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عنوان فارسی مقاله:
چه زمانی خدمات یک استراتژی رقابتی سودآور است؟
عنوان انگلیسی مقاله:
When is servitization a profitable competitive strategy?
سال انتشار : 2016
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بخشی از مقاله انگلیسی:
2. Literature review
The literature review is based on three research streams: servitization, bundling, and game theoretic channel analysis. Vandermerwe and Rada (1988) wrote a seminal paper that discussed how the manufacturing firm can obtain a competitive advantage through service. Anderson and Narus (1995) emphasized that services should be provided as a standard or as optional, for effectiveness and flexibility. Wilkinson et al. (2009) explained many terms related to the phenomenon in which product and service offerings are integrated, such as product-service system, integrated solutions, and servitization. A recent review by Harkonen et al. (2015) made distinction ‘productisation’ from servitization to explain a more general process of offering a product-like object to consumers by combining relevant elements. Gebauer et al. (2011) summarized the effects of servitization on financial performance by measuring various indices of the servitization strategy while exploring the evolution of service strategy. Many researchers have found a positive relationship between servitization and firm performance. For example, Fang et al. (2008) found that a positive effect from servitization strategy takes place only after achieving a certain scale of service portion from the total revenue. However, there also exists a negative aspect of servitization due to diverse causes such as (1) additional investments for securing service-provision-related assets, and (2) the absence of a strategic focus by splitting firm resources (Neely, 2008; Visnjic Kastalli and Van Looy, 2013). Gebauer et al. (2005) also investigated the negative aspects of servitization and proposed a term “service paradox” that expected outcomes by servitization cannot be obtained by manufacturers while confronting with inefficient investment. Neely (2008) empirically validated with data for 10,634 firms that manufacturing firms might obtain lower profit in spite of higher revenue by applying the servitization strategy because higher labor costs and working capital are required. Malleret (2006) noted that offering services does not always guarantee profitable results because the appropriate strategy applying service provision depends on the management environment. Therefore, manufacturers considering servitization should thoroughly understand critical moderating factors that affect the relationship between servitization strategy and firm performance, and make appropriate adaptations such as costing practice optimization (Zhen, 2012; Settanni et al., 2014). Further, establishing supplier and buyer relationship in a servitized supply chain shows different patterns due to higher complexity than the traditional supply chain (Saccani et al., 2014). Bundling has been studied as a common profit making strategy by combining complementary goods and services (e.g., Stigler, 1968; Adams and Yellen, 1976). There also have been many studies to investigate bundling in the channel context. For example, Bhargava (2012) investigated the differences among the distribution channel structures for product bundling, and Palsule-Desai et al. (2015) focused on the incremental value of add-on services on the core product. However, no studies can be found about the channel competition for servitized goods. Though product-level servitization can be seen as a type of bundling, there exists additional benefit from the services added to the products in servitization (Lin et al., 2011). Many researchers have shown an interest in the game-theoretic approach for channels. McGuire and Staelin (1983) investigated the channel competition under two manufacturers and one retailer under the existence of product substitutability. Coughlan (1985) extended McGuire and Staelin's work (1983) while considering the empirical approach. In addition to these much-cited studies, various articles have been published regarding channel competition such as those by Gupta and Loulou (1998), Choi (1996), Chiang et al. (2003), Yan and Bandyopadhyay (2011), and Xie et al. (2011).
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کلمات کلیدی:
Creating Value: Successful Business Strategies https://books.google.com/books?isbn=1136413413 Shiv Sahai Mathur, Alfred Kenyon - 2012 - Business & Economics It classifies business strategy into competitive and corporate strategy, and ... of profitable margins, volume and market share interact in competitive strategy. Creating Value: Successful Business Strategies https://books.google.com/books?isbn=0750653639 Shiv Sahai Mathur, Alfred Kenyon - 2001 - Business & Economics It classifies business strategy into competitive and corporate strategy, and ... of profitable margins, volume and market share interact in competitive strategy. Searches related to profitable competitive strategy porter's generic competitive strategies porter's generic strategies examples five generic competitive strategies competitive strategy definition competitive strategy examples porter's generic strategies pdf types of competitive strategy differentiation focus strategy
