functional-level strategy 5-1 case study — lioyds bank 1 問題問題 1980...

Functional-Level Strategy5-1

Case StudyCase Study——Lioyds Lioyds BankBank11問題問題

19801980 年代，每進入一年代，每進入一新的新的服務服務市場市場，各，各分公司便會增加分公司便會增加更多的人事更多的人事。。

功能式組織功能式組織——開立一個帳戶須花開立一個帳戶須花一個月一個月往返往返於各關卡。於各關卡。

英國英國財務服務業解禁財務服務業解禁，英國建築協會持續，英國建築協會持續增強競爭。增強競爭。


Case StudyCase Study——Lioyds Lioyds BankBank22實施企業程序再造實施企業程序再造 (business (business

process reengineering)process reengineering) 定義核心程序定義核心程序

取得一種或以上之投入，並創造出對取得一種或以上之投入，並創造出對顧客有價顧客有價值值之產出的活動集合體。之產出的活動集合體。

核心程序核心程序開立帳戶開立帳戶借貸控制借貸控制定期付款定期付款顧客維繫顧客維繫


Case StudyCase Study——Lioyds Lioyds BankBank33成效成效

帳戶開立帳戶開立一個月一個月一週一週

資本報酬率達資本報酬率達 12%12% 支票簿錯誤訂單數目下降支票簿錯誤訂單數目下降 30%30% 顧客滿意度顧客滿意度

73%73%80%80%

負面影響負面影響士氣低落士氣低落


Case Study Case Study — CSX —— CSX — Getting the Trains to Run on Time Getting the Trains to Run on Time11

源由源由希望藉由鐵路網的擴充降低營運成本，希望藉由鐵路網的擴充降低營運成本， 19961996

與與 ConrailConrail 合併合併。。結果結果

營運利潤營運利潤：： 19971997 年年，， 221.4% 1.4% → 1999→ 1999年，年， 15.2%15.2%

原因原因列車經常誤點列車經常誤點 (( 鐵軌的狀況不良，車站壅塞鐵軌的狀況不良，車站壅塞 )) 士氣低落士氣低落顧客因不滿意而投向其他的競爭者顧客因不滿意而投向其他的競爭者



對策對策— — Railroad 101Railroad 101 專注於南方經常因壅塞而延遲的車站投入更多專注於南方經常因壅塞而延遲的車站投入更多

的資源的資源授權授權。。改變態度改變態度——規模經濟規模經濟 vs. vs. 顧客需求顧客需求建置以網路為基礎的介面以改善顧客服務建置以網路為基礎的介面以改善顧客服務

查詢列車和車廂的狀況查詢列車和車廂的狀況預訂未來一週的車廂或取消預訂預訂未來一週的車廂或取消預訂查詢過去的訂車紀錄查詢過去的訂車紀錄



結果結果列車出軌率降低列車出軌率降低 39%39% 運送貨物的速率：運送貨物的速率： 20002000 年每小時年每小時 18.718.7 英哩英哩→→ 20012001 年每小時年每小時 21.721.7 英哩英哩

車站停留的時間：車站停留的時間： 30.830.8 小時小時→→ 24.524.5 小時小時準時出發率：準時出發率： 69.2%→88.1%69.2%→88.1% 準時到達率：準時到達率： 51.3%→75.6%51.3%→75.6% 等候車廂數：等候車廂數： 258000→240000258000→240000


企業功能與競爭優勢基礎企業功能與競爭優勢基礎功能層級策略功能層級策略

集中於增進組織內功能性操作效果的策略。集中於增進組織內功能性操作效果的策略。

企業功能企業功能生產生產行銷行銷人力資源人力資源研發研發財務財務資訊資訊

競爭基礎競爭基礎效率效率品質品質創新創新顧客回應顧客回應


競爭優勢的根源競爭優勢的根源


生產與生產與效率效率Economies of scaleEconomies of scaleLearning effectsLearning effectsThe experience curveThe experience curveFlexible manufacturing Flexible manufacturing

technology and Mass technology and Mass customizationcustomization


問題問題台積電這麼賺錢，我也投入晶圓代工產台積電這麼賺錢，我也投入晶圓代工產

業業 ? ? ?? ? ?


