When using the Digital Servitization map to build your pathway, you don't have to start from a blank canvas. Servitly has already identified 11 proven pathway segments you can select, combine, and implement step by step.
The 11 segments positioned in the Digital Servitization map.
- Building the foundations
- Generating information from data
- Offering value-add self-service solutions to your end customers
- Involving your partners
- Streamlining the full service cycle
- Transforming service from reactive to proactive
- Selling data
- Selling product features
- Data-driven selling of spare parts, repairs, and maintenance contracts
- Selling performance advisory
- Offering outcome-based contracts
1. Building the foundations
This is the foundational segment. It is valuable on its own and it is the basis on top of which you compose the other segments. In this segment you focus on:
- mapping your installed base and your end customers
- complying with regulations
- managing your connected products
- giving your end customers monitoring and remote control capabilities
This segment covers the lowest level of the value proposition axis — the product itself — and spans two roles of digitalization: generating information and supporting end customer operations.
Why it matters. Without a solid foundation, you have no visibility of your installed base and no reliable data to act on. All the other segments depend on this one.
2. Generating information from data
Raw data from connected products is not useful on its own. This segment is about turning that data into relevant, actionable information — for your organization, your service teams, and your partners.
This is the engine of the Measure–Learn–Act cycle. You instrument your products, you extract insights, and you use those insights to make better decisions and deliver better services.
This segment covers multiple levels of the value proposition axis: spare parts, repair, maintenance, and performance.
Why it matters. Most manufacturers are data rich but information poor. This segment closes that gap and makes your data investment pay off.
3. Offering value-add self-service solutions to your end customers
This segment gives end customers direct access to information and guidance through the DPS. They can act on their own, without waiting for your service team.
The focus is on helping customers operate their products better: knowing when to replace a part, how to troubleshoot a failure, when to plan maintenance, and how to improve performance.
Why it matters. Self-service reduces the load on your service team and increases the perceived value of your offering. Customers who can help themselves are more satisfied and more loyal.
4. Involving your partners
Distributors, dealers, installers, and technical assistance centers are a critical part of your value chain. This segment extends your digital capabilities to them.
Partners can access the same DPS features available to your organization. They can monitor the installed base they serve, manage service requests, and participate actively in the Digital Servitization journey.
Why it matters. Without digital tools, partners work in isolation. They cannot contribute to proactive service, and they have no visibility of the products they are responsible for. Involving them multiplies the reach and impact of your Digital Servitization investment.
5. Streamlining the full service cycle
This segment covers the digitalization of your service operations — from the first contact with the end customer to the resolution of the issue.
Service teams can manage the installed base, handle support requests, organize work orders, log activities, and diagnose and resolve failures remotely. Everything in one place, with full visibility.
Why it matters. Without digitalization, service is slow, expensive, and hard to scale. This segment reduces response times, cuts unnecessary field visits, and gives you the data you need to improve continuously.
6. Transforming service from reactive to proactive
Reactive service means you act after something breaks. This segment helps you move to a model where you detect issues early and intervene before they affect your customers.
Service teams can actively monitor the installed base, receive automatic alerts, trigger service workflows automatically, and schedule maintenance based on actual product usage or condition — not just on a calendar.
Why it matters. Proactive service reduces downtime for your customers and reduces the cost of service for you. It is also the foundation for more advanced service models, such as performance advisory and outcome-based contracts.
7. Selling data
If your products generate valuable data, you can monetize that data directly. This segment enables end customers to access product data through APIs — either raw data or processed insights — via a subscription.
Why it matters. Data is an asset. If your customers or their systems can benefit from your product data, selling access to it is a natural extension of your offering and a new recurring revenue stream.
8. Selling product features
Some product features can be delivered and activated remotely through software. This segment allows you to sell access to those features through subscriptions, rather than including them in the base product.
Why it matters. Feature-based subscriptions create recurring revenue and allow you to differentiate your offering. Customers pay for what they actually use or need.
9. Data-driven selling of spare parts, repairs, and maintenance contracts
This segment uses product data to drive after-sales transactions. Instead of waiting for customers to order spare parts or request service, you recommend the right action at the right time — based on actual usage or condition.
End customers and partners can also buy spare parts directly through the DPS.
Why it matters. Data-driven selling increases the conversion rate of after-sales offers and reduces the risk of unplanned failures. It also makes the buying experience easier for your customers.
10. Selling performance advisory
This segment allows you to sell a performance advisory service as a subscription. End customers receive guidance and recommendations to get more value from their products.
Your expertise — combined with product data — becomes a service that customers can buy.
Why it matters. Performance advisory is a high-value service with good margins. It moves you up the value proposition ladder and strengthens your relationship with end customers.
11. Offering outcome-based contracts
This is the most advanced segment. Instead of selling products or services, you take responsibility for a specific outcome — and you use your data and service capability to guarantee it.
Outcome-based contracts require a high level of maturity: you need a solid installed base, reliable telemetry data, proven service processes, and the confidence to commit to results.
Why it matters. Outcome-based contracts represent the highest level of value you can offer. They create strong customer loyalty and long-term recurring revenue.