SERVITIZATION OF SMES THROUGH STRATEGIC ALLIANCES

Purpose: The aim of the paper is to investigate whether and how a strategic alliance among SMEs can support and facilitate the design and implementation of a servitization strategy. Design/Methodology/Approach: The paper is focussed on an in-depth case study of an Italian consortium of 19 SMEs operating in the elevator industry. Six interviews have been conducted in more than eight hours. Findings: Whereas the strategic alliance is initially motivated mainly by the need for experience, knowledge sharing and cost savings then become a driver for the elaboration of the servitization strategy. It happened thanks to the role played by an external firm in creating the awareness of the convenience and relevance of servitization. Thus, servitization has not been a deliberate strategy of the consortium but it has occurred as an emergent strategy. The results of the research show that the strategic alliance has played a double role, (1) driving the elaboration of servitization as an emergent strategy and (2) enabling its implementation by providing the needed competences and tools. Originality/Value: This study contribute to fill a gap in the literature providing evidence on how SMEs networks can facilitate the shift from pure manufacturer to a servitized business.