科研管理 ›› 2019, Vol. 40 ›› Issue (2): 134-143.

• 论文 • 上一篇    下一篇

价值创造视角下服务化战略的效应研究

刘林艳   

  1. 北京第二外国语学院,北京100024
  • 收稿日期:2016-11-30 修回日期:2018-01-18 出版日期:2019-02-20 发布日期:2019-02-20
  • 通讯作者: 刘林艳
  • 基金资助:
    国家社会科学基金资助项目:“互联网与展览业深度融合的商业模式创新研究”(18CGL021,起止时间:2018-2021)。

A research on the effect of servitization strategy from the perspective of value creation

Liu Linyan   

  1. Beijing International Studies University, Beijing 100024, China
  • Received:2016-11-30 Revised:2018-01-18 Online:2019-02-20 Published:2019-02-20

摘要: 如何破解服务化战略的悖论,成功实施服务化战略是学者和业界人士所共同关注的。借助于大样本调查以及我们对于中国化工行业的观察,本文从买卖双方的视角重点研究了不同类型的服务化战略与感知价值之间的关系,还探索了客户参与对服务化过程的影响。统计检验的结果表明,两类服务都可以为买方带来感知经济价值和感知技术/核心价值,但感知关系/支持价值只有当客户采购基于信息技术的集成服务且通过经济价值和技术价值的中介作用获得。研究结果还表明,客户参与在基于信息技术的集成服务与客户感知技术/核心价值之间的关系中起调节作用。本文的研究的对于探索服务化战略如何匹配客户感知价值,特别是关系价值的建立以及如何管理客户参与具有重要意义。

关键词: 服务化战略, 价值创造, 效应研究

Abstract: The trend of industrial service has aroused people’s new interest. Organizations, markets and the whole society begin to pay attention to the exchange of services. The concept of servitization was first put forward by Vandermerwe and Rada, regarded as a process of creating value by adding services to products, i.e. strategic innovation process, in which an organization transfers value to customers by utilizing the capabilities and processes of an enterprise from selling products to integrating products and services. Since the 1990s, a large number of domestic and foreign scholars have begun to study the use, development and impact of the servitization strategy to enhance the competitiveness of enterprises.However, while affirming the strategic values of service, many studies have shown that the adoption of servitization strategy does not necessarily lead to expected high income and desired success, this phenomenon was defined as "paradox of servitization strategy". How can we make the servitization strategy successful? Relevant exploration can be divided into two categories. One is that traditional service transformation of manufacturing enterprises will face three challenges: service design, organizational strategy and organizational change. It can be seen that the focus is still on internal management and coordination. The other is that services are different from products, and new strategic rules in service field should be clearly understood and applied.In fact, these two points are necessary and indispensable, but it seems that they are not enough. The service-dominated market emphasizes value creation, and pays special attention to the role of customers in the process of value creation. It can be seen that the performance of service providers can be reflected not only by the perceived value of customers, but also by the experience participation of customers themselves. Based on the observation from China, we propose that both service providers and customers need to adapt. There is no uniform standard to convince which degree of service and which type of service is the best. From the perspective of synergistic value creation, only the most appropriate. This paper intends to answer these questions, what does this servitization mean to the Chinese firms who are attempting to apply or are going through servitization? If the strategy of servitization works, then what is the difference between before and after the implementation of this strategy, in terms of customer perceived value and the relationship?This study focuses on two types of servitization strategies: product portfolio-based coupling services and information technology-based integration services. Based on the classification of servitization strategies, this paper analyses and empirically tests the impact of two types of servitization strategies on customer perceived value.In order to empirically validate this study’s model, a survey method was used. Before sending out questionnaires, we implemented expert consultation and corrected items of the questionnaire. Simultaneously, we chose some companies to carry on pre-test of the questionnaire, consulted and interviewed the top managers in these firms. Through the steps above, we finally got the items and measurement used in this research, and ultimately obtained 346 valid questionnaires with a recovery rate of 53.2%. We use Chi-square tests to compare the questionnaires with different payback periods, and compare them based on the number of employees, sales revenue, total assets and other variables. The results show that there is no significant difference between them, that is, there is no non-response error.Although previous studies have emphasized operand resources, operant resources, asset specificity , dynamic cooperation, organizational leadership, information systems and other structural factors to explain service value creation, this study focuses on exploring how product portfolio-based coupled services and information technology-based integrated services match customer perceived value, especially relationship value building andcustomer participation management. These aspects of service management are of great significance in explaining and determining the objectives of industrial service, such as the service strategy of synergistic value creation, the strategy of interaction between supply and demand, etc., and are considered as the key points of servitization. Based on the results of statistical tests and our observations from China, the conclusions and theoretical and practical significance are as follows.Firstly, on the basis of previous studies and combined with enterprise research, this paper divides the servitization strategy into product portfolio-based coupling services and information technology-based integration services. Although other scholars divided services into four categories from the perspective of customer use: factor service, semi-production service, instrumental service and consumptive service, it is helpful to understand the interactive process between buyers and sellers. But in actual use, it is difficult to judge which kind of purchasing is. This study suggests that services, especially those that are difficult to code, can be obtained through sustained and close supply-demand cooperation.Secondly, this study emphasizes the importance of servitization strategy to customer perceived value. Although studies have shown that integrated and diversified service procurement is an important part of the servitization strategy, there is very limited evidence about the perceived value of service procurement. Customer purchasing can bring customer perceived economic and technological value, but perceived relationship value can only be obtained by purchasing integrated services based on information technology, and is mediated by perceived economic value and perceived technology/core value. The results show that the service based on professional competence and information is an important resource for inter-organizational rent-seeking. The efficiency of cooperation between suppliers and customers is improved by sharing and process building.Finally, few studies on business services have explored situational factors. This study regards customer participation as a moderating variable. It finds that customer participation plays an important moderating role between information technology-based integrated services and perceived technology/core value, which means that the higher the degree of customer participation is, the more the perceived technology value is when purchasing information technology-based integrated services. However, customer participation has no moderating effect between product portfolio-based coupled services and customer perceived technology/core values.Customers should pay attention to the global experience when purchasing services. Choosing which services to purchase is only the beginning. Customers also need to know the capabilities of suppliers, match the operational needs of enterprises, and develop services in collaboration.

Key words: servitization strategy, value creation, effect study