案例案例FordFord——TT 型汽車製造成本由三千美元下型汽車製造成本由三千美元下降到九百美元。降到九百美元。

Du PontDu Pont 之人造纖維成本每磅之人造纖維成本每磅 5353 元降元降至至 1717 元。元。

果日報每份果日報每份 55 元元


規模經濟規模經濟意義意義

單位成本隨著大規模的產出而下降。單位成本隨著大規模的產出而下降。適用範圍適用範圍

生產生產、、銷售、行銷、研發銷售、行銷、研發利益來源利益來源

分攤固定成本到大量的產量。分攤固定成本到大量的產量。大量生產大量生產分工分工、、專業化。專業化。

限制限制最小效率之規模最小效率之規模 (minimum efficient scale(minimum efficient scale ，，

MES)MES) 或規模不經濟或規模不經濟 (diseconomies of scale)(diseconomies of scale)


A typical long-run A typical long-run unit-cost curveunit-cost curve


規模不經濟規模不經濟原因原因

官僚化官僚化管理效率低落管理效率低落

影響影響營運的資訊在傳遞過程中被扭曲，使決策營運的資訊在傳遞過程中被扭曲，使決策品質低落。品質低落。

案例案例鈕可鋼鐵鈕可鋼鐵 (Nucor Steel)(Nucor Steel) 不建造員工超不建造員工超

過三百人以上工廠。過三百人以上工廠。


個案討論個案討論教育部鼓勵大學合併策略之影響。教育部鼓勵大學合併策略之影響。


案例案例初學中文輸入，一分鐘初學中文輸入，一分鐘 33 個字個字經過一個經過一個月後，一分鐘月後，一分鐘 2525 個字個字……。。


學習效果學習效果 (learning effect)(learning effect)與學習曲線與學習曲線 (learning (learning curve)curve)Wright T.P Wright T.P 於於 19361936 年提出了：年提出了：一個人重一個人重覆作一件相同或相類似的工作一段時間後，會覆作一件相同或相類似的工作一段時間後，會因熟練度的提升而增進其工作效率因熟練度的提升而增進其工作效率。。

學習率：當產量增加一倍，產品之製造工時降學習率：當產量增加一倍，產品之製造工時降低的比率。低的比率。

第 n 單位之作業時間： Tn=T1 ＊nb

b=ln( 學習率 )

ln2


Economies of scaleEconomies of scaleand learning effectsand learning effects


A typical experience curveA typical experience curve


學習效果之應用範圍學習效果之應用範圍

人力規劃與生產排程人力規劃與生產排程採購議價採購議價新產品訂價新產品訂價預算、採購與存貨計劃預算、採購與存貨計劃

學習效果之觀念在大量製造學習效果之觀念在大量製造、、標準化標準化產品的產業效果較為顯著產品的產業效果較為顯著。。


使用學習效果應注意之事項使用學習效果應注意之事項學習率在各組織與組織間有所學習率在各組織與組織間有所差異差異，，

而其差異則視而其差異則視工作型態工作型態而定而定以學習效果為基礎所擬定的計劃僅可以學習效果為基礎所擬定的計劃僅可視為實際時間的視為實際時間的近似值近似值

應特別注意應特別注意第第 11 個單位時間個單位時間的的精確性精確性莫將學習效果神通化莫將學習效果神通化學習效果的觀念並學習效果的觀念並不適合應用於自動不適合應用於自動化生產環境化生產環境


規模經濟與學習效果的規模經濟與學習效果的優勢優勢促銷促銷需求量增加需求量增加規模經濟規模經濟 ++ 學習效果學習效果成本下降成本下降價格下降價格下降需求量增加需求量增加……

例如例如，，果日報果日報


規模經濟與學習效果的規模經濟與學習效果的問題問題學習效果與規模經濟效益學習效果與規模經濟效益不會永遠持續不會永遠持續。。新產品新產品的發展使其優勢盡失。的發展使其優勢盡失。製程與設備之發展製程與設備之發展對對製造本質製造本質造成影響。造成影響。


Unit production costs in an Unit production costs in an integrated steel mill and a integrated steel mill and a minimill.minimill.


