C O N S U LT I N G

A key part of your machine

The

Aftermarket Growth
Guide
For
Original Equipment Manufacturers

C O N S U LT I N G
AFTERMARKET GROWTH GUIDE for Original Equipment Manufacturers
 C O N S U LT I N G

A key part of your machine

The Aftermarket Growth Guide for Original Equipment Manufacturers

Copyright © 2017

Published by Servispart Limited

Enterprise Greenhouse, Salisbury Street
St Helens, Merseyside, WA10 1FY, UK

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Design by Servispart Limited

Visit our website at www.servispart.co.uk


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 C O N S U LT I N G

A key part of your machine

CONTENTS

4 The Missed Opportunity for OEMs

5 Why You Should Develop Your Aftermarket

9 A Holistic Approach To Aftermarket Growth

10 Obstacles To Aftermarket Growth For OEMs

14 Overcoming Growth Challenges

15 How To Develop Your Aftermarket Growth Strategy

19 Conclusion

20 About Servispart Consulting

21 Additional Resources

AFTERMARKET GROWTH GUIDE for Original Equipment Manufacturers 3

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THE MISSED OPPORTUNITY FOR OEMS

Aftermarket is often the “poor relation” to manufacturing

in businesses making engineered products. That is a
missed opportunity for four key reasons:
• First, it’s a bit of a cliché but it’s true. Customers don’t just
want products, they want a total solution to their needs. That
means they want services as well as products. If they can’t get
those services from you, they’ll go to your competitors for
them. Whilst that equals lost revenue in the short run, it adds
up to much worse in the long run.
• Most engineered equipment is a significant purchase for a “Aftermarket
customer. However, customers can spend up to four times should be at the
that amount again over the useful life of the product. That
money is spent on spare parts, equipment repairs, centre of your
maintenance services and the like. growth strategy”
• Equipment lifecycles can last more than 10 years and up to 50
years or more depending on the equipment sector. That’s a
long time not to be talking to your customer between
purchases. Finding a way to maintain a regular relationship
therefore kills two birds with one stone. Increased loyalty and
higher revenue.
• Leading manufacturers in a variety of equipment sectors are
catching on fast. Manufacturers can’t live in the 1960s and
1970s anymore. The “make it and sell it” ways of the
production era have gone. Customers are more demanding.
Customers are more discerning. Manufacturers need more
than just product and process innovation to survive. You need
service innovation too.
Aftermarket should be at the centre of your growth strategy. In this
guide, we show you how to plan and develop a programme that
will deliver these benefits to your company.

! 


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AFTERMARKET GROWTH GUIDE for Original Equipment Manufacturers 4
WHY YOU SHOULD DEVELOP YOUR AFTERMARKET

Does any manufacturer not want higher margin growth?

Unlikely. Generating a growing and sustainable
business is the goal of business owners and leaders.
In recent years, research into aftermarket services has become
more prevalent as manufacturers recognise the potential of
aftermarket services as a major growth driver. This research has
highlighted the compelling business case for OEMs on four
principle dimensions.

1. Wider Profit Margins

Research by Gartner found that profitability of aftermarket sales is
greater than for new product sales. In many ways, this is counter-
intuitive. We hear all the time how service industries such as “On average,
logistics, catering, retailing, etc. are lower margin than
manufacturing. So why should aftermarket service margins be aftermarket
higher? accounts for 24%
Common parts such as nuts and bolts may fit your equipment as of total revenues
well as many other types and brands of equipment. Hence, they of manufacturing
are high volume, low-cost, commodity items. Other parts though, businesses, but
such as car body panels, bumpers or headlights, for example are
unique, not just for your brand of equipment but also for a specific 40% to 80% of
product model in your range. Specialist, unique parts command total profits”
higher prices and while competing “aftermarket manufacturers”
may supply non-genuine alternatives to your parts at cheaper
prices, the pricing dynamics are much more favourable than lower
cost nuts, bolts and fasteners, say. It’s similar for services.
Service and maintenance jobs that any car mechanic or Do It
Yourself (DIY) enthusiast can do are commodity services. However,
jobs requiring specialist tools or test equipment to perform afford
higher margins. As capital equipment becomes more sophisticated
with built-in electronic sensors, data capture mechanisms,
software, etc. the trend is away from DIY and commodity
maintenance services and towards higher margin service activities.
Dependent sales of specialist parts, repairs, maintenance, etc.;
limited availability of those specialist parts; limited availability of
skilled and knowledgeable service labour; etc. explains why
aftermarket service margins can be higher than other kinds of
service (e.g. catering, cleaning, logistics).
The above also suggests margins should continue to increase as
product complexity increases. It also suggests that the door is
opening wider for OEMs to become the even more natural choice
to service, maintain and supply spare parts for their own
equipment.


