服务延伸产品差异化:服务增强机制探讨--基于Hotelling地点模型框架内的理论分析

本文以“制造业服务增强”研究为起源，在经典的地点差异化模型框架内，构建了服务延伸产品差异化的完全信息动态博弈模型：“同质化模型”和“附加服务的差异化模型”，并求取其均衡解，从经济学角度对“服务增强”的重要机制——服务延伸产品差异化以增强产品竞争力并获取价值进行了分析。模型构建和讨论表明：（1）服务能有效延伸产品差异化并增强产品竞争力，它提升了厂商价值和消费者剩余，是提高社会总福利的“双向增强”；（2）消费需求模式的变化是服务增强现象出现的关键因素，而厂商移动的边际成本对其采取差异化竞争战略有重要影响；（3）服务增强是一个动态过程，具有明显的行业差异性。     

我国制造企业服务增强竞争战略研究

服务增强战略是制造企业采用的一种重要的差异化竞争战略,它对制造业的发展产生了深远影响,在全球化竞争和知识经济背景下,通过服务增强制造企业的竞争力已成为我国制造企业的重要战略选择.文章在对制造业竞争背景分析的基础上,就实施服务增强战略中的障碍进行了探讨,提出了实施步骤与保障措施,为制造企业服务增强战略的制定提供了有益的借鉴.     

差异化竞争下的渠道策略:直销或分销?

针对产品差异化竞争条件下的销售策略问题,通过构建两个竞争厂商质量水平差异的Hotelling模型,分别讨论了质量差异水平为外生和内生两种情形下,厂商采取电子商务渠道与传统分销渠道的产品最优价格和利润。研究表明,竞争双方利润随产品质量差异化水平增加而增加,当质量差异水平为外生时竞争双方最优选择是采取直销模式,当产品质量差异水平为内生时竞争的结果是双方采取分销模式,这为产品差异化竞争条件下的厂商渠道选择提供了思路。     

考虑全渠道退货的闭环供应链决策

随着线上线下融合的全渠道模式蓬勃发展,厂商相继退出线上购买线下退货的全渠道退货服务（Buy Online and Return in Store,BORS）。考虑了服务差异化与消费者异质双重影响下的全渠道退货的问题,构建同渠道退货和全渠道退货两种退货策略模型,研究产品定价决策与退货策略选择,并分析服务与消费者差异性对供应链定价及退货策略的影响。研究表明,当服务水平达到一定阈值后,消费者会为全渠道退货服务承担一定溢价;供应链提供合理的差异化服务实施差异化竞争,能凸显全渠道退货优势,提升供应链利润。当服务成本低且消费者服务感知较高时,更适合采用全渠道退货策略。     

组织服务智商在新经济环境下企业战略管理中的应用研究

随着新经济时代的到来,全球的产业结构正在发生着显著的变化,服务型行业在现代经济发展中正占有着越来越大的比重,企业战略管理对于服务型行业的研究也愈加深入.我们注意到,在优秀的服务型企业(如:联邦快递、麦当劳、迪斯尼)中,都深深蕴涵着一种强烈的类似人类智慧的、学习的因素存在,正是这类因素使得这些企业具有强烈的服务意识,使服务活动成为这些企业的利润来源和品牌支柱,使得这些服务型企业的战略管理水平持久不衰.     

浅论入世后中小企业经营模式的战略性设计

入世后中小企业面对国际大企业的竞争所选择的基本战略应是产品差异化战略或集中化战略。在此基本战略的基础上中小企业需要根据行业和自身特点对原有企业模式进行战略性的重新设计。可供选择的设计模型包括:客户解决方案模型、专业化利润模型、独特产品模型、速度模型等。为保证所选模型的有效性,企业必须建立起相应的战略控制手段。     

差异化—企业构筑竞争优势的策略选择

差异化是企业实现竞争优势的主要战略,但并不是所有的差异化都适合一个企业。从四个方面分析了建立差异化战略需要注意的基本问题。同时又从四个角度即:产品差异化、销售差异化、品牌文化差异化和服务差异化介绍了差异化对企业参与竞争起到的积极作用。     

低成本战略之我见

一、前言战略,在辞海中的解释为“泛指对全局性、高层次的重大问题的筹划与指导”。在汉语大词典中的解释为“泛指指导或决定全局的策略”。所谓低成本战略,其定义为:它是指厂商在为客户提供相同产品或服务时,通过在内部加强成本控制,在研究、开发、制造、贮存、销售、服务和广告等领域内把成本降低到较低限度,使成本或费用明显低于行业平均水平或主要竞争对手,从而赢得更高的市场占有率或更高的利润,成为行业中成本领先者的一种持久性竞争战略。厂商被定义为:可以对生产和销售作出统一决策的经济单位。作为一种经济决策单位,除了消费者和政…     

基于市场与能力协调观的敏捷制造战略实证研究

以市场与能力的协调理论为基础,研究敏捷制造战略模型.通过对战略合理模型和制造战略理论的研究,提出企业的敏捷制造战略决策应该以企业对市场环境和自身能力的协调为依据.在国际制造业战略调查数据库的支持下,文章主要分析了制造能力对竞争战略态势认知和敏捷制造战略决策关系的调节效应.实证结果显示,产品的产量柔性和上市时间受到竞争战略态势认知和制造能力交互变量的影响.     

