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Jingdong book

由外而内的战略利用顾客价值赢利

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Jingdong book

由外而内的战略利用顾客价值赢利

Name: 由外而内的战略 利用顾客价值赢利
Brand: Jingdong book
SKU: 3102008821
Price: 44.65 USD
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股东价值、核心竞争力、六西格玛、规模适度……这些流行的战略理念让很多企业陷入了关注内部、由内而外审视世界的危险境地。其后果就是，企业忽略了市场，并导致业绩欠佳。由内而外的思维方式让企业忽略了其根本目标，即创造顾客，并为顾客服务。
要想实现企业的根本目标，**的途径就是由外而内制定战略。这个全新的视角由两位分别来自沃顿商学院和杜克大学福库（Fuqua）商学院的教授提出，旨在帮助你转变思维方式。《由外而内的战略利用顾客价值赢利》中，他们向大家展示了执行由外而内战略的企业，如何在波动的经济形势下保持销售收入和利润增长，并增加股东价值。
在多年研究的基础上，乔治·戴伊和克里斯汀·穆尔曼指出，执行由外而内的战略需要时刻保持警惕，并关注顾客价值的四要素：成为顾客价值的领导者创造新的顾客价值充分利用顾客资产充分利用品牌资产只有执行由外而内战略的企业才能将顾客价值*大化并从中赢利。
《由外而内的战略利用顾客价值赢利》能帮助你领先竞争对手，并保持你的竞争优势。

Author Description

乔治·戴伊（George S．Dav），是宾夕法尼亚大学沃顿商学院杰佛瑞·包伊思（Geoffrey T．Boisi）教席教授和麦克技术创新中心的联合主任。他是美国市场营销协会的董事会主席和市场营销科学研究所的理事。他曾经为大量的公司提供过咨询服务，例如通用电气、IBM、大都会人寿和万豪等。他的主要著作包括《沃顿商学院的新兴技术管理》和《市场驱动型组织》。戴伊教授现居于美国宾夕法尼亚州布林莫尔市。

Catalogue

第一部分由外而内的视觉：转变你的观念
第一章 “由外而内”产生的战略
通往战略的两条路径
市场洞察
以“由外而内”的视角来制定战略
一个新观点
第二章从顾客价值中获利
什么是顾客价值
作为目标的顾客价值
顾客价值要素
“四要素”的协同与整合
“四要素”如何创造实效：从顾客价值中获取利润
新视角的应用

第二部分由外而内的经营：顾客价值的四要素
第三章第一项要素：成为顾客价值的领导者
顾客价值偏好
顾客如何选择
顾客价值定位的驱动力
不断进化的顾客价值定位
价值定位中的预期变化
顾客价值的领导者
第四章如何成为顾客价值的领导者
顾客价值战略的要素
获取顾客价值优势
用度量指标来校准战略
捍卫顾客价值的领导地位
顾客价值领导者的现实主义态度
第五章第二项要素：为顾客创造新价值
有机增长的挑战
相邻区域：利润的*佳增长点
全方位创新
创新顾客价值主张
创新商业模式
顾客价值的创新者
第六章如何为顾客创造新价值
第一阶段：选择成长战略
第二阶段：诊断机会组合
第三阶段：扩展成长机会的选择范畴
第四阶段：识别与控制风险
管理价值创新过程的指标
无边界的创新
第七章第三项要素：充分利用顾客资产
从顾客交易到顾客忠诚
从顾客价值到有价值的顾客
顾客资产：获取长期利润
顾客资产的管理者
第八章如何充分利用顾客资产
选择顾客资产
利用顾客终身价值模型对潜在顾客进行投资
开发顾客资产
保卫顾客资产
充分利用顾客资产
有价值的顾客
第九章第四项要素：充分利用品牌资产
品牌健康度的诊断指标
有价值的品牌和经济利润
品牌资产管理能力
创建强势品牌
保护品牌
品牌资产的管理者
第十章如何充分利用品牌资产
利用品牌进军相邻市场
利用品牌进军全球市场
收获品牌红利

第三部分 “由外而内”的生存：聚合所有的观点
第十一章市场洞察和顾客价值要素
提出富有洞察力的问题
市场洞察能力
市场洞察的度量
转移注意力至公司外部
第十二章围绕顾客价值要素竞争的组织
“由外而内”的组织文化
“由外而内”的组织架构
“由外而内”的评价指标与激励体系
基于顾客价值要素进行竞争的组织能力
言行一致
第十三章顾客价值的领先
市场营销领导人
飞利浦面向“由外而内”战略的转型
沃尔玛：重获顾客关注
赢得一席之地
扮演驱动者的角色
结论
抓住主动权
致谢
关于作者