策略行動策略行動

Texas InstrumentsTexas Instruments


製造與大量客製化製造與大量客製化Flexible manufacturing technology Flexible manufacturing technology

(lean production)(lean production) Reduced Reduced setup timessetup times Increased Increased machine utilizationmachine utilization Improved Improved quality controlquality control Lower inventory levelsLower inventory levels

Mass customizationMass customization Low cost and product customizationLow cost and product customization

Flexible machine cellsFlexible machine cells Increased variety of operationsIncreased variety of operations


單位成本單位成本 vs. vs. 產品多樣化產品多樣化


彈性機器單元的效率利益彈性機器單元的效率利益提高產能利用率提高產能利用率

整備時間降低整備時間降低電腦進行廠區監控，不會有瓶頸擁塞產生電腦進行廠區監控，不會有瓶頸擁塞產生

降低在製品存貨降低在製品存貨機器間緊密連繫機器間緊密連繫

降低廢料降低廢料自動化機器自動化機器

產品顧客化產品顧客化


大量客製化大量客製化 (Mass (Mass Customization)Customization)MeaningMeaning

An example of the assemble-to-An example of the assemble-to-order strategy, whereby a firm’s order strategy, whereby a firm’s flexible processes generate flexible processes generate customized products or servicescustomized products or services in in high volumes at reasonably low high volumes at reasonably low costscosts..

Successful keySuccessful keyPostponing the task of Postponing the task of

differentiating a product or service differentiating a product or service for a specific customer until thefor a specific customer until the latest possible momentlatest possible moment..


Implications of mass Implications of mass customizationcustomization11

Product or service implicationsProduct or service implicationsA product or service should be A product or service should be

designed so that it consists of designed so that it consists of independent modulesindependent modules that that can be can be assembled into different formsassembled into different forms easilyeasily and and inexpensivelyinexpensively..



Process implicationsProcess implicationsProcesses should be designed so Processes should be designed so

that they can be used to that they can be used to meet a meet a wide variety of needswide variety of needs..

One key to supporting mass One key to supporting mass customization is to customization is to design design processes as independent processes as independent modulesmodules that that can be arranged to can be arranged to provide customization at the provide customization at the latest possible momentlatest possible moment..



Internet implicationsInternet implicationsWeb pages can be designed to Web pages can be designed to

attract customers and allow them attract customers and allow them to configure their own products to configure their own products or services easily and quicklyor services easily and quickly..


案例案例W. L. GoreW. L. Gore 採用彈性單元採用彈性單元

製造時間降低製造時間降低 50%50%存貨降低存貨降低 33%33%廠房所需空間減少廠房所需空間減少 25%25%

Compaq ComputerCompaq Computer 將將 1616 個裝配線個裝配線中的三個，用中的三個，用 2121 個彈性機器單元取代個彈性機器單元取代員工生產力提升員工生產力提升 25%25% 66 個月回收成本個月回收成本……



Toyota’s Lean Toyota’s Lean Production SystemProduction System


發掘一個新顧客的投資金額發掘一個新顧客的投資金額，，大約是維持一現有顧客所需金大約是維持一現有顧客所需金額的額的六倍六倍 ((BenderBender ，， 1976)1976) 。。

降低降低顧客背離率顧客背離率及建立及建立顧客忠顧客忠誠誠可以成為成本節省的主要來可以成為成本節省的主要來源源。。


Marketing and Marketing and EfficiencyEfficiencyMarketing strategy:Marketing strategy:

Product designProduct design AdvertisingAdvertising PromotionPromotion PricingPricing Distribution (Place)Distribution (Place)


行銷與效率的關係行銷與效率的關係銷售量銷售量規模經濟與學習效果規模經濟與學習效果訂單穩定訂單穩定→→生產排程生產排程降低顧客背離率降低顧客背離率 (customer (customer

defection rates)defection rates)


顧客背離率顧客背離率意義意義

指一個企業的顧客指一個企業的顧客，，每年轉向競爭者購買每年轉向競爭者購買的百分比的百分比。。

影響影響顧客背離率與顧客背離率與單位成本單位成本成正相關成正相關。。 (( 分攤分攤固定成本固定成本 ))

顧客停留在企業時間的長度，與顧客停留在企業時間的長度，與利潤利潤成正成正相關相關。。

長期顧客忠誠顧客可為企業提供長期顧客忠誠顧客可為企業提供免費廣告免費廣告。。


The Relationship Between The Relationship Between Average Unit Costs and Average Unit Costs and CustomerCustomerDefection RatesDefection Rates


The Relationship The Relationship Between Between Customer Customer Loyalty and ProfitLoyalty and Profitper Customerper Customer


案例案例我國多數發卡銀行其信用卡每年停卡人我國多數發卡銀行其信用卡每年停卡人數與申請人數差不多數與申請人數差不多 ? !? !

