2023年12月1日发(作者：小米11官方价格是多少)

LeadersKeepTheirEdge高级英语下第10课笔记及电

子书

Our research shows that no company can succeed today by trying to be all

things to all people . It must instead find the unique value that it alone

can deliver to a chosen market . We have identified three distinct value

disciplines , so called because each discipline produces a different kind

of customer value . Choosing one discipline to master does not mean that

a company abandons the other two , only that it picks a dimension of value

on which to stake its market reputation over the long term .

The first value discipline we call operational excellence . Companies that

pursue this are not primarily product or service innovators , nor do they

cultivate deep , one -to-one relationships with customers . Instead ,

operationally excellent companies provide middle-of -the-market products

at the best price with the least inconvenience . Their proposition to

customers is simple : low price or hassle -free service , or both .

The second value discipline we call product leadership . Its practitioners

concentrate on offering products that push performance boundaries . Their

proposition to customers is an offer of the best product , period .

Moreover , product leaders do not build their positions with just one

innovation ; they continue to innovate year after year , product cycle

after product cycle . Johnson&Johnson , for instance , is a product leader

in the medical equipment field . With Nike , the superior value does not

reside just in its athletic footwear, but also in the comfort customers

can take from knowing that whatever product they buy from Nike will

represent the hottest style and technology on the market .[ For these

product leaders , competition is not about price or customer service

( though those can't be ignored ) , it's about product performance ].

(关于这些产品领导者，竞争的不是价格或顾客服务(尽管那些不容忽视)，而是

产品的性能。)

The third value discipline we have named customer intimacy . Its adherents

focus on delivering not what the market wants but what specific customers

want . Customer-intimate companies do not pursue one-time transactions ;

they cultivate relationships . They specialize in satisfying unique needs ,

which often only they recognize , through a close relationship with ---and

intimate knowledge of ----the customer . Their proposition to the customer:

We have the best solution for you , and we provide all the support you

need to achieve optimum results , or value , or both , from whatever

products you buy . Long distance telephone carrier Cable& Wireless , ,

for example , practices customer intimacy with a vengeance , achieving

success in a highly competitive market by consistently going the extra

mile for its selectively chosen , small-business customers .

Winning through Cost

Operationally excellent companies deliver a combination of quality ,

price , and ease of purchase that no one else in their market can match .

They are not product or service innovators , nor do they cultivate

one-to-one relationships with customers. They execute extraordinarily

well , and their proposition to customers is guaranteed low price or hassle

-free service , or both .

Price/Costco, the chain of warehouse club stores , doesn't provide a

particularly rich selection of merchandise----only 3,500 items , vs.

50,000 or more in competing stores . But as a customer, you don't have

to spend much time deliberating over what brand of coffee or home appliance

to select . Price/Costco saves you that hassle by choosing for you . Then

company's Consumer Reports mentality leads to rigorous evaluation of

leading brands and shrewd purchasing of just the one brand in each category

that represents the best value . To add excitement to the shopping

experience ----that is , to get the customer to come again and again

----new items are constantly sprinkled into the assortment to build

anticipation and a value-of-the -week atmosphere .

Behind the scenes , Price/ Costco follows an operating model in which it

buys larger quantities and negotiates better prices than competing stores .

It carries only items that sell well . The company `s information systems

track product movement ---and move it does . These data drive stocking

decisions that optimize floor space usage . The place hums .It runs like

a well-oiled machine , and customers love it .

Winning with Great Products

Companies pursuing product leadership continually push products into the

realm of the unknown , the untried , or the highly desirable . Reaching

that goal requires that they challenge themselves in three ways . First ,

they must be creative . More than anything else , being creative means

recognizing and embracing ideas that may originate anywhere ----inside

the company or out . Second , they must commercialize their ideas quickly .

To do so , all their business and management processes are engineered for

speed . Third and most important ,they must relentlessly pursue ways to

leapfrog their own latest product or service . If anyone is going to render

their technology obsolete , they prefer to do it themselves . Product

leaders do not stop for self-congratulation . They are too busy raising

the bar .

Johnson & Johnson meets all three of these challenges . It brings in new

ideas , develops them quickly , and then looks for ways to improve them .

The president of J& J's Vistakon , a maker of specialty contact lenses ,

heard in 1983 about a Copenhagen ophthalmologist who had conceived a way

of manufacturing disposable contact lenses inexpensively . He got his tip

by telephone from a J&J's employee who worked for Janssen Pharmaceutical ,

a Belgian drug subsidiary . Instead of dismissing the ophthalmologist as

a mere thinkerer, these two executives speedily bought the rights to the

technology , assembled a management team to oversee development , and

built a state-of-the -art facility in Florida to manufacture disposable

contact lenses called Acuvue .

By the summer of 1987 , Acuvue was ready for test-marketing . In less than

a year , Vistakon rolled out the product across the U.S. with a high

-visibility and campaign . Vistakon ---and its parent , J& J ---were

willing to incur high manufacturing and inventory costs before a single

lens was sold . Vistakon `s high-speed production facility helped give

the company a six-month head start over would -be rivals . Caught off guard ,

the competition never caught up .

