供应链管理培训汇总篇英文版9.pptVIP

Options for Measuring Value Customer satisfaction Customer value-added (CVA) Total cost analysis Profitability analysis (includes considerations) Strategic profit model Shareholder value How Customers Select Among Competitive Suppliers Creating Value That Customers Can See Customer Value Added Provide products and services to customers that are a better value than those they could purchase from competitive companies in similar markets Distribution of CVA Levels Order Fulfillment Customer Satisfaction Survey Results Delivering Material Total Cost Analysis Purchase Price plus Transportation costs Inventory turns Terms of sale Ordering costs Receiving costs _______________ _______________ _______________ Selling the Value Advantage Who is the customer? Must measure value from the customer’s perspective Market segmentation based on value Value is a moving target Changing role of the sales force Copyright ? 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 17-* CHAPTER 17 Measuring and Selling the Value of Logistics Components of Customer Value Product attributes Service attributes Transaction cost Expected customer value Perceived benefit Perceived sacrifice Risk Life cycle cost Source: Earl Naumann, Creating Customer Value: The Path to Sustainable Competitive Advantage (Cincinnati, OH: Thomson Executive Press, 1995), p. 103. Customer buys on value Value equals quality relative to price Quality includes all nonprice attributes -- Product -- Customer Service Quality, price, and value are relative Value Quality Price Customer service Product Source:Bradley T. Gale, Managing Customer Value (New York: The Free Press, 1994), p. 29. Understanding customer needs in a well-defined market Superior quality in areas that matter to customers Market-perceived quality Exceptional customer value Business results Profitability, growth, and shareholder value Advertising and other marketing communications Low “cost of quality” and overa