- 學位論文
以服務主導邏輯探討企業與客戶的價值共創
Understanding the Value Co-creation between the Enterprise and the Client through Service-dominant Logic
摘要
隨著消費者及利害關係人的知識提升，價值必需由企業與消費者或其它利害關係人共同參與創造，且企業在提供產品或服務的過程中也會伴隨產生價值，學者Prahalad and Ramaswamy (2004)將此稱之為價值共創(value co-creation)；另一方面，學者Vargo and Lusch也於2004年首次提出服務主導邏輯(Service-dominant logic)的思維，即以操作性資源(operant resources)創造使用或情境價值，不同於以往透過對象性資源(operand resources)生產商品，提供交換價值的產品主導邏輯(Goods-dominant logic)。除了在整體行銷觀念的轉變之外，企業的生產活動和性質也有所調整，自1980年代起，工業產品的生產融入越來越多服務做為中間投入要素，且產品消費過程包括大量的互補性服務，工業逐漸往服務化發展，而從企業生產的實際運作中也發現，傳統的製造業不斷向服務業拓展，使得製造企業與服務企業難以分辨；「製造業服務化」意指以產品為中心的製造轉向服務加值延伸，此現象亦存在於我國以製造產品出口的代工廠商起家的企業，增強其與客戶之間的相依關係、或是提高與同業的差異化程度，以爭取委外企業的訂單。 本研究即是在前述的背景之下，瞭解服務主導邏輯的營運模式中，B2B的企業和客戶之間在協同解決問題時的互動關係，以及價值共創的過程。而為使研究結果更具比較性，決定選取服務化程度不同的三間企業，透過深度訪談的方式進行多個案研究，其中一間為服務化程度最高、擁有單一客戶的玉山銀行，另外兩間企業則是製造業服務化、各自擁有不同客戶的駿業公司和實創生技；個案分析的架構主要參考學者Aarikka and Jaakkola於2012年發表的文獻中，所提出關於KIBS知識密集型服務業的企業與客戶協同解決問題過程的模型，除涉及價值創造、解決方案和服務主導邏輯的概念，也提供了描繪解決雙元問題、資源組合過程中所產生的價值共創的框架，同時考量本研究個案的特殊性，將企業客戶進一步區分成直接客戶和間接客戶做探討，並回答研究問題。研究發現說明如下： 1. 企業與客戶各自擔任的角色 案例中的三間企業，皆涵蓋了理論架構中所提出的價值選項建議者、價值過程組織者、價值增幅者、價值經驗提供者的四個角色，相異之處在於互動對象可能是直接或間接客戶；客戶角色則會因為是直接或間接客戶而有所差異，且不同客戶所擔綱的主要角色也各自相異。另外，除理論框架中原先闡述的角色之外，也發現實務中仍可能有其他角色的存在。 2. 企業與客戶解決問題時的互動 直接和間接客戶未必同時扮演了共同診察者、共同設計者、共同生產者、共同執行者、共同行銷者、共同發展者的全數角色，不過三間企業皆符合了服務主導邏輯下，企業與客戶協同解決問題時的主要活動：診察需求、設計和產生解決方案、執行解決方案、管理衝突、組織流程與資源；差異是在活動中企業與不同客戶之間的涉入程度，參與方式，需要涉及的部門或是調整的資源。 3. 企業與客戶達成的價值共創 服務主導邏輯認為價值應是一連串企業透過資源整合和運用，替客戶所帶來的使用價值(value-in-use)，其衡量主要分成三個面向：直接財務效益、間接財務效益、非財務效益，三間服務化程度不同的企業，除了為不同的客戶解決問題、創造使用價值之外，企業本身也獲得了相關的使用價值。 最後，本篇研究的主要貢獻為在學者Aarikka Jaakkola的架構基礎下，嘗試運用於服務化程度不同的產業中，並針對我國企業進行多個案研究，分析資料後歸納出的研究結果除了支持先前理論所主張的服務主導邏輯下，在協同解決問題的過程中，顧客已扮演舉足輕重的角色、而價值網絡成員中的其他角色亦可運用其資源，一同達成價值共創之外，更深入發現在不同產業的相關協同活動當中，客戶可以再進一步區分成直接、間接客戶，而且各自在擔綱角色、貢獻程度甚至是影響力皆有所不同；並且建議企業與客戶之間應建立良好的對話平台，進行有效的溝通和資訊共享，降低彼此價值衝突、促進協同活動，並且提升使用價值。
並列摘要
With the increasingly knowledgeable consumers and stakeholders under the trend of marketing 3.0, the enterprises, consumers, and stakeholders must jointly create value-in-use and the value which is also ancillary in the process of companies providing products and service; the phenomenon described above is what we called value co-creation (Prahalad Ramaswamy, 2004). In another hand, the researchers, Vargo and Lusch also posed the Service-dominant Logic thinking for the first time in 2004. The core concept of S-D logic is to create value-in-use, or situational value with operant resources, which is very different from the Goods-dominant logic, known for producing goods to create value-in-exchange with operand resources. Besides, not only did the principal change the general marketing mindset, it adjusted the companies’ production and business activities as well. Since the 80s, industrial products have involved more and more services as the middle factors of the production; the products consuming processes also include a huge amount of complementary service, which marks down the fact that industry is moving towards service. The managing of company productivity also shows that the conventional manufacturing keeps developing service-oriented business mode, making both manufacturing and service industry barely distinguishable; servitization of manufactures means that the traditionally product-centered manufacturing turn to extend in additional service, this phenomenon generally exists in Taiwan’s firms that established from manufacturing and exporting, who tries to strengthen the bond between the firms and its clients, to differentiate themselves from their peer competitors, in order to compete for orders. Under the circumstances described above, this research focuses on understanding the process of value