應用行銷導向概念及服務行銷技術 改善運輸業管理
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應用行銷導向概念及服務行銷技術 改善運輸業管理. 任維廉 教授 2013/9. 交通大學. 綱要. 一 、運輸業管理的問題與挑戰 二、行銷導向的概念 三、服務行銷技術的應用釋例. 一、運輸業管理的問題與挑戰. ( 一 ) 環境變了 (二)運輸業面臨的問題很多 (三)掌握運輸服務的挑戰與機會. ( 一 ) 環境變了. Customers Competitors Change Technology EC Other Stakeholders ……. General Environment. Global. Suppliers. - PowerPoint PPT PresentationTRANSCRIPT
2013/9
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4 Customers Competitors Change Technology EC Other Stakeholders
() 5CustomersCompetitorsSuppliersPublicPressureGroupsTheOrganization
GlobalEconomicDemographicPoliticalSocioculturalTechnologicalGeneralEnvironmentSpecificEnvironment6
Organizational Stakeholders*3 (2011/11)*2011 *10/15 23:00, * 1:00 1. 2. 3. 4.
7Case *** 1. 2. 3. (1) (2) (3)
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() 111. 2. 3. () 1213 13CustomersDelivering 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
1515New and usefulMore efficientSolve problemBetter lifeCreate value
What is Innovation?
161. (see the invisible)2.
Richard Branson - Coffee, Tea or Me [Part 2]http://www.youtube.com/watch?v=Uqm2TTRmNpw
* Southwest Airlines
Richard BransonVirgin Group17
1718Marketing, Demand what, where, whenSupply, Channel demand fulfillment Innovation and Transform 19 () Marketing
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DHLhttp://www.youtube.com/watch?v=nH1_FC1uHww Audihttp://www.youtube.com/watch?v=vv-_sfsVUms
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22 When ? Where ? How much ? Who ? How ?
-http://www.youtube.com/watch?v=5YeK7_lRcDw&feature=player_detailpage
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Coke
23 When Where How much Who Whatever Anyway, Anything How -- Coke AnytimeAnywhere Very largeEveryone Right time, right place, right quantity.2425
() : Coke
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Supply ? 26
402020T HCT27
Channel Where Demand & Supply meet?
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~1960 1961~2000 nowAPP future
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Innovation and Transform
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Systems approach:
Feedback! vs.
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Who Moved My Cheese? (Spencer Johnson)
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open mind,
Change your mindset, change your life!
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Dialogue in the dark34
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touchpoint - - Cable / - - - -
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Roadmap / Service ProviderSolution ProviderWork Hard Work Smart 37Building 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
38The Value PropositionSatisfied customer needs by segmentFocus on relationships, not on transactionsBe proactivePut a premium on flexibilityPromote transparency Manage to fairness standard39The Value PropositionLowAspirationalBest ValueAffordableAbsolute PricePerceived Value40
3 Types of Innovation
Product / Service Innovation (Samsung, Cell phone with 4 camera , easy to copy)Process Innovation (Toyota, Intel: disagree but commitment, Google: 20% rule )Business Model Innovation (iTune, tsmc, hard to copy)
41 Easy to Sell?Nice to haveMust to 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 problemsEconomy going down reduce luxury costBuild the Brand (Coca cola)42 Framework for Strategic InnovationHard to copy 43 Easy to sell Nice to HaveMust to HaveShadow CostBusiness ModelInnovation tsmcAppleProcessInnovation ToyotaIntel Product Innovation Pretty woman
SAMSUNG
43Importance of Shadow CostEasy to create powerful value that people will pay without painCosmetics for womenEducation for childrenElderly care / personal health managementEntertainment44Rockwater Rockwaters Strategic Objectives
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Rockwaters Strategic Objectives ()
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47How Rockwater Fulfills Customer Needs
48Building a Balanced ScorecardPreparationInterviews: First RoundExecutive Workshop: First RoundInterviews: Second RoundExecutive Workshop: Second RoundExecutive Workshop: Third RoundImplementationPeriodic Reviews
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() () () 51Decide, Discover, Deliver!
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6667() Moment of truth!
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20079Customer Satisfaction Surveys -8788
1.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
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