2009-12-28 00:00:06frank
把客戶當作創新的夥伴
企管或行銷儘管有種種科學工具的輔助，種種邏輯與模型，這雖可以說是科學，但也是一種藝術（it's as much art as it is science.)；就如同下棋一般：有種種的邏輯與規則，但是戰術的運用，進退取捨之間，不是純然嚴格的科學或邏輯判斷，也有明修棧道，暗度陳倉，也有斷尾求生，或玉石俱焚...等等。因此戰略思想就決定了布局，與戰術運用。
如何滿足客戶的需求，並開發展品或服務來滿足客戶的需求，是所有公司都積極追求的目標。如何有效與客戶溝通成為最重要的課題。－－把客戶當成提供創意與促成窗新的夥伴，是一種很不同的思考方向或經營態度。在這種態度下，應該能使公司推出更符合市場需求的商品或服務。
3M公司在1997年就在日本成立了客戶創新中心，隨後陸續在世界各地成立客戶創新中心，明年將於杜拜成立第23個。就是為了要深入了解客戶的需求，並且將這些需求化為創新的動力。
這有甚麼難呢？就請業務人員去問客戶需要什麼不就得了？如果就這麼容易，我想就不會有公司開發出滯銷的產品了。可以想見的，客戶所提的需求一定是現有的供應商無法提供的－－問題可能是在技術、生產、成本、法規或時程上限制。
這篇報導裡3M的例子就指出，該公司研究客戶如何使用他們的產品，了解客戶所需完成或達到的目標，進而了解客戶的真正需求。
大部分的公司組織都是以產品來劃分，而非客戶，因此不易吸取來自客戶的一些好主意與創意，愈大的公司愈是如此。郭董常被人喻為商場上的成吉司汗，企業版圖不斷開拓，而旗下的每個事業群就是依客戶別劃分的。或許正因為如此，他的企業才能快速地成長擴大。
Prototype
Seeing Customers as Partners in Invention 3m center
IMAGINE a planetarium-style presentation about the future of technology, followed by a tour of dozens of hands-on exhibits — whether of sandlike microparticles that flow like liquid in a beaker, pictures that appear three-dimensional or concrete that floats.
Is it the latest science museum, or a new Disney attraction? No, it’s the “World of Innovation” showroom, a cornerstone of the 3M Company’s customer innovation center at its headquarters in St. Paul.
In a world of online user communities, social media, interactive blogs and other technological means for companies to elicit customer feedback, you might think that face-to-face interaction is a thing of the past. Think again.
As a company, 3M is at the forefront of a movement that appears to be gaining traction: customer innovation centers, typically located near company research facilities, that provide a forum for meeting with corporate customers and engaging them directly in the innovation process.
When many people hear the name 3M, they may think only of canary-colored Post-it notes. But the company is applying wide-ranging technical expertise to a portfolio of products including transportation systems, dental and medical devices and electronics. One of its latest is a pocket-sized LED projector that connects to cellphones, P.D.A.’s and digital cameras.
The company opened its first customer innovation center in Sumitomo, Japan, in 1997, followed by others throughout the world, including sites in Brazil, Germany, India, China and Russia. This month, it announced that it would open its 23rd center next year, in Dubai.
The idea behind the centers is to foster innovation by combining a richer understanding of customer needs with creative links among 3M technologies. “Being customer-driven doesn’t mean asking customers what they want and then giving it to them,” says Ranjay Gulati, a professor at the Harvard Business School. “It’s about building a deep awareness of how the customer uses your product.”
Professor Gulati recently completed a book, “(Re) (Organize) for Resilience,” about how to make customers the center of a business.
A typical customer day at a 3M center begins with a team from a visiting company presenting an overview of their business to a group of 3M marketing and technology experts who pepper them with open-ended questions. The goal is to understand “what our customers are trying to accomplish, not what they say they need,” says John Horn, vice president for research and development at 3M’s industrial and transportation business.
Next is a visit to the “World of Innovation” showroom. The company has more than 40 of what it calls technology platforms — core technologies in areas like optical films, reflective materials, abrasives and adhesives — that can potentially be combined and applied to meet a range of needs in different markets. By exposing customers to these platforms, 3M hopes to prompt the type of novel connections — like using dental technology to improve car parts — that drive innovative solutions. “We never show completed products,” Dr. Horn says. “Doing that would constrain people’s thinking.”
Does it work? Dr. Horn says that “the innovation center experience isn’t just about making everyone feel good.” It has helped 3M to establish productive, long-term customer relationships.