以差异化战略引领美体产业蓝海——青岛魔咔服饰创新之路

早在1980年代,竞争战略大师迈克尔·波特在其著作《竞争战略》中已指出差异化竞争战略的内涵及其培育路径,后来,创新专家W.钱.金等又提出了蓝海战略理念。差异化战略和蓝海战略虽然有诸多不同之处,但其本质都在于鼓励企业开发独一无二的产品或者服务,找到自己的差异化所在,以创新的产品或服务提供独特的顾客价值。实践中,青岛魔咔服饰有限公司完美地诠释了差异化创新的精髓,在服装产业激烈的红海竞争中脱颖而出,成功打造了业内知名的美体服饰品牌,不断演绎着动态创新和持续构建竞争优势的传奇。     

The importance of consumer multihoming (joint purchases) for market performance: Mergers and entry in media markets

Consumer “multihoming” (watching two TV channels, or buying two news magazines) has surprisingly important effects on market equilibrium and performance in (two‐sided) media markets. We show this by introducing consumer multihoming and advertising finance into the classic circle model of product differentiation. When consumers multihome (attend more than one platform), media platforms can charge only incremental value prices to advertisers. Entry or merger leaves consumer prices unchanged under consumer multihoming, but leaves advertiser prices unchanged under single‐homing: Multihoming flips the side of the market on which platforms compete. In contrast to standard circle results, equilibrium product variety can be insufficient under multihoming.     

Servitization: Disentangling the impact of service business model innovation on manufacturing firm performance

As manufacturing businesses operate in an ever more competitive, global economy where products are easily commoditized, innovating by adding services to the core product offering has become a popular strategy. Contrary to the economic benefits expected, recent findings pinpoint implementation hurdles that lead to a potential performance decline, the so-called ‘servitization paradox’. In this paper, we analyze this paradox by disentangling the value creation and value appropriation processes of 44 national subsidiaries of a global manufacturing firm turned product-service provider, in the 2001–2007 period. Our findings show that the firm under study is able to successfully transcend the inherent substitution of products by services and to enact complementary sales dynamics between the two activities. Moreover, labor-intensive services such as maintenance, which imply higher levels of customer proximity, further enhance product sales. Empirical results also reveal a positive yet non-linear relationship between the scale of service activities and profitability: while initial levels of servicing result in a steep increase in profitability, a period of relative decline is observed before the positive relationship between the scale of services and profitability re-emerges. These findings suggest the presence of initial short-term gains but also indicate the existence of a ‘profitability’ hurdle; profitable growth seems feasible only to the extent that investments in service capability are translated into economies of scale. In helping to clarify the performance implications of service innovation, our findings suggest pathways to sustainable growth through servitization for manufacturing firms.     

基于政府补贴分析的新能源战略博弈模型研究

企业在新能源战略中如果不发展新能源战略带来的成本节约率ε1越高,其边际成本C1越低,新能源产品和传统产品的价格差异越大。随着消费者对每个环境满意度愿意支付的K值的增加,两个厂商的产品价格都会增加,也就是说,随着消费者环保意识的增加,环境满意度支付意愿也会增加,这样的结果不仅仅是生产新能源的厂商2受益,厂商1也会受益;政府提高市场最低绿色程度准入标准,低绿色程度的传统产品和新能源产品的价格都会增加。政府设定的市场最低绿色准入标准会对两个厂商的市场份额有影响。     

Use of dynamic programming to improve the detection of means-end chains from laddering data

This article, based on the logic of means-end chain (MEC) technique and dynamic programming analysis, proposes a new structural MEC technique (SMT) for enhancing the functions of traditional MECs. The SMT can not only analyze significant consumers’ means-end hierarchies (namely consumers’ preferences of product characteristics) toward a particular product for deducing effective marketing strategies, but can also overcome the problems found in traditional MEC studies. The purposes of the SMT model are: (1) to avoid making the cutoff value decision by the investigators’ subjective judgment, (2) to analyze consumer product knowledge without constructing the hierarchical value map (HVM),(3) to evade the investigators’ cognition bias derived from the HVM to reveal consumer product knowledge, and (4) to confirm the accuracy of HVMs constructed by the laddering technique.     

