A division of a German engineering group, that had traditionally produced and sold large machines for the paper making industry, had built a modest service business totalling less than 5% of the division’s total revenue. Their current service offering consisted of providing spare parts, reactive and preventive maintenance service contracts.
They were facing several challenges:
Two senior managers saw several opportunities to grow the service business but were having difficulties in convincing the board of directors to strategically invest in the service business in order to develop its potential.
Sign in to read Case Study - Engage Top Management