顾客价值创新及其模式略论

基于对产业，顾客,产品，竞争及企业实力五方面的认知不同，传统战略观强调比竞争对手做得更好，而顾客价值创新逻辑则强调与竞争对手做得不同。在产品或服务与业务活动方式构成的矩阵中，顾客价值创新的模式可分为四种：现有业务活动方式基础上的跳跃式及渐进式创新，以新业务活动方式为跳跃式及渐进式创新。     

顾客资源营销——“顾客资源中心”时代的营销革命

顾客资源中心时代已经来临,企业之间的竞争已经不再是基于产品的竞争,而是基于顾客资源的竞争。如何占有和优化顾客资源,充分挖掘顾客资源的潜在价值,实现顾客价值持续贡献,已成为企业营销的核心问题,也是企业成败的关键。鉴于顾客需求的层次性和多项性导致顾客资源价值具有多样性特征,及顾客资源的自然转移和共享。本文认为,顾客资产管理必须有效整合顾客资源获取与顾客资源开发,并通过顾客资源共享战略实现内(外)部资源的整合,从而提升企业的盈利能力。根据这一思路,本文提出基于顾客资产理论的顾客资源营销框架,并进一步阐述了顾客资源营销的思维逻辑与战略逻辑,及实践中如何实施顾客资源营销战略的问题。     

从顾客价值看彩电价格战及企业竞争战略转变

彩电产品的价格战对提高我国彩电企业的竞争力起到了不可磨灭的作用，但是随着我国彩电市场的价格需求弹性越来越小，价格战作为企业的一种主要的竞争手段日益凸现出其局限性。基于顾客价值的竞争战略，在对我国彩电产品价格战历程分析后可以看出，随着竞争环境的变化，企业只有彻底摒弃传统的竞争战略逻辑，树立基于顾客价值的竞争战略逻辑，才能走出价格战的“竞争困境”，真正实现企业竞争的目的。     

以顾客价值为中心的战略探讨

竞争的目的是为企业赢得更大的竞争优势。但在长期竞争战略理论的指导下,企业多采取击败竞争对手为中心的竞争战略,从而忽视了企业的真正使命——为顾客创造价值。文章将以顾客价值为中心,探讨企业如何制定持续、有效的战略,以保证其长期、健康地发展。     

顾客价值战略与企业竞争优势

在企业踏上科技快车道的今天,顾客对于产品和服务的期望越来越高,顾客购买商品的主要驱动力是看商品给他带来的价值大小。因此,企业只有在设计、生产和提供产品时以市场为导向,为顾客提供超越竞争对手的价值,才能在激烈的市场竞争中获取可持续的竞争优势。本文从竞争优势的涵义及来源着手,分析了顾客价值对竞争优势的贡献,以及如何通过实行顾客价值战略以提升企业竞争优势。     

以顾客价值为中心的战略探讨

竞争的目的是为企业赢得更大的竞争优势.但在长期竞争战略理论的指导下,企业多采取击败竞争对手为中心的竞争战略,从而忽视了企业的真正使命--为顾客创造价值.文章将以顾客价值为中心,探讨企业如何制定持续、有效的战略,以保证其长期、健康地发展.     

顾客价值战略与企业竞争优势

在企业踏上科技快车道的今天,顾客对于产品和服务的期望越来越高,顾客购买商品的主要驱动力是看商品给他带来的价值大小.因此,企业只有在设计、生产和提供产品时以市场为导向,为顾客提供超越竞争对手的价值,才能在激烈的市场竞争中获取可持续的竞争优势.本文从竞争优势的涵义及来源着手,分析了顾客价值对竞争优势的贡献,以及如何通过实行顾客价值战略以提升企业竞争优势.     

