制造企业服务导向战略研究：战略的制定与执行视角
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摘要
近年来,服务经济在全球范围内获得较快发展,主要表现在服务对国内生产总值的贡献和服务行业吸纳的就业人口不断攀升。而且,越来越多的传统制造企业开始重视服务的作用,通过向顾客提供更多的增值服务来实现差异化,从而获得竞争优势。许多世界知名企业已经成功完成了由产品制造商向服务提供商的转型,服务已经成为它们重要的收入和利润来源。这一现象同时也导致了制造企业和服务企业之间的界限渐趋模糊,服务成为了制造企业必不可少的竞争工具。中国作为传统的制造业大国,服务经济的发展相对滞后,“世界工厂”的地位又是建立在巨大的资源耗费和低廉的劳动力成本之上。面对世界经济形势不断恶化的压力,长期处在加工制造等价值链低端环节的中国制造企业,必须向处在价值链两端、附加价值较高的服务环节移动。因此,中国制造企业以服务为导向的相关战略问题就显得尤为重要,而且对这一问题的解决势在必行。
基于这一背景,本文立足于制造企业的服务导向战略,在大量的文献回顾和与部分企业管理人员访谈的基础上,构建了一个制造企业服务导向战略制定与执行的两阶段模型。在服务导向战略的制定阶段,本文认为企业应当综合考虑企业所处的行业环境和企业内部特征两个方面的因素。利用SCP理论范式,本文提出了制造企业在制定服务导向战略时需要考虑的外部环境因素——企业所处行业的竞争强度、市场环境的动态性和行业内的创新性；利用资源基础观(RBV),本文提出了制造企业在制定服务导向战略时需要考虑的企业内部因素——品牌权益、关系权益、顾客导向和企业家导向。品牌权益和关系权益属于企业静态资源范畴,而顾客导向和企业家导向则属于企业动态能力范畴。对于这一研究问题的解决,可以回答哪些制造企业适合采用服务导向战略,以及不同制造企业之间服务导向战略水平差异这一基本问题。在服务导向战略的执行阶段,本文引入“组织形态(企业组织结构、流程与关系界限的有机体)”这一概念,用于研究不同制造企业获取服务导向战略收益差异的原因,为“服务悖论”现象提供一种可能的理论解释。
本文通过对包括225个中国制造企业的样本数据进行实证分析,以验证服务导向战略的两阶段理论模型。研究结果显示,在服务导向战略的制定阶段,企业所在行业的竞争强度、经营环境的动态性两个环境因素,对服务导向战略水平有显著的正向影响；在企业的资源和能力方面,品牌权益、关系权益和企业家导向三个因素对服务导向战略水平有显著的正向影响。在服务导向战略的执行阶段,企业组织形态的三个要素中,仅有组织结构和服务流程对服务导向与企业绩效表现之间关系有显著的调节作用,而服务外包则没有这一作用。具体而言,相对于没有设立独立服务部门的制造企业,设立独立服务部门的制造企业能够获取更多的服务导向战略收益；而且,以顾客需求为导向、科学合理的服务流程也会强化服务导向战略与企业绩效表现二者之间的正向关系。
本文对现有理论的贡献主要体现在四个方面：第一,在中国制造企业情境下验证了服务导向战略与企业绩效之间的直接正向相关关系。第二,制造企业服务导向战略的有效执行依赖于与之相匹配的组织形态,为“服务悖论”现象提供一种可能的理论解释。第三,综合运用SCP范式和资源基础观(RBV)这两个竞争理论,对现有研究中服务导向战略制定的限制条件进行整合,为其提供基础理论框架的支撑和解释。第四,在制造企业服务导向战略前置因素的研究方面,本文首次引入了品牌权益、关系权益和企业家导向几个变量,而且它们对服务导向战略均具有显著的正向影响。
在研究结论的实践意义方面,首先,制造企业在制定服务导向战略时应当评估所处的行业环境特征,包括行业的竞争强度和竞争环境的动态性；其次,制造企业在制定服务导向战略时,还应当考察企业所拥有的资源和能力因素,包括品牌权益、关系权益和企业家导向能力方面,应致力于品牌和关系权益的积累与企业家导向能力的提升。最后,在服务导向战略的执行环节,企业应当注重组织形态与战略的适配来提升战略执行效果,最大化战略收益。具体而言,制造企业应当适度分权,设置一个独立的服务部门来全面负责企业的所有服务业务；此外,制造企业在设计服务流程过程中要以顾客需求为导向,让顾客参与服务流程的设计过程,构建科学合理的服务流程体系。
In recent years, service economy has developed rapidly worldwide, demonstrating that the contribution of services to GDP and the population employed in service industries have gone up dramatically. Furthermore, more and more traditional manufacturers have started to attach more importance to services and offer more value-added services to customers to differentiate themselves from competitors, thereby gaining competitive advantage. Many world-renowned manufacturers have successfully transformed themselves into service providers. For them, revenues and profits derived from services have become very important sources of revenue and profit, and above all services have become an integral tool for competition, blurring the boundary between manufacturers and service firms. China, as a traditional country with an advantage of manufacturing, the "manufacturing factory" title is awarded at the cost of enormous resources consumption and on the basis of cheap labor force, and not to mention the fact that its service economy still lags behind many countries. Facing the pressure of worsening economic situation worldwide, the manufacturers in China, have been located in the middle of the value chain with the characteristics of low added value, have to move up and down towards the two ends of the value chain with the characteristics of high added value. Therefore, questions related to pursuing a service oriented strategy for the manufacturers in China are especially salient, and have to be answered immediately.
