This master’s thesis is a case study concerning after-sales services in the offshore crane industry. The case in question looks at the different service models that TTS Group ASA offers their customers. This company has recently developed a new service model and initiated a pilot project with one of their customers.TTS is a global supplier company with a strong position in the offshore market that over the last couple of years has increased its focus on service. Due to high complexity within offshore equipment, customers have become more dependent on suppliers. They require more service from them, and the new service model is believed to improve service of the offshore cranes. This model will provide the customer with two service engineers from TTS that will operate as crane operators and become part of the crew on board the vessel.The theory related to this study is literature concerning the concepts of business models in terms of value creation, value delivery and value capture. This literature was used as a backdrop for discovering concepts for further study in the research. The Transaction Cost Economics is used to analyse which governance structure will be most suitable for the new service model. The empirical data was collected through interviews with employees vital to the pilot project both at TTS and at GC Rieber. TTS’ websites and publications, as well as written documentation provided by TTS, supported the data collected through interviews.Findings of the study are related to the characteristics of the current business model, as well as the expectations and challenges of the new service model. Important factors for the new service model are increasing the reliability of the offshore crane, and ideally preventing downtime, as well as profiting from the competence and skills of their employees. The new service model requires greater cooperation between supplier and customer, than previous models. This cooperation can cause frictions if the roles and responsibilities from each party is not clarified. In addition, TTS needs to provide potential customers with a proper measurement for potential cost savings in order to attract customers to the model. A collaboration in the form of a joint venture is therefore recommended, in order to secure both parties from potential opportunistic behaviour and increase the total value creation.
展开▼
机译：本硕士论文是有关海上起重机行业售后服务的案例研究。该案例探讨了TTS Group ASA为客户提供的不同服务模型。该公司最近开发了一种新的服务模式，并与他们的一个客户一起启动了一个试点项目。TTS是一家全球供应商公司，在离岸市场上具有很强的地位，在过去的几年中，TTS更加重视服务。由于海上设备的高度复杂性，客户越来越依赖供应商。他们需要他们提供更多的服务，新的服务模式被认为可以改善海上起重机的服务。此模型将为客户提供来自TTS的两名服务工程师，他们将作为起重机操作员并成为船上船员的一部分。与本研究相关的理论是关于价值创造，价值方面的商业模型概念的文献交付和价值获取。这些文献被用作发现概念以进行进一步研究的背景。交易成本经济学用于分析哪种治理结构最适合新服务模型。通过在TTS和GC Rieber上对试点项目至关重要的员工进行访谈，收集了经验数据。 TTS的网站和出版物以及TTS提供的书面文档支持通过访谈收集的数据。研究结果与当前业务模型的特征以及新服务模型的期望和挑战有关。新服务模式的重要因素是提高海上起重机的可靠性，并理想地防止停机，并从员工的能力和技能中获利。与以前的模型相比，新的服务模型要求供应商和客户之间加强合作。如果各方的角色和职责不明确，这种合作会引起摩擦。此外，TTS需要为潜在客户提供适当的衡量方法，以节省潜在成本，以吸引客户使用该模型。因此，建议以合资企业的形式进行合作，以确保双方免受潜在的机会主义行为并增加总价值创造。
展开▼
