3. Key capabilities in providing cu

3. Key capabilities in providing customer
solutions
Several different categorizations of capabilities that are
important for firms providing customer solutions have been
suggested in the extant literature (Mo¨ ller and To¨rro¨nen,
2003; Brady et al., 2005; Storbacka, 2011; Ulaga and
Reinartz, 2011). Ulaga and Reinartz (2011) identify five
distinctive capabilities that goods-focused manufacturing
companies consider most important in developing successful
solution offerings:
1 service-related data processing and interpretation
capability;
2 execution risk assessment and mitigation capability;
3 design-to-service capability;
4 hybrid offering sales capability; and
5 hybrid offering deployment capability.
Storbacka (2011) identifies 12 capability categories, and 64
capabilities pertinent to the effective management of solution
business. Among these are capabilities such as customer value
assessment, modular solution development, platform
planning, and solution intelligence development (Storbacka,
2011). By integrating the capability categorizations suggested
in prior research and reviewing the literature on customer
solutions, we delineate four different sets of capabilities that
relate to customer solutions:
1 business consulting capabilities;
2 systems integration and project management capabilities;
3 operational service capabilities; and
4 value assessment capabilities.
Business-consulting capabilities, referring to the ability to
understand customers’ problems and being able to evaluate
alternative solutions are considered essential for firms
providing customer solutions (Brady et al., 2005; Davies
and Brady, 2000; Liu and Leach, 2001). Several studies
indicate that solution suppliers must develop a deep
understanding on their customers’ business processes and
provide information that aids customers to take intelligent
action (e.g. Helander and Mo¨ ller, 2008; Liu and Leach, 2001;
Shepherd and Ahmed, 2000). These capabilities specifically
relate to the requirements definition phase of solution delivery
(Tuli et al., 2007).
Systems-integration capabilities and project management
capabilities are essential in the solution design and
implementation phases (Tuli et al., 2007; Brady et al., 2005;
Davies and Brady, 2000). The former refers to the supplier’s
ability to design and integrate systems composed of internally
and externally developed hardware, software, and services,
whereas the latter includes integrating organizational
functions, acquiring, managing and re-allocating resources
during the project life cycle, and using tools and techniques
that support its successful completion (Davies and Brady,
2000). In addition to strong technical systems-engineering
abilities, systems-integration capability also includes the
ability to mobilize network actors in order to exploit
technological capabilities possessed by other firms (Cova
and Salle, 2008; Davies et al., 2007).
Operational service capabilities in the post-project phase
refer to the ability to maintain, operate, upgrade, and renovate
a product through its operational life cycle (Brady et al., 2005;
Ceci and Prencipe, 2008; Davies and Brady, 2000). Complex
systems and solutions are typically complemented with
supportive services (Ceci and Prencipe, 2008), and buyers
are increasingly requesting offerings whereby the supplier
takes full responsibility for the product’s operation on the
buyer’s behalf (Stremersch et al., 2000; Windahl and
Lakemond, 2010). This requires profound partnering skills
from the supplier, as the value of service-based offerings is
often co-created with the buyer (Windahl and Lakemond,
2010).
Value assessment capabilities refer to the ability to estimate,
document, and demonstrate the monetary value and business
benefits of the solution to the customer (Payne and Holt,
2001; Sawhney, 2006; To¨yta¨ri et al., 2011). Such capabilities
are highly critical in creating credible value propositions for
customers and obtaining an equitable return on the delivered
customer value (Anderson et al., 2006; Sawhney, 2006). The
value proposition explains the relationship between the
performance of the solution, the fulfillment of the
customer’s need, and the total cost to the customer over the
relationship life-cycle (Knox et al., 2003). To determine
whether the value proposition is likely to result in superior
customer experience, the company should undertake a value
assessment that quantifies the relative importance placed by
customers on the various attributes of a solution (Payne and
Frow, 2005). In addition, the supplier needs to develop a
thorough understanding of the customers’ operations and
how their costs and returns are influenced by the supplier’s
solution and services.
In sum, to excel in providing customer solutions, industrial
suppliers must pay careful attention to the development and
acquisition of the aforementioned capabilities.
4. Methodology
To examine the brand positioning strategies of firms that
provide customer solutions,

Results (Indonesian) 1:

