市场营销thecapabilitiesofmarketdrivenorganizations

市场营销thecapabilitiesofmarketdrivenorganizations

TheCapabilitiesofMarket-DrivenOrganizationsGeorgeS.DayJournalofMarketingvOL.58(October1994),37-52LOGO\n1.TheCapabilitiesApproachtoStrategyTwoPerspectivesonCompetitivenessDefiningandIdentifyingCapabilitiesDistinctiveCapabilitiesCapabilitiesandPerformance\nSourcesofCompetitiveAdvantageandSuperiorPerformance\n2.CapabilitiesinMarket-DrivenOrganizationsClassifyingCapabilites\nTheRoleofSpanningCapabilities\n\nA.MaketSensingasaDistinctiveCapabilityOpen-mindedinquirySynergisticinformationdistributionMutuallyinformedinterpretationsAccessiblememory\nB.CustomerlinkingasaDistinctiveCapabilityClosecommunicationandjointproblemsolvingCoordinatingactivities\n3.DevelopingtheCapabilitiesofMarket-DrivenOrganizations●a.LessonsfromTQM全面质量管理，就是指一个组织以质量为中心，以全员参与为基础，目的在于通过顾客满意和本组织所有成员及社会受益而达到长期成功途径。在全面质量管理中，质量这个概念和全部管理目标的实现有关。◆Littlesurveyed500companiesusingTQMandfoundthatonly36%believeditassignificantlyboostingtheircompetitiveness.◆ToooftenfirmsusestandardversionsofTQMwithoutadaptingittotheircircumstances.Indeed,TQMdoesnotseemtoworkinallcircumstances.Itappearstobebestsuittorelativelysmall,flatorganizationswithCEOswhoarestongsupportersandareactivelyinvolvedinadaptingittotheirfirm'sculture.\nb.DiagnosingtheCurrentCapabilitiesmappingbenchmarkingthecapabilitiesofdirectcompetitors.\nc.AnticipatingFutureNeedsforCapabilitiesTechnologyischangingfast,andtheexchangerelationshipispurelytransactional.TreacyandWiersema(1993)makethecasethatsuperiorstrategiesarebasedomdeliveringcustomervalueinoneofthethreedistinctways:1、Operationalexcellence——minimizeoverheadandinternaltransactioncostsandmanagecloselinkstocustomersandchannelpartners;2、Customerintimacy——theabilitytocontinuouslytailorproductsandservicetoincreasinglyfinecustomerdefinitions;3、Productleadership——recognizingemergingneeds,rapidlyassessingcustomerresponse,anddesigningrapidmarketentrystrategiessuchasdevelopinginnovativeproductsandservices.\nd.Designingthechangeprogrambottom-upredesign.Thisactionmakesitclearthattheteamisresponsibleforcontinuousimprovementinsatisfyingextenalandinternalclients.Seniormanagersmustloosentheircontrolbyeliminatingtightspecificationsofproceduresandforgoingdetailedreports.Theresultisthattheorganizationstructuerbecomeflatterandmoreflexible,butaclearhierarchyremains.top-downdirectionTopmanagementmustmakeanunequivocalcommitmenttoputtingcustomersfirst.\nTheenablingroleofinformationtechnologyAnintegratedITapproachhasmanyelements:shareddatabased,high-speedcommunicationsnetworks,decisionsupportsystems,automaticproductidentificationandtracking,andlarge-scalecomputing.Theseelementscanbecombinedtofundamentallytransformboththemarketsensingandcustomerlinkingcapabilities:Inthemeantimetheinnovatorhasgainedafirst-moveradvantageandaplatformfromwhichtoapplythelatestinITadvancestooffernesservices.\ne.Monitoringprogress——ifyoudon'tmeasureit,youcan'timproveitThefinalstepintheimprovementprogramistodecidewhichkeyperformanceindicators(KPIs)tomonitor.ForeachKPIthereareperiodicmeasurementandaseriesoftime-basedtargetstoreah,soproblemsandandshortfallscanbequicklyrecognizedandcorrectiveactiontaken.\nThankYou!