The document provides biographical information about William Yu, vice president of Ingersoll Rand for the Asia Pacific region. It outlines his career history, including various leadership roles within Ingersoll Rand in China and Asia Pacific. It also lists his publications and contact information. The remainder of the document appears to be a presentation given by William Yu at East China Normal University MBA Education Center, covering topics like what makes a good leader, how to develop leadership skills, and recommendations for leadership.
The document provides biographical information about William Yu, vice president of Ingersoll Rand for the Asia Pacific region. It outlines his career history, including various leadership roles within Ingersoll Rand in China and Asia Pacific. It also lists his publications and contact information. The remainder of the document appears to be a presentation given by William Yu at East China Normal University MBA Education Center, covering topics like what makes a good leader, how to develop leadership skills, and recommendations for leadership.
As the world is becoming more global, China is facing problems in competing with other developing world in labor cost, and the global economic downturn has drastically reduced export to US and the European world. There are winners and losers in this game: only the companies that are constantly innovate can innovate their way out and maintain their leadership and long term sustain growth. This presentation provides a intro to the first step in innovation.
As the world is becoming more global, China is facing problems in competing with other developing world in labor cost, and the global economic downturn has drastically reduced export to US and the European world. There are winners and losers in this game: only the companies that are constantly innovate can innovate their way out and maintain their leadership and long term sustain growth. This presentation provides a intro to the first step in innovation.
14. 创新的类型 10种创新… 不仅仅是新产品
1. Business model 5. Product performance
how the enterprise makes money basic features, performance and functionality
2. Networking 6. Product system
enterprise’s structure/ extended system that surrounds an offering
value chain
7. Service
how you service your customers
Finance Process. Offering Delivery
Business Networking Enabling Core Product Product Service Channel Brand Customer
model process process performance system experience
8. Channel
how you connect your offerings
3. Enabling process to your customers
assembled capabilities
9. Brand
how you express your offering’s
4. Core process benefit to customers
proprietary processes that add value
10. Customer experience
how you create an overall
Larry Keeley, Doblin Inc., Presented at the Institute for Study of Business experience for customers
Markets (ISBM) meeting at Penn State in August 2006
15. 绝大部分的创新活动和投入围绕新产品
Finance Process. Offering Delivery
Business Networking Enabling Core Product Product Service Channel Brand Customer
model process process performance system experience
过去10年里,创新活动投入量
高
低
Larry Keeley, Doblin Inc., Presented at the Institute for Study of Business Source: Doblin analysis
Markets (ISBM) meeting at Penn State in August 2006
16. 绝大部分的客户价值来源于非产品的创新
Finance Process. Offering Delivery
Business Networking Enabling Core Product Product Service Channel Brand Customer
model process process performance system experience
过去10年里,累计创造的价值
高
帕累托分析:
不到2%的项目创造了90%以上的价值
低
Larry Keeley, Doblin Inc., Presented at the Institute for Study of Business Source: Doblin analysis
Markets (ISBM) meeting at Penn State in August 2006
24. 结果为将来提供一个解决方案路线图
音乐存储技术
存储音乐工作的结果
1970’s 1980’s 1990’s 2000’s
Vinyl Records Cassettes Compact Discs MP3
增加了歌曲的数量
减少听到扭曲音乐的数量
减少正常使用中的损耗
减少所需的存储空间
增加音乐的生动性
随着时间产出是稳定的
Adapted from material created by Strategyn, Inc.
25. 启动一个情景访谈项目
• 阐明任务
• 为访谈设定目标
• 选择客户
• 准备工作队
• 制定的讨论和观察指南
• 进行面试
• 分析和报告数据
Adapted from ―Mastering the At of Customer Visits‖ Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
26. 确定任务
• 客户访问和采访
在上下文环境扫
描,产生最大价 Scan the Generate
值选择 Environment Options
• 进行面试的人数 Decision
太少,通常在选 Cycle
择方案或评估结
果的时候有效 Evaluate
Results
Select an
Option
Adapted from ―Mastering the At of Customer Visits‖ Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
27. 情景访谈目标
• 例子
– 识别客户未满足的需求
– 识别可能的服务升级
– 识别客户想要做,但不能做的工作
– 识别如何利用品牌
– 探索客户对新技术的认知
– 描述客户的决策过程
• 良好的目标意味着成功的一半
– “识别”表示访谈的结果是一张列表
– “探索”和“描述”表明访谈的结果是一个丰富和
详尽的描述
Adapted from ―Mastering the At of Customer Visits‖ Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
28. 我们应该采访谁?
