制造业服务化商业模式创新:基于资源基础观
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摘要
整合制造业服务化与商业模式创新两个领域的前沿理论,基于资源基础观,采用我国两家装备制造企业的双案例研究,揭示制造企业服务化的商业模式创新机理。研究结论表明:第一,制造服务化的外在表现是企业价值主张、业务流程、盈利模式与外部关系的重构,而内在动力是企业关键资源与能力的重新整合。第二,为实现服务化,企业内资源可以打破重组,以商业模式各要素为属性进行资源整合;制造企业原有的关键资源与能力是企业赖以转型的必要基础。第三,制造服务化是一个长期的过程,对于不同服务化程度的企业,资源整合的重点及方式也应有所不同。
The competition among manufacturers,especially capital equipment manufacturers,is becoming more and more intensive while there is little room left for these firms to capture reasonable profit margin. It has become an inevitable industrial trend that manufacturing firms are encouraged to pursue the strategy of servitization through which value-added service-related activities such as contracting,system integration,equipment leasing,integrated solution providing and remanufacturing are carried out in order to create more values for both the clients and the firms. As a way of strategic transformation which has brought the focus of business onto the realization of clients' value,servitization has introduced to us a brand-new business logic in which client-orientation is stressed and high-end service provision has been made as a new source of revenue with higher level of sustainability. Manufacturers need to re-construct their business models in order to realize business logic shift from being a traditional supplier-based manufacturer to being a client-focused manufacturer pursuing servitization. In essence,each element within the business model needs to be re-examined before the servitization strategy is carried out; these elements include value proposition,business procedures,external relations and profit models.The strategy of servitization means a manufacturer's transformation from being a simple product supplier or supplier of products and affiliated services to being a supplier of complete"product-service packages"through which process two types of services are provided,namely,services supporting the product( SSP) and services supporting the client( SSC). Since these two types of services involve different kinds of resources and capabilities and different levels of resource integration,the success of servitization transformation is dependent,to a large extent,on the smooth re-allocation and re-integration of the firms' key resources and capabilities. However,existing literature shows a research gap that needs to be bridged where the internal logic and realization path of servitization remains ambiguous. Thus,when analyzing the path to realize servitization,both the business model view and the resource-based view should be taken into consideration.Therefore,based on the resource-based view and integration of leading-edge theories in manufacturing servitization and business model innovation,this paper builds a theoretical model encompassing both the four inter-related business model elements and the key resources and capabilities of the firm serving as the foundation of the business model transformation. Then,based on the theoretical framework,a dual-case study on two Chinese equipment manufacturers is conducted to reveal the mechanism of business model innovation in servitization in greater detail. By cross-comparison of the four business model elements of both case firms and categorizing the resource-integration processes into four different types based on the attributes of the four business model elements,this paper explores the internal logic between a manufacturing firm's resources and capabilities in the process of servitization business model innovation,while investigating on the specific route taken by manufacturers in order to realize their business model transformation.Through the in-depth cross-case study mentioned above with integration of both the business model and resource integration view,this paper has found that first,the transformation from product-oriented manufacturing to service-oriented manufacturing has led to the shift in the value proposition focus of the manufacturers from product to service providing,which requires the inclination of the firms' key resources and capabilities towards service provision. This process stresses the important role of such capabilities as those in client-need interpretation and service logic transformation. Second,in the aspect of business procedures,the existing manufacturing-based resources and capabilities that the firms have serve as the foundation of their servitization transformation,while the significance of the role in organizing and balancing both product and service provision grows with the deepening of the firms' progress in servitization. Third,with regard to the firms' external relations,while the servitizing firms are making efforts in building their own images,they should also pay attention to the evaluation of their partners' capabilities. Last but not least,the servitization transformation of capital intensive manufacturing firms is more dependent on their financing capabilities,which are very closely related with the firms' resources such as their brand image,capital strength and external relations and so on.Specifically,the managerial implications that this paper provides are as follows. First,as a means of strategic transformation,servitization can be understood as an intrinsic process of shift in manufacturers' business model; thus,the essence of servitization is the process of business model innovation in