价值创新战略之于企业成长

随着经济快速发展,企业内外环境激烈变动,顾客需求持续变化,市场竞争日趋激烈,企业要想获取持续的竞争优势就必须进行正确的战略选择,切实为顾客创造超越竞争对手的优异价值。欧洲工商管理学院的两位教授W.詹金和雷尼.莫博涅对全球30多家公司的研究表明,大多数持续成长的企业实施了与其它企业不同的战略——价值创新战略,而不是传统的竞争战略。     

市场导向下的顾客关系营销战略分析

营销必须以需求为条件,以价值为基础。关系与信任、利益、风险密切相关。关系本身不是目的,而是获取利益的手段。关系也是众多需求内容维度中的一项。关系需求决定和影响着关系价值。关系需求的特点和内容决定和影响着相应的营销手段和策略。由于消费者的需求以及其他利益相关者市场顾客的需求都会随着时间以及环境的变化而改变,因此关系营销创新必不可少。市场竞争本质就是顾客关系的竞争,在竞争的环境下考虑顾客关系,其目的就是为了帮助企业在竞争中建立超越竞争对手的顾客关系,从而赢得顾客。     

基于顾客价值的我国电信企业服务战略分析

服务企业制定和实施基于顾客价值的服务战略,可以有效的发挥自己的竞争优势,从而赢得市场和顾客。本文从顾客价值理论的角度分析我国电信企业的服务战略,将顾客价值理论与服务战略相结合,探讨基于顾客价值的服务战略对电信企业竞争的影响与作用。     

Global competition and latecomer production strategies: Samsung of Korea in China

This contribution illustrates how latecomer multinational companies (MNCs) have organized international production activities and maintained their competitive advantage under growing global competition. In doing so, an interdisciplinary approach, including an evolutionary theory of MNCs, global strategic management, and organizational and technological learning, is adopted through the case study of Samsung Electronics as a sample latecomer MNC. Samsung reveals that competition in the electronics industry in China is based on the diferential capabilities of players in the market, and their ability to transfer and improve these capabilities faster than competitors. Latecomer MNCs' foreign subsidiaries are under strong pressure to be actively involved in design and product development activities near to production facilities. In order to gain a sustainable competitive advantage, foreign subsidiaries of latecomer MNCs need to rapidly improve their product innovation capability by combining knowledge transferred from the MNC headquarters and global subsidiaries' networks with information about consumer requirements in the foreign location.     

Extending boundaries of Blue Ocean Strategy

‘Blue Ocean Strategy’, one of the best seller books has received tremendous attention amongst scholars and practitioners. This paper first critically analyzes the conjectures presented in the book. Second, we investigate if means suggested by authors to create a blue ocean are applicable in emerging markets. Article further proposes that blue oceans can be created via radical innovation, disruptive innovation, frugal innovation, and purely differentiation strategy and focused differentiation strategy rather than only value innovation. Furthermore, we suggest that strategy canvas is applicable not only for value innovation but all types of innovation. We, thus extend the boundaries of sources of blue oceans. Lastly, we explore if sustainable competitive advantage or blue oceans ae better sources of profitability.     

跨国公司竞争优势及其相关理论的演进探讨

基于跨国经营活支的时间顺序,探讨跨国公司竞争优势及其相关理论的演进逻辑,即其关注焦点从企业内部"特定优势"到企业外部产业结构,再到企业内部的资源和能力,其研究的出发点是从跨国公司对外直接投资必须具有什么样的竞争优势到如何获取可持续的竞争优势,并对未来进行展望。     

资源-能力框架下朴素式创新演变机制——以Kilimall为研究案例

随着全球环境变化，新兴市场在狭缝中寻求机会，而盛行的朴素式创新理论为多样化和资源匮乏背景下新兴市场的崛起提供思路。基于Kilimall案例，文章在资源-能力观和朴素式创新视域下，运用程序化扎根理论分析企业如何突破新兴市场的资源约束、消费者可负担能力约束和体制约束，并随之形成企业独特的能力进阶与创新演变机制。文章发现：(1)资源能力与朴素式创新融合机制可解读为识别机会与约束、确定企业主导逻辑、采取创新与资源行动、形成相应能力和构建可持续竞争优势五个时序阶段，通过各阶段依次正向反馈再进入下一周期。(2)朴素式创新演变阶段可分解为产品与服务创新、产业链创新与生态体系创新三个层次，!创新层次由点及面逐步扩展。(3)企业始终围绕企业的发展和可持续竞争优势为目标，实现创新与资源能力的演变。在不同阶段创新和资源行动会积淀不同层次的能力，形成“零阶能力-一阶能力-二阶能力”的进阶过程。文章在丰富朴素式创新理论的同时，也为入驻新兴市场的中国企业开展朴素式创新活动提供了借鉴和启示。     

