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After‐sales service ‐ necessary evil or strategic opportunity?
0 references·16 citing·56 second hopsampled
After‐sales service ‐ necessary evil or strategic opportunity? 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  • 2020Navigating disruptive crises through service-led growth: The impact of COVID-19 on Italian manufacturing firms448 cited
  • 2020Repositioning the customer support services: the next frontier of competitive advantage56 cited
  • 2008The classification and strategic management of services in e-commerce: Development of service taxonomy based on customer perception52 cited
  • 2017Interaction of after-sales service provider and contract type in a supply chain44 cited
  • 2022Servitization: A State-of-the-Art Overview and Future Directions40 cited
  • 2014Devising hybrid solutions: an exploratory framework37 cited
  • 2009Managing the after-sales logistic network–a simulation study34 cited
  • 2015Servitization as Innovation in Manufacturing—A Review of the Literature33 cited
  • 2014Reconceptualizing the Service Paradox in Engineering Companies: Is HR a Missing Link?29 cited
  • 2017Research vs. Practice on Manufacturing Firms’ Servitization Strategies: A Gap Analysis and Research Agenda29 cited
  • 2008Exploring the relationship between after-sales service strategies and design for X methodologies16 cited
  • 2020Lean Maintenance and Repair Implementation - A Cross-Case Study of Seven Automotive Service Suppliers16 cited
  • 2009Installed base information : ensuring customer value and profitability after the sale

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16 cited
  • 2016A Review: Customer Returns in Fashion Retailing14 cited
  • 2013After-Sales Services and Customer Relationship Marketing : A multiple case study within the Swedish heavy equipment machinery industry14 cited
  • 2015Performance measurement of the after-sales service network: Evidence from the automotive industry13 cited