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Das veränderte Einkaufs- und Konsumverhalten vieler Kunden stellt den Einzelhandel vor große Herausforderungen. Dabei scheint besonders die junge Generation Z, die mit dem Internet, sozialen Medien und digitalen Anwendungen aufgewachsen ist, nicht mehr den traditionellen Konsummustern zu entsprechen und erwartet eine Anpassung des Einzelhandels an ihre Bedürfnisse. Um herauszufinden, welche Anforderungen junge Konsumentinnen und Konsumenten an den Einzelhandel stellen und wie sich diese zwischen verschiedenen Generationen unterscheiden, wurden mehr als 300 Personen aller Altersgruppen befragt. Zu den Schwerpunkten der Untersuchung zählten das Einkaufsverhalten, die Personalisierung von Kommunikation und Angeboten sowie die Nutzung digitaler Services und Technologien im Einzelhandel.
This paper aims to apply the basics of the Service-Dominant Logic, especially the concept of creating benefits through serving, to the stationary retail industry. In the industrial context, the shift from a product-driven point of view to a service-driven perspective has been discussed widely. However, there are only few connections to how this can be applied to the retail sector on a B2C-level and how retailers can use smart services in order to enable customer engagement, loyalty and retention. The expectations of customers towards future stationary retail develop significantly as consumers got used to the comfort of online shopping. Especially the younger generation—the Generation Z—seems to have changed their priorities from the bare purchase of products to an experience- and service-driven approach when shopping over-the-counter. To stay successful long-term, companies from this sector need to adapt to the expectations of their future main customer group. Therefore, this paper will analyse the specific needs of Generation Z, explain how smart services contribute to creating benefit for this customer group and how this affects the economic sustainability of these firms.
A key objective of this research is to take a more detailed look at a central aspect of resilience in small and medium-sized enterprises (SMEs). A literature review and expert interviews were used to investigate which factors have an impact on the innovative capacity of start-ups and whether these can also be adapted by SMEs. First of all, it must be stated that there are considerable structural and process-related differences between start-ups and SMEs. These can considerably inhibit cooperation between the two forms of enterprise. However, in the same context, success factors and issues in the start-up sector could also be identified that can improve cooperation with SMEs. These and other findings are then discussed in both an economic and an academic context. This article was written as part of the research activities of the Smart Services Competence Centre (proper name: Kompetenzzentrum Smart Services), a central contact point for all questions in the area of smart service digitalization in Baden-Wuerttemberg. Here, companies can obtain information about various digital technologies and take advantage of various measures for the development of new ideas and innovative services (Kompetenzzentrum Smart Services BW: Über das Kompetenzzentrum, 2021).
As one of the most important branches of the industry in Germany and
the European Union, the mechanical and plant engineering sector is confronted with fundamental changes due to ever shorter innovation cycles and increased competitive pressure. This makes it even more important to increase the level of service components in business models with a low service level, which are still frequently found in SMEs. This paper is dedicated to the changes that the individual components of a business model have experienced and will experience. Special attention is paid to economic sustainability, since service business models can also positively influence the long-term nature of a business. Seven interviews conducted with relevant companies serve as the empirical basis of this paper. The analysed effects of smart services and active customer integration are structured and summarized within the three pillars of every business model (value proposition, the value creation architecture and the revenue mechanic).
