网络科技

    今日:1201| 主题:244758
收藏本版
互联网、科技极客的综合动态。

[科技] Industrial giants borrow a page from the tech playbook

[复制链接]
岁月悠长 发表于 2016-10-6 03:02:50
71 0

立即注册CoLaBug.com会员,免费获得投稿人的专业资料,享用更多功能,玩转个人品牌!

您需要 登录 才可以下载或查看,没有帐号?立即注册

x

Industrial giants borrow a page from the tech playbook-1 (technology,industrial,executive,companies,Internet)
      Pat Mascia Crunch Network Contributor
    Pat Mascia is a general manager at Catalant Technologies , a company that provides global enterprises with software solutions to access business expertise on demand.
   How to join the network      If you’re an executive at an industrial company, you’ve likely been grappling with the industrial Internet of Things . The rapid development of technologies that connect every part of our lives has moved from our smart phone to the jet engine. There’s perhaps no greater testament to the importance of this connectivity than General Electric’s massive effort to rebrand itself as the “digital industrial” to attract the world’s best technologists. IoT’s emergence is causing leading manufacturers to rethink their go-to-market strategies and take a page from the technology playbook: subscriptions.
  Zipcar for manufacturing?

  Historically, manufacturing companies and OEM providers have operated in a capital expense (CAPEX) environment, meaning their revenue has come from selling a certain component or product to another company in a one-time, upfront transaction. The shift to a subscription model, or operating expense (OPEX), means manufacturing companies and OEM providers can now generate recurring, long-term revenue from the successful operation of, rather than the sale of, their products.
  The companies that invest in this new model now will ultimately reap the rewards.
  This new approach creates a smoother stream of cash flow for providers, while customers are assured that they have the most up-to-date products and that they’re only paying for what they need.
   Think of it as the Zipcar model for manufacturing. Customers are not purchasing the vehicle, and thus are not responsible for the risks associated with ownership (repairs, insurance, storage, etc.); they simply pay for the operational benefit of having a car. It has already proven successful: Gartner’s Building a Strategy for the Subscription Economy report shows that “about 35 percent of global industrial enterprises project[ed] five percent incremental revenue from subscription-based services in 2015.”
  Subscriptions and IoT

  The subscription model will only be successful if the manufacturer offering the subscription has a way to track and manage the performance of that part or product remotely. If a company is paid on the successful operation of their product, it has to ensure that quality never slips. Here are a few early success stories that show the impact this model is having on the sector:
  
       
  • GE Oil and Gas and Diamond Offshore recently announced the first performance-based Subsea Blowout Preventer (BOP) service agreement. The partnership gives Diamond the right to pay based on the operational performance, reliability and availability of the GE product rather than purchase the product outright. GE’s advanced technology has allowed Diamond to track and monitor the performance of the BOPs, enabling this subscription-based model to succeed. As president and CEO of Diamond Offshore Marc Edwards has noted, GE would not be able to sustain the cost of maintaining the BOP unless it had a superb understanding of its component reliability.   
  •          Related Articles

         How Prince and Bowie started streaming music services     GE Predicts Predix Platform Will Generate $6B In Revenue This Year     The Internet Applied To Things And The Third Industrial Revolution     The Human Impact Of The Industrial Internet Of Things     Quaker, a chemical corporation, adopted a subscription model with General Motors to tie Quaker’s compensation to the quantity and quality of the services it delivered. No longer responsible for the amount of product sold, Quaker is now compensated based on the successful delivery and management of its chemicals. The structure of the contract encourages Quaker to look beyond material savings and seek process savings. To monitor process savings, Quaker uses cloud-based statistical software, allowing the company to pinpoint issues in the new process. This model will become increasingly common as predictive analytics in the cloud permeate the sector.   
  • Manufacturing giant Emerson has created a suite of products and capabilities that enables it to offer a full process-improvement solution. The alignment of interests between Emerson and its clients is a win-win: Emerson is compensated for improving process efficiency while customer cost is reduced. The results have been compelling, as seen in the operational efficiencies realized on Jurong Island in Singapore. By structuring the contract to be mutually beneficial, the island has been able to avoid 450 kilotons of CO2 emissions and drive $150 million in savings.  
  As IoT advancements shift the economy toward an outcome- and performance-based model, industrial companies will increasingly explore commercial strategies pioneered by global tech and software innovators. The transformation is underway, and the companies that invest in this new model now will ultimately reap the rewards.
   Featured Image: archerix / Shutterstock
友荐云推荐




上一篇:卷土重来?诺基亚安卓手机D1C现身测试网站Geekbench
下一篇:Apple Removed Dash From the Mac App Store
酷辣虫提示酷辣虫禁止发表任何与中华人民共和国法律有抵触的内容!所有内容由用户发布,并不代表酷辣虫的观点,酷辣虫无法对用户发布内容真实性提供任何的保证,请自行验证并承担风险与后果。如您有版权、违规等问题,请通过"联系我们"或"违规举报"告知我们处理。

*滑动验证:
您需要登录后才可以回帖 登录 | 立即注册

本版积分规则

我要投稿

推荐阅读

扫码访问 @iTTTTT瑞翔 的微博
回页顶回复上一篇下一篇回列表手机版
手机版/CoLaBug.com ( 粤ICP备05003221号 | 文网文[2010]257号 )|网站地图 酷辣虫

© 2001-2016 Comsenz Inc. Design: Dean. DiscuzFans.

返回顶部 返回列表