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AFTERMARKET GROWTH GUIDE for Original Equipment Manufacturers 5
2. The Customer Spending Gap
Our own research and experience of working with OEMs across a
variety of industry sectors over the last three decades has taught
us that most OEMs are not making the most of their aftermarket
opportunities. Industry research backs up our findings and puts a
number on it. Research shows that:

“The average manufacturer is only capturing 25%

of its customer’s total service spending on its
products.”

When you think about it, that’s very surprising! At the very least, it
begs the question, “what’s happening to the other 75%?” It also
begs the question, “why are OEMs allowing 75% of their
customer’s budget to leak away to competitors,” especially as the
OEM often has the relationship with the customer at the Point of
Sale (POS)?
The answer to this depends on the industry sector in question.
Some spending is undoubtedly leaking to competitors supplying
alternative parts and services. This is very common in the “Most OEMs are
automotive, industrial and domestic appliance sectors, for not making the
example, with older equipment serviced and repaired by lower
cost independents rather than OEMs or their franchised most of their
operations. aftermarket
In other cases, the equipment user (individual or organisation) is opportunities”
purchasing non-genuine alternative “aftermarket parts” and doing
the service and maintenance work themselves. In recent years, the
trend is away from this kind of DIY service work, driven by
increasing sophistication of equipment, lifestyle changes and
outsourcing. Public sector users, particularly Defence, come to
mind here.
Whichever way you look at it, the potential opportunity exists for
the average OEM to quadruple the size of its aftermarket revenues.
Whilst we don’t anticipate that 100% achievement is attainable
across your entire customer base, it is feasible to capture 100% of
customer spending for some of your customers or customer
segments. Indeed, this is how leading manufacturers are achieving
dramatic results.

AFTERMARKET GROWTH GUIDE for Original Equipment Manufacturers 6

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3. The Customer Service Gap
The reason why customers decide to do their own servicing or turn
to third party providers may be explained by the third dimension.
Well cited research by Bain & Company found that:

“80% of companies when surveyed said they give

superior customer service but only 8% of their
customers agreed with them.”

As delivery of a consistent customer service experience is not

usually the primary skill or motivation of a good manufacturing
engineer, this intuitively makes a lot of sense. That said, it is a bit “the customer
simplistic. It doesn’t explain why companies aren’t employing staff
who are experts in delivering consistent customer service service gap
experiences, which of course they could if they wanted. presents a
There’s also another way of looking at this research finding. The differentiable
reality gap is enormous. If you could improve your customer opportunity for
service experience, do you think customers: smarter
• would pay more for your services?
manufacturers”
• would recommend your services to others?
• would be more likely to re-purchase?
• would buy parts and services from you more often?
• would continue buying from you for longer?
• would show more loyalty to your business more generally?
All manufacturers compete on the quality of their aftersales service
experience whether they recognise it or not. Hence, the customer
service gap presents a differentiable opportunity for smarter
manufacturers as well as increasing margins and customer loyalty.

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4. The Customer Loyalty Multiplier
With a huge customer service opportunity available to
manufacturers, the next logical question is “How big an
improvement is required to make a difference?”
We’ve already hinted at customer loyalty in the last section and a
lot of research has been done in this area. Those busy people at
Gartner, in yet more research, found that:

“A 5% increase in customer retention could

increase profits by a whopping 25% to 125%.” “Every 1%
increase in
A different survey by Bain and Company found that: customer
retention is worth
5% to 25% in
“A 5% increase in customer retention could lead
to an increase in company profits of between extra profit”
25% and 95%.”