The path to outcome delivery: Interplay of service market strategy and open business models

Firms in a variety of manufacturing sectors as well as the software industry have increasingly embraced services alongside their product portfolios in order to improve financial performance. Yet, the key question “How do service market strategy change and the accompanying business model change interact, and how does their interplay affect value creation?” remains open. Relying on twelve case studies of firms that have shifted towards providing highly advanced services (e.g. outcome-based contracts), theoretical propositions concerning the interplay of market strategy and business model on value creation are derived. The firms studied report two interdependent changes: first, they evolve the market strategy from provision of pure products to provision of services and then outcomes, in order to achieve a better fit with customer needs and to grow their service businesses. Second, they rely increasingly on partners and suppliers to provide new activities that are outside their competence base. This 'open business model' allows them to grow their new service businesses effectively and efficiently. At the same time, however, the shift to a service market strategy requires enhanced accountability to customers and increases the threat of penalties in the case of failure, while reliance on partners and suppliers leads to loss of control over the activity system and increases the threat of failure due to third party dependency. Thus, this paper finds that the success of firms that shift to services and outcomes hinges on their ability to balance the trade-off between increased value (i.e. growth, efficiency and effectiveness) and increased uncertainty associated with service market strategy/open business model interplay.     

产品服务化供应链的运作模式研究

产品服务化战略是制造业未来发展的必然趋势,而有效的供应链管理是制造企业实行产品服务化战略的重要保证。首先,在服务化、产品供应链和服务供应链相关理论的基础上,给出了产品服务化供应链的概念;其次,通过与产品供应链和服务供应链运作模式对比分析,明确了产品服务化供应链的运作模式,并给出了产品服务化供应链中的关键流程;最后,给出了产品服务化供应链中亟待研究的问题。     

Exploring the financial consequences of the servitization of manufacturing

Commentators suggest that to survive in developed economies manufacturing firms have to move up the value chain, innovating and creating ever more sophisticated products and services, so they do not have to compete on the basis of cost. While this strategy is proving increasingly popular with policy makers and academics there is limited empirical evidence to explore the extent to which it is being adopted in practice. And if so, what the impact of this servitization of manufacturing might be. This paper seeks to fill a gap in the literature by presenting empirical evidence on the range and extent of servitization. Data are drawn from the OSIRIS database on 10,028 firms incorporated in 25 different countries. The paper presents an analysis of these data which suggests that: [i] manufacturing firms in developed economies are adopting a range of servitization strategies—12 separate approaches to servitization are identified; [ii] these 12 categories can be used to extend the traditional three options for servitization—product oriented Product–Service Systems, use oriented Product–Service Systems and result oriented Product–Service Systems, by adding two new categories “integration oriented Product–Service Systems” and “service oriented Product–Service Systems”; [iii] while the manufacturing firms that have servitized are larger than traditional manufacturing firms in terms of sales revenues, at the aggregate level they also generate lower profits as a % of sales; [iv] these findings are moderated by firm size (measured in terms of numbers of employees). In smaller firms servitization appears to pay off while in larger firms it proves more problematic; and [v] there are some hidden risks associated with servitization—the sample contains a greater proportion of bankrupt servitized firms than would be expected.

生产效率为中介的制造企业内服务与绩效关系研究

由于制造企业对于企业内部服务功能的日益重视,制造企业内服务越来越成为使制造企业获得持续的竞争优势从而促进企业绩效的重要部分.从制造企业内服务的概念入手,通过文献将制造企业内服务分为信息处理、制造过程控制、会计核算和产品质量保障四个部分,并分析了制造企业内服务通过生产效率这个中介变量来提升企业绩效的作用过程,据此提出了理论模型.实证结果显示:(1)制造企业内服务各要素与企业绩效存在着部分的正相关的关系;(2)生产效率在制造企业内服务部分指标与企业绩效之间存在着显著的中介效应.     

The impact of supply chain agility on business performance in a high level customization environment

To improve business performance in rapidly changing environments, supply chain agility can be a crucial requisite to address responsiveness issues, especially in environments with high levels of customization. This paper examines the effect of supply chain agility on customer service, differentiation, and business performance. A survey research methodology was employed using a sample of 156 manufacturing firms that provide high levels of customization. In particular, structural equation modeling (SEM) was employed to evaluate the proposed model. The results suggest that supply chain agility influences customer service and differentiation positively. However, it does not affect business performance directly; instead, better business performance can be achieved and mediated through improved customer service and differentiation. In particular, differentiation through customer service is the most effective way to improve business performance, and supply chain agility can help to achieve high-level customer service. The paper advises managers on details of how to fulfil their business performance ambitions better through suggested key agile supply chain management activities.