Parniangtong Competitive Advantage of Customer Centricity

1. Auflage 2017
ISBN: 978-981-10-4442-7
Verlag: Springer Nature Singapore
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 341 Seiten

Reihe: Management for Professionals

This book presents strategies that put the customer at the center of an enterprise. It elaborates on the reasons for viewing customers as assets that a firm needs to acquire, develop and cultivate in order to generate profitable relationships, and champions customer profitability as the metric for measuring business performance. Further, it advocates the need to provide solutions to customers' requirements with bundles of products and services. It broadens the definition of customer value beyond tangible benefits and price to include both tangible and intangible benefits and total ownership costs, while embracing a variety of unique customer needs. The book highlights the value of business planning, marketing and sales mechanisms and changing employee behavior to create lifelong, high-value profitable customer relationships that satisfy the customer's needs. Competitive Advantage of Customer Centricity maps a new journey that entire organizations must undertake in order to achieve these lucrative goals.

Dr. Parniangtong is President of CMBT, Strategy and Management Consulting Co. Ltd. His expertise is in competitive strategy formulation, strategy execution, and supply chain management. He also serves as Adjunct Professor at Thammasart University where he is actively addressing issues in the field of Competitive Strategy & Strategy Implementation. Over the past decade, he served as Strategy & Management Professor at Sasin Graduate Institute of Business Administration of Chulalongkorn University where he held Department Head and Administrative Positions, taught and conducted research in the areas of strategic management. He has over 20 years of consulting and work experience with international consulting firms in the USA, prior to coming back to Thailand in 2001.

He is a certified board member and serves as Chairman of the Compensation and Nomination Committee, Independent Board Member, and Member of the Audit Committee for PM Thoresen Asia Holdings Public Co. Ltd., and Patum Rice Mill and Granary Public Company Limited (Stock Exchange of Thailand-Listed companies).

He serves as strategy advisor to several SET-Listed companies in the consumer product, financial, retailing, and energy industry, and for the Royal Thai Government.

While living in the USA, where he spent almost 30 years, Dr. Sathit worked for Booz, Allen & Hamilton, and AT Kearney, where he managed consulting assignments in strategic management and operational improvements for General Motors, Inland Steel, USAir, Northwest Airline, Lucent Technology, The Department of Transportation, and The Federal Aviation Administration. He also managed oversea consulting projects in Europe, Asia and Latin America. Prior to his consulting career, he held corporate positions at American Airlines and Baxter. He also served as adjunct professor at George Washington University and University of Texas-Arlington.

Sathit has a PhD in Operations Management and Finance, Master's and Bachelor's degree in Industrial Engineering, all from the University of Wisconsin--Milwaukee.

Autoren/Hrsg.