For instance, 3M and the Visteon Corporation, an automotive supplier that is one of its customers, have worked together in the development of a next-generation concept vehicle that incorporates 3M technologies not originally developed with automotive applications in mind. Visteon’s visit to the innovation center, combined with follow-up collaboration, led to the idea of using 3-D technology from 3M for navigation displays, Thinsulate materials to reduce noise and optical films to hide functional elements of the dashboard unless the driver wants them displayed.
The Hershey Company opened a customer innovation center aimed at retailers in 2006. Like 3M, it has a showroom — in this case, a tasting room — where corporate scientists discuss trends and retailers can sample products under development and offer feedback.
Another part of the center is a mock store where Hershey illustrates merchandising ideas. Hershey hopes to make shopping easier by organizing the candy aisle by how the products are used (candy dish, gift-giving or family movie night) instead of by product line.
By walking retailers through the sample merchandising set-up, Hershey can better communicate the concept than it could through a slide presentation, says Michele G. Buck, Hershey’s global chief marketing officer.
Pitney Bowes, which opened its first customer innovation center this month in Shelton, Conn., uses a different model. The centerpiece is its new IntelliJet color printing system, which expands on the company’s strength in mail applications by allowing customers to integrate them with print operations. Customers are encouraged to load their own applications onto the system and to experiment.
“We’re hoping to get at things they wouldn’t have thought about,” says Leslie Abi-Karam, an executive vice president who heads the mailing solutions management division of Pitney Bowes. “In the long run, we expect that working with customers in our innovation center will alter our development trajectory.”
The terms “customer driven” and “solutions” seem to be in every manager’s lexicon. But as Professor Gulati notes, “it’s an execution problem.” Companies, he says, “aren’t generally structured to access, absorb or utilize customer insights since they are organized by product, not by customer.”
By focusing on the customer, innovation centers may be a way to turn good managerial intentions into concrete, valuable products.
Mary Tripsas is an associate professor in the entrepreneurial management unit at the Harvard Business School.
http://www.nytimes.com/2009/12/27/business/27proto.html
Ricky rode on a ATB at a Trade Show in Taipei. by Frank
如何滿足客戶的需求，並開發展品或服務來滿足客戶的需求，是所有公司都積極追求的目標。如何有效與客戶溝通成為最重要的課題。－－把客戶當成提供創意與促成窗新的夥伴，是一種很不同的思考方向或經營態度。在這種態度下，應該能使公司推出更符合市場需求的商品或服務。
3M公司在1997年就在日本成立了客戶創新中心，隨後陸續在世界各地成立客戶創新中心，明年將於杜拜成立第23個。就是為了要深入了解客戶的需求，並且將這些需求化為創新的動力。
這有甚麼難呢？就請業務人員去問客戶需要什麼不就得了？如果就這麼容易，我想就不會有公司開發出滯銷的產品了。可以想見的，客戶所提的需求一定是現有的供應商無法提供的－－問題可能是在技術、生產、成本、法規或時程上限制。
這篇報導裡3M的例子就指出，該公司研究客戶如何使用他們的產品，了解客戶所需完成或達到的目標，進而了解客戶的真正需求。
大部分的公司組織都是以產品來劃分，而非客戶，因此不易吸取來自客戶的一些好主意與創意，愈大的公司愈是如此。郭董常被人喻為商場上的成吉司汗，企業版圖不斷開拓，而旗下的每個事業群就是依客戶別劃分的。或許正因為如此，他的企業才能快速地成長擴大。
Seeing Customers as Partners in Invention 3m center
IMAGINE a planetarium-style presentation about the future of technology, followed by a tour of dozens of hands-on exhibits — whether of sandlike microparticles that flow like liquid in a beaker, pictures that appear three-dimensional or concrete that floats.
planetarium n. 天象儀;太陽系儀;(用於天文教育的)天文館
beaker n. 1. 有傾口之燒杯 2. 大酒杯 3. 一大杯的量
beaker n. 1. 有傾口之燒杯 2. 大酒杯 3. 一大杯的量
Is it the latest science museum, or a new Disney attraction? No, it’s the “World of Innovation” showroom, a cornerstone of the 3M Company’s customer innovation center at its headquarters in St. Paul.
In a world of online user communities, social media, interactive blogs and other technological means for companies to elicit customer feedback, you might think that face-to-face interaction is a thing of the past. Think again.