manufacturing firms and the external manifestation of servitization is the restructuring of the firms' key business model elements,which include value proposition,business procedures,profit model and external relations; so the internal momentum propelling the progress of servitization is the re-integration of the firms' critical resources and capabilities; second,to realize servitization,resources need to be re-classified according to different attributes of the firm's business model elements before resource integration; the existing critical resources and capabilities of the firm serve as a necessary foundation for servitization transformation,while the success of servitization transformation lies in the dynamic balance between the firm's traditional manufacturing resources and the emerging service-oriented resources required to realize the business model transformation; third,manufacturing servitization is a long-term process,different emphases and approaches of resource integration should be applied to firms at different stages of servitization according to specific advantages that the firms have in their critical resources and capabilities. In general,at the preliminary stage of servitization,the manufacturing firms are required to stress the transformation of service logic through executing changes in their organizational structures,business procedures and corporate cultures; in the meanwhile,they also need to foster their capabilities in managing their external relations so as to acquire more external resources to promote the maturity of their servitization transformation. In addition,manufacturers should take a client-centric orientation and integrate their key resources to form specific resource bundles required by different servitization business needs in order to provide different levels of services to their clients. However,at the matured stage,the manufacturers should never forget to consolidate their manufacturing bases and ensure a healthy balance between product and service provision so to avoid over-inclination of resources towards service-provision due to the fast pace in servitization progress.
The competition among manufacturers,especially capital equipment manufacturers,is becoming more and more intensive while there is little room left for these firms to capture reasonable profit margin. It has become an inevitable industrial trend that manufacturing firms are encouraged to pursue the strategy of servitization through which value-added service-related activities such as contracting,system integration,equipment leasing,integrated solution providing and remanufacturing are carried out in order to create more values for both the clients and the firms. As a way of strategic transformation which has brought the focus of business onto the realization of clients' value,servitization has introduced to us a brand-new business logic in which client-orientation is stressed and high-end service provision has been made as a new source of revenue with higher level of sustainability. Manufacturers need to re-construct their business models in order to realize business logic shift from being a traditional supplier-based manufacturer to being a client-focused manufacturer pursuing servitization. In essence,each element within the business model needs to be re-examined before the servitization strategy is carried out; these elements include value proposition,business procedures,external relations and profit models.The strategy of servitization means a manufacturer's transformation from being a simple product supplier or supplier of products and affiliated services to being a supplier of complete"product-service packages"through which process two types of services are provided,namely,services supporting the product( SSP) and services supporting the client( SSC). Since these two types of services involve different kinds of resources and capabilities and different levels of resource integration,the success of servitization transformation is dependent,to a large extent,on the smooth re-allocation and re-integration of the firms' key resources and capabilities. However,existing literature shows a research gap that needs to be bridged where the internal logic and realization path of servitization remains ambiguous. Thus,when analyzing the path to realize servitization,both the business model view and the resource-based view should be taken into consideration.Therefore,based on the resource-based view and integration of leading-edge theories in manufacturing servitization and business model innovation,this paper builds a theoretical model encompassing both the four inter-related business model elements and the key resources and capabilities of the firm serving as the foundation of the business model transformation. Then,based on the theoretical framework,a dual-case study on two Chinese equipment manufacturers is conducted to reveal the mechanism of business model innovation in servitization in greater detail. By cross-comparison of the four business model elements of both case firms and categorizing the resource-integration processes into four different types based on the attributes of the four business model elements,this paper explores the internal logic between a manufacturing firm's resources and capabilities in the process of servitization business model innovation,while investigating on the specific route