entire process.
Helping your customers to translate that data into valuable insights.
Value drivers could be:
Reduction of lost production.
Improving OEE.
Achieving ESG / sustainability goals.
Supporting a more circular operating model for your customers.
The portfolio of offerings should allow:
You to offer different solutions to different customer segments.
Your customer's journey to start from the basics and gradually grow to more advanced solutions.
Customers need to develop their understanding and their way of working.
Customers need to build trust in your services and capabilities to deliver.
Customer needs are not easy to identify.
Customers are on a journey as well. So, they may not be able to articulate their (future) needs yet.
Establish your company as a thought leader with a strong vision for the industry's future. This may involve educating your customers.
You should segment customers on their needs, not their size, products they bought or commercial potential. A maturity framework could be useful for this, as your customers' needs evolve as their business becomes more mature.
In your customers' organisations, there are different stakeholders with other goals, jobs-to-be-done and therefore, different needs. More advanced value propositions must be promoted and sold to an increasingly more complex decision-making-unit.
As a manufacturer of components, the game could be more difficult. Although, if you can capture data about the entire production line, process or a bigger system, there are opportunities to up your game. Just like Rolls Royce could do business directly with airlines, even-though plane manufacturers put the engine on the plane.