As a company, 3M is at the forefront of a movement that appears to be gaining traction: customer innovation centers, typically located near company research facilities, that provide a forum for meeting with corporate customers and engaging them directly in the innovation process.
traction n. 1. 拖曳,牽引 2. [力] 牽引力;附著摩擦力
When many people hear the name 3M, they may think only of canary-colored Post-it notes. But the company is applying wide-ranging technical expertise to a portfolio of products including transportation systems, dental and medical devices and electronics. One of its latest is a pocket-sized LED projector that connects to cellphones, P.D.A.’s and digital cameras.
The company opened its first customer innovation center in Sumitomo, Japan, in 1997, followed by others throughout the world, including sites in Brazil, Germany, India, China and Russia. This month, it announced that it would open its 23rd center next year, in Dubai.
The idea behind the centers is to foster innovation by combining a richer understanding of customer needs with creative links among 3M technologies. “Being customer-driven doesn’t mean asking customers what they want and then giving it to them,” says Ranjay Gulati, a professor at the Harvard Business School. “It’s about building a deep awareness of how the customer uses your product.”
Professor Gulati recently completed a book, “(Re) (Organize) for Resilience,” about how to make customers the center of a business.
resilience n. 1. 彈回,跳回 2. 彈力,彈性
A typical customer day at a 3M center begins with a team from a visiting company presenting an overview of their business to a group of 3M marketing and technology experts who pepper them with open-ended questions. The goal is to understand “what our customers are trying to accomplish, not what they say they need,” says John Horn, vice president for research and development at 3M’s industrial and transportation business.
papper vt. 4. 雨點般向…射擊[質問];嘲笑;痛打,嚴懲
Next is a visit to the “World of Innovation” showroom. The company has more than 40 of what it calls technology platforms — core technologies in areas like optical films, reflective materials, abrasives and adhesives — that can potentially be combined and applied to meet a range of needs in different markets. By exposing customers to these platforms, 3M hopes to prompt the type of novel connections — like using dental technology to improve car parts — that drive innovative solutions. “We never show completed products,” Dr. Horn says. “Doing that would constrain people’s thinking.”
Does it work? Dr. Horn says that “the innovation center experience isn’t just about making everyone feel good.” It has helped 3M to establish productive, long-term customer relationships.
For instance, 3M and the Visteon Corporation, an automotive supplier that is one of its customers, have worked together in the development of a next-generation concept vehicle that incorporates 3M technologies not originally developed with automotive applications in mind. Visteon’s visit to the innovation center, combined with follow-up collaboration, led to the idea of using 3-D technology from 3M for navigation displays, Thinsulate materials to reduce noise and optical films to hide functional elements of the dashboard unless the driver wants them displayed.
The Hershey Company opened a customer innovation center aimed at retailers in 2006. Like 3M, it has a showroom — in this case, a tasting room — where corporate scientists discuss trends and retailers can sample products under development and offer feedback.
Another part of the center is a mock store where Hershey illustrates merchandising ideas. Hershey hopes to make shopping easier by organizing the candy aisle by how the products are used (candy dish, gift-giving or family movie night) instead of by product line.
By walking retailers through the sample merchandising set-up, Hershey can better communicate the concept than it could through a slide presentation, says Michele G. Buck, Hershey’s global chief marketing officer.
Pitney Bowes, which opened its first customer innovation center this month in Shelton, Conn., uses a different model. The centerpiece is its new IntelliJet color printing system, which expands on the company’s strength in mail applications by allowing customers to integrate them with print operations. Customers are encouraged to load their own applications onto the system and to experiment.
“We’re hoping to get at things they wouldn’t have thought about,” says Leslie Abi-Karam, an executive vice president who heads the mailing solutions management division of Pitney Bowes. “In the long run, we expect that working with customers in our innovation center will alter our development trajectory.”
The terms “customer driven” and “solutions” seem to be in every manager’s lexicon. But as Professor Gulati notes, “it’s an execution problem.” Companies, he says, “aren’t generally structured to access, absorb or utilize customer insights since they are organized by product, not by customer.”
By focusing on the customer, innovation centers may be a way to turn good managerial intentions into concrete, valuable products.
Mary Tripsas is an associate professor in the entrepreneurial management unit at the Harvard Business School.
http://www.nytimes.com/2009/12/27/business/27proto.html
Ricky rode on a ATB at a Trade Show in Taipei. by Frank
Seeing Customers as partners is a great strategy for developing both product/ serviece and the participation of customers.I think it is a good idea for customer relationship management as well.