taken by manufacturers in order to realize their business model transformation.Through the in-depth cross-case study mentioned above with integration of both the business model and resource integration view,this paper has found that first,the transformation from product-oriented manufacturing to service-oriented manufacturing has led to the shift in the value proposition focus of the manufacturers from product to service providing,which requires the inclination of the firms' key resources and capabilities towards service provision. This process stresses the important role of such capabilities as those in client-need interpretation and service logic transformation. Second,in the aspect of business procedures,the existing manufacturing-based resources and capabilities that the firms have serve as the foundation of their servitization transformation,while the significance of the role in organizing and balancing both product and service provision grows with the deepening of the firms' progress in servitization. Third,with regard to the firms' external relations,while the servitizing firms are making efforts in building their own images,they should also pay attention to the evaluation of their partners' capabilities. Last but not least,the servitization transformation of capital intensive manufacturing firms is more dependent on their financing capabilities,which are very closely related with the firms' resources such as their brand image,capital strength and external relations and so on.Specifically,the managerial implications that this paper provides are as follows. First,as a means of strategic transformation,servitization can be understood as an intrinsic process of shift in manufacturers' business model; thus,the essence of servitization is the process of business model innovation in manufacturing firms and the external manifestation of servitization is the restructuring of the firms' key business model elements,which include value proposition,business procedures,profit model and external relations; so the internal momentum propelling the progress of servitization is the re-integration of the firms' critical resources and capabilities; second,to realize servitization,resources need to be re-classified according to different attributes of the firm's business model elements before resource integration; the existing critical resources and capabilities of the firm serve as a necessary foundation for servitization transformation,while the success of servitization transformation lies in the dynamic balance between the firm's traditional manufacturing resources and the emerging service-oriented resources required to realize the business model transformation; third,manufacturing servitization is a long-term process,different emphases and approaches of resource integration should be applied to firms at different stages of servitization according to specific advantages that the firms have in their critical resources and capabilities. In general,at the preliminary stage of servitization,the manufacturing firms are required to stress the transformation of service logic through executing changes in their organizational structures,business procedures and corporate cultures; in the meanwhile,they also need to foster their capabilities in managing their external relations so as to acquire more external resources to promote the maturity of their servitization transformation. In addition,manufacturers should take a client-centric orientation and integrate their key resources to form specific resource bundles required by different servitization business needs in order to provide different levels of services to their clients. However,at the matured stage,the manufacturers should never forget to consolidate their manufacturing bases and ensure a healthy balance between product and service provision so to avoid over-inclination of resources towards service-provision due to the fast pace in servitization progress.
引文
[1]曲婉,穆荣平,李铭禄.基于服务创新的制造企业服务转型影响因素研究[J].科研管理,2012,33(10):64-71.Qu Wan,Mu Rongping,Li Minglu.The influential factors of manufacturing firms’servitization based on service innovation[J].Science Research Management,2012,33(10):64-71.
[2]姜铸,李宁.服务创新、制造业服务化对企业绩效的影响[J].科研管理,2015,36(5):29-37.Jiang Zhu,Li Ning.The impact of service innovation and manufacturing service on the enterprise performance[J].Science Research Management,2015,36(5):29-37.
[3]Vandermerwe S,Rada J.Servitization of business:Adding value by adding services[J].European Management Journal,1989,6(4):314-324.
[4]Mathieu V.Product services:From a service supporting the product to a service supporting the client[J].Journal of Business&Industrial Marketing,2001,16(1):39-58.
[5]Eggert A,Hogreve J,Ulaga W,Muenkhoff E.Industrial services,product innovations,and firm profitability:A multiple-group latent growth curve analysis[J].Industrial Marketing Management,2011,40(5):661-670.
[6]胡查平,汪涛,朱丽娅.制造业服务化绩效的生成逻辑---基于企业能力理论视角[J].科研管理,2018,39(5):129-137.Hu Chaping,Wang Tao,Zhu Liya.Formation of manufacturing companies’servitization performance based on their capacities[J].Science Research Management,2018,39(5):129-137.
[7]Oliva R,Kallenberg R.Managing the transition form products to services[J].International Journal of Service Industry Management,2003,14(2):160-172.
[8]Teece D J.Business models,business strategy and innovation[J].Long Range Planning,2010,43(2/3):172-194.
