【正文】 認(rèn)知n 提供技術(shù)資料和培訓(xùn)；n 購(gòu)買(mǎi)時(shí)簡(jiǎn)單講解；n 出事故能盡快妥善處理 。以客戶(hù)為導(dǎo)向再造公司價(jià)值定位徹底改變 IB,M的價(jià)值定位服務(wù)戰(zhàn)略 品牌和營(yíng) 銷(xiāo)戰(zhàn)略技術(shù)戰(zhàn)略市場(chǎng)細(xì)分客戶(hù)需求 競(jìng)爭(zhēng)分析主機(jī)業(yè)務(wù)定位關(guān)鍵成功因素n92年日立、富士通同樣性能的大型機(jī)價(jià)格是 IBM的 30％－ 40％，搶奪了市場(chǎng)n到 92年 IBM市場(chǎng)占有率下降到40％以下n可靠性高n優(yōu)良服務(wù)和技術(shù)支持n價(jià)格合理n技術(shù)先進(jìn)忠實(shí)的客戶(hù)群技術(shù)領(lǐng)先競(jìng)爭(zhēng)力強(qiáng)的成本包括軟件、應(yīng)用、網(wǎng)絡(luò)、信息等在內(nèi)的全面服務(wù)能力n客戶(hù)端服務(wù)器n大型主機(jī)n超大型主機(jī)n及配套的服務(wù)機(jī)會(huì) /問(wèn)題n最大的大型機(jī)客戶(hù)群體，希望有穩(wěn)定、可靠、技術(shù)全面的供應(yīng)商n價(jià)格差別太大時(shí)，客戶(hù)會(huì)轉(zhuǎn)向競(jìng)爭(zhēng)對(duì)手n新的技術(shù)方案可能會(huì)使成本大規(guī)模降低n市場(chǎng)規(guī)模受到小型機(jī)的沖擊n客戶(hù)普遍對(duì) IBM不滿(mǎn)PC機(jī)業(yè)務(wù)定位市場(chǎng)細(xì)分客戶(hù)需求及購(gòu)買(mǎi)行為 競(jìng)爭(zhēng)分析關(guān)鍵成功因素n進(jìn)入門(mén)檻低n市場(chǎng)競(jìng)爭(zhēng)激烈n市場(chǎng)主流是圍繞 WINTEL模式n外觀設(shè)計(jì)個(gè)性化n主流硬件按摩爾定律更新n應(yīng)用軟件需求導(dǎo)向nWINTEL模式的結(jié)合程度n以低成本、低價(jià)格提供較高的配置n核心技術(shù)的研發(fā)能力n臺(tái)式機(jī)n筆記本電腦n兼容機(jī)機(jī)會(huì) /問(wèn)題n隨著 Inter的發(fā)展， pc機(jī)的需求將迅速增長(zhǎng)n便攜式筆記本電腦將有更大的發(fā)展，毛利較高單位： 10億美元銷(xiāo)售收入單位： 10億美元凈利潤(rùn)創(chuàng)造股東價(jià)值并使之最大化行業(yè)研究戰(zhàn)略規(guī)劃并購(gòu)整合核心競(jìng)爭(zhēng)力戰(zhàn)略投資理念戰(zhàn)略投資理念－并購(gòu)整合－汽車(chē)及零部件行業(yè)整合案例產(chǎn)業(yè)結(jié)構(gòu)升級(jí)火花塞 剎車(chē)盤(pán)汽車(chē)內(nèi)飾變速箱 / 車(chē)橋重型車(chē) 汽車(chē)金融服務(wù)整車(chē)核心總成一級(jí)配套二級(jí)配套、其他第四階段（ 2023－ 2023）第三階段（ 2023－ 2023）第二階段（ 1998－ 2023）第一階段（ 1993－ 1997）發(fā)動(dòng)機(jī) / 駕駛室轎車(chē)汽車(chē)金融服務(wù)剎車(chē)盤(pán)進(jìn)入新業(yè)務(wù) 退出業(yè)務(wù)活塞銷(xiāo)汽車(chē)空調(diào)園林機(jī)械園林機(jī)械越野車(chē)客車(chē)絲網(wǎng)欄桿15億39億200億銷(xiāo)售收入小型汽車(chē)零配件大型汽車(chē)零配件和整車(chē)汽車(chē)和服務(wù)、國(guó)際化1997年底 德隆進(jìn)入Approach Identify Buyer Value SegmentsMarket Research VisioningConceptualDesignDetailedDesign PilotImplementation(phased)SystemsDevelopment/EnhancementSituationAssessmentHypothesis List DevelopmentSurvey CollectionData Coding and Utility CalculationInstrument Design and TestingField Administration PreparationSample Quota Design and List PullData AnalysisUnderstanding buyer values helps prove or disprove current hypotheses as well as generate strategy solutions.Organizational beliefs and strategy alternatives identified in the situation assessment are translated into hypotheses for testing.Hypothesis DevelopmentSituationAssessmentHypothesis List DevelopmentSurvey CollectionData Coding and Utility CalculationInstrument Design and TestingField Administration PreparationSample Quota Design and List PullData AnalysisIdentifying Buyer ValueBased segments creates the foundation for creating the distribution channel strategy and design.Summary — Identify Buyer Value SegmentsIdentify BuyerValue Segmentsn What do consumers value?n How can we segment consumers based on these values?DevelopConceptual Strategy Designn Based on what consumers value, what is our strategic direction?n Conceptually, what types of products do we want to offer?n Conceptually, what channels do we want consumers to use?DevelopMigrationStrategyn How do we municate these changes to our key stakeholders?n How do we prepare our consumers and employees for these changes?n How do we actually get to where we want to be?n Pilot Plann RollOut PlanEstimate Anticipated Customer Behaviorn To which channels will customers migrate?Develop Product/Pricing Strategyn What products should we offer?n How should they be priced?Determine Distribution Network n How do we change our branch and ATM works?n How many?n Where should they be located?Minimize Business Decision Riskn How will consumers react? How will this affect our bottom line?Develop Data Mining Opportunitiesn How do we exploit buyer value insights to better target market segments?iterativePlanImplementationDevelop Detailed Strategy DesignDevelop Conceptual Strategy DesignUnderstand Value PropositionsCustomer Migration Strategy Value based segment strategies can produce incremental revenues of $700 million and reduce costs up to $150 million.Benefits — Quantitative Identify Buyer Value Segments Quantifiable Benefits These cost savings will be offset by the $52 million increase in central delivery unit costs...By 1999, even after absorbing significant implementation/infrastr