Against this background, anchored on a service orientation strategy for manufacturers, the dissertation proposes a two-stage conceptual model which incorporates a strategy formulation perspective and a strategy implementation perspective on the basis of reviewing a large amount of previous research and interviews with executives in several firms. From a service orientation strategy formulation perspective, manufacturers have to take the industry environment external to them and organizational characteristics internal to them in consideration before formulating a service orientation strategy. Drawing on the SCP paradigm, the dissertation proposes three external environmental factors, including competitive intensity, environmental dynamics, and innovativeness in the industry; drawing on RBV, the dissertation proposes four internal characteristics, including brand equity, relational equity, customer orientation, and entrepreneurial orientation. Brand equity and relational equity fall into the category of static resources and customer orientation and entrepreneurial orientation fall into the category of dynamic capabilities. The research issue can answer two basic theoretical questions:"what kind of manufacturers should adopt a service orientation strategy and why is there considerable variability in the extent to which manufacturers adopt a service orientation business strategy?"
Form a service orientation implementation perspective, this dissertation brings the concept of organizational configuration in, which is defined as a synergistic coalition of organizational structure, process, and relationship, to empirically verify the cause of the fact that manufacturers reap different levels of strategic benefits from implementing a service orientation business strategy, providing an alternative explanation to the phenomenon of "service paradox"
Using a sample comprising of225manufacturers located in China, the study empirically verifies the above-mentioned two-stage conceptual model. The results indicate that competitive intensity and environmental dynamics have positive effects on the extent to which the manufacturer adopts a service orientation strategy from a perspective of strategy formulation. In terms of resources and capabilities, brand equity, relational equity, and entrepreneurial orientation are positively associated with the extent to which the manufacturer adopts a service orientation. Form a strategy implementation perspective, only organizational structure and service process moderate the relationship between service orientation strategy and firm performance, while service outsourcing doesn't have the moderate effect between them. Specifically, compared with those manufacturers which do not set up a separate service department fully responsible for all the service businesses, those which do set up a separated service department can reap more strategic benefits from implementing a service orientation strategy. Moreover, customer-oriented and suitable service process can heighten the positive relationship between service orientation and firm performance.
Theoretical contributions to the extant literature are fourfold. First, the dissertation has empirically substantiated the positive and direct effect of service orientation strategy on firm performance in the context of manufacturers in China. Second, effectively implementing a service orientation strategy depends on the manufacturer's organizational configuration, providing an alternative explanation for "service paradox". Third, drawing on the two competing theories (the SCP paradigm and RBV) to integrate the antecedents to a service orientation strategy in the extant literature, providing basic theoretical frameworks to explain and support the formulation of a service orientation strategy. Four, this study is the first to identify brand equity, relational equity, and entrepreneurial orientation as the antecedents to a service orientation strategy and they are also empirically verified that all of them have positive impacts on service orientation strategy.
With regard to the managerial implications of the conclusions, first, manufacturers should evaluate the competitive environment in which they operate, including competitive intensity and environmental dynamics when formulating a service orientation strategy; second, manufacturers should also evaluate their resources and capabilities, including brand equity, relational equity, and entrepreneurial orientation and devote themselves to accumulating more the above-mentioned resources and capabilities when formulating a service orientation strategy; last, in the process of implementing a service orientation strategy, manufacturers should adjust their organizational configuration to fit its corresponding service orientation strategy to maximize the strategic benefits to the fullest. Specifically, manufacturers should moderately empower its service employees and set up a separate service department. Moreover, the service process design must be customer-oriented and customers should be encouraged to participate in the process of design in order to establish a sound service process system.
