我国生产性服务企业集成化发展战略及其实施策略研究
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摘要
随着全球服务经济大环境的逐渐成形,现代服务业尤其是生产性服务业的发展在国民经济中的重要地位日渐凸现。然而,我国生产性服务业存在着发展滞后、规模偏小、功能单一以及效率低下等问题,难以发挥其在经济发展中的重要作用。生产性服务企业是生产性服务业的基本单元。因此,本文基于将我国生产性服务业做大做强的目的,研究生产性服务企业的集成化发展战略及其实施策略。
首先,介绍了生产性服务的基础理论,分析了服务科学理念及其对生产性服务业产生的影响,分析了集成管理的基本理论。
其次,从生产性服务企业的发展背景出发,指出生产性服务企业正面临增长的有利机遇与市场需求,并且自身具备增长的潜力以及发展需要。在此基础上,提出了生产性服务企业的集成化发展战略,并且阐述了生产性服务企业集成化发展战略的重要意义。
然后,提出了可供生产性服务企业应用的三种类型的集成化发展战略模式,包括专业化集成战略模式、方案集成战略模式以及价值链集成战略模式,并且对这三类集成化发展战略模式进行分析。接着,分析了生产性服务企业选择集成化发展战略模式的影响因素,并且借鉴母合优势理论的思想,建立生产性服务企业选择集成化发展战略模式的思想框架和理论模型。
最后,分别针对生产性服务企业集成化发展的专业化集成战略模式、方案集成战略模式以及价值链集成战略模式提出了相应的实施策略。如:专业化集成战略模式的实施策略包括拓宽服务资源渠道,提高资源整合能力;在维持服务质量的基础上,降低服务成本;加大品牌建设与宣传,扩大企业知名度,提高企业市场份额;多方面创新,保持与扩大企业的市场份额。方案集成战略模式的实施策略包括提高合作关系的管理能力;提高产品创新能力;针对广泛的且又有限的客户开展市场营销。价值链集成战略模式的实施策略是注重对服务对象的研究与分析;强调服务对象的参与;提高流程管理能力。
As the global service economy is formed, modern service industry especially the producer service industry is increasingly important in the development of national economy. However, the development of producer service industry is slow, small-scale, simplex functional and inefficient in China, and do not play its important role in the development of economy. The producer service enterprise is the basic cell of the producer service industry. Therefore, based on the purpose of making the producer service industry larger and stronger, this thesis makes mainly research on the integrated developing strategy and implementing strategy of producer service enterprise.
Firstly, the basic theory about producer service is introduced, and the content of service science and the reflection to producer services are analyzed, then the basic theory about integrated management is analyzed.
Secondly, according to the developing background of the producer services enterprise, it is pointed out that the producer service enterprise is facing the opportunity to grow and marketing demand and it also has the potential to grow and the demand to grow. And based on the view, the integrated developing strategy is put forward for the producer service enterprise and the significance of integrated developing strategy for producer service enterprise is presented.
And then, three kinds of integrated developing strategy modes are afforded for the producer service enterprise to choose, including the specialization integrated strategy mode, the project integrated strategy mode and the value chain integrated strategy mode, and the analysis to these strategies modes is done. Then, the factors to influent the producer service enterprise to choose these strategy modes are analyzed. The theoretic framework and the theoretic model are settled for the producer service enterprise to choose the integrated developing strategy mode according the parenting advantage theory.
Finally, aiming at the specialization integrated strategy mode, the project integrated strategy mode and the value chain integrated strategy mode for producer service enterprise separately; the corresponding implementing strategies are brought forward. For example, the implementing strategies for the specialization integrated strategy mode include exploiting the source of service resources and improving the ability to integrate resources; on the basis of service quality, trying to decrease cost; increasing the brand construction and advertising, extending enterprise visibility and increasing the market share; holding and enlarging the market share by innovation. The implementing strategies for the project integrated strategy mode contain improving the ability to manage cooperation relationship, improving the ability of product innovation and developing marketing aiming at abroad and limited customers. The implementing strategies for the value chain integrated strategy mode are paying attention to the study and analysis of the customer, emphasizing participation of the customer and improving the ability to manage process.