[9]Zarpelon N G.,Pereira G M,Borchardt M.What problems manufacturing companies can face when providing services around the world?[J].Journal of Business&Industrial Marketing,2015,30(5):461-471.
[10]Ulaga W.Investigating customer value in global business markets:Commentary essay[J].Journal of Business Research,2011,64(8):928-930.
[11]Amit R,Zott C.Value creation in e-business[J].Strategic Management Journal,2001,22(6/7):493-520.
[12]Demil B,Lecocq X.Business model evolution:In search of dynamic consistency[J].Long Range Planning,2010,43(2/3):227-246.
[13]Schneider S,Spieth P.Business model innovation:Towards an integrated future research agenda[J].International Journal of Innovation Management,2013,17(1):1-34.
[14]Zott C,Amit R.Business model design:An activity system perspective[J].Long Range Planning,2010,43(2/3):216-226.
[15]George G,Bock A.The business model in practice and its implications for entrepreneurship research[J].Entrepreneurship Theory and Practice,2011,35(1),83-111.
[16]Berghman L,Matthyssens P.Building competences for new customer value creation:An exploratory study[J].Industrial Marketing Management,2006,35(8):961-973.
[17]Barquet A P B,de Oliveira M G,Amigo C R,Cunha V P,Rozenfeld H.Employing the business model concept to support the adoption of product-service systems(PSS)[J].Industrial Marketing Management,2013,42(5):693-704.
[18]Johnson M W,Christensen C M,Kagermann H.Reinvention your business model[J].Harvard Business Review,2008,86(12),50-59.
[19]Martinez,V.,Bastl,M.,Kingston,J.,Evans,S.Challenges in transforming manufacturing organisations into productservice providers[J].Journal of Manufacturing Technology Management,2010,21(4):449-469.
[20]Barnett,N.J.,Parry,G.,Saad,M.,Newnes,L.B.,Goh,Y.M.Servitization:Is a paradigm shift in the business model and service enterprise required?[J].Strategic Change,2013,22(3/4):145-156.
[21]Kuijken B,Gemser G,Wijnberg N M,Effective productservice systems:A value-based framework[J].Industrial Marketing Management,2017,60(1):33-41.
[22]蒋楠,赵嵩正,吴楠.服务型制造企业服务提供、知识共创与服务创新绩效[J].科研管理,2016,37(6):57-64.Jiang Nan,Zhao Songzheng,Wu Nan.An empirical research on the relationship between service offering,knowledge coproduction and service innovation performance in serviceembedded manufacturing enterprises[J].Science Research Management,2016,37(6):57-64.
[23]Parida V,Sj¨odin D R,Wincent J,Kohtam¨aki M.Mastering the transition to product-service provision:Insights into business models,learning activities,and capabilities[J].Research-Technology Management,2014,57(3):44-52.
[24]Alghisi A,Saccani N.Internal and external alignment in the servitization journey-Overcoming the challenges[J].Production Planning and Control,2015,26(14/15):1219-1232.
[25]Kowalkowski,C.,Windahl,C.,Kindstr¨om,D.,Gebauer,H.What service transition?Rethinking established assumptions about manufacturers'service-led growth strategies[J].Industrial Marketing Management,2015,45(1):59-69.
[26]郝新军,姚树俊,同世隆.服务型制造模式下价值共创网络研究[J].科技进步与对策,2015,32(9):60-66.Hao Xinjun,Yao Shujun,Tong Shilong.A study on the value co-creation network under the mode of servitized manufacturing[J].Science&Technology Progress and Policy,2015,32(9):60-66.
[27]李靖华,林莉,闫威涛.制造业服务化的价值共创机制:基于价值网络的探索性案例研究[J].科学学与科学技术管理,2017,38(5):85-100.Li Jinghua,Lin Li,Yan Weitao.The value co-creation mechanism of servitization:An explorative case study on value network perspective[J].Science of Science and Management of S.&T.,2017,38(5):85-100.
