服务化战略的路径选择与协同价值创造的匹配模式研究：动态权变的视角

Report of 18th CPC pointed out the need to speed up the restructuring and upgrading of traditional industries. So the question is how to enhance the level of China's manufacturing industry? Many scholars and practitioners proposed that servitization is an important path. It would gradually increase the proportion of the service in its entire operations and gain competitive advantage relying on the service. At the same time, many foreign studies have pointed out that the service strategy is unable to bring better benefits for the enterprise, and improper service transformation will make corporate lose strategic focus, resulting in organizational conflict, and this phenomenon is known as "service strategy paradox. What is the exactly meaning of service strategy to Chinese manufacturing enterprises? With the transformation of the market-oriented, collaborative creating value become the new rules in service areas. Customers (BB) turn to be the service co-producers instead of the recipient of the product. The value is achieved in the customers' usage; the good interactive cooperation has keywords of competition in service oriented market. The mode of co-creating value between visible explores and service-oriented strategy of manufacturing enterprise is the effective way of transformation and upgrade. But it relates to research questions: which path to choose for service strategy, what are the impact factors and the applicable industry and what is the value creation model to match different path. Large sample empirical validation and case application of three typical industry data are used for comparative studies, transformation and upgrading of China's manufacturing industry on the basis of systematic discussion of the match mode between the servitization strategy and synergistic value creation mode. The implementation of services strategy and how to provide both supply and demand in the service of synergistic value creation and relationship management the reference and guidance to help them develop new profit growth space, and gain a competitive advantage.

学者和实践人士对于"制造业服务化"以及"服务化悖论"均有很多热烈讨论。然而服务化战略对中国制造业企业来说究竟具有怎样的意义？随着市场导向的转变，协同创造价值是服务领域的新规则，客户（B-B）由产品的接受者转变为服务的共同生产者，价值在客户的使用中实现，双方良好的互动合作关系是服务导向市场中竞争的关键词。可见探寻与制造业企业服务化战略相匹配的协同创造价值的模式是其转型和升级有效的方式，而这涉及到的研究问题有：服务化战略有哪些可供选择的路径，各自的影响因素和适用的产业是什么以及与不同路径匹配的价值创造模式又是什么。在系统地探讨服务化战略与协同价值创造间的匹配模式的基础上，本课题拟应用三类典型制造业行业的数据进行大样本实证验证和案例对比研究，以为我国制造业转型升级--实施服务化战略及如何对服务化供需双方协同价值创造及关系管理提供借鉴和指导，从而帮助他们开拓新的利润增长空间，获得竞争优势。

产业服务化潮流激起了人们新的兴趣，组织、市场以及整个社会开始关注服务的交换。例如，近年来全球服务业增加值占国内生产总值比重达到60%以上，主要发达国家达到70%以上，即使是中低收入国家也达到了43%的平均水平。自20实际90年代以来，一大批国内外学者开始研究服务化战略的使用、发展以及影响等，用以增强企业竞争力。然而，在肯定服务化战略价值的同时也有不少研究表明，采用服务化战略并不一定带来预期的高收入和想要的成功，这种现象被定义为“服务化战略的悖论”。怎样才能使服务化战略实施成功呢？相关探索大体分为两类，一类指出传统的生产企业服务化转型会面临服务设计、组织战略和组织变革三方面的挑战，可以看出重点还是在于内部的管理与协调；另一类指出服务不同于产品，要清晰地理解服务领域的新战略规则并加以运用。. 事实上，上述两点都是必要且不可或缺的，但貌似还不够。服务主导的市场强调价值共创，并特别重视客户在创造价值过程中的作用，可见服务供应商的绩效不仅可以通过客户的感知价值来体现，客户本身的体验参与也会影响这种价值的创造。结合对于中国制造业企业，特别是化工行业的观察，我们提出服务提供商与客户双方需要适配，没有统一的标准说服务化的哪种程度、服务的哪种类型是最好的，从协同创造价值的角度来看，只有最合适的。. 本研究重点探索了服务化战略及其与客户协同创造价值的匹配模式，服务化战略有哪些可供选择的路径（即服务化战略的分类），各自的影响因素和适用的条件（情境因素）等。结合相关行业数据的大样本实证验证和案例分析，本研究的结论及理论实践意义：首先，本文在前人研究的基础上及结合对企业的调研，将服务化战略从供应商的角度进行分类。其次，本研究强调了服务化战略对客户感知价值的重要性。最后，已有关于商业服务的研究鲜有探讨情境因素的，本研究检验了客户参与、吸收能力等调节变量的作用。客户在采购服务时应该关注的是全局体验，选择何种服务进行采购仅仅只是开始，客户还须知晓供应商的能力，与企业的运营需求相匹配，协同创造价值。