• 选择过程
– 选择在价值链中最重要的客户分析
– 选择现有客户和潜在客户
– 确定需要接受采访的客户组织内相关职能
– 决定采访每个职能中什么级别(s)的人员,例
如,车间主管或生产经理
如果你和错误的人交谈,即使你是一个再好的访谈
者也没有用。
Adapted from ―Mastering the At of Customer Visits‖ Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
29. 选择公司去拜访
• 审查市场细分计划
——按行业,应用实例:客户规模,高/低端等
• 考虑客户之间其他有关的区别
——例如:强/弱的竞争地位,现有/潜在客户,采用
竞争性产品,最终用户/第三方的情况下
• 建立一个网格或制订一份清单
——其目的是为了提醒自己你的多样性
你在努力尝试听到新的东西,而不是建立数据
的相关性
Adapted from ―Mastering the At of Customer Visits‖ Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
30. 客户选择例子
• Target having a minimum of 3 and
preferably 5 or 6 customers in each
category
• More than 5 or 6 in a category will not
likely result in significantly more new
learning
31. 采访多少客户?
• 至少需要12个客户
进行实地视察,被
认为是“市场研
究”
• 超过30实地访问是
浪费资源
• 你是不是要建立与
内容相关的采访统 From ―The Voice of the Customer‖ by Abbie Griffin and
John Hauser in Harvard Business Review
计学意义
Adapted from ―Mastering the At of Customer Visits‖ Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
33. Active Listening
Listening vs. Hearing
• Hearing 是物理过程,自然,被动
——只有20%的时间,我们还记得我们听
到的
• Listening在身体和精神的过程;活跃,经
验的过程,一个技能
——少于2%的人接受过正规的听的教育
• listening是很难!
——我们想的速度是每分钟1000-3000字
,我们听的速度是每分钟125-300字
——75%时间里我们分心,专注或健忘
您必须选择参加听的过程
Source: East Tennessee State University Employee Development Center
presentation entitled ―The Power of Listening‖, 2003
34. Active Listening
Listening vs. Hearing
Source: East Tennessee State University Employee Development Center
presentation entitled ―The Power of Listening‖, 2003
35. Active Listening
主动倾听的诀窍
• 鼓励
• 重述
• 反馈
• 综述
Source: California Department of Corrections and Rehabilitation, ―The Art of
Listening‖, PowerPoint Slideshow
36. Probing
探测对成功很重要
高
―我讨厌我座位上
的靠枕”
Degree of Abstraction
―你最头疼的
事是什么?”
―它不舒服‖
―这个靠枕硬 ―靠枕是好的,但它是
吗?还是它位 太低了。我认为这应该
置不对?” 是可调整的,但我不能
低
让它更高了”
陈述
你想收集可执行的信息
Licensed from Six Sigma Consultants, Inc.
37. Probing
探测就像在矿井里挖掘
Customer
generated
solutions You ! Active
Listening
Expressed
Data
Tacit
Data
Skills
Depth of
Probing
Fertile
Data
Problems to The Golden Nugget Probing
be solved
Adapted from Sheila Mello, Product Development Consulting, Inc.
50. 创新的方法和工具 Innovation Method and Tools
TRIZ (萃智)
从1946年开始,原苏联的大学、研究
所和企业所组成的数百人的研究组织
分析研究了世界近250万件发明专利,
综合多个学科领域的原理、法则形成
了“发明问题的解决理论(Theory of
Inventive Problem Solving)”,简称
TRIZ。
51. 创新的方法和工具 Innovation Method and Tools
TRIZ Principle 1. Segmentation
• Divide an object into independent
parts.
– Replace mainframe computer by
personal computers.
– Replace a large truck by a truck and
trailer.
– Use a work breakdown structure for a
large project.
52. 创新的方法和工具 Innovation Method and Tools
TRIZ Principle 1. Segmentation
– Make an object easy to
disassemble.
• Modular furniture
• Quick disconnect joints in
plumbing
• http://www.triz-journal.com/
82. 优先化创新组合
均衡组合使用简单的气泡图
Sample Portfolio Database
Ranking Decription of Opportunity Opportunity Score Financial Opportunity Risk
1 Opportunity A 54 $50M + 3
2 Opportunity B 47 $3-10M 1
3 Opportunity C 44 $50M + 9
4 Opportunity D 41 $3-10M 0
5 Opportunity E 36 $10-50M 3
6 Opportunity F 33 $50M + 3
7 Opportunity G 31 $10-50M 9
8 Opportunity H 27 Less than $3M 0
高 G
F
RISK
E C
A B
H D
低
OPPORTUNITY SCORE
高 低