[28]Nudurupati S S,Lascelles D,Wright G,Yip N.Eight challenges of servitisation for the configuration,measurement and management of organizations[J].Journal of Service Theory and Practice,2016,26(6):745-763.
[29]Osterwalder A,Yves P.Clarifying business models:origins,present,and future of the concept[J].Communications of AIS,2005(16):1-25.
[30]林桂平,魏炜,朱武祥.透析盈利模式原理:魏朱商业模式理论延伸[M].机械工业出版社,2014.Lin Guiping,Wei Wei,Zhu Wuxiang.Principles of profit models:A theoretical extension of Wei-Zhu business model[M].China Machine Press,2014.
[31]Neely A.Exploring the financial consequences of the servitization of manufacturing[J].Operations Management Research,2008,1(2):103-118.
[32]Xing,Y.,Liu,Y.,Tarba,S.,Sir Cooper,C.L.,Servitization in mergers and acquisitions:Manufacturing firms venturing from emerging markets into advanced economies[J].International Journal of Production Economics,2017,192(1):09-18.
[33]Li J,Lin L,Ma L.The transformation mechanism of servitisation in China:A resource-based perspective[J].International Journal of Technology,Policy and Management,2017,17(3):240-261.
[34]Yin R K.Case study research:Design and methods[M].Sage,Thousands Oaks,2003.
[2]姜铸,李宁.服务创新、制造业服务化对企业绩效的影响[J].科研管理,2015,36(5):29-37.Jiang Zhu,Li Ning.The impact of service innovation and manufacturing service on the enterprise performance[J].Science Research Management,2015,36(5):29-37.
[3]Vandermerwe S,Rada J.Servitization of business:Adding value by adding services[J].European Management Journal,1989,6(4):314-324.
[4]Mathieu V.Product services:From a service supporting the product to a service supporting the client[J].Journal of Business&Industrial Marketing,2001,16(1):39-58.
[5]Eggert A,Hogreve J,Ulaga W,Muenkhoff E.Industrial services,product innovations,and firm profitability:A multiple-group latent growth curve analysis[J].Industrial Marketing Management,2011,40(5):661-670.
[6]胡查平,汪涛,朱丽娅.制造业服务化绩效的生成逻辑---基于企业能力理论视角[J].科研管理,2018,39(5):129-137.Hu Chaping,Wang Tao,Zhu Liya.Formation of manufacturing companies’servitization performance based on their capacities[J].Science Research Management,2018,39(5):129-137.
[7]Oliva R,Kallenberg R.Managing the transition form products to services[J].International Journal of Service Industry Management,2003,14(2):160-172.
[8]Teece D J.Business models,business strategy and innovation[J].Long Range Planning,2010,43(2/3):172-194.
[9]Zarpelon N G.,Pereira G M,Borchardt M.What problems manufacturing companies can face when providing services around the world?[J].Journal of Business&Industrial Marketing,2015,30(5):461-471.
[10]Ulaga W.Investigating customer value in global business markets:Commentary essay[J].Journal of Business Research,2011,64(8):928-930.
[11]Amit R,Zott C.Value creation in e-business[J].Strategic Management Journal,2001,22(6/7):493-520.
[12]Demil B,Lecocq X.Business model evolution:In search of dynamic consistency[J].Long Range Planning,2010,43(2/3):227-246.
[13]Schneider S,Spieth P.Business model innovation:Towards an integrated future research agenda[J].International Journal of Innovation Management,2013,17(1):1-34.
[14]Zott C,Amit R.Business model design:An activity system perspective[J].Long Range Planning,2010,43(2/3):216-226.
[15]George G,Bock A.The business model in practice and its implications for entrepreneurship research[J].Entrepreneurship Theory and Practice,2011,35(1),83-111.
[16]Berghman L,Matthyssens P.Building competences for new customer value creation:An exploratory study[J].Industrial Marketing Management,2006,35(8):961-973.
