Research On The Value Added Service Business Model Of Special Vehicle Manufacturers

Special vehicle industry,providing special vehicle equipment support for national economic construction,is an essential component of automobile industry.At present,there is a serious problem of homogenization among Chinese special purpose vehicles,resulting fierce market competition,and active engagement in the back-end service of the industrial value chain has become the main direction of the transformation and upgrading of the special vehicle manufacturers(SVMs).With enterprises' in-depth practices,some SVMs have not only failed to improve business performance through value-added services,but also increased operational costs and management difficulties,and they are unable to obtain value-added service profits,trapped in the dilemma of “service paradox”.Consequently,it is necessary to construct a value-added service business model from the systematic perspective in order to straighten out the value creation logic of “special vehicle + value-added service”,which may guide SVMs to carry out value-added services scientifically,and to create competitive advantages from differentiated features.Therefore,this paper studies the construction of value-added service business model and its operation mechanism as well as incentive mechanism from the perspective of SVMs,which not only has a high academic value,but also can be used to guide enterprises' practices.Firstly,the value-added service business model for SVMs is scientifically constructed based on the influence analysis of value-added service on the traditional business model of SVMs as well as on the value chain of special vehicle industry.And the value-added service business model of “1-3-9-3” system is proposed on the basis of value network.Secondly,after a thorough study of operation mechanism of SVMs' value-added service business model we have designed the service scheme,integrated service network resource,and explored service network benefit distribution under the guidance of business model operational framework.Thirdly,based on the deep analysis of the incentive mechanism of value-added service business model for SVMs,the incentive mechanism of the three main players in the value network: customers,producers and service providers is studied respectively.Finally,the system dynamics analysis of value-added service business model for SVMs is carried out systematically,and the system dynamics model is constructed.And the key variables before and after the implementation of value-added service are compared and simulated with actual data to verify the practical application effect of the value-added service business model proposed in this paper.The innovation of this research is mainly reflected in the following aspects:(1)A nonlinear planning model of value-added service scheme design is constructed with customers' maximum satisfaction as the goal and the cost budget as a constraint.Through the combined calculation of different value-added service demands and their implementation levels,a differentiated value-added service scheme is formed,which effectively balances the contradiction between the difference of value-added service scheme and the limited enterprise investment.(2)A decision-making model of network resource integration based on supply and demand matching is built.Specifically,the satisfaction level of both sides of value-added service network resource integration is quantified by integrating revenue contribution degree and competency degree.The model is solved on the basis of setting virtual resource demand to screen inferior suppliers,which realizes the maximum satisfaction of both sides of supply and demand in the process of value-added service network resource integration.(3)A differential Stackelberg game model of customer participation incentive mechanism,in which the manufacturing enterprise is regarded as the leader and the customer is considered as the follower.By adding a disturbance term to the state equation to investigate the impact of performance uncertainty on the behavior of both sides of the game,the customer participation incentive mechanism under the condition of performance uncertainty is obtained.(4)A evolutionary game model of dynamic “incentive plus punishment” mechanism for service providers' speculative behavior is constructed.Taking the probability of speculation and its loss value as the parameters of dynamic incentive and dynamic punishment function,the effective governance of service supplier's speculative behavior is achieved.This study provides a systematic guiding framework for the value-added service business model for SVMs,and the research results can effectively guide the practice of value-added service business model for SVMs.First,in the construction stage of value-added service business model,SVMs can adopt the value-added service business model of “1-3-9-3” system proposed in this paper to construct the value-added service business model scheme from the perspective of customer participation,partner cooperation and SVMs' integration.Second,during the implementation phase of the model,complex elements of the business model and diversity of network participants ought to be considered completely.On one hand,under the guidance of scientific operation framework,it is necessary to select and adjust the key processes and businesses of value-added services,and to grasp the main contradictions in order to effectively improve the operation efficiency of value-added service business model;on the other hand,with a comprehensive incentive mechanism as the guarantee,corresponding incentive mechanism or incentive plus punishment mechanism is put forward according to the behavior characteristics of customers,producers and service suppliers to ensure the stability of partnership.Finally,in order to improve the scientificity of decision-making,SVMs may utilize the modern computer simulation technology as well as the value-added service business model's system dynamics model proposed in this paper to realize the simulation and prediction in the construction and implementation stage of the value-added service business model.Tongya Auto is selected as a case to carry out system dynamics simulation analysis.After the implementation of the value-added service business model proposed in this paper,Tongya Auto has achieved a significant increase on profits and customer demand satisfaction ability,so as to avoid falling into the dilemma of “service paradox”.