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1、The Capabilities of Market-Driven OrganizationsGeorge S.DayJournal of MarketingvOL.58(October 1994),37-52,LOGO,1.The Capabilities Approach to StrategyTwo Perspectives on CompetitivenessDefining and Identifying CapabilitiesDistinctive CapabilitiesCapabilities and Performance,Sources of Competitive Ad
2、vantage 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 inquirySynergistic information distributionMutually informed interpretationsAccessible memory,B.Customer li
3、nking as a Distinctive Capability,Close communication and joint problem solvingCoordinating 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 compani
4、es 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 organizati
5、ons with CEOs who are stong supporters and are actively involved in adapting it to their firms culture.,b.Diagnosing the Current Capabilities,mappingbenchmarking the capabilities of direct competitors.,c.Anticipating Future Needs for Capabilities,Technology is changing fast,and the exchange relation
6、ship 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、C
7、ustomer intimacythe ability to continuously tailor products and service to increasingly fine customer definitions;3、Product leadershiprecognizing emerging needs,rapidly assessing customer response,and designing rapid market entry strategies such as developing innovative products and services.,d.Desi
8、gning the change program,bottom-up redesign.This action makes it clear that the team is responsible for continuous improvement in satisfying extenal and internal clients.Senior managers must loosen their control by eliminating tight specifications of procedures and forgoing detailed reports.The resu
9、lt is that the organization structuer become flatter and more flexible,but a clear hierarchy remains.top-down direction Top management must make an unequivocal commitment to putting customers first.,The enabling role of information technology,An integrated IT approach has many elements:shared databa
10、sed,high-speed communications networks,decision support systems,automatic product identification and tracking,and large-scale computing.These elements can be combined to fundamentally transform both the market sensing and customer linking capabilities:In the meantime the innovator has gained a first
11、-mover advantage and a platform from which to apply the latest in IT advances to offer nes services.,e.Monitoring progress if you dont measure it,you cant improve it,The final step in the improvement program is to decide which key performance indicators(KPIs)to monitor.For each KPI there are periodic measurement and a series of time-based targets to reah,so problems and and shortfalls can be quickly recognized and corrective action taken.,Thank You!,