[17]Barquet A P B,de Oliveira M G,Amigo C R,Cunha V P,Rozenfeld H.Employing the business model concept to support the adoption of product-service systems(PSS)[J].Industrial Marketing Management,2013,42(5):693-704.
[18]Johnson M W,Christensen C M,Kagermann H.Reinvention your business model[J].Harvard Business Review,2008,86(12),50-59.
[19]Martinez,V.,Bastl,M.,Kingston,J.,Evans,S.Challenges in transforming manufacturing organisations into productservice providers[J].Journal of Manufacturing Technology Management,2010,21(4):449-469.
[20]Barnett,N.J.,Parry,G.,Saad,M.,Newnes,L.B.,Goh,Y.M.Servitization:Is a paradigm shift in the business model and service enterprise required?[J].Strategic Change,2013,22(3/4):145-156.
[21]Kuijken B,Gemser G,Wijnberg N M,Effective productservice systems:A value-based framework[J].Industrial Marketing Management,2017,60(1):33-41.
[22]蒋楠,赵嵩正,吴楠.服务型制造企业服务提供、知识共创与服务创新绩效[J].科研管理,2016,37(6):57-64.Jiang Nan,Zhao Songzheng,Wu Nan.An empirical research on the relationship between service offering,knowledge coproduction and service innovation performance in serviceembedded manufacturing enterprises[J].Science Research Management,2016,37(6):57-64.
[23]Parida V,Sj¨odin D R,Wincent J,Kohtam¨aki M.Mastering the transition to product-service provision:Insights into business models,learning activities,and capabilities[J].Research-Technology Management,2014,57(3):44-52.
[24]Alghisi A,Saccani N.Internal and external alignment in the servitization journey-Overcoming the challenges[J].Production Planning and Control,2015,26(14/15):1219-1232.
[25]Kowalkowski,C.,Windahl,C.,Kindstr¨om,D.,Gebauer,H.What service transition?Rethinking established assumptions about manufacturers'service-led growth strategies[J].Industrial Marketing Management,2015,45(1):59-69.
[26]郝新军,姚树俊,同世隆.服务型制造模式下价值共创网络研究[J].科技进步与对策,2015,32(9):60-66.Hao Xinjun,Yao Shujun,Tong Shilong.A study on the value co-creation network under the mode of servitized manufacturing[J].Science&Technology Progress and Policy,2015,32(9):60-66.
[27]李靖华,林莉,闫威涛.制造业服务化的价值共创机制:基于价值网络的探索性案例研究[J].科学学与科学技术管理,2017,38(5):85-100.Li Jinghua,Lin Li,Yan Weitao.The value co-creation mechanism of servitization:An explorative case study on value network perspective[J].Science of Science and Management of S.&T.,2017,38(5):85-100.
[28]Nudurupati S S,Lascelles D,Wright G,Yip N.Eight challenges of servitisation for the configuration,measurement and management of organizations[J].Journal of Service Theory and Practice,2016,26(6):745-763.
[29]Osterwalder A,Yves P.Clarifying business models:origins,present,and future of the concept[J].Communications of AIS,2005(16):1-25.
[30]林桂平,魏炜,朱武祥.透析盈利模式原理:魏朱商业模式理论延伸[M].机械工业出版社,2014.Lin Guiping,Wei Wei,Zhu Wuxiang.Principles of profit models:A theoretical extension of Wei-Zhu business model[M].China Machine Press,2014.
[31]Neely A.Exploring the financial consequences of the servitization of manufacturing[J].Operations Management Research,2008,1(2):103-118.
[32]Xing,Y.,Liu,Y.,Tarba,S.,Sir Cooper,C.L.,Servitization in mergers and acquisitions:Manufacturing firms venturing from emerging markets into advanced economies[J].International Journal of Production Economics,2017,192(1):09-18.
[33]Li J,Lin L,Ma L.The transformation mechanism of servitisation in China:A resource-based perspective[J].International Journal of Technology,Policy and Management,2017,17(3):240-261.
[34]Yin R K.Case study research:Design and methods[M].Sage,Thousands Oaks,2003.