《市场营销_the_capabilities_of_market_driven_organizations》.ppt

LOGO LOGO The Capabilities of Market-Driven Organizations George S.Day Journal of Marketing vOL.58(October 1994),37-52 LOGO 1.The Capabilities Approach to Strategy Two Perspectives on Competitiveness Defining and Identifying Capabilities Distinctive Capabilities Capabilities and Performance Sources of Competitive Advantage and Superior Performance 2.Capabilities in Market-Driven Organizations Classifying Capabilites The Role of Spanning Capabilities A.Maket Sensing as a Distinctive Capability Open-minded inquiry Synergistic information distribution Mutually informed interpretations Accessible memory B.Customer linking as a  Distinctive Capability Close communication and joint problem solving Coordinating activities 3.Developing the Capabilities of Market-Driven Organizations ●a. Lessons from TQM 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。 ◆Little surveyed 500 companies using TQM and found that only 36% believed it as significantly boosting their competitiveness. ◆Too often firms use standard versions of TQM without adapting it to their circumstances.Indeed,TQM does not seem to work in all circumstances. It appears to be best suit to relatively small, flat organizations with CEOs who are stong supporters and are actively involved in adapting it to their firms culture. b.Diagnosing the Current Capabilities mapping benchmarking the capabilities of direct competitors. c.Anticipating Future Needs for Capabilities Technology is changing fast,and the exchange relationship is purely transactional. Treacy and Wiersema(1993) make the case that superior strategies are based om delivering customer value in one of the three distinct ways: 1、Operational excellence—— minimize overhead and internal transaction costs and manage close links to customers and channel partners; 2、Customer intimacy——the ability to continuously tailor products and service to increasingly fine customer definitions; 3、Product leadership——recogn