Mechanism Analysis Of Manufacturers’Servicizing In Our Country

Under the background of the development of global service economy, servitization has become the current trend. For the reason that our countries’ manufacturers has been in the chain of low-end manufacturing and machining in long term, there exists the serve phenomenon of product homogeneity. Therefore, manufacturing enterprises permeating services has become the effective way to get rid of the low end of the value chain, extending to upper ends to help enterprises to obtain the differentiated competitive advantage. However, based on the actual development of the manufacturing and service industries in our country, the manufacturing enterprise is faced with the low level of both of the manufacturing capability and service environment. On the one hand, there is still a gap between China and the developed countries in manufacturing capacity and technical level, and our countries’ manufacturers fail to grasp the core of the product technology, most manufacturing companies stay in manufacturing production. On the other hand, China’s service industry development level is not strong, unable to effectively support the manufacturing enterprise service activities. In such a situation, servitisation of manufacturing enterprises in our country still need long-term exploration, even exiting a period of decline in corporate performance, called "dilemma of servitisation".Hence, based on the method of empirical and case analysis, this article explores the mechanism of servitisation in our country. Although manufacturing companies’ servicizing is aimed to create new value, through the provision of "product-service bundles", the practice shows that some manufacturing enterprises taking lead in servitisation first, fail to increase their corporate performance. Thus, this paper sets five518listed companies of manufacturing industry in our country as objects. And we carry out empirical analysis, exploring how the influence of the servitisation on corporate performance. As a result, the relationship between degree of servitisaiton and business performance is presented as "saddle" curve. In other words, at the preliminary implementation, enterprise performance has a small rise, but when the degree go further, enterprise performance decrease instead, namely the "dilemma of servitisation", and when servitisation further deepens, the enterprise performance rises again.However, this paper probes into "dilemma of servitisation". For manufacturing enterprises, the primary resources are used to develop core technology and improve manufacturing capabilities, leaving limited resources allocated to service aspect. As a result, manufacturing enterprises should deal with both manufacturing and service activites with insufficient resources, leading to quantity increase in service instead of quality breakthrough, unable to form differentiated advantage. Therefore, how to integrate manufacture and service resources is the essential. In other words, the resource management through servitisation is the key to success.Therefore, this paper, based on RBV, select representative manufacturing cases to explore how manufacturers make use of its original advantage, adding new service resources, and integrate both of them, realizing the strategic transformation. In this paper, the research results show that the manufacturing enterprise in the process of transformation, first of all, should identify its core advantage, give full play to its original core manufacturing resources (e.g., technical resources, etc.), and these resources will give manufacturers an irreplaceable competitive advantage. Then, manufacturing enterprise need to add new service resources, usually in the form of knowledge intensive services, combined with the feature of manufacturing enterprise itself or industry attributes. In addition, when the manufacturing enterprises choose the appropriate servitisation model, they should combine their resources and capacity, for the reason that these service activities are usually associated with the core of manufacturing resources. Only when they are organically combined, can manufacturing enterprise take advantage of its advantages, promoting service activities from simple discrete to the configuration of the integrated form, providing differentiated services.