Not quite as much but hey, let’s not be greedy! Increasing

customer retention clearly provides a route to higher profit margins
and those increases can be quite small.
The multiplier can be quite large though, ranging from a minimum
of 5x to a whopping 25x! So, in other words, every 1% increase in
customer retention is worth 5% to 25% in extra profit.
At this point, readers might be forgiven for thinking that all you
need to do to grow your aftermarket business is improve your
customer service operation and customer loyalty will improve,
driving up profits. Unfortunately, it’s not as simple as that.


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A HOLISTIC APPROACH TO AFTERMARKET GROWTH

You can’t grow a business just by focusing on sales

and marketing. And you can’t grow a business just by
focusing on customer service operations either.
Growing a business of any kind is the role of the whole
business. It therefore requires a holistic capability
approach, not just a narrow focus on your customer
facing staff.
Aftermarket businesses are particularly challenging for
manufacturers because they are more service and people oriented
than product oriented:
“Cooperation and
• Availability of spare parts, service engineers, service facilities?
integration on
• Range of spare parts and service skills available?
process, system,
• Delivery time for spare parts? organisation and
• Response time for service repairs? relationship
• Turnaround time of service repairs and non-stocked parts? dimensions are
• First Time Fix Rates for service calls? crucial”
Intangible customer service attributes such as these are driven by
aftermarket capabilities such as service parts management, field
service management, asset management, supplier management,
and so on. Failure to recognise and tackle operational deficiencies
will strangle your attempts to grow. Cooperation and integration on
process, system, organisation and relationship dimensions are
crucial.

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OBSTACLES TO AFTERMARKET GROWTH FOR OEMS

Pursuing the aftermarket opportunity sounds like a no-

brainer for OEMs, given the clear customer need,
increased competitiveness and greater profit
opportunity described earlier. So why aren’t more
OEMs making the most of it? Evidence suggests
several historical factors are present in manufacturing “manufacturing
firms. firms have their
Academic commentators cite the difficulties and long lead times own habits that
required to turn things around and whilst it is the case that have become
business change can take much effort over many years, it doesn’t ingrained over
always have to be like that. Let’s illustrate with an analogy.
time”
It can take a persistent smoker many years to give up smoking
despite the act of stopping being rather quick. In other words, it is
not the change itself that takes the time, but the motivation to
change and lack of experienced support that is the real obstacle.
For some people, change can happen quickly whereas for others,
it may take a lot longer or might never happen.
Much like the smoker, manufacturing firms have their own habits
that have become ingrained over time. The first step to overcoming
the challenges is to recognise and face up to them. So, let’s
examine them in a bit more detail.

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Manufacturing Dominance
In most OEMs, aftermarket is known as “the poor relation.” Even in
large multinational corporate OEMs with large, apparently well-
established parts and service businesses, this is still the case. I’ll
even go as far as to say that, after more than three decades of
working in the manufacturing industry in multiple engineering
sectors, I am yet to find a manufacturing business where
aftermarket has equal status with manufacturing. Manufacturing is
always dominant, even when the manufacturing side struggles to
break-even and it is the aftermarket that makes most of the profit.

Organisational Structure
With manufacturing “king”, aftermarket struggles for recognition in
what is principally an engineering business. Manufacturing attracts
engineers and employees who love the product, first and foremost.
These people rise to the top of the organisation and the cultural
cycle of focusing on making stuff continues.
Whilst these types of leaders are obviously necessary in a
manufacturing business, their core competences are in designing,
making, selling and distributing products. Service competences “aftermarket
such as customer experience management, global service parts struggles for
management, mobile field service support and total service
solutions come less easily to them. recognition in
what is principally
Furthermore, the position in the organisation structure of the most
senior aftermarket employee is a strong indicator of how highly the an engineering
aftermarket business is valued. Starting to take your aftermarket business”
business more seriously, therefore usually requires an organisation
change at a senior level and ideally, a seat on the board.

Financial Structure
Limiting organisation structures often drive limiting financial
autonomy for the aftermarket business. In many OEMs, even the
large corporates, aftermarket is still treated as a cost centre rather
than a profit centre.
This focuses attention on cost down strategies rather than profit
expansion strategies that are more common with profit centres.
This also goes a long way to explain why investment in aftermarket
capability and aftermarket growth is constrained despite it making
higher profit margins than manufacturing.

