Item
Code
Scale items
Mean
Std. Dev.
Median
References
1
MF 1.1
PSS offering expands the portfolio of products/services.
4.306
0.7719
4
Baines et al. (2007), Boehm & Thomas (2013), Neely (2007)
2
MF 1.2
PSS offering diversifies the portfolio of products/services.
4.247
0.7222
4
3
MF 1.3
PSS offering enables companies to respond to customer demands and new opportunities and market trends.
4.377
0.7556
5
Zhao (2022), Haber & Fargnoli (2017, 2019), Sakao et al. (2017).
4
MF 1.4
Companies adopt PSS as a natural extension of their offerings to customers, and some even regard this system as a new business plan, enabling market adoption of business process innovations.
4.023
0.8448
4
Baines et al. (2020), Moro et al. (2022); Coreynen et al. (2020)
5
MF 1.5
PSS offering brings a competitive advantage to the services and the products that could not have been added in isolation.
4.223
0.7773
4
Baines et al. (2020), Baines et al. (2007)
6
MF 1.6
PSS offering allows companies to create inter-organizations networks for providing other services, creating collaborative competences.
4.059
0.807
4
Dmitrijeva et al. (2020), Li et al. (2023)
7
MF 1.7
PSS providers are more focused on issues related to environmental dimensions than traditional companies.
3.212
0.977
3
Mont (2002), Baines et al. (2007)
8
MF 1.8
PSS providers have more potential to meet the preferences of consumers than traditional ones.
3.8
0.9103
4
Zhao (2022), Wang et al. (2023)
9
MF 1.9
PSS offering allows flexibility of payment methods such as payment for use, for rent, for lease, with smooth revenue streams.
3.753
0.975
4
Kurpiela & Teuteberg (2022)
10
MF 1.10
PSS offering enables new product use proposals and/or services, designed to meet specific customer needs.
4.188
0.6636
4
Zhao (2022), Wang et al. (2023)
11
MF 1.11
In PSS, the pricing proposal is unique and depends on the package singularities offered to the customer.
3.752
0.8438
4
Kurpiela & Teuteberg (2022)
12
MF 1.12
In PSS, the customer becomes a value co-creator.
3.718
0.8812
4
Zhao (2022), Haber & Fargnoli (2017, 2019), Sakao et al. (2017).
13
MF 1.13
When the customer takes part in co-creation, the possibility of identifying innovative ways of value co-creation emerges and enables market adoption of product innovations.
3.929
0.8562
4
14
MF 2.1
PSS in which the customer becomes co-producer, there is an incentive to exchange information, by understanding customer operations and developing relationships, resulting in higher customer intimacy.
4.188
0.5668
4
Wang et al. (2023), Dmitrijeva et al. (2020), Kühl et al. (2023)
15
MF 2.2
PSS, in which there is co-production, the customer takes part in the elaboration of the customized solution.
3.953
0.7055
4
Zhao (2022), Haber & Fargnoli (2017, 2019), Sakao et al. (2017)
16
MF 2.3
Greater interaction between PSS provider and the customer increases the knowledge about the product.
4.423
0.6244
4
Wang et al. (2023), Dmitrijeva et al. (2020), Kühl et al. (2023)
17
MF 2.4
PSS in which the customer does not own the product, the possibility of reusing parts and material recycling increases.
3.388
0.8877
3
Mont (200)2, Baines et al. (2007), Kjaer et al. (2019)
18
MF 2.5
Information flow between PSS provider and customers is more accessible.
3.235
0.972
3
Wang et al. (2023), Dmitrijeva et al. (2020), Kühl et al. (2023)
19
MF 2.6
Using PSS, service companies can maintain a certain product quality level.
3.294
0.8974
3
Manzini & Vezzoli (2003), Vasantha et al. (2015).
20
MF 2.7
In PSS that involves co-production, the company tends to share the risk with the customer, and, in some cases, these results in decreased risk.
3.6
0.8891
4
Battisti et al. (2023), Mont (2002, Gebauer et al. (2005)
21
MF 2.8
When a customer knows a particular core competence, he becomes more prone to participate as a co-producer of the solutions to PSS offering.
4.035
0.6627
4
Wang et al. (2023), Dmitrijeva et al. (2020), Kühl et al. (2023)
22
MF 2.9
In PSS, there are natural tendencies towards co-production when the customer wants more control over the process or result of the service.
3.788
0.773
4
Wang et al. (2023), Dmitrijeva et al. (2020, Kühl et al. (2023)
23
MF 2.10
PSS allows providing maintenance services and integrated product repair.
4.094
0.6478
4
Mont 2002), Bocken et al. (2017)
24
MF 2.11
PSS enables the use of the maximum capacity of the product purchased.
3.741
0.7891
4
Mont (2002), Vasantha et al. (2015, Bocken et al. (2017)
25
MF 3.1
PSS facilitates the creation of solutions to products end of life and lifecycle extension (reusable products, easily replaceable and recyclable parts).
3.907
0.83
4
Bocken et al. (2017), Kjaer et al. (2019)
26
MF 3.2
PSS enables the reduction of environmental impacts due to the change in property ownership - often, the client does not know how to reuse parts or discard the product.
3.833
0.841
4
Mont (2002), Baines et al. (2007), Kjaer et al. (2019)
27
MF 3.3
In PSS, when the ownership remains with the provider, there is a potential to minimize the costs through long-lasting products and proper operation observance.
3.685
0.843
4
Battisti et al. (2023), Moro et al. (2023), Mont (2002), Baines et al. (2007)
28
MF 3.4
PSS has the potential to detach the idea that the value delivered to the customer is directly related to the amount of physical equipment necessary to generate value.
3.611
1.123
4
Mont (2002), Baines et al. (2007), Kjaer et al. (2019)
29
MF 3.5
PSS has the potential to create products and services that offer customers the same level of performance, but with a lower environmental load.
3.778
0.861
4
30
MF 3.6
PSS has the potential to reduce production and consumption material flow, creating products and services that provide consumers with the same level of performance, but with a lower environmental load.
3.63
0.896
4
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