J&J, like other product leaders , works hard at developing open-mindedness

to new ideas . Vistakon continues to investigate new materials that would

extend the wearability of the contact lensens and even some technologies

that would make the lenses obsolete . product leaders create and maintain

an environment that encourages employees to bring ideas into the company

and , just as important , to listen to and consider these ideas , however

unconventional . Where others see glitches in their marketing plans or

threats to their product lines , companies that focus on product

leadership see opportunity and rush to capitalize on it .

Companies excelling in product leadership do not plan for every possible

contingency , nor do they spend much time on detailed analysis . Their

strength lies in reacting to situations as they occur . Fast reaction times

are an advantage when dealing with the unknown . Vistakon's managers ,

for example , responded quickly when competitors challenged the safety

of the lenses . They distributed data combating the charges , via Federal

Express , to some 17,000 eye-care professionals . Vistakon's speedy

response engendered goodwill in the marketplace .

Product leaders have a vested interest in protecting the entrepreneurial

environment that they have created . To that end , they hire , recruit ,

and train employees in their own mold . When it is time for Vistakon to

hire new salespeople , for example , its managers do not look for people

experienced in selling contact lenses ; they look for people who will fit

in with j&J `s culture . That means their first question isn't about a

candidate's related experience ; it's more likely to be , " Could you work

cooperatively in teams ?" or " How open are you to criticism ?"

Product leaders are their own fiercest competitors . They no sooner cross

a frontier than they are scouting the next . They must be adept at rendering

obsolete the products and services they have created , They realize that

if they don't develop a successor , another company will . J& J , Nike ,

and other innovators are willing to take the long view of profitability ,

recognizing that extracting the full profit potential from an existing

product or service is less important than maintaining product leadership

and momentum . These companies are never blinded by their own success .

Winning through Customer Intimacy

A company that delivers value via customer intimacy builds bonds with

customers like those between good neighbors . Customer-intimate companies

don't deliver what the market wants but what a specific customer wants .

The customer-intimate company makes a business of knowing the people it

sells to and the products and services they need . It continually tailors

its products and services and does so at reasonable prices . Its

proposition is : " We get you the best total solution . " The customer

-intimate company's greatest asset is its customers' loyalty .

Customers don't have to be resold through expensive advertising and

promotion. Customer-intimate companies don't pursue transactions ; They

cultivate relationships . They are adept at giving the customer more than

he or she expects . By constantly upgrading offerings , customer-intimate

companies stay ahead of customers' rising expectations ----expectations

that , by the way , they themselves create . Cable&Wireless , a

long-distance carrier , is a good example of a company that is better than

most at building relationships that pay off in repeat sales from loyal

customers .

Cable& Wireless Communications , based in Vienna , Virginia , has worked

for years to become a customer-intimate organization . It is a subsidiary

of Britain's Cable& Wireless , and focused principally on business

clients . The company attributes its 20% annual growth rate in number of

long-distance customer minutes to its striving continuously to serve

customers better than bigger competitors .

Company executives knew long ago that their long-distance operation

couldn't compete on price with the Big Three , At&T, MCI, and Sprint .

So they sought to differentiate themselves by providing the best customer

support in the industry , along with direct sales consultation that gives

salespeople intimate knowledge of what makes its customers successful .

The result is that Cable &Wireless has turned itself from a mundane

commodity business peddling long-distance service into a sophisticated

telemanager, a partner with its customers .

Cable& Wireless pins its success on choosing the customers it can serve

best ---small to medium-size business with monthly billing of $500 to

$15,000. In such small businesses , Cable&Wireless `s 500U.S. salespeople ,

working out of 36 regional offices , can act like telecommunications

managers . Corporations too small to hire their own telecom gurus value

the advice and expertise Cable & Wireless people can offer .

The Key is to segment the market vertically . This enables the company

to pitch specific customers with specialized services that no other

company can begin to provide . Example: One customer segment is the legal

profession . cable& Wireless is developing features and function that have

tremendous appeal to lawyers .

Next Cable &Wireless fine-tunes its services to each customer. The company

wants customers to feel they're getting the support of not just the sales

force but of the entire company . Top management empowers all employees

who work with customers to make sophisticated decisions . Pricing was once

the domain of corporate pricing gurus . No longer . Now it `s in the hands

of the 50 local managers .The same thing goes for promotional ,

advertising , and trade-show money . Local managers allocate it as they

see fit , preparing budgets and sending them up the corporate ladder to

keep supervisors informed .

All these practices help Cable & Wireless people build tight relationships

with customers . The result is extremely high customer-retention rates :

Cable & Wireless loses only 2% of long-distance minutes billed each month ,

vs. an industry standard of 3% to 5%.

Despite the specialization required of market leaders , we regularly come

across managers who don't buy the idea of having to narrow their

operational focus . " What you're saying about making hard choices doesn't

apply to us , " They say . " We're good at all three disciplines . "

Yet when we look at these managers' businesses , we invariably find

companies that don't excel but are merely mediocre in the three

disciplines . Sure , as the ante has risen in their markets , they've

improved their cost structure and become more aware of their customers .

They've added new products and line extensions over the years . They've

added new products and line extensions over the years . They've added new

products and line extensions over the years . They've kept up with rising

parity levels to stay in the game . What they haven't done is create a

breakthrough in any one dimension to reach new heights of performance .

They have not traveled past competence to reach excellence . To these

managers we say that if you decide to play an average game , to dabble

in all areas , don't expect to become a market leader . Choosing a

discipline is the choice of winners .