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Aftermarket Operations
Without the focus and investment in aftermarket, it often gets
lumbered with the same information systems used for
manufacturing. This impacts on the business processes, data and
skills available to your aftermarket operations. The result is reduced
competitiveness, poor quality information and lower customer
value generation than would otherwise be the case.
Many OEMs invested in Enterprise Resource Planning (ERP)
systems in the run up to the millennium and are now at the point
where they need to upgrade them to the latest cloud-based “aftermarket often
systems. In choosing the next generation of systems, now would gets lumbered
be a great time to consider their aftermarket business with the same
requirements in their system selection decisions to ensure
suitability for aftermarket as well as manufacturing. information
Unfortunately, we don’t see this very often. Aftermarket therefore
systems used for
continues to be lumbered with a system that was designed for and manufacturing”
chosen by manufacturing. That’s like trying to screw two pieces of
wood together with a hammer. You can join them together
eventually, but it’s hard work and produces a tatty result. A
screwdriver would be a much better tool for the job!

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Customer Distance
Despite it being more than half a century since the modern
marketing orientation replaced the production orientation, many of
today’s OEMs still struggle to connect intimately enough with
customers to fully understand their needs. But it’s not just a
marketing problem.
Globalisation and the advent of modern procurement practices
such as online auctions, category management, commodity
management, etc. are creating more distance between
manufacturers and their supply chain. This is making the situation
worse, rather than better for those sitting in your supply chain.
Lack of customer intimacy is especially acute for small to medium “today’s OEMs
enterprise (SME) manufacturers who don’t have the clout or tactics still struggle to
to cope effectively with their much larger multinational business connect intimately
customers.
enough with
Lack of Aftermarket Growth Strategy customers to fully
These five obstacles are the major root causes of aftermarket still
understand their
being the poor relation to manufacturing in most manufacturing needs”
businesses today. For things to change, OEM leaders first need to
be motivated to change things.
Motivation to change is not sufficient though. OEMs need to know
how to change and they need to have the capability to change.
This therefore requires an aftermarket growth strategy and a
credible well thought out growth action plan that convinces senior
leadership to invest. These are additional obstacles holding those
OEMs back. Fortunately, they can be overcome.

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AFTERMARKET GROWTH GUIDE for Original Equipment Manufacturers 13
OVERCOMING GROWTH CHALLENGES

The next step to overcoming obstacles is to reduce,

eliminate or circumvent them so that they don’t
continue to constrain your aftermarket growth
ambitions.
A credible growth action plan needs to address growth/
improvement opportunities that build on your strengths and fix
critical weaknesses related to those specific opportunities. “your firm must
Building a sustainable and profitable business also necessitates possess
generating greater value for your customers than your competitors resources and
can and an ability to sustain that competitive advantage. Your firm
must therefore provide what your customers want and, in doing capabilities that
so, deliver more value than your customer’s next best alternative. If your competitors
you can identify strengths in areas where your competitors are lack”
weak and match key requirements of your largest and most
profitable customers, then you have a “silver bullet” that must be
developed and exploited to its maximum potential.

To do this your firm must possess resources and capabilities that

your competitors lack. Resources are firm-specific assets such as
brands, reputation, organisational culture or employees with firm-
specific expertise or know-how. Capabilities are activities that a
firm performs especially well compared to other firms. So how can
OEMs assess and develop their aftermarket capabilities? This in
turn requires a method/tool to identify, analyse and clarify these.

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AFTERMARKET GROWTH GUIDE for Original Equipment Manufacturers 14
HOW TO DEVELOP YOUR AFTERMARKET GROWTH STRATEGY

Developing your aftermarket growth strategy is one of

the most important priorities for an OEM’s overall
growth and financial health.
A proper, well thought out and robust plan will increase the
predictability of your revenue and profit growth and cut risk. A flaky
strategy and a feeble, smash and grab plan will achieve the
opposite and ensure you struggle. It is critically important that top
“it is critically
level management own your aftermarket growth strategy and your important that top
corresponding growth action plan. level management
It goes without saying that developing an effective aftermarket own your
growth strategy and plan is a process requiring strong aftermarket aftermarket
expertise. If you don’t have that level of aftermarket talent in your
company, the simple solution is to find and engage outside growth strategy”
resources that can help you through the process. Regardless of
whether you develop your plan yourself or engage external
professional help, the process is the same and involves five
iterative steps.

