服务化已经成为制造企业获取和保持竞争优势的重要途径，其本质是企业价值链的延伸，既包括投入服务化，又包括产出服务化。在实施服务化战略时，制造企业可以选择将投入、产出服务功能内部化或外部化，即自营或外包。从产品层面构建理论模型，比较研究制造企业的四种服务化路径：（1）外包投入服务和产出服务；（2）外包投入服务，自营产出服务；（3）自营投入服务，外包产出服务；（4）自营投入服务和产出服务。首先，通过分析需求质量弹性和质量成本系数、制造企业产品及服务的质量和价格、生产性服务企业服务的质量和价格以及制造企业与生产性服务企业的市场基础等模型变量，得到制造企业在每种服务化路径下的最大化利润。其次，通过比较每种路径下的最大化利润，得到路径选择的临界条件。最后，通过数值实验和算例分析，验证了模型的有效性和实用性。研究结果表明，何种路径成为更优的选择取决于制造企业的自身条件和所面临的市场环境。总体而言，在质量成本系数足够大于需求质量弹性的前提下，生产性服务企业所提供投入服务或产出服务的市场基础越大，将该种服务外部化的预期利润越高。研究结果将为制造企业的服务化路径选择提供理论依据和解决方案。
Servitization has become an important way for manufacturers to obtain and maintain competitive advantages, the nature of which is the extension of enterprise value chain, including input and output servitization. When servitizing, manufacturers can choose to internalize or externalize the input and output service functions. A theoretical model is built from the product level to study and compare four kinds of servitization paths:(1) Externalize input service and output service; (2) Externalize input service, internalize output service; (3) Internalize input service, externalize output service; (4) Internalize input service and output service. Firstly, by analyzing model variables of demand quality elasticity and quality cost coefficient, quality and price of product and service of manufacturers, quality and price of service of producer service enterprises, and market base of manufacturers and producer service enterprises, etc. the maximum profit of manufacturers under each path is obtained. Secondly, by comparing the maximum profit of manufacturers under each path, the critical conditions of path selection are obtained. Lastly, the effectiveness and practicability of the model is verified by a MATLAB numerical experiment and the case analysis of shipping business of Baowu Iron & Steel Co., Ltd. The results show that, which path becomes a better choice depends on the manufacturers' own conditions and the market environment. Under the premise that the quality cost coefficient is larger enough than the demand quality elasticity, (1) if market base of output service is larger than the critical value of market bases of input service and product, Path 1 is better than Path 2, otherwise, the reverse; (2) if the market base of input service is larger than the critical value of market bases of output service and product, Path 1 is better than Path 3, otherwise, the reverse; (3) if market bases of input and output services are larger than the critical values, and market base of product is relatively small, Path 1 is better than Path 4, otherwise, the reverse; (4) if market base of input service is larger than the critical value of market bases of output service and product, Path 2 is better than Path 3; if market base of input service is larger than the critical value of market bases of output service and product, Path 3 is better than Path 2; (5) if market base of input service is larger than the critical value of market base of product, Path 2 is better than Path 4, otherwise, the reverse; (6) when the quality cost coefficient is larger than square of demand quality elasticity, if market base of output service is larger than the critical value of market base of product, Path 3 is better than Path 4, otherwise, the reverse; when the square of demand quality elasticity is between one and two times the quality cost coefficient, Path 3 is better than Path 4. The results provide theoretical basis and solutions for manufacturers to make the optimal servitization path selection according to their own conditions and the market environment.
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