基于这一背景,本文立足于制造企业的服务导向战略,在大量的文献回顾和与部分企业管理人员访谈的基础上,构建了一个制造企业服务导向战略制定与执行的两阶段模型。在服务导向战略的制定阶段,本文认为企业应当综合考虑企业所处的行业环境和企业内部特征两个方面的因素。利用SCP理论范式,本文提出了制造企业在制定服务导向战略时需要考虑的外部环境因素——企业所处行业的竞争强度、市场环境的动态性和行业内的创新性；利用资源基础观(RBV),本文提出了制造企业在制定服务导向战略时需要考虑的企业内部因素——品牌权益、关系权益、顾客导向和企业家导向。品牌权益和关系权益属于企业静态资源范畴,而顾客导向和企业家导向则属于企业动态能力范畴。对于这一研究问题的解决,可以回答哪些制造企业适合采用服务导向战略,以及不同制造企业之间服务导向战略水平差异这一基本问题。在服务导向战略的执行阶段,本文引入“组织形态(企业组织结构、流程与关系界限的有机体)”这一概念,用于研究不同制造企业获取服务导向战略收益差异的原因,为“服务悖论”现象提供一种可能的理论解释。
本文通过对包括225个中国制造企业的样本数据进行实证分析,以验证服务导向战略的两阶段理论模型。研究结果显示,在服务导向战略的制定阶段,企业所在行业的竞争强度、经营环境的动态性两个环境因素,对服务导向战略水平有显著的正向影响；在企业的资源和能力方面,品牌权益、关系权益和企业家导向三个因素对服务导向战略水平有显著的正向影响。在服务导向战略的执行阶段,企业组织形态的三个要素中,仅有组织结构和服务流程对服务导向与企业绩效表现之间关系有显著的调节作用,而服务外包则没有这一作用。具体而言,相对于没有设立独立服务部门的制造企业,设立独立服务部门的制造企业能够获取更多的服务导向战略收益；而且,以顾客需求为导向、科学合理的服务流程也会强化服务导向战略与企业绩效表现二者之间的正向关系。
本文对现有理论的贡献主要体现在四个方面：第一,在中国制造企业情境下验证了服务导向战略与企业绩效之间的直接正向相关关系。第二,制造企业服务导向战略的有效执行依赖于与之相匹配的组织形态,为“服务悖论”现象提供一种可能的理论解释。第三,综合运用SCP范式和资源基础观(RBV)这两个竞争理论,对现有研究中服务导向战略制定的限制条件进行整合,为其提供基础理论框架的支撑和解释。第四,在制造企业服务导向战略前置因素的研究方面,本文首次引入了品牌权益、关系权益和企业家导向几个变量,而且它们对服务导向战略均具有显著的正向影响。
在研究结论的实践意义方面,首先,制造企业在制定服务导向战略时应当评估所处的行业环境特征,包括行业的竞争强度和竞争环境的动态性；其次,制造企业在制定服务导向战略时,还应当考察企业所拥有的资源和能力因素,包括品牌权益、关系权益和企业家导向能力方面,应致力于品牌和关系权益的积累与企业家导向能力的提升。最后,在服务导向战略的执行环节,企业应当注重组织形态与战略的适配来提升战略执行效果,最大化战略收益。具体而言,制造企业应当适度分权,设置一个独立的服务部门来全面负责企业的所有服务业务；此外,制造企业在设计服务流程过程中要以顾客需求为导向,让顾客参与服务流程的设计过程,构建科学合理的服务流程体系。
In recent years, service economy has developed rapidly worldwide, demonstrating that the contribution of services to GDP and the population employed in service industries have gone up dramatically. Furthermore, more and more traditional manufacturers have started to attach more importance to services and offer more value-added services to customers to differentiate themselves from competitors, thereby gaining competitive advantage. Many world-renowned manufacturers have successfully transformed themselves into service providers. For them, revenues and profits derived from services have become very important sources of revenue and profit, and above all services have become an integral tool for competition, blurring the boundary between manufacturers and service firms. China, as a traditional country with an advantage of manufacturing, the "manufacturing factory" title is awarded at the cost of enormous resources consumption and on the basis of cheap labor force, and not to mention the fact that its service economy still lags behind many countries. Facing the pressure of worsening economic situation worldwide, the manufacturers in China, have been located in the middle of the value chain with the characteristics of low added value, have to move up and down towards the two ends of the value chain with the characteristics of high added value. Therefore, questions related to pursuing a service oriented strategy for the manufacturers in China are especially salient, and have to be answered immediately.
