1、價值創(chuàng)新與顧客互動,企業(yè)戰(zhàn)略內(nèi)在層次結(jié)構(gòu),柳茂平，“戰(zhàn)略本質(zhì)與企業(yè)戰(zhàn)略內(nèi)在層次結(jié)構(gòu)”，南開管理評論，2003.1.,價值創(chuàng)新Kim, W. C., and Mauborgne, R, 1997, “Value Innovation: the Strategic Logic of High Growth,” Harvard Business Review, Jan-Feb 1997 v75 n1 p.102 (11).,studying the business launches of about 100 companies: Although 86% of the launches were

2、line extensions - that is, incremental improvements - they accounted for 62% of total revenues and only 39% of total profits. The remaining 14% of the launches - the true value innovations - generated 38% of total revenues and a whopping 61% of total profits.,Kim, W. C., and Mauborgne, R, 1997,總結(jié)若干高

3、業(yè)績企業(yè)的實踐做法： 強調(diào)以顧客和創(chuàng)造顧客價值為戰(zhàn)略的核心與焦點 強調(diào)在多數(shù)顧客最看重的核心價值上提供飛躍式的高價值，給顧客帶來驚喜式的滿意， 同時有選擇地提高價值和降低成本，創(chuàng)造明顯不同的價值曲線 重新劃分市場（重新設(shè)定競爭規(guī)則），將競爭者遠遠甩在后面 特殊戰(zhàn)略邏輯：對一系列范式和假定的懷疑和挑戰(zhàn) 企業(yè)家式戰(zhàn)略（Entrepreneurial Strategy）的典型重要種類。 consistent with the Schumpeterian notion of creative destruction in the sense that it is about creating fund

4、amentally new and superior value, hence making existing things and ways of doing things irrelevant (1999),Creating a New Value Curve Kim, W. C., and Mauborgne, R, 1997,identify and articulate the companys prevailing strategic logic, then challenge it Which of the factors that our industry takes for

5、granted should be eliminated? Which factors should be reduced well below the industrys standard? Which factors should be raised well above the industrys standard? Which factors should be created that the industry has never offered? the simultaneous pursuit of radically superior value for buyers and

6、lower costs for companies.,Formule 1與一星級和二星級旅店的價值曲線王迎軍、柳茂平，戰(zhàn)略管理，2003年，第188頁。,功能,價值,飲食,建筑美感,大堂,房間大小,服務(wù)員水平,房間設(shè)備和舒適度,床的質(zhì)量,衛(wèi)生,房間安靜程度,價格？,一星,Formule 1,二星,顧客互動Vandenbosch, Mark.; Dawar, Niraj, “Beyond Better Products: Capturing Value in Customer Interactions”, MIT Sloan Management Review v. 43 no4 (Summer

7、 2002) p. 35-42,MANIPULATING THE LEVERS OF COST AND RISK (of customer interaction) When product improvements can be matched quickly by competitors. A buyer incurs a variety of costs Learning about a sellers products and services, Acquiring them, using them and finally disposing of them. configure th

8、e product to his or her needs. Commits to a rigid seller-defined bundle Buyers risk and uncertainty Can I trust the sellers promises? Will the product perform as expected? Will I be able to implement it successfully? Will I lose money? Will the seller be around for repair and maintenance?,5 Strategi

9、es for Building Advantages with Customers,UNLOCK ECONOMIES OF INTERACTION Economies of scale, scope and experience: to leverage those same economies in the process of interacting with customers. SIMPLIFY THE ROUTE TO BENEFITS Tangible goods are what they are: rigid, inflexible packages that impose a

10、n opportunity cost - the cost of forgoing alternatives - on the customer. INTEGRATE ACTIVITIES Integrating various activities with their customers as a means of lowering risk and costs. The sharing of information and business-process integration at every step of the way were major factors in the cus

11、tomers successful launch of the new product.,5 Strategies for Building Advantages with Customers,BE THE NEXUS A trusted supplier can turn itself into a market maker for many products and services that it doesnt actually produce - and make money in the process. FORM THE FUTURE Companies often have to

12、 collaborate with other organizations to help form the future - in other words, to shape businesses and products that will change the way commerce happens. SHIFTING THE TRADITIONAL MIND-SET It is easy to underestimate the difficulties involved in shifting a companys focus from products to customer i

13、nteractions.,Customers as InnovatorsA New Way to Create Valueby Stefan Thomke and Eric von Hippel, HBR, April 2002, PP.5-11.,Customer-oriented Products and Services(Germany) Christian Scheer, Peter Loos, 2002-09-26,Customer-oriented Products taking inspiration from off-line designers to create exper

14、iences that satisfy and, where appropriate, surprise.,Accelerating the customers progress toward brand loyalty. Investing in technologies designed to coax the customer from awareness and interest to loyalty and evangelism. Establishing metrics. Continually measuring success to maximize the ROI of th

15、e customer relationship. Organizing the business around customers. Appointing a team whose top priority is the customer experience.,Experience architecture: a framework for designing personalized customer interactions.Design Management Journal v. 12 no2 (Spring 2001) p. 68-77.,Co-opting Customer Com

16、petenceC. R. Prahalad & R. Ramaswamy, HBR, January-February, 2000, PP. 79-87.,Co-opting Customer CompetenceC. R. Prahalad & R. Ramaswamy, HBR, January-February, 2000, PP. 79-87.,“From Value Chain to Value Constellation: ”Richard Normann & Rafael Ramirez, HBR, July-August 1993, PP.65-77.,The new logi

17、c of value presents companies with three strategic implications: “First, in a world where value occurs not in sequential chains but in complex constellations, the goal of business is not so much to make or do something of value for customers as it is to mobilize customers to take advantage of proffe

18、red density and create value for themselves.” Companies not compete with one another anymore, but compete for the time and attention and money of customers. “The goal is not to create value for customers but to mobilize customers to create their own value from the companys various offerings”,“From V

19、alue Chain to Value Constellation: ”Richard Normann & Rafael Ramirez, HBR, July-August 1993, PP.65-77.,“Second, what is true for individual offerings is also true for entire value-creating system. As potential offerings become more and more complex and varied, so do the relationships necessary to pr