The service sector is in most western countries dominating the gross domestic product, often with a share of over 70 %. This is also reflected in manufacturing companies, whose products have gone from being pure goods to contain more and more service characteristics. Examples of this are found through constructs such as the extended product and product packages. Industrial services, the supply of after-sales services related to industrial goods, is one type of product that many manufacturing companies offer. The effect such products have on the manufacturing part of a company is investigated here, in the light of existing theories for building a manufacturing strategy. Strategic concepts such as product profiling, product-process matrix, and competitive priorities are transferred to an industrial service setting. The results show that the manufacturing strategy framework needs to be adapted to the service content of the supplied products.