3. kunci kemampuan dalam memberikan kepada pelanggansolusiKategorisasi berbeda beberapa kemampuan yangpenting bagi perusahaan-perusahaan menyediakan solusi pelanggan telahdisarankan dalam literatur wujud (Mo¨ ller dan To¨rro¨nen,2003; Brady et al, 2005; Storbacka, 2011; Ulaga danReinartz, 2011). Ulaga dan Reinartz (2011) mengidentifikasi limakemampuan khas yang barang berfokus pada manufakturPerusahaan menganggap terpenting dalam pengembangan suksespersembahan solusi:1 layanan yang berhubungan dengan pengolahan data dan interpretasikemampuan;2 eksekusi risiko penilaian dan mitigasi kemampuan;3 desain-untuk-layanan kemampuan;4 hibrida menawarkan kemampuan penjualan; dan5 hibrida menawarkan penggunaan kemampuan.Storbacka (2011) mengidentifikasi kemampuan 12 kategori, dan 64kemampuan yang berkaitan dengan manajemen yang efektif solusibisnis. Di antaranya adalah kemampuan seperti nilai pelangganpenilaian, pengembangan solusi modular, platformPerencanaan dan pengembangan solusi intelijen (Storbacka,2011). dengan mengintegrasikan kategorisasi kemampuan yang disarankandalam penelitian sebelumnya dan meninjau literatur pelanggansolusi, kami menggambarkan empat set yang berbeda kemampuan yangberhubungan dengan pelanggan solusi:1 bisnis konsultasi kemampuan;2 sistem integrasi dan kemampuan manajemen proyek;3 kemampuan operasional Layanan; dan4 nilai penilaian kemampuan.Kemampuan konsultasi bisnis, mengacu pada kemampuan untukmemahami masalah dan mampu untuk mengevaluasi pelanggansolusi alternatif dianggap penting bagi perusahaan-perusahaanmenyediakan solusi pelanggan (Brady et al, 2005; Daviesdan Brady, 2000; Liu dan Leach, 2001). Beberapa studimenunjukkan bahwa solusi pemasok harus mengembangkan yang mendalampemahaman tentang proses bisnis pelanggan mereka danmemberikan informasi yang membantu pelanggan untuk mengambil cerdastindakan (misalnya Helander dan Mo¨ ller, 2008; Liu dan Leach, 2001;Gembala dan Ahmed, 2000). Kemampuan ini khususberhubungan dengan tahap definisi persyaratan pengiriman solusi(Tuli et al., 2007).Kemampuan integrasi sistem dan manajemen proyekkemampuan penting dalam desain solusi danfase implementasi (Tuli et al., 2007; Brady et al, 2005;Davies dan Brady, 2000). Yang pertama merujuk kepada pemasokkemampuan untuk merancang dan mengintegrasikan sistem terdiri dari internaldan eksternal maju hardware, software, dan layanan,sedangkan yang terakhir meliputi mengintegrasikan organisasifungsi, memperoleh, mengelola dan mengalokasikan kembali sumber dayaselama siklus hidup proyek, dan menggunakan alat-alat dan teknikyang mendukung berhasil menyelesaikan (Davies dan Brady,2000). Selain teknis sistem kuat-engineeringkemampuan, kemampuan integrasi sistem juga mencakupkemampuan untuk memobilisasi jaringan aktor untuk mengeksploitasikemampuan teknologi yang dimiliki oleh perusahaan lain (Covadan Salle, 2008; Davies et al., 2007).Kemampuan operasional dalam fase pasca proyekmerujuk pada kemampuan untuk mempertahankan, beroperasi, upgrade, dan merenovasiproduk melalui siklus kehidupan operasional (Brady et al, 2005;Daridaiman dan Prencipe, 2008; Davies dan Brady, 2000). Komplekssistem dan solusi biasanya dilengkapi denganLayanan Dukungan (daridaiman dan Prencipe, 2008), dan pembelisemakin meminta persembahan dimana pemasokmengambil tanggung jawab penuh atas operasi produknama pembeli (Stremersch et al., 2000; Windahl danLakemond, 2010). Ini memerlukan keterampilan kemitraan yang mendalamdari pemasok, sebagai nilai dari layanan berbasis persembahan adalahsering diciptakan bersama dengan pembeli (Windahl dan Lakemond,2010).Nilai penilaian kemampuan merujuk pada kemampuan untuk memperkirakan,dokumen, dan menunjukkan nilai moneter dan bisnismanfaat dari solusi untuk pelanggan (Payne dan Holt,tahun 2001; Sawhney, 2006; To¨YTA¨RI et al., 2011). Kemampuan tersebutsangat sangat penting dalam menciptakan kredibel nilai proposisi untukPelanggan dan mendapatkan hasil yang adil pada yang diserahkanNilai pelanggan (Anderson et al., 2006; Sawhney, 2006). Theproposisi nilai menjelaskan hubungan antarapelaksanaan solusi, pemenuhankebutuhan pelanggan, dan total biaya kepada pelanggan atashubungan siklus hidup (Knox et al., 2003). Untuk menentukanApakah proposisi nilai mungkin mengakibatkan superiorpengalaman pelanggan, perusahaan harus melakukan nilaipenilaian yang quantifies relatif pentingnya ditempatkan olehPelanggan di berbagai atribut solusi (Payne danFrow, 2005). Selain itu, pemasok kebutuhan untuk mengembangkanpemahaman mendalam tentang pelanggan operasi danBerapa biaya dan pengembalian mereka dipengaruhi oleh pemasoksolusi dan layanan.Singkatnya, untuk unggul dalam menyediakan solusi pelanggan, industripemasok harus membayar perhatian untuk pengembangan danakuisisi kemampuan tersebut.4. metodologiUntuk memeriksa merek posisi strategi perusahaan yangmemberikan solusi pelanggan,