企业战略创新决策机制研究

企业战略创新是企业维持竞争优势,提高竞争能力的必然选择,企业战略创新必须构建一套完整的战略创新行为机制,而其中的战略创新决策机制是战略创新成功的关键。为此,企业战略创新决策机制的研究无疑对企业的生存与发展具有重要的理论意义和现实意义。     

The Influence of Corporate Environmental Ethics on Competitive Advantage: The Mediation Role of Green Innovation

This study utilizes structural equation modeling (SEM) to explore the positive effect of corporate environmental ethics on competitive advantage in the Taiwanese manufacturing industry via the mediator: green innovation performance. This study divides green innovation into green product innovation and green process innovation. The empirical results show that corporate environmental ethics positively affects green product innovation and green process innovation. In addition, this study verifies that green product innovation mediates the positive relationship between corporate environmental ethics and competitive advantage, but green process innovation does not. Therefore, corporate environmental ethics can not only affect competitive advantage directly, but also influence it indirectly via green product innovation in the Taiwanese manufacturing industry. Taiwanese manufacturing companies can increase their corporate environmental ethics and green product innovation to enhance their competitive advantages.     

Consumer perceptions of refund depth and competitive scope in price-matching guarantees: effects on store patronage

The study investigates the effect of two characteristics of price-matching guarantees—the depth of refund offer and the scope of competitors eligible for price matching—on consumer perceptions of price-matching guarantee believability and value and consumer intentions to patronize the retailer. The results show that large refund offers built consumer patronage intentions by enhancing perceptions of the value of the price-matching guarantee, while simultaneously exerting a negative impact on patronage by reducing believability of the price-matching promise. The competitive scope also affected the patronage intentions by influencing the perceived value of the price-matching policy.     

战略管理会计的兴起及其内容与方法的创新

战略管理会计是为满足现代企业实施战略管理的特定信息需要而建立的新的管理会计信息系统。其研究的内容与方法包括:企业环境分析、价值链分析、战略管理成本分析、竞争对手分析、综合业绩评价等。从战略的高度审视企业组织机构设置、产品开发、市场营销和资源配置,并据以取得竞争优势而提供内部的和外部的、财务的和非财务的、定性的和定量的会计信息,为企业发挥优势、利用机会、克服弱点、回避风险提供信息创造条件。这些研究使战略管理会计开始步入一个崭新的发展阶段。     

浙商竞争优势的主观要件及其逻辑构造

浙商的竞争优势主要不在物质条件而在主观要素。本文对经久不衰的浙商竞争优势的主观成因作了深入阐释。文章指出:求富意识、创新意识和学习意识是浙商竞争优势精神体系的主要构件,在这个精神体系内,三大要件是内生性的,因相互产生的正向效应不断强化。求富意识是创新意识和学习意识的产生之源,创新意识是使求富意识现实化的桥梁和学习意识产生的前提,学习意识不仅增加了创新的持久力,而且提升了学习主体的精神境界和开阔了视野,进一步强化了竞争优势,从而构建起一个无穷上限的发展模式。贯穿整体构造的则是浙商实事求是的精神,其基点是顺应人性,道法自然。     

When to lead or follow? It depends

Existing studies of entry strategy attribute sustained pioneer advantages to the pioneer's ability to erect barriers that impede the entry of potential competitors. Because effective entry barriers imply industry concentration, the entry-barrier explanation of sustained pioneer advantage suggests that pioneers in concentrated industries will experience superior mature-stage performance. This paper tests this hypothesis by controlling for industry concentration and analyzing the impact of entry strategy on the mature-stage firm's market share, perceived relative product quality, relative product-line breadth, relative price, and relative direct costs. The analysis suggests that the presence of effective barriers-to-entry significantly affects the performance poineers in both consumer- and industrial-goods industries. Moreover, the extent to which pioneers receive an incremental share advantage over early followers depends on both industry type and end-user purchase amounts.