首先,介绍了生产性服务的基础理论,分析了服务科学理念及其对生产性服务业产生的影响,分析了集成管理的基本理论。
其次,从生产性服务企业的发展背景出发,指出生产性服务企业正面临增长的有利机遇与市场需求,并且自身具备增长的潜力以及发展需要。在此基础上,提出了生产性服务企业的集成化发展战略,并且阐述了生产性服务企业集成化发展战略的重要意义。
然后,提出了可供生产性服务企业应用的三种类型的集成化发展战略模式,包括专业化集成战略模式、方案集成战略模式以及价值链集成战略模式,并且对这三类集成化发展战略模式进行分析。接着,分析了生产性服务企业选择集成化发展战略模式的影响因素,并且借鉴母合优势理论的思想,建立生产性服务企业选择集成化发展战略模式的思想框架和理论模型。
最后,分别针对生产性服务企业集成化发展的专业化集成战略模式、方案集成战略模式以及价值链集成战略模式提出了相应的实施策略。如:专业化集成战略模式的实施策略包括拓宽服务资源渠道,提高资源整合能力;在维持服务质量的基础上,降低服务成本;加大品牌建设与宣传,扩大企业知名度,提高企业市场份额;多方面创新,保持与扩大企业的市场份额。方案集成战略模式的实施策略包括提高合作关系的管理能力;提高产品创新能力;针对广泛的且又有限的客户开展市场营销。价值链集成战略模式的实施策略是注重对服务对象的研究与分析;强调服务对象的参与;提高流程管理能力。
As the global service economy is formed, modern service industry especially the producer service industry is increasingly important in the development of national economy. However, the development of producer service industry is slow, small-scale, simplex functional and inefficient in China, and do not play its important role in the development of economy. The producer service enterprise is the basic cell of the producer service industry. Therefore, based on the purpose of making the producer service industry larger and stronger, this thesis makes mainly research on the integrated developing strategy and implementing strategy of producer service enterprise.
Firstly, the basic theory about producer service is introduced, and the content of service science and the reflection to producer services are analyzed, then the basic theory about integrated management is analyzed.
Secondly, according to the developing background of the producer services enterprise, it is pointed out that the producer service enterprise is facing the opportunity to grow and marketing demand and it also has the potential to grow and the demand to grow. And based on the view, the integrated developing strategy is put forward for the producer service enterprise and the significance of integrated developing strategy for producer service enterprise is presented.
And then, three kinds of integrated developing strategy modes are afforded for the producer service enterprise to choose, including the specialization integrated strategy mode, the project integrated strategy mode and the value chain integrated strategy mode, and the analysis to these strategies modes is done. Then, the factors to influent the producer service enterprise to choose these strategy modes are analyzed. The theoretic framework and the theoretic model are settled for the producer service enterprise to choose the integrated developing strategy mode according the parenting advantage theory.
Finally, aiming at the specialization integrated strategy mode, the project integrated strategy mode and the value chain integrated strategy mode for producer service enterprise separately; the corresponding implementing strategies are brought forward. For example, the implementing strategies for the specialization integrated strategy mode include exploiting the source of service resources and improving the ability to integrate resources; on the basis of service quality, trying to decrease cost; increasing the brand construction and advertising, extending enterprise visibility and increasing the market share; holding and enlarging the market share by innovation. The implementing strategies for the project integrated strategy mode contain improving the ability to manage cooperation relationship, improving the ability of product innovation and developing marketing aiming at abroad and limited customers. The implementing strategies for the value chain integrated strategy mode are paying attention to the study and analysis of the customer, emphasizing participation of the customer and improving the ability to manage process.
引文
①根据《中国统计年鉴2007》各行业的就业人数统计数据仅更新到2002年
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[1]何会文,冼国明.生产性服务的战略角色[J].经济导刊, 2006, (4): 86-88.
[2]张国丰.生产性服务业-服务经济形成与发展的原动力[J].甘肃农业, 2006, (10): 137.
[3]崔蕴.上海市生产性服务业发展与城市功能提升研究[D].上海:华东师范大学,2005: 1.
[4]邓于军.第三产业内部结构演变趋势研究[D].广州:华南师范大学, 2004: 2.
[5] Marrewijk C V, Stibora J. Producer services, comparative advantage, and international trade patterns [J]. Journal of International Economics, 1997, (42): 195-220.
