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Service-based differentiation competitive strategy has been hugely adopted by manufacturing firms in both developing and developed countries, which would influence firm performance and resource allocation mode. Against the background of developing countries such as China, this empirical study has two purposes. The first is to investigate the impact of service competition on firm performance. The second is to summarize the resource allocation mode which executives would adopt to implement service competition. Based on service-dominant (SD) logic, resource-based view (RBV) and service marketing theory, this paper constructs a theoretical framework to link the organizational resources (product-related resources and service-related resources), competitive advantage (product quality and service quality) and firm performance (financial performance and non-financial performance), and proposes several hypotheses about the relationships among these constructs. Based on the survey data obtained from manufacturing firms in China in 2006, this paper employs a structural equation modeling (SEM) approach with interaction effect involved to test the hypotheses. Several findings are found through data analysis. First, service competition has positive and significant impact on firm performance, and the contribution of product-related inputs on performance is much larger than that of service-related inputs. This implies that though the impact on performance of service competition is comparatively lower, service can still be the source of product differentiation and act as a positive complement to product-based competition. Second, consistent with our theoretical expectation, the finding indicates that there is a substitutive relationship between service-related resource and product-related resource to a certain degree, though weakly supported by data. This can be explained by the factors such as China's initial resource endowment, low-level stage of the market and the industry, etc. Finally, the paper discusses the theoretical and managerial implications of the research findings, which would provide empirical supports for the implementation of service-based differentiation strategy in manufacturing in developing countries.
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