co-creation and the interaction between the B2B, when enterprise and its client jointly solve the problems under the concept of service-dominant logic. To cover the best varieties of the cases, we conduct a multi-case research on three companies that have different degrees on services, with depth interview. One of which is E.Sun bank, with the highest service level and only single clients. Another two are manufacturers, the Green Polymer and the Strong Biotech Corporation, both with several different clients. The analytical frame referring the paper published in 2012 by Aarikka and Jaakkola, in which they posed the model describing the collaborative activities in joint problem solving done by KIBS enterprise and their clients; the framework includes the concept of value creation, problem solving and service-dominant logic, it also pictures value co-creation during the process of dyadic problem solving and resources aggregation; we further divided the company clients into the direct clients and the indirect clients considering the trait in the cases. Below are the illustrations of the study findings of this research: 1. The assigned roles for the enterprise and the client Three case companies all covered the four roles mentioned in the theoretical framework, the difference is enterprise might interacting with either direct or indirect clients; the clients’ roles depend on whether they are direct or indirect clients, which also makes a difference on which role they will mainly play. Furthermore, we found that there might be new roles not mentioned in the theory existing in the practice. 2. Interaction between the enterprise and the client in problem solving process It is not necessary that the direct and the indirect clients play all the theoretical roles at the same time. But all case companies unexclusively conduct the collaborative activities by which the enterprises and the clients jointly solve the problem under the service dominant logic. The differences between the enterprises and the clients are the ways and the levels of involvement in the activities, and the departments or the resources they put into. 3. The value co-creation achieved by the enterprise and the client The service-dominant logic propose that value-in-use is brought to the client within a series of resource aggregation and application conducted by the enterprise; there are three aspects with which we measure the value-in-use: direct monetary benefits, indirect monetary benefits and non-monetary benefits. The data collected indicate that three case companies not only solve problems and create value accordingly to its own degree of servitization for their different clients, the companies also acquire a certain amount of value-in-use through this process. Finally, the thesis mainly contribute to applying Aarikka and Jaakola’s basic framework on industries with different degrees of servitization, and conduct a multi-case research of local companies. The study result supported the fact that the clients have played crucial role in the joint problem solving process as the S-D logic proposed before, and other members in the value network could also apply its own resources and contribute to the value creation process; meanwhile this research indicated that B2B customers could be further divided into direct and indirect clients, of which the influence, level of contribution, and role differs. The conclusions suggested that enterprise and their clients should build efficient conversation platforms to achieve better communication, better information sharing, better collaboration, as well as lowering conflicts, in order to optimize the value-in-use.