[6] Guerrieri P, Meliciani V. Technology and international competitiveness: The interdependence between manufacturing and producer services [J]. Structural Change and Economic Dynamics, 2005, (16): 489-502.
[7]郑吉昌.服务业革命:中国的战略意义与政策取向[J].中国软科学, 2003, (8): 138-144.
[8]汪斌,金星.生产性服务业提升制造业竞争力的作用分析─基于发达国家的计量模型的实证研究[J].技术经济, 2007, 26(1): 44-47.
[9]顾乃华,毕斗斗.中国转型期生产性服务业发展与制造业竞争力关系研究─基于面板数据的实证分析[J].中国工业经济, 2006, (9): 14-21.
[10]格鲁伯,沃克.服务业的增长:原因与影响[M].上海:上海三联书店, 1993.
[11]朱薇,王义.吴敬琏新论—发展生产性服务业[J].政工研究动态, 2005, (14): 21.
[12]连廷广.论发展生产性服务企业的急迫性和思路[J].山东财政学院学报(双月刊), 2006, (2): 22-24.
[13]唐强荣,徐学军.生产性服务业研究述评[J].商业经济, 2007, (6): 11-12.
[14]夏杰长,霍景东.以发展生产性服务业为突破口[J].浙江经济, 2006, (7): 16.
[15]甄峰,顾朝林,朱传耿.西方生产性服务业研究述评[J].南京大学学报(哲学.人文科学.社会科学), 2001, 38(3): 31-38.
[16] Browning C. Singelman J. The Emergence of a Service Society [J]. Springfield: National Technical Information Service, 1975: 23-25.
[17] Daniels W. Service Industries [M]. Great Britain: Cambridge University Press, 1985.
[18] Howells D. Green R. Location, Technology and Industrial Organization in UK Services [J]. Progress in Planning, 1986, (2).
[19] Coffer J. The Geographies of Producer Services [J]. Urban Geography, 2000, 21 (2): 170-183.
[20] Hansen N. Do Producer Services Include Regional Economic Development [J]. Journal of Regional Science, 1990, 30(4): 465-476.
[21] Hansen N. The Strategic Role of Producer Services in Regional Development [J]. InternationalRegional Science Review, 1994, 23(1): 13-20.
[22]钟韵,闫小培.西方地理学界关于生产性服务业作用研究述评[J].人文地理, 2005, (3): 13-18.
[23] Searle G H. Changes in producer services location, Sydney: globalization, technology and labor [J]. Asia Pacific Viewpoint, 1998, 39(2): 237-255.
[24] Bowen J T, Leinbach T R. Air cargo services in Asian industrializing economies: Electronics manufacturers and the strategic use of advanced producer services [J]. Regional Science, 2003, 82(3): 309-332.
[25] Juleff Tranter L. E. Advanced producer services: Just a service to manufacturing [J] . The Service Industries Journal, 1996, 16(3): 389-403.
[26] Ley D., Hutton T. Vancouver’s Corporate Complex and Producer Service Sector: Linkages and Divergence Within a Provincial Staple Economy [J]. Regional Studies, 1987, 21(5): 413-424.
[27] Goe W.R. Producer Services, Trade and the Social Division of Labor [J]. Regional Studies, 1990, 24(4): 327-342.
[28] Michalek W.Z., Fairburn K.J. The Producer Service Complex of Edmonton: The Role and Organization of Firms in a Peripheral City [J]. Environment and Planning A, 1993, 25: 761-777.
[29] Esparza A., Kremenec A. Producer Services Trade in City System: Evidence From Chicago [J]. Urban Studies, 1994, 31(1): 29-46.
[30]徐从才,乔均.生产性服务业是打造国际制造业基地的保障[J].中国流通经济, 2006, (2): 17-20.
[31] Daniels P W. Services Industries A Geographical Appraisal [M]. London: Methuen, 1985.
[32] Daniels P W. Service Industries in the World Economy [M]. Oxford: Blackwell Publishers, 1993: 24-26.
[33] Daniels P W. Economic development and producer services growth: the APEC experience [J]. Asia Pacific Viewpoint, 1998, 39(2): 145-159.
[34] Marshall JN, Damesick P, Wood P. Understanding the location and role of producer services in the United Kingdom [J]. Environment and Planning, 1987, 19: 575-595.
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