2014/09

1. 14 Rowling 7 2. 2003 5, 2005 6 1080, 2007/0721/0:01 7 1200

3. (VRP), GPS Amazon 222, 4.

(30~40%, , line 60~70%, 30%)

2

Scholastic

1. Rowling 2007/1 7 2. 6 : 12003. 8 4. Scholastic UPS 35. Amazon 6. 2007/0721/0:01

(Understanding Service Products, Consumers, and Markets. Applying the 7 Ps of Marketing to Services)

34

5 ()

6 Customers Competitors Change Technology EC Other Stakeholders

() 7CustomersCompetitorsSuppliersPublicPressureGroupsTheOrganization

GlobalEconomicDemographicPoliticalSocioculturalTechnologicalGeneralEnvironmentSpecificEnvironment8

Organizational Stakeholders*3 (2011/11)*2011 *10/15 23:00, * 1:00 1. 2. 3. 4.

9Case *** 1. 2. 3. (1) (2) (3)

10Case11?!121. 2. 3. ...

() 131. 2. 3. () CustomersDelivering consistent high quality customer service is essential for survival.InnovationDoing things differently, exploring new territory, and taking risksManagers should encourage employees to be aware of and act on opportunities for innovation.How the Managers Job Is Changing1414CustomersYou Tube Dave Carroll,

United Breaks Guitars, MVYoutubeUnited Airline

http://www.youtube.com/watch?v=5YGc4zOqozo

15151617 17New and usefulMore efficientSolve problemBetter lifeCreate value

What is Innovation?

181. 2. (see the invisible) Richard Branson - Coffee, Tea or Me [Part 2]http://www.youtube.com/watch?v=Uqm2TTRmNpw

* Southwest Airlines

Richard BransonVirgin Group19

1920Marketing, Demand what, where, whenSupply, Channel demand fulfillment Innovation and Transform 21 () Marketing

2122

2223

1.C/P 2.3.

DHLhttp://www.youtube.com/watch?v=nH1_FC1uHww Audihttp://www.youtube.com/watch?v=vv-_sfsVUms

23

24 When ? Where ? How much ? Who ? How ?

- http://www.youtube.com/watch?v=5YeK7_lRcDw&feature=player_detailpage

2425

Coke

25 When Where How much Who How -- Right time, right place, right quantity Whatever Anyway, Anything

Coke AnytimeAnywhere Very largeEveryone 26Ubiquity!27

() : Coke

() 27Ubiquity!

Supply ? 28

402020T HCT29

Channel Where Demand & Supply meet?

30

~1960 1961~2000 nowAPP future

31

32

Innovation and Transform

33

Building powerful valueUnderstanding what the customer wantsBuild the optimum mutual value propositionManaging customer value for the long-termIKEA you carry & assemble, well keep prices lowCustomer defines the value, our job is just to provide it.Try to be a customer and think what a customer wants (marketing)Sustained value through Co-creation: build your credit or a brand to create mutual value

Customer Value Management

34The Value PropositionSatisfied customer needs by segmentFocus on relationships, not on transactionsBe proactivePut a premium on flexibilityPromote transparency Manage to fairness standard35

Who Moved My Cheese? (Spencer Johnson)

36

open mind,

Change your mindset, change your life!

36

3 Types of Innovation

1. Product / Service Innovation, or or (Samsung, Cell phone with 4 camera) easy to copy!

2. Process Innovation, (Toyota, Intel: disagree but commitment, Google: 20% rule )

3. Business Model Innovation, (iTune, tsmc) hard to copy!

37 Easy to Sell?Nice to haveMust haveShadow cost LUXUTY Jewel / Wine /Apple

Low cost More productivity Better life (sleep)To Avoid loss of healthFace (social status)What you will pay to gain something you dont have What you will pay to avoidloss of something you haveTwo problems1. Economy going down reduce luxury cost2. Build the Brand (Coca cola)38 Framework for Strategic InnovationHard to copy 39 Easy to sell Nice to HaveMust to HaveShadow CostBusiness ModelInnovation tsmcAppleProcessInnovation ToyotaIntel Product Innovation Pretty woman

SAMSUNG

39Importance of Shadow CostEasy to create powerful value that people will pay without painCosmetics for womenEducation for childrenElderly care / personal health managementEntertainment40

Dialogue in the dark41

4142

Roadmap / /Service ProviderSolution ProviderWork Hard Work Smart 43

touchpoint - - Cable / - - - -

44

Systems approach

Feedback!

