Palvelullistettu hinnoittelu tuotteen elinkaariarvon maksimoimiseksi liiketoimintalinjojen välillä

Over the past half-century, manufacturing firms have increasingly oriented their business models towards so-called “aftermarket” services, a shift termed the servitisation of business. On paper, services, like maintenance, provide these companies with more stable and higher-margin growth than traditional product sales. However, research has also recognised the existence of a “service paradox”, in which servitised firms struggle to achieve these financial gains, owing to organisational constraints and limited synergies between their product and service arms. Some commentators have argued that growth strategies for product sales, including pricing strategies, should be aligned with lifetime value (LTV) capture, while also accounting for the full service-oriented value of the products sold. This thesis explores this issue within a multinational machinery manufacturer, where distinct business lines for New Equipment (NE) and Maintenance (MA) have often focused on local optimisation and may overlook total lifetime value. To assess this, a quantitative framework is created and applied to proprietary data from the case company to model how NE pricing affects the overall lifetime value across business lines. The analysis has three steps: first, a counterfactual pricing analysis uses historical NE tender data to estimate how different discount limits affect win probabilities and initial margins. Second, the lifetime value of the MA business is estimated using attach rates, retention rates, and contribution margins. Finally, these elements are combined into a unified optimisation model that identifies the optimal discount limits to maximise total lifetime value across various market segments. The findings show that some, but not all, of the observed market segments see a clear opportunity to increase total LTV through increased discount limits. For the case company, these findings translate into a set of recommendations, including adopting such LTV metrics and gradually transitioning to cross-business-line pricing governance. The discussion of these findings acknowledges some limitations to the approach, including a lack of game-theoretic consideration of price wars, leaving room for further research.