| 服务化转型背景下制造企业新型商业模式运行机制 |
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| 引用本文： | 惠娟,谭清美,王磊.服务化转型背景下制造企业新型商业模式运行机制[J].科技管理研究,2020,40(20):204-211. |
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| 作者姓名： | 惠娟 谭清美 王磊 |
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| 作者单位： | 南京航空航天大学经济与管理学院,江苏南京211106;南京信息工程大学管理工程学院,江苏南京210032 |
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| 基金项目： | 基金资助：江苏省社会科学基金重大项目“江苏制造业转型升级与互联网新经济融合发展路径研究”（16ZD008）；江苏省社科应用研究精品工程课题“江苏制造业企业服务化转型研究”（18SYC-076）。 |
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| 摘 要： | 从客户价值主张、关键资源、盈利模式、关键流程四要素入手，探讨制造业服务化转型趋势如何影响企业商业模式变革，分析制造业企业新型商业模式运行机制；在此基础上，以企业服务化综合水平测度为基础，定量设计企业新型商业模式选择基准；最后，以江苏3家无人机制造企业为例，分析服务化转型背景下新型商业模式选择，从而检验新型商业模式构建及选择的合理性。研究发现：（1）制造业服务化转型促进企业商业模式发生变革，客户价值主张以客户为导向，由产品需求向服务需求转变；关键资源由产品、产品质量向服务、服务质量转变；盈利模式由产品利润向服务利润转变；关键流程由产品售出为终结向产品全生命周期服务转变。（2）企业服务化水平、商业模式组成要素特征不同，衍生出服务配套、服务均衡和服务主导的3类新型商业模式，受外界因素影响，企业新商业模式四要素之间的交互作用更加敏感、高效；根据测算结果，企业服务化综合水平属于0.75,1]的应选择服务主导商业模式，属于0.50,0.75)的应选择服务均衡商业模式，属于0,0.50)的应选择服务配套商业模式。（3）案例分析表明，案例企业分别依据其服务化综合水平测度结果选择的商业模式符合企业实际发展需求，新型商业模式及选择基准的合理性得以验证。
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| 关 键 词： | 制造业企业服务化 商业模式创新 案例分析 |
| 收稿时间： | 2019/12/7 0:00:00 |
| 修稿时间： | 2020/10/12 0:00:00 |
The Operation Mechanism of Manufacturing Enterprises' New Business Model Under Background of Servitization Transformation |
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| Abstract: | This paper discusses how the servitization transformation trend of manufacturing industry affects the business model reform from four aspects of customer value proposition, key resources, profit model and key process, and analyzes the operation mechanism of new business model of manufacturing enterprises. On that basis, based on the measurement of the comprehensive level of enterprise service, the paper quantitatively designs the benchmark of selection of new business model. Finally, taking three UAV manufacturing enterprises in Jiangsu as examples, the paper analyzes the new business model selection under the background of servitization transformation, so as to test the rationality of the construction and selection of new business model. The study finds that: (1) The servitization transformation of manufacturing industry promotes changes in business model, which is reflected in: customer value advocates customer-oriented, from product demand to service demand; key resources from product, product quality to service, service quality; profit model from product profit to service profit; key process from product sales to end to product life cycle service. (2) The characteristics of service level and business model are different, three new business models of service matching, service balance and service leading are derived; According to the calculation results, the comprehensive level of enterprise service belongs to 0.75,1] should choose the service leading business model, belongs to 0.50,0.75) should choose the service balanced business model, belong to 0,0.50) should choose the service supporting business model. (3) The case analysis shows that the business model selected by the case enterprises according to the results of their service comprehensive level measurement is in line with the actual development needs of the enterprises, and the rationality of the new business model and the selection benchmark is verified. |
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| Keywords: | manufacturing servitization business model innovation case study |
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