From products to platforms

strategic service in the appliance sector through the AaaS model

Resumo

This study critically examines the strategic feasibility of repositioning a conventional appliance manufacturer, such as Flama, as an Appliance-as-a-Service (AaaS) provider, within the broader frameworks of sustainability, digital transformation, and the circular economy. Employing a qualitative case study methodology, the analysis is grounded in internal strategic documentation and structured through conceptual lenses including the Resource-Based View (RBV), VRIO analysis, Dynamic Capabilities Theory, and strategic planning tools such as the Ansoff Matrix and SWOT. Complementary instruments for Environmental, Social, and Governance (ESG) alignment are also incorporated to assess value creation through sustainability.

The findings indicate that the AaaS model—while context-sensitive—facilitates more stable revenue streams, enhances customer lifetime value, and enables the strategic deployment of Internet of Things (IoT) technologies and predictive analytics to increase operational agility. Circularity is not merely a theoretical principle but is operationalised through practices such as refurbishment cycles, reverse logistics, and lifecycle carbon tracking. Moreover, ESG-integrated key performance indicators (KPIs) strengthen governance structures by embedding accountability throughout organisational layers.

The study concludes that AaaS signifies a fundamental shift from product-centric models to regenerative, service-oriented ecosystems. Although such a transition presents structural and behavioural challenges, it offers a credible and strategically sound pathway for industrial renewal within the evolving post-linear economy.