Management matrix

4546

() () () 47Decide, Discover, Deliver!

48

49

50

5152

53

5455

56

57

58

A5959B

6060

61

6263() Moment of truth!

64

65

66V1 ()V2V3V4 ()V5V6V7V8V9V10V11V12V13V14V15V16 67V17V18V19V20 V21V22V23 V24V25V26 V27V28V29 V30V31V3268V33V34V35V36V37V38V39V40V41V42 () V43V44V45V46V47V48V49V50V5169V16 () V3 () V6 ()V7 () V8 ()V10 () V11 ()V12 () V13 () 70 V17 ()V20 () V22 () V24 () V29 () V31 () 71

72 () ()73

74

75

Rockwater Rockwaters Strategic Objectives

76

Rockwaters Strategic Objectives ()

77

78How Rockwater Fulfills Customer Needs

79Building a Balanced Scorecard1. Preparation2. Interviews: First Round3. Executive Workshop: First Round4. Interviews: Second Round5. Executive Workshop: Second Round6. Executive Workshop: Third Round7. Implementation8. Periodic Reviews

804981()

821. 2. 3. 4. 83 ()84 () 85

86

8788

20079Customer Satisfaction Surveys -8889

AqBqG1~G3G0PES 003it|PMS1 0028000itdPPS1 001oPPS 004uoPMS1 1618091QEC REMOVEPMS1 1018001ENGINEDISASSYPMS1 1118011FAN MODDISASSYPMS2 1218021HPC MODDISASSYPMS2 1318031HPT MODDISASSYPMS2 1418041LPT MODDISASSYPMS3 1518051AGB MODDISASSYPMS3 1827303AVIONICPMS3 1817308ENGINEMOUNTPMS3 1717301CLEANNDI 1918121NDIPMS3 1727302BENCHPMS3 1747306REPAIRPMS3 1737305FAN BLADEG4PPS 201oXt| PPS 202oXti PE 203u{Ni PPS 204pPMS1 1038098ENGINETESTPMS1 1048099FINALINSPECTPMS1 1628092QECINSTALLPMS1 1028002ENGINEASSYPMS1 1128012FAN MODASSYPMS1 1228022HPC MODASSYPMS1 1328032HPT MODASSYPMS1 1428042LPT MODASSYPMS1 1528052AGB MODASSYPMS2 1757201MACHINEPMS2 1767202BALANCEMTC 2007602KITTINGO s@~NX@~WEngine LevelModule LevelPiece Part LevelQEC Level1.Return on Capital2.Cash Flow3.Project Profitability4.Reliability of Performance

1.Continuous Improvement2.Product and Service Innovation3.Empowered Work Force

1.Value for Money (Tier I)2.Competitive Price (Tier II)3.Hassle-Free Relationship4.High-Performance Professionals5.Innovation

Strategy

1.Shape Customer Requirement2.Tender Effectiveness3.Quality Service4.Safety/Loss Control5.Superior Project Management

Customer

Growth

Financial

Internal

Return-on-Capital-EmployedCash FlowProject ProfitabilityProfit Forecast ReliabilitySale Backlog

% Revenue form New ServicesRate of Improvement IndexStaff Attitude Survey# of Employee SuggestionsRevenue per Employee

Pricing Index (Tier II Customer)Customer Ranking SurveyCustomer Satisfaction IndexMarket Share (Business Segment, Tier I Customer, Key accounts)

Hours with Customer on New WorkTender Success RateReworkSafety Incident IndexProject Performance IndexProject Closeout Cycle

Customer Perspective

Innovation and Learning Perspective

Financial Perspective

Internal Business Perspective