Mechanical engineering is an essential pillar of the European economy. Manufacturers try to create a unique selling proposition especially through a high technical standard with which they can differentiate themselves from low-cost manufacturers. In order to achieve this high technical standard, detailed technical knowledge and skills were necessary in the past. Nowadays, this knowledge and skills are increasingly replaced by highly developed software applications and innovative manufacturing methods. Many specific mechanical engineering products that could previously only be produced by specialists are now pure commodities that can be produced by a large number of manufacturers. Due to increasing price pressure, especially from the Asian region, profit margins continue to decrease. This problem should be counteracted with the help of innovative business models.This master thesis deals with the design of a service-driven business model for products from the mechanical engineering sector. The goal is to keep the total capital expenditure related to the acquisition of equipment as low as possible for customers and to offer solutions with a service character for the customers' problems instead of mere tools to solve problems. In order to achieve this goal, the theoretical part of the thesis deals with business model theory in detail. This includes different businessmodel approaches and the effect of business model innovation on the long-term success of a company. In addition, internal and external motivators for service-driven growth are discussed and a portfolio for classifying services is described. The theoretical approaches are supplemented by best practice examples of service-driven business models from Rolls Royce and Heidelberger Druckmaschinen. A developed theoretical process model for the design of service-driven business models serves as the starting point for the practical part of the masters thesis. It consists of four phases, comprising identication of the initial situation, rationalization of the circumstances, detailed design of a service-driven businessmodel concept, and evaluation and verication of the designed concept. These four phases lead through the process of designing a service-driven business model concept. The developed process model is applied in the practical part of the master thesis using equipment from the ANDRITZ Separation product portfolio. The result is a service-driven business model concept called Equipment as a Service including corresponding recommendations for action. This should help to create a competitive advantage and to increase profit margins sustainably.