Against this background, anchored on a service orientation strategy for manufacturers, the dissertation proposes a two-stage conceptual model which incorporates a strategy formulation perspective and a strategy implementation perspective on the basis of reviewing a large amount of previous research and interviews with executives in several firms. From a service orientation strategy formulation perspective, manufacturers have to take the industry environment external to them and organizational characteristics internal to them in consideration before formulating a service orientation strategy. Drawing on the SCP paradigm, the dissertation proposes three external environmental factors, including competitive intensity, environmental dynamics, and innovativeness in the industry; drawing on RBV, the dissertation proposes four internal characteristics, including brand equity, relational equity, customer orientation, and entrepreneurial orientation. Brand equity and relational equity fall into the category of static resources and customer orientation and entrepreneurial orientation fall into the category of dynamic capabilities. The research issue can answer two basic theoretical questions:"what kind of manufacturers should adopt a service orientation strategy and why is there considerable variability in the extent to which manufacturers adopt a service orientation business strategy?"
Form a service orientation implementation perspective, this dissertation brings the concept of organizational configuration in, which is defined as a synergistic coalition of organizational structure, process, and relationship, to empirically verify the cause of the fact that manufacturers reap different levels of strategic benefits from implementing a service orientation business strategy, providing an alternative explanation to the phenomenon of "service paradox"
Using a sample comprising of225manufacturers located in China, the study empirically verifies the above-mentioned two-stage conceptual model. The results indicate that competitive intensity and environmental dynamics have positive effects on the extent to which the manufacturer adopts a service orientation strategy from a perspective of strategy formulation. In terms of resources and capabilities, brand equity, relational equity, and entrepreneurial orientation are positively associated with the extent to which the manufacturer adopts a service orientation. Form a strategy implementation perspective, only organizational structure and service process moderate the relationship between service orientation strategy and firm performance, while service outsourcing doesn't have the moderate effect between them. Specifically, compared with those manufacturers which do not set up a separate service department fully responsible for all the service businesses, those which do set up a separated service department can reap more strategic benefits from implementing a service orientation strategy. Moreover, customer-oriented and suitable service process can heighten the positive relationship between service orientation and firm performance.
Theoretical contributions to the extant literature are fourfold. First, the dissertation has empirically substantiated the positive and direct effect of service orientation strategy on firm performance in the context of manufacturers in China. Second, effectively implementing a service orientation strategy depends on the manufacturer's organizational configuration, providing an alternative explanation for "service paradox". Third, drawing on the two competing theories (the SCP paradigm and RBV) to integrate the antecedents to a service orientation strategy in the extant literature, providing basic theoretical frameworks to explain and support the formulation of a service orientation strategy. Four, this study is the first to identify brand equity, relational equity, and entrepreneurial orientation as the antecedents to a service orientation strategy and they are also empirically verified that all of them have positive impacts on service orientation strategy.
With regard to the managerial implications of the conclusions, first, manufacturers should evaluate the competitive environment in which they operate, including competitive intensity and environmental dynamics when formulating a service orientation strategy; second, manufacturers should also evaluate their resources and capabilities, including brand equity, relational equity, and entrepreneurial orientation and devote themselves to accumulating more the above-mentioned resources and capabilities when formulating a service orientation strategy; last, in the process of implementing a service orientation strategy, manufacturers should adjust their organizational configuration to fit its corresponding service orientation strategy to maximize the strategic benefits to the fullest. Specifically, manufacturers should moderately empower its service employees and set up a separate service department. Moreover, the service process design must be customer-oriented and customers should be encouraged to participate in the process of design in order to establish a sound service process system.
引文
①转引自：陶纪明.服务经济的本质与内涵：理论渊源[J].科学发展,2010,10：3-12.
①转引自：甘绮翠等.向服务业务模式转型：中国企业的可持续发展之路[R].IBM商业价值研究院,2009.
②转引自：宋高歌,黄培清,帅萍.基于产品服务化的循环经济发展模式研究[J].中国工业经济,2005,5(5)：13-20.
①转引自：陈洁雄.制造企业服务化与经营绩效的实证研究[J].商业经济与管理,2010,4：3,p.34.
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