Parniangtong, Sathit

Inhaltsverzeichnis

1;Preface;6
2;Acknowledgment;10
3;Contents;12
4;About the Author;15
5;1: Gaining Sustainable Competitive Advantage;16
5.1;1.1 Economic Value Creation;18
5.2;1.2 Competitive Advantage and Added-Value Creation;21
5.3;1.3 Creating and Capturing Superior Value;23
5.4;1.4 Sustaining Superiority;28
5.5;1.5 Substitutability of Technological Innovations;31
5.6;1.6 Summary;33
6;2: Strategy: Roadmap for Market Leadership;34
6.1;2.1 Business Strategy;37
6.2;2.2 Ways to Compete;40
6.3;2.3 In Search of Sources of Superior Profit;43
6.4;2.4 Historical Perspective of Business Strategic Thinking;48
6.5;2.5 Internally Focused Strategic Thinking on Business;49
6.5.1;2.5.1 Generic Strategy Model;51
6.5.2;2.5.2 Resource-Based Model of Strategic Thinking;53
6.5.3;2.5.3 Activity-Based Model of Strategic Thinking;58
6.6;2.6 Externally Focused Strategic Thinking on Business;60
6.6.1;2.6.1 Demand and Supply;61
6.6.2;2.6.2 Five-Forces Model;63
6.6.3;2.6.3 Diamond Model;65
6.6.4;2.6.4 Value-Net Model;66
6.7;2.7 Growth Strategy;68
6.7.1;2.7.1 Ways to Successfully Grow Businesses;70
6.8;2.8 Dynamic View of Strategy: Maneuvering Competitive Business Games;76
6.9;2.9 Summary;83
7;3: Problem-Solving Approach to Business Strategy;84
7.1;3.1 Thinking Strategically;85
7.2;3.2 Business Problem-Solving;86
7.2.1;3.2.1 Structured Problem-Solving Approach;88
7.2.2;3.2.2 Building Strategic Solutions;95
7.2.3;3.2.3 Assembling Strategic Theme as Strategic Solution;96
7.3;3.3 Summary;102
8;4: Customer-Centric Thinking;103
8.1;4.1 The Strategic Thinking of Customer Centricity;104
8.2;4.2 Customers as Assets;110
8.3;4.3 Customers as Units of Measurement;112
8.4;4.4 Customer Profitability and Lifetime Value;113
8.5;4.5 Customer Value Creation;116
8.6;4.6 Meeting a Variety of Customer Needs;122
8.7;4.7 Summary;125
9;5: Formulating Customer-Driven Strategy;126
9.1;5.1 Customer-Driven Strategy Formulation;128
9.2;5.2 Customer Selection;129
9.3;5.3 Customer-Value Proposition;132
9.4;5.4 Business Model;143
9.4.1;5.4.1 Generic Types of Business Models;145
9.4.2;5.4.2 Designing a ‘Good’ Business Model;152
9.5;5.5 Scope of Activity and Business Operations Realignment;153
9.6;5.6 Translating Strategy into Action;155
9.7;5.7 Managing the Tensions of Customer-Driven Strategy;156
9.8;5.8 Summary;172
10;6: Customer Centricity—A Marketing Perspective;173
10.1;6.1 Managing Customer Acquisition;175
10.2;6.2 Managing Customer Satisfaction;177
10.2.1;6.2.1 Measuring Customer Satisfaction;182
10.3;6.3 Managing Customer Loyalty;184
10.4;6.4 Managing Customer Equity;188
10.5;6.5 Summary;194
11;7: The Change Journey Toward Customer Centricity;195
11.1;7.1 Customer Strategy;198
11.2;7.2 Key Business Processes;207
11.3;7.3 Customer-Centric Information Systems;211
11.4;7.4 People and Their Governance;211
11.5;7.5 Summary;216
12;8: Using Collaboration to Create Added-­Value for End Customers;217
12.1;8.1 The Nature of Supply Chains Today;218
12.2;8.2 The Added Value of Supply Chain Management;220
12.3;8.3 Achieving a Superior Supply-Chain Value Creation;222
12.4;8.4 Internal Business Process Realignment;225
12.5;8.5 Supply-Chain Collaboration;232
12.6;8.6 Supply-Chain Integration;238
12.7;8.7 Towards Supply-Chain Synchronization;245
12.8;8.8 Sustainability of Supply-Chain Competitive Advantage;246
12.9;8.9 Summary;250
13;9: Gaining the Edge Through Product-­Delivery Services;251
13.1;9.1 Bundling Products and Services;252
13.2;9.2 Customer-Driven Product-Delivery Services;254
13.3;9.3 Revenue Enhancement;257
13.4;9.4 Matching Customer Needs While Reducing Costs;258
13.4.1;9.4.1 Step I: Segment Customers by Service Needs;259
13.4.2;9.4.2 Step II: Designing Service for Each Segment;261
13.4.3;9.4.3 Step III: Reconfigure Product-Delivery Operations;263
13.5;9.5 Efficiently Serving Customers with Outsourcing;267
13.6;9.6 Potential Areas for Outsourcing Product-Delivery Services;271
13.7;9.7 Summary;286
14;10: Embracing Customers’ Diverse Needs;288
14.1;10.1 Product-Design Proliferation;290
14.2;10.2 Dealing with the Complexity of Product Proliferation;291
14.3;10.3 Supply-Chain Designs;295
14.4;10.4 Designs for Postponement;298
14.5;10.5 The Value of Implementing Postponement;307
14.6;10.6 Economic Package and Transportation;308
14.7;10.7 Summary;309
15;Index;310