在制造业竞争加剧和消费者需求增加的市场环境下，制造企业仅通过生产和销售实体产品获取企业利润的传统模式，很难保持可持续的发展。以实物产品为载体的服务衍生作为制造业企业服务化转型升级的战略方向之一，能为供需双方创造更大的价值，是我国制造企业攀升价值链高端的主要创新方向。在互联网信息技术支持下的企业之间联系越来越便捷和紧密，全球产业分工日益深入，制造企业的价值创造活动不再局限于单一的价值链、企业之间的关系也不再局限于竞争，而是要融合更多的价值增值环节，演变成为企业之间竞争与合作并存的价值网。在国内已有不少制造企业发展服务业务并取得了实践成功，焕发出新的竞争活力。制造企业如何进行服务化，服务化发展的路径特征是什么。近几年针对制造业服务化转型的学术研究在增加，但是从业务异质性视角探讨工业自动化领域的制造企业服务衍生转型的案例较少。
首先，本文通过整理近年来国内外学者关于制造企业服务化方面的文献，梳理出制造业服务化的基本内涵、制造企业服务化的动因、服务化转型路径，为针对具体案例的研究提供理论依据和知识基础。
其次，通过访谈了本文研究企业内与服务业务相关部门的同事，了解S公司的业务范围、组织架构、服务业务的发展历程等相关情况，总结S公司推进服务衍生进程的动机、服务衍生路径，构建了以“企业内部价值链－企业价值链向下游延伸－价值网络”为框架的服务衍生框架；并指明服务衍生是S制造企业服务化转型的有效策略，企业价值网构建能帮忙企业与价值网参与者更好地满足消费者多样化的需求，推动服务衍生的进程。
最后，针对S公司当前服务衍生的价值网，提出针对当前基于服务衍生价值网的优化建议，包括优化以服务为导向的组织结构、加强服务支持网络的建设、激励价值网中的最终用户参与服务创新以及拓展价值网互补者。
本文研究结论为有意通过服务衍生策略构建企业竞争优势的传统制造业企业提供理论和案例依据，此外本文总结得出的制造企业服务衍生的价值网架构图，可以为尚处于服务化初级阶段的制造商提供转型借鉴。

In the market environment of intensifying competition in manufacturing industry and increasing consumer demand, it is difficult for manufacturing enterprises to maintain sustainable development in the traditional mode of obtaining corporate profits only by producing and selling physical products. As one of the strategic directions of service transformation and upgrading of manufacturing enterprises, service derivation with physical products can create greater value for both supply and demand, and is the main innovation direction for China's manufacturing enterprises to climb up the high-end of the value chain. With the increasingly convenient and close connection between enterprises supported by Internet information technology and the deepening division of labor in the global industry, the value creation activities of manufacturing enterprises are no longer limited to a single value chain, and the relationship between enterprises is no longer limited to competition, but has to integrate more value-added links and evolve into a value network of competition and cooperation between enterprises. In China, many manufacturing enterprises have developed their service business and achieved success in practice, giving a new competitive vitality. How to service manufacturing enterprises and what are the characteristics of the path of service development. In recent years, academic research on the servitization transformation of manufacturing industry is increasing, but there are fewer cases exploring the service-derived transformation of manufacturing enterprises in the field of industrial automation from the perspective of business heterogeneity.
Firstly, by collating the literature of domestic and foreign scholars on servitization of manufacturing enterprises in recent years, this paper sorts out the basic connotation of manufacturing servitization, the motives of servitization of manufacturing enterprises, and the path of servitization transformation, so as to provide theoretical basis and knowledge foundation for the research on specific cases.
Secondly, through the interview with colleagues in the service business-related departments of the research enterprises to understand the business scope, organizational structure and the development history of service business of Company S. This paper summarized the motives of Company S for promoting the process of service derivation and the path of service derivation, and constructed a framework of "internal value chain-extension of enterprise value chain to downstream-value network". It also indicates that service derivation is an effective strategy for the service transformation of S manufacturing enterprise, and the construction of enterprise value network can help enterprises and value network participants to better meet the diversified needs of consumers and promote the process of service derivation.
Finally, based on the current service-derived value network of S manufacturing enterprise, the optimization suggestions for the current service-derived value network are proposed, including optimizing the service-oriented organizational structure, strengthening the construction of service support network, motivating the end users in the value network to participate in service innovation, and expanding the complementary players in the value network.
The findings of this paper provide a theoretical and case study basis for traditional manufacturing enterprises interested in building their competitive advantages through service derivation strategies. In addition, the value network architecture of service derivation for manufacturing enterprises concluded in this paper can provide transformation reference for manufacturers who are still in the initial stage of service orientation.