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Capability Assessment
Much aftermarket talk at events and on social media is about
advanced techniques such as the Internet of Things (IoT),
predictive analytics, and so on. Whilst that may be the logical next
step for the most advanced OEMs, it is far too advanced for many.
If the maturity of your aftermarket capability is low then
implementing advanced strategies now is like studying for a
degree in pure mathematics and trying to learn algebraic topology
or catastrophe theory when you’ve not yet learned how to do “Taking a scientific
fractions, percentages or simple algebra! approach to
The key to developing your aftermarket capability, just like aftermarket
developing your mathematics capability, is to build logically from capability
your current level of maturity. Which implies that you need a
method of assessing and measuring your existing capability development is a
maturity and an idea of what the logical development path is for revelation for
building from here. OEMs, boosting
The obvious answer to this conundrum is a comprehensive profitability”
aftermarket capability maturity model. Your capability model needs
to provide maturity measures spanning all the core aftermarket
capability drivers and critical aftermarket capabilities.
Taking a scientific approach to aftermarket capability development
is a revelation for OEMs, boosting profitability. We have seen
significant investment returns with multiple clients in multiple
equipment sectors and have unlocked many remarkable results.
Capability assessment, when done consistently, ensures that focus
is maintained on your most important development areas. It also
enables capability improvement progress to be tracked and
feedback to be provided to business leaders so they know their
investment is having the desired effect.
At this stage, it is recommended that you track capability maturity
scores alongside your operational and financial Key Performance
Indicators (KPIs). These are the things that will really inspire
leader’s confidence to continue investing and growing your
aftermarket.

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Capability Analysis
After measuring your existing aftermarket capabilities and
comparing with your desired level, you will have gaps that must be
addressed. You will also have identified some capability strengths.
At this stage though, more analysis is required to uncover the full
nature of your capability gaps and the true genius of your capability “uncover
strengths. It can be extremely difficult to remain objective in your strengths and
self-assessment and analysis but you need to find a way of doing
this if possible. weaknesses that
would otherwise
Reluctant interviewees can be encouraged to share more if you
utilise independent interviewers, for example. It is most effective stay hidden”
when they interview your customers, suppliers and business
partners on your behalf and can often uncover strengths or
weaknesses that would otherwise stay hidden.

Capability Planning
The next task is to identify the business growth opportunities that
will be targeted first and the associated capability developments
required to realise those opportunities. This involves synthesising
information gathered so far into a clear action plan detailing the
specific capability development projects, resources required,
timings, risk assessments and investment appraisal. “risk is reduced
This is an important stage requiring care and objectivity. It also significantly by
requires experience of similar capability development projects to delivering
determine the type and quantity of resources required. Whilst it capability
might be tempting to try and upgrade big chunks of capability all in
one go and do everything yourself, risk can be reduced upgrades in
significantly and iterative growth momentum established by smaller chunks”
building and delivering capability upgrades in smaller chunks that
link directly to (ideally) one defined business growth opportunity at
a time.
The aim then is to iterate the aftermarket growth cycle as rapidly
as possible, building bite-size chunks of capability and measuring
progress as you go. Those familiar with modern system
development techniques may recognise this as being very similar
to a project management method known as “agile,” albeit what is
described here is a little less structured and less formal.

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Capability Upgrade
With your plan in place and signed off by your leadership, your
required new capability projects need to be developed. These will
involve a combination of process developments, system
developments, people recruitment, training and organisational
changes or finding, selecting and appointing new business
partners.
Of all the five stages of the aftermarket growth lifecycle, this is the “critical to have
one most likely to go wrong. When it does, business leaders often experienced
compound the problem by blaming the strategy or plan when, in
fact, the root cause of their problem is a lack of specialist aftermarket
experience in developing new aftermarket capabilities. resources and
Nobody would ask a family doctor to conduct a life-saving surgical know-how
operation or ask a heart surgeon to conduct brain surgery. It is leading your
therefore critical to have experienced aftermarket resources and aftermarket
know-how leading your aftermarket development projects.
development
Adopting appropriate project and programme management
methods such as Prince 2 and MSP (Managing Successful projects”
Programmes) is also highly recommended. Experienced leaders of
change with the right qualifications will not only minimise the risk of
failure, but will also save time and money in the longer run.

