Mark Prain from the Hillary Institute details the goals of the Hillary Institute, past winners and why they chose JUCCCE Chairperson Peggy Liu as their 2010 Laureate
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.
A technical person who becomes a leader will face some key challenges, such as:
1. Transitioning from dealing with machines to dealing with people
2. Understanding the difference between delegating tasks versus managing responsibilities
3. Managing conflicts and ambiguity effectively
The document provides guidance on how technical leaders can overcome these challenges, including understanding the differences between dealing with machines versus people, properly delegating work versus responsibilities, and techniques for managing conflicts and ambiguity when leading teams. Effective leadership requires skills beyond just technical expertise.
Mark Prain from the Hillary Institute details the goals of the Hillary Institute, past winners and why they chose JUCCCE Chairperson Peggy Liu as their 2010 Laureate
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.
A technical person who becomes a leader will face some key challenges, such as:
1. Transitioning from dealing with machines to dealing with people
2. Understanding the difference between delegating tasks versus managing responsibilities
3. Managing conflicts and ambiguity effectively
The document provides guidance on how technical leaders can overcome these challenges, including understanding the differences between dealing with machines versus people, properly delegating work versus responsibilities, and techniques for managing conflicts and ambiguity when leading teams. Effective leadership requires skills beyond just technical expertise.
This document discusses developing service leadership. It begins with a quote about how what got you to where you are today is not sufficient to keep you there. It then provides an agenda that will cover characteristics and types of leadership, open leadership, service leadership, profiles of admired leaders, global leadership, and putting global leadership into practice. It discusses general leadership characteristics from best-selling books and academics. It also covers open leadership, service leadership characteristics, profiles of service leaders in hospitality and tourism, and how to nurture service leadership.
The document discusses work teams and contrasts them with work groups. It defines work teams as groups that work collectively towards shared goals and generate positive synergy through coordination. Work groups primarily share information and make decisions to help members perform individual tasks. Characteristics of successful work teams include clear goals, relevant skills, mutual trust, unified commitment, good communication, negotiating skills, effective leadership, and internal and external support. The document also discusses factors that enable work teams to outperform traditional departments and characteristics of high-performing teams.
There are millions of companies in the world, only a few of them could last more than 100 years. I studied dozens of companies, which have beeing on the world for over 100 years and find out 4 key secrets for their sustainable success.
The document discusses what makes a good leader and how to become a leader. It provides definitions of leadership from various experts and outlines some key traits of leaders such as integrity, intelligence, and emotional maturity. It then gives advice on how to become a leader, including knowing yourself through self-analysis, finding your passion, continuous learning, practicing and working hard, persevering, and building influence. The document highlights six key factors to success as a leader: influence, perseverance, self-knowledge, finding passion, practice and hard work, and continuous learning. It concludes by providing eight tips to help one become a future leader, such as taking initiative, innovating, collaborating, developing others, keeping updated, self-improvement,
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
This document discusses developing service leadership. It begins with a quote about how what got you to where you are today is not sufficient to keep you there. It then provides an agenda that will cover characteristics and types of leadership, open leadership, service leadership, profiles of admired leaders, global leadership, and putting global leadership into practice. It discusses general leadership characteristics from best-selling books and academics. It also covers open leadership, service leadership characteristics, profiles of service leaders in hospitality and tourism, and how to nurture service leadership.
The document discusses work teams and contrasts them with work groups. It defines work teams as groups that work collectively towards shared goals and generate positive synergy through coordination. Work groups primarily share information and make decisions to help members perform individual tasks. Characteristics of successful work teams include clear goals, relevant skills, mutual trust, unified commitment, good communication, negotiating skills, effective leadership, and internal and external support. The document also discusses factors that enable work teams to outperform traditional departments and characteristics of high-performing teams.
There are millions of companies in the world, only a few of them could last more than 100 years. I studied dozens of companies, which have beeing on the world for over 100 years and find out 4 key secrets for their sustainable success.
The document discusses what makes a good leader and how to become a leader. It provides definitions of leadership from various experts and outlines some key traits of leaders such as integrity, intelligence, and emotional maturity. It then gives advice on how to become a leader, including knowing yourself through self-analysis, finding your passion, continuous learning, practicing and working hard, persevering, and building influence. The document highlights six key factors to success as a leader: influence, perseverance, self-knowledge, finding passion, practice and hard work, and continuous learning. It concludes by providing eight tips to help one become a future leader, such as taking initiative, innovating, collaborating, developing others, keeping updated, self-improvement,
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
1. Brand
Positec Kano
Kano 模型
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Without their consent it may not be reproduced or given to third parties.
2. Brand
Positec Kano General
General information
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Without their consent it may not be reproduced or given to third parties.
