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Top1. Introduction
We are facing globalization. Hence, the sustainable competitiveness of manufacturing companies is important in supporting economic growth and the creation of new employment. This can be made, for instance, through the delivery of added value product-services. Therefore, manufacturing companies are challenged to compete in terms of added value, achieving supremacy in the markets, since purely cost-based competition is not compatible with the goal of maintaining social and sustainability values (Brady et al., 2005; Cooka, 2006). The added value is related to the company’s ability in delivering customer-focused solutions, adding, for example, services into their core products. This trend, servicing of manufacturing, is getting more importance in our global economy (Bates et al., 2003; Rothenberg, 2007; Vasantha et al., 2011). To support this trend, companies call for new methodologies, to drive them into a paradigm shift, i.e., from considering independently products and services, to start considering them integrated (Baines et al., 2012). The clear understanding of ‘Product-Service Systems’ (PSS) allows companies to shift their businesses, initially focused in the design and delivery of products, to start delivering systems of product-service (Manzini & Vezzoli, 2002). indeed, companies are becoming more responsible in maintaining product’s life-cycle (Meyer et al., 2013) and consequently, a whole life-cycle’s business model (BM) is required and imperative (Aurich et al., 2006). With PSS, customers have more customized offers, with a higher quality and new functionalities (Maussang & Zwolinski, 2009).