Book Abstract

《由外而内的战略利用顾客价值赢利》：
戴尔电脑在过去四年遭遇的困境彰显了“由外而内”思考的必要性。在之前几十年间，依靠着杰出的物流能力，戴尔以竞争对手难以匹敌的价格和速度，向顾客提供技术领先的电脑硬件。整个组织运作都专注于以尽可能低的成本和迅捷的速度对个人电脑、笔记本、服务器进行组装和配送。对高效的关注使戴尔在2005年成为全球市场的领导者。向全球扩张，以及直销种类丰富的硬件产品，是戴尔获取成长的关键。于是，一切都围绕着这个商业模式展开，以使它得到不断强化。
但是，这种过于强调内部能力的倾向，同样使戴尔忽视了市场的突变，而不能对其及时反应。在消费市场，越来越多的消费者希望在零售商店购买一台能够代表自我个性的电脑。苹果和惠普都洞察了这一趋势，并且准备好为之改变。惠普对产品进行了重新设计，以提供好的顾客体验，并且创造了除价格与新技术之外的独特价值。它的广告语写道：“惠普电脑掌控个性世界。”惠普的行动迅速征服了市场，使它在2006年成为市场份额的领导者。而与此同时，戴尔的销售开始动荡并且持续下滑。然而，对于效率的重视在戴尔根深蒂固，管理层拒绝为产品提供独特的设计，即使顾客愿意为此支付高的溢价。
如同一位评论家所说：“戴尔正在把个人消费者甚至是一些企业顾客视作是乘坐灰狗大巴的顾客。”M0从2008年第二季度到2009年第二季度，戴尔在美国个人电脑市场的份额从31．4％下降到26．3％。重要的是，当惠普和其他对手努力改善供应链管理和降低成本之后，戴尔的传统优势也在不断被削弱。
除了案例，还有大量证据可以证明“由外而内”思考方式的优越性。其中很多证据来自对市场驱动型公司相关业绩表现的研究。_5’这些公司相对于其自我导向的竞争对手，拥有某种加内在的固有优势，这来自他们在理解市场、提供长期卓越价值以及吸引和保留顾客等方面的能力。
短视的“由内而外”既然“由外而内”的战略拥有直觉与数据的主客观双轮驱动，为什么在规划战略时“由内而外”的思维还是如此普遍？这里存在着很多微妙的力量，它们鼓励着公司进行“由内而外”的思考，并且逐渐使公司的业务经营与市场割裂开来。
正强化“由内而外”的战略思考终是要获取既存资产回报率的大化，即提高效率。效率的提高通常会产生一些积极的结果。但是，这种对运营效率进行持续改善的追求，却忽略了一个重要的前提性问题，即这种运营改善是否值得。在现有资产效率得到提升的同时，市场也在发生改变，从而使顾客价值不断流失。
等到那些在“正强化”的循环中感觉安逸的公司意识到它们不再创造顾客价值的时候，往往为时已晚，此时它们的竞争对手已经牢牢占据了主动权。
争夺优先权在大多数高管人员身边，围绕着很多比顾客距离近的利益相关者，例如员工、董事会、合伙人、供应商以及监管者等。这种近水楼台的优势使得他们的关注焦点与顾客相比，往往能加轻易地引起管理者的急迫感。同时，在企业当中，一些内部事务也会成为管理者优先处理的事项，例如，与其他部门之间的资源分配、预算及地盘争夺等。
现代战略理论资源与能力基础理论是一个罪魁祸首，它在无意中将公司引向“由内而外”的道路。这项理论的支持者认为，公司可防御的竞争优势终来源于它独特、难以复制的资源与能力。优越的服务、强大的供应链和卓越的人力资源实践，这些能力的具备需要公司长时间的缓慢培植。它们很难被竞争对手所模仿和复制，但同样也限制了公司对外部环境的适应能力。资源与能力基础理论强调，这些既有的资源应当为公司所用，而管理的任务即是对这些资源进行改进和开发。
这当然是公司管理终所要实现的有价值的目标，但是作为战略思考的起点，却显得短视且对视野做了过早的限定。
……

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由外而内的战略 利用顾客价值赢利

由外而内的战略利用顾客价值赢利