企业产品延伸化的过程研究--加拿大Assignment代写范文

加拿大Assignment代写范文:“产品演化的过程研究”，这篇论文主要描述的是在现如今的市场当中，企业不再是单一的生产者，而是开始慢慢的延伸化成为了集制造、供应、提供解决方案、产品服务等多方面于一体的新型企业，在现有产品的基础上延伸出基于产品的功能及服务，为企业创造更多的收入.

Different scholars have different understandings for definitions of servitization, so there are different views on the evolution stage of servitization. Oliva and Kallenberg (2003), Vandermerwe and Rada (1988) pointed out that many manufacturing companies have transformed from goods providers to product service bundle providers, becoming solution providers. This evolution has gone through the following three stages.

In the first stage, manufacturing enterprises only provide items. Traditional manufacturing enterprises focus on producing high quality articles. As customers want their purchased items to be durable, so this idea is not wrong, but it can not fully meet the needs of customers’, customers also need manufacturing enterprises to provide some related services (Vandermerwe & Rada, 1988). In the second stage, manufacturing enterprises provide goods and additional services. Typical customer service that manufacturing enterprises provide is after service. For example, items installation, maintenance and repair. Obviously, the customer service is service accompanied with goods. Service is seen as an attachment (Vandermerwe & Rada, 1988). In the third stage, manufacturing enterprises provide service bundle. At this stage, service is seen as an important part of offerings. Goods and service constitute a complete solution, which helps to meet the needs of customers’ (Vandermerwe & Rada, 1988).

White, Stoughton and Feng (1999) put forward the concept of product-based services, which extends the evolution process of servitization to some extent. He believed that the product-based services take existing physical products as a tool or platform to provide customers with product-related services. Accordingly, evolution of servitization should include four stages, namely products, products and additional services, product service bundle, product-based services or function.

Challenges in servitization

Although manufacturing enterprises’ adaptation of servitization strategy may bring more revenue, except for a few enterprises, most manufacturers' servitization transition is rather slow and cautious, which is mainly because of some challenges and obstacles encountered in implementation of servitization strategy.

Obstacles relate to each link of value chain

Baines, Lightfoot and Kay (2009) mentioned that, relationships between each link of value chain hinder the implementation of servitization strategy to certain extent. These barriers include the conflict of interests between various links, customers’ acceptance of service-oriented products, the lack of government’s procurement demand and so on. The conflict of interest between enterprises of value chain is an important obstacle of servitization strategy (Baines, Lightfoot & Kay, 2009). Firstly, since servitization possibly reduces the number of items sold, interests of retailers who make a profit by selling more goods are harmed.

Secondly, it is difficult for customers to accept service-oriented products, which are the most frequently cited obstacles. In order to enable customers to accept servitization products, companies need to provide more attractive solutions (Baines, Lightfoot & Kay, 2009). Finally, government purchases new products rather than remanufactured products, which also hampers leasing activities and remanufacturing activities. For example, the procurement regulations of 26 states in the United States restrict the purchase of office equipment assembled by reprocessed parts. Such a provision suppresses enterprises’ development of more environmentally friendly solutions.

Production and operating cost barriers

Martinez, Bastl, Kingston and Evans (2010) analyzed that manufacturing companies begin to provide customers with services, which means that they provide customers with new value. Service brings manufacturing companies to a new area of competition - service field. There are many competitors in this field, including service providers, distributors and customers. In order to survive in a new competitive environment, manufacturing enterprises must establish their own competitive advantages. Thus, the implementation of servitization strategy will produce competition cost. Potential competition cost will hinder enterprises to adopt servitization strategy to a certain extent.

Organizations’ resistance to change

Visnjic and Looy (2009) pointed out that organizations’ resistance of changing from selling goods into providing services is a major obstacle for implementation of servitization strategy. In many enterprises which sell goods and provide services, a conflict between business modes often exist. In this regard, Visnjic and Looy (2009) thought that when some members of an organization feel that servitization strategy may change their authority, duties or treatment, they will oppose servitization strategy, in order to effectively implement servitization strategy, organizations have to deal with these conflicts.

Enterprises’ concerns about risk

Moller, Rajala and Westerlund (2008) found that in practice, producers of a number of consumer goods tend to take the risk of servitization products more seriously than the actual risk, the uncertainty in enterprises’ cash flow of transformation from gaining short-term profits from selling items to acquiring medium-term, long-term profits by providing services also forms barriers in servitization. Thus enterprises do not believe the economic benefits brought by service component in products, or even enterprises believe that providing services will gain benefits, provision of the services may exceed their capacity, which will hinder the implementation of servitization strategy (Mathieu, 2001).

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