write $10$ learnings

$2$

highly dependent on the communication and interaction with the customers upfront

and often during the processing steps. Missing or incorrect information can lead to

insuf$$cient service. In short, attracting new customers for Listemann$$s services,

keeping existing customers, and ensuring effective communication are all consider$-$

able challenges.

Listemann$$s case is interesting because the company$$s communication with its

customers relies on traditional calls and email, as is the case with many SMEs.

Listemann has invested in new digital solutions to enhance customer communication

and improve their approach to data management, but the company questioned how to

use such technology to get the best value. Listemann teamed up with the University

of Liechtenstein$$s Hilti Chair for Business Process Management at the Department

of Information Systems in a joint project to address this question.

In course of the project, both internal and external processes were analyzed, and

processes with a touchpoint to the customer were identi$$ed as important drivers for

success. For Listemann, the case provided $(1)$ a clear assessment of what digitaliza$-$

tion means $($and should mean$)$ for the company$$s speci$$c business. We have created

$(2)$ a list of potential solutions and measures to put customers at the heart of the

company$$s digitalization strategy, including a new data management solution

$($DMS$)$ and web$-$based services, and $(3)$ designed a new web portal to improve the

company$$s communications and interactions with its customers.

The case provides an example of how SMEs can approach digitalization. We

started with an open assessment of the business case regarding processes and key

strategic priorities and developed a list of ideas for projects that would advance the

organization through digital technologies. After prioritizing this list, we identi$$ed

web$-$based services as great new opportunity to enhance the communication with the

customer. This potentially lead to design of a new web portal for Listemann that

could be delivered on time and on budget and would create business opportunities

for the organization.

The case may be particularly useful to other SMEs that also maintain a strong

relationship with their customers and want to take their customer relationships to the

next level with the help of new digital solutions. It also stands out because it is a case of

digitalization in a business area in which the digitalization potential is not

particularly obvious. In this regard, the systematic approach to screening the orga$-$

nization $$rst for such potential is an aspect of the case that other SMEs may use as an

example.

This case study contributes to the $$eld of information systems, especially the $$eld

at the intersection of business process management and digital innovation $($vom

Brocke and Mendling $2018).$ The case also provides lessons learned for research and

practice, particularly for SMEs in the manufacturing industries. For example, with

the help of digital technologies, SMEs can connect with their customers at all stages

$($i$.$e$.,$ pre$-$purchase service, transaction related service, post$-$purchase service$),$ with$-$

out exhausting their limited resources. Often, digitalization does not require large

changes, and even small measures can be very effective and offer new opportunities.

$3$

$2$ Situation Faced

Listemann$$s Organizational Environment Listemann is a small, specialized ser$-$

vice provider for material and heat treatments for multiple applications. The

company$$s services range from electron beam welding of turbine components for

airplanes to brazing of injection molding tools. Thus, its services make up only a

small part of an entire production chain that spans multiple organizational bound$-$

aries. Numerous norms and standards from various industries must be maintained,

which makes the intra$-$organizational scope in which Listemann is situated espe$-$

cially challenging. Listemann operates in a competitive market environment and

must assert itself against other market participants using its high level of domain

knowledge and equipment to offer its specialized thermal processing services. In

addition, the Liechtenstein location has high labor and $$xed costs $($Liechtenstein

Business n$.$d$.),$ which increases its prices. Since Liechtenstein is not part of the

European Union, the company must manage customs regulations. Even though

Liechtenstein is part of the European Economic Area, free movement of goods from

Liechtenstein is not possible because of the contractual situation with Switzer$-$ land.

Customers must deal with customs legislation and additional paperwork if they choose

Listemann as a service provider, so sometimes they switch to competitors that are

located in the European Union. Consequently, the need to keep existing customers

and attract new customers has led the company to focus on putting its customers at

the center and offering excellent,