Capability Operation
After implementation, it is important to run your business with your
new processes, systems, people, partners, etc. for a period to
allow for adjustments to be made, new resources and methods to
fully embed, etc. Eventually, when the new level of aftermarket
capability becomes the new norm or “business as usual,” it will be
time to re-assess your capability maturity again and to record your
latest KPIs.
When you do this, it is essential that you use the same method of
measuring your aftermarket maturity and KPIs as you did before so
that you can track progress as you go along. For larger
organisations, consistent use of the same capability maturity
model and associated KPIs enables lines of business, geographic
or product divisions, etc. to be compared against one another and
capability to be shared or transferred.

AFTERMARKET GROWTH GUIDE for Original Equipment Manufacturers 18

C O N S U LT I N G
CONCLUSION

Aftermarket should not be an afterthought. It should be

at the centre of your business strategy. Without
question, aftermarket has become the new growth
driver for OEMs.
Whether you wish to attain the highest levels of aftermarket
maturity in your manufacturing business or not, focusing more on
your aftermarket growth opportunities and developing your
aftermarket service capabilities will deliver more sustainable “developing your
growth. aftermarket
Many manufacturing and engineering executives are afraid of service
venturing into a world they don’t understand. But you should not capabilities will
be concerned. Even that challenge can be solved. We’ll show you
how. Embrace it. Investing in your aftermarket capability will reward deliver more
you with a steady stream of value and business benefits for many sustainable
years to come. growth”
If done properly, it will grow revenues, widen profit margins and
expand longer-term order books. It will build customer
relationships to retain customers for longer, while customers
receive better service, improved performance and cost savings.

After reading this guide, if you feel the need to assess your
aftermarket capability and develop a robust aftermarket growth
plan for your business, please contact us on +44 (0)333 305 8475
or email us now to request more information or set up an
appointment to speak with one of our specialists. 


AFTERMARKET GROWTH GUIDE for Original Equipment Manufacturers 19

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ABOUT SERVISPART CONSULTING

Servispart Consulting specialises in aftermarket strategy

and development for manufacturers and distributors of
engineered products. We are the leading UK innovators
in aftermarket consulting.

Our comprehensive offers include aftermarket growth and

business winning; servitisation and service transformation; and
service parts supply chain optimisation.

To view our growing library of aftermarket insights including guides,

white papers, articles, webinars, videos and podcasts, please visit:
http://www.servispart.co.uk/aftermarket-insights/.

To further explore how the learning in this guide could benefit your
specific business situation:

E-mail: [email protected]

Telephone: +44 (0)333 305 8475

Website: www.servispart.co.uk

“Call or email us”

Help us make this guide even better.

We want to hear from you. If you have any suggestions
to improve this resource, please drop us a line:
[email protected].
Thank you!

The Servispart team

AFTERMARKET GROWTH GUIDE for Original Equipment Manufacturers 20

C O N S U LT I N G
ADDITIONAL RESOURCES

Aftermarket Guides Library

http://www.servispart.co.uk/aftermarket-insights/guides/

Aftermarket White Papers

http://www.servispart.co.uk/aftermarket-insights/white-papers/

Aftermarket Checklists

http://www.servispart.co.uk/aftermarket-insights/checklists/

Aftermarket Insights Webinars

http://www.servispart.co.uk/aftermarket-insights/webinars/

Aftermarket Insights Video Library

http://www.servispart.co.uk/aftermarket-insights/videos/

Aftermarket Insights Podcasts

http://www.servispart.co.uk/aftermarket-insights/podcasts/

Details of Live Events

http://www.servispart.co.uk/aftermarket-insights/live-events/

Aftermarket Insights Blog Articles

http://www.servispart.co.uk/aftermarket-blog/

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