3. Brand
Positec Kano 简介
KANO 模型简介 :
KANO 模型由东京理工大学教授狩野纪昭 (Noriaki Kano) 和他的同事 Fumio Takahashi 联合创立
。
KANO 模型定义了三个层次的顾客需求 : 基本型需求、绩效型需求和兴奋型需求。这三种需求根据
绩效指标分类就是基本因素、绩效因素和激励因素。
基本型需求是顾客认为产品“必须有”的属性或功能。当其特性不充足(不满足顾客需求)时,
顾客很不满意;当其特性充足(满足顾客需求)时,无所谓满意不满意,顾客充其量是满意。
绩效型需求需求提供的产品或服务比较优秀,但并不是“必须”的产品属性或服务行为有些期望
型需求连顾客都不太清楚,但是是他们希望得到的。在市场调查中,顾客谈论的通常是期望型需
求,期望型需求在产品中实现的越多,顾客就越满意 ; 当没有满意这些需求时,顾客就不满意。
兴奋型需求要求提供给顾客一些完全出乎意料的产品属性或服务行为,使顾客产生惊喜。当其特
性不充足时,并且是无关紧要的特性,则顾客无所谓,当产品提供了这类需求中的服务时,顾客
就会对产品非常满意,从而提高顾客的忠诚度。
This Data / Document / Program is the exclusive property of Positec Machinery (China) Co. Ltd.
Without their consent it may not be reproduced or given to third parties.
4. Brand
Positec Kano Kano 模型
满意的
客户
Unspoken
顾 Unexpected
客 Unknown
满
意
度 Spoken
Measurable
兴奋需求
Range of Fulfillment
顾客需求实现率
Unspoken
Taken For granted
绩效需求 Basic
Spoken If Not Met
基本需求
生气的
客户
This Data / Document / Program is the exclusive property of Positec Machinery (China) Co. Ltd.
Without their consent it may not be reproduced or given to third parties.
5. Brand
Positec Kano 举例
举例:
• Must Be (必须)要求(对满意度绝对必需)
– 安全到达
– 正确登记
– 行李与乘客同时到达
• Performance (表现) 要求(做得越好,顾客越高兴)
– 座椅舒适
– 优质的点心
– 乘务人员态度友善
– 行李运送速度
– 准时到达
• Delighters (取悦)(不是期望的,但能够提高满意度)
– 免费升级
– 单人电影或游戏
– 乘务人员的特别关注和服务
– 计算机插头(电源)
This Data / Document / Program is the exclusive property of Positec Machinery (China) Co. Ltd.
Without their consent it may not be reproduced or given to third parties.
6. Brand
Positec Kano 举例
1. 免费升级
满意的 2. 有单人电影和游戏
客户 3. 乘务员特别关照和服务
4. 计算机插头(电源)
顾
客
1. 座椅舒适
满 2. 优质的点心
意 3. 乘务员态度友善
度 4. 准时到达
兴奋需求 5. 行礼运送速度
顾客需求实现率
1. 安全到达
2. 正确登记
3. 行礼和乘客同时到达
绩效需求
基本需求
This Data / Document / Program is the exclusive property of Positec Machinery (China) Co. Ltd.
Without their consent it may not be reproduced or given to third parties.
7. Brand
Positec Kano 举例
由于市场需求和技术更新的变化,三种需求是可以不断转化的。
这三种需求可以转化,随着时代的进步,一些兴奋需求可能转化为绩效需求甚至
是必须
具备的基本需求。
例如手机刚刚出现的时候,都是黑白屏,只有接打电话和短信功能。第一批推出彩屏的
手机品牌在当时是满足了顾客的兴奋需求,到目前彩屏已是手机用户的基本需求。
尤其对于例如手机、电脑、数码相机等更新换代快的电子数码产品更新换代快,所以也
要求这些公司的市场调研的周期比产品更新较慢的产品类别周期频繁。
This Data / Document / Program is the exclusive property of Positec Machinery (China) Co. Ltd.
Without their consent it may not be reproduced or given to third parties.
8. Brand
Positec Kano Application
How to use it in PDP?
This Data / Document / Program is the exclusive property of Positec Machinery (China) Co. Ltd.
Without their consent it may not be reproduced or given to third parties.
9. Brand
Positec Kano Application
如何将 Kano 模型应用到电动工具定义阶段?
1. 首先是明确 Kano 模型三种需求在电动工具行业的含义:
A. 基本需求:满足基本功用、安全安规要求、大多数竞争对手都有的 Feature 和基本
人机设计。
B. 绩效需求:是与竞争对手对比,比竞争对手做的比较好的需求。
C. 兴奋需求: USP ,或者只有少数一些品牌具备的 Feature, 卓越的人机设计。
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Without their consent it may not be reproduced or given to third parties.
10. Brand
Positec Kano Application
2. 完成 Kano 模型的工作步骤:
1. VOC ,从市场调研中得出用户的关注点和潜在需求。 VOC 信息的来源有:终端
用户走访、经销商 / 销售人员调研、 Benchmark 分析、以往同类产品的质量反馈、
网络评测、产品经理自己的体验等信息渠道。
2. PM 对 VOC 信息梳理分析并完成 Kano 模型和 PDP 。如有终端用户走访和经销商调研,
将 Kano 模型先发给参与走访的 VOC 成员提建议并修订。
3. PDP 在产品部内部讲解, PM 根据产品组成员所提出的问题重新修订 Kano 模型。
This Data / Document / Program is the exclusive property of Positec Machinery (China) Co. Ltd.
Without their consent it may not be reproduced or given to third parties.
11. Brand
Positec Kano Application
具体可参考 28 电锤
....02 market-product working04 product new Dev05 Project01 Handheld0
Worx
ProfessionalWU345 WU346 28mm rotary hammerPDPVOC file28(26)mm
This Data / Document / Program is the exclusive property of Positec Machinery (China) Co. Ltd.
Without their consent it may not be reproduced or given to third parties.