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Managing Product Pevelopment - Quản lý phát triển sản phẩm


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Managing Product Pevelopment - Quản lý phát triển sản phẩm

  1. 1. n t n n m Managing product development nh o Tuân – SEP 201114/07/2012 1
  2. 2. i dung t n n n c t n m/ ch m/ ch n n m Tư duy i vê n m i gia / ch Quy nh t n n R&D m i Dư o sư thay i công nghê Phương p Năng c nh tranh t n n m i t kê n m/ ch n t n t kê t ng va qui n m nh n dư n PTSP Thư m& i uDư n t n n m i– i p NHÂN o ng t doanh p ng n sư i i( i u c doanhTopic 1 Topic 2 Topic 3 p) CREATING THE nh gia: INNOVATIVE - i p nhân: 50% ORGANIZATION -Thi i ky: 50% o 14/07/2012 - t c đu 2 n 2
  3. 3. Tư duy i n m/ ch va logic kinh doanh rethinking goods/services & business logic14/07/2012 3
  4. 4. m thê o đê ch ng mua n m? t nh mua nh ng i u tô gi ? t ch ng bo n ra mua n1. Giaù caû m/ ch khi y ng gia2. Chaát löôïng cuûa baûn n c n hơn ng tiên thaân saûn phaåm bo ra3. Khaû naêng thöïc hieän4. Lôøi truyeàn mieäng5. Danh tieáng cuûa saûn phaåm ng1. Giaù caû value-in-use2. Chaát löôïng cuûa ch n3. Lôøi truyeàn mieäng Perceived Value4. Danh tieáng cuûa ch nhân personal value ? 4
  5. 5. : i ngNokia vs Vertu value-in-use n y Perceived ValueWave Alpha vsDylan nhân personal value i t vsWhite Palace ?Sofitel t sô nh ng c - ch vu n n ga i n - ch p c nhân) - n m cVCB vs HSBC - n m - ch n giao công nghê 5
  6. 6. 3 2 m ng 1 nh nh ng ng ng n u n Không nh năng, i gian t c năng nh m n–Percieved Value ng – Value in use
  7. 7. 3 2 m ng 1 nh nh ng ng ng n u n Không nh năng, t c năng i gian nh m aMarketing n ng ng t o m
  8. 8. m vê nKinh doanh a n ch ng,nhưng n i thê:- c nh c u tô o c ng nh n t nh a ch ng trong ng p thê a n m/ ch a công ty-Phân bô n c p cho ng u tô nh- ng u tô mang n c ng nhanh ng u tô c ng trong i n ( nh “ăn i ”)- nh tranh m cho c doanh p n như nhau u tô t ng cơ n va t ng c năng. Sư ng n a doanh p m t ng ch thu – c kha năng ng o- m sao đê n t doanh p đê nhân viên o ra csư ng o ch c a nha n trong thê ky y(Creative Management)-Doanh p VN đang c t ng cơ n kha unăng c nh tranh a n m p  c t n kinh têmô trong i gian qua 8
  9. 9. 1. Business logic1.1 Economic view (Pine II and Gilmore, 1998) 14/07/2012 9
  10. 10. 1. Business logic1.1 Economic view 14/07/2012 10 (Pine II and Gilmore, 1998)
  11. 11. 1. Business logic Criticism !1.2. Goods vs. Services 14/07/2012 Lusch and Vargo, 2006 11
  12. 12. 1. Business logic Criticism !1.2. Goods vs. ServicesLusch andVargo, 2006 14/07/2012 12
  13. 13. 1. Business logic Criticism ! 1.2. Goods vs. ServicesLusch andVargo, 2006 14/07/2012 13
  14. 14. 1. Business logic Criticism !1.2. Goods vs. Services 14/07/2012 14
  15. 15. 1. Business logic Criticism !1.2. Goods vs. Services Philip Kohler : Marketing is transactionLusch andVargo, 2006 14/07/2012 15
  16. 16. 1. Business logic Criticism !1.2. Goods vs. Services G-D Logic: A Logic of Separation , Lusch and Vargo, 2009 14/07/2012 16
  17. 17. 1. Business logic1.3. Service logic Value creation Approach Value-in-exchange: value for customers in embedded in products that are outputs of firms’ manufacturing process (Grönroos, 2008) Value in not created by the provider but rather in the customers’ value generating processes (Grönroos, 2008) Value-in-use: value for customers in emerges in the customers’ sphere in their value- generating processes (Grönroos, 2008) 14/07/2012 17
  18. 18. 1. Business logic1.3. Service logic Value creation perspective 1970s, 1980s, 1990s: 1990s: Services and Goods are different These may not be any fundamental Services were often defined by differences between goods and services comparing them with goods “Customers buy offerings (including goods (ex: service quality, value for or services) which render services which customer, customer satisfaction) create value” (Gummesson, 1995; Levitt, 1974) Overshadowed by the value-in- exchange notion Alternated with the value-in-use notion 14/07/2012 18
  19. 19. 1. Business logic1.3. Service logic Value creation perspective “Goods and services are bought by customers in order to assist them with a SERVICE that should create VALUE for them” […]Groceries are not bought for the sake of having them in store. They are bought in order to provide input resources in the process of B2C cooking dinner for family, for example in order to have a nice family occasion around the dinner table. This is the value outcome of the process of cooking dinner (VALUE – generating processes). B2B only Goods and Services are value-supporting recourses Service is a value-supporting process SERVICE as a business logic means facilitating interactive process that support customers’ value creation in their everyday practices.SERVICE LOGIC  SERVICE SCIENCE (as a mention of Lusch & Vargo) 14/07/2012 19
  20. 20. 1. Business logic 1.3. Service logic SERVICE LOGIC (Grönroos) – SERVICE-DOMINANT LOGIC (Vargo and Lusch) as a foundation for SERVICE SCIENCE, sponsored by IBM Service science is short for Service Science Management Engineering and Design (SSMED) “IBM ambition -Theory of everything, a general theory” Some key concepts of service logic Exchange  interaction focus on short-term value creation long-term value creation Customer service logic Provider service logic Grönroos Value creator Value co-creator Vargo and Lusch Value co-creator make value propositionsCustomer service logic: when using resources provided by a firm together with other resourcesand applying skills by them, customers create value for themselves in their every day practices.Provider service logic: when creating interactive contacts with customers during their use ofgoods and services, the firm develops opportunities to co-create value with them and for them 14/07/2012 20
  21. 21. 14/07/2012 21