制造企业服务化转型的海星模式研究  

Research on the “Stelleroid Model” of Manufacturers' Servitization

作　　者：姜黎辉[1] 

机构地区：[1]郑州轻工业学院经济与管理学院,河南郑州450002

出　　处：《技术经济与管理研究》2016年第3期54-58,共5页Journal of Technical Economics & Management

基　　金：国家自然科学基金资助项目(71272242);河南省哲学社会科学规划项目(2014BJJ019)

摘　　要：卓越服务绩效来源于服务战略的顶层设计与有效实施。杭氧集团和陕鼓集团案例表明,"海星模式"在推动制造企业服务化转型方面效果显著。"海星模式"的运作机理是,企业首先通过内部培养、战略联盟或并购方式,打造服务能力集合体,以此作为向外延伸服务触角的能力平台。在服务需求强劲领域中生成新的服务触角,每个服务触角都有独特商业模式来支撑,并在目标市场中快速复制,以实现服务业的规模经济。服务能力集合体与各服务触角间的知识流动,使得各服务业务享受"同一屋檐"下的好处,从而产生经验经济。研究显示,服务业务的规模经济与经验经济互动强化,形成"海星模式"成功的战略逻辑。Excellent service performance comes from top-ranking design and effective implementation of servicing strategy. The cases of Hangyang Group and Shangu Group show that the ＂Stelleroid Model＂ enjoys great effectiveness in promoting servitization for manufacturers. The operating mechanism of the model is as follows. As a basic platform for extending servicing range outward, the manufacturing enterprises need to establish servicing capability aggregation through internal training, strategic alliances or mergers and acquisitions. The new servicing ranges are generated in strong service demand areas across industries and regions. Each servicing part in the catching range contains a unique business model to support, and the business model is rapidly replicated in target markets, so as to achieve the economies of scale in service trade. Knowledge flows between the aggregation of service capability and the servicing ranges make each service business to enjoy the benefits of ＂under the same roof＂. The research shows that the strong interaction between the economies of scale and the economies of experience in service trade forms successful strategic logic of the ＂Stelleroid Model＂.

关 键 词：海星模式 服务化转型 能力集合体 规模经济 经验经济 

分 类 号：F272.3[经济管理—企业管理]