19901990 年美國信用卡公司平均花年美國信用卡公司平均花 5151 美美元去招募一位新顧客，此成本需兩年才元去招募一位新顧客，此成本需兩年才能償回。能償回。

顧客背離率降低顧客背離率降低 5%5% 對對單位顧客利潤單位顧客利潤之之影響影響信用卡事業信用卡事業增加增加 75%75%保險經紀產業保險經紀產業增加增加 50%50% 工業洗滌業工業洗滌業增加增加 45%45% 電腦軟體產業電腦軟體產業增加增加 35%35%


降低顧客背離率的方法降低顧客背離率的方法發展降低背離率的策略發展降低背離率的策略偵察出背離的顧客偵察出背離的顧客找出背離的原因找出背離的原因採行對應之行動採行對應之行動建立品牌忠誠度建立品牌忠誠度


Materials Management, JIT, Materials Management, JIT, and Efficiencyand EfficiencyMaterials managementMaterials management

Getting materials into and through Getting materials into and through the the production processproduction process and out and out through the through the distribution systemdistribution system to the to the end userend user..

Just-In-Time (JIT)Just-In-Time (JIT) Reduce inventory holding costs by Reduce inventory holding costs by

having materials arrive JIT to enter having materials arrive JIT to enter the production process.the production process.

JIT riskJIT risk: There are no buffer stocks for : There are no buffer stocks for nondelivery or unanticipated nondelivery or unanticipated increases in demand.increases in demand.


案例案例 11

某企業營收一百萬某企業營收一百萬，，收益率為收益率為 5%5% ，物，物料成本為銷售收入的料成本為銷售收入的 50%50% ，若要將總，若要將總利潤再增加利潤再增加 1500015000 元元…… 方案一：增加銷售收入方案一：增加銷售收入

方案二：降低物料成本方案二：降低物料成本

1000.05=5 1.5/5=30%

1000.5=50 1.5/50=3%


案例案例 22

FordFord 之存貨週轉率之存貨週轉率六次六次九次九次成本降低三分之一成本降低三分之一

WWal-Martal-Mart 每週補貨兩次每週補貨兩次 vs. Kmart vs. Kmart or Searsor Sears 每兩週補貨一次每兩週補貨一次—— Wall-Wall-MartMart 只需四分之一的存貨管理成本維只需四分之一的存貨管理成本維持同樣的服務水準持同樣的服務水準

7-11 vs. OK7-11 vs. OK 7-117-11 ：垂直整合：垂直整合 (( 捷盟捷盟 ) ) ，每日到店，每日到店。。 OKOK ：物流委外，週配二次。：物流委外，週配二次。


R&D Strategy and R&D Strategy and EfficiencyEfficiencyDesign easy-to-manufacture Design easy-to-manufacture

productsproducts Reduce numbers of parts per unit.Reduce numbers of parts per unit. Reduce assembly time.Reduce assembly time. Closely coordinate R&D Closely coordinate R&D

and production activities.and production activities.Pioneer Pioneer processprocess innovations innovations

Innovations create competitive Innovations create competitive advantage through gains in advantage through gains in process efficiencies.process efficiencies.


案例案例Texas InstrumentTexas Instrument——紅外線瞄準儀紅外線瞄準儀

零件數目：零件數目： 47471212裝配步驟：裝配步驟： 56561313 每部裝配時間：每部裝配時間： 129129 分鐘分鐘 2020 分鐘分鐘

ToyotaToyota防呆裝置防呆裝置一分鐘換模法一分鐘換模法多能工多能工……


Human Resource Strategy Human Resource Strategy and Efficiencyand EfficiencyWays to increase employee Ways to increase employee

productivity and lower unit costs:productivity and lower unit costs: Hiring strategyHiring strategy Provide Provide trainingtraining that upgrades that upgrades

employee employee skillsskills.. Establish Establish self-managing teamsself-managing teams

to gain a more to gain a more flexible work forceflexible work forceand increased and increased productivityproductivity..

Use Use pay-for-performance pay-for-performance incentivesincentives for teams to encourage for teams to encourage meeting productivity and meeting productivity and quality goalsquality goals..


問題討論問題討論——雇用策略雇用策略能力能力價值觀價值觀態度態度人格特質人格特質


案例案例E-learningE-learning日本企業的訓練課程內涵日本企業的訓練課程內涵

工作輪調工作輪調工作時間外工作時間外 (off-the-job)(off-the-job)訓練訓練函授課程函授課程參與改善團隊參與改善團隊


自我管理團隊自我管理團隊意義意義

由團隊成員互相協調彼此的工作，並負責團隊中聘由團隊成員互相協調彼此的工作，並負責團隊中聘雇、訓練、工作及報酬的決策。雇、訓練、工作及報酬的決策。

優點優點彈性彈性增加增加新增責任和授權可視為正面的新增責任和授權可視為正面的激勵激勵。。

效果效果增加增加 30%30% 或更多的生產力或更多的生產力提高產品的品質提高產品的品質減少管理者的數目減少管理者的數目降低成本結構降低成本結構


Information Systems, the Information Systems, the Internet, and EfficiencyInternet, and EfficiencyBenefits of moving operations Benefits of moving operations

to the Internet:to the Internet: Cost savingsCost savings in in orderingordering and and

customer servicecustomer service.. Reduced Reduced human resourcehuman resource

requirements.requirements. Lowered Lowered internal internal and and back-officeback-office

costscosts.. Increased Increased employee productivityemployee productivity..


案例案例 1 1 —Dell Computer—Dell Computer11

On-line On-line sellingselling PC (85%) PC (85%)Customer serviceCustomer service functions on- functions on-

line—200,000 people access line—200,000 people access Dell’s troubleshooting tips on-Dell’s troubleshooting tips on-line/weekline/week 每人次服務可節省每人次服務可節省 1515元元 If just If just 10%10% of these people were of these people were

to call Dell using a telephone, it to call Dell using a telephone, it would cost the company would cost the company $15.6 $15.6 million per yearmillion per year..


案例案例 1 1 —Dell Computer—Dell Computer22

即時將訂貨資訊傳送到供應商，而供應即時將訂貨資訊傳送到供應商，而供應商則利用這些資訊安排生產的時程，然商則利用這些資訊安排生產的時程，然後及時將零件送到後及時將零件送到 DellDell 。。——用資訊取代用資訊取代存貨存貨

協調需求與供應協調需求與供應例如，預期例如，預期 1717吋螢幕將短缺吋螢幕將短缺→→降低降低 1919吋吋螢幕的價格螢幕的價格……


案例案例 2 2 —Cisco Systems—Cisco SystemsMoving its ordering and Moving its ordering and

customer service functions on-customer service functions on-line.line. 900900 service agents service agents 300300 service service

agentsagents ，年節省，年節省 20 million20 million 。。若無線上服務功能，將增加若無線上服務功能，將增加 10001000名服務名服務

工程師，需花費工程師，需花費 75 million75 million 。。


Infrastructure and Infrastructure and EfficiencyEfficiencyCompany structureCompany structure, , cultureculture, ,

style of strategic leadershipstyle of strategic leadership, , and and control systemcontrol system determine determine context of all value creation context of all value creation activitiesactivities

Achieving superior efficiency Achieving superior efficiency requires a requires a company-wide company-wide commitmentcommitment built through built through top top management leadershipmanagement leadership in: in: Articulating the Articulating the visionvision.. Facilitating Facilitating cross-cross-

functional cooperationfunctional cooperation..


The Primary Roles of Different Value The Primary Roles of Different Value Creation Functions in Achieving Superior Creation Functions in Achieving Superior EfficiencyEfficiency

Value Creation FunctionValue Creation Function Primary RolesPrimary Roles

Infrastructure (Leadership)Infrastructure (Leadership) 1.1. Provide company-wide commitment to efficiency.Provide company-wide commitment to efficiency.2.2. Facilitate cooperation among functions.Facilitate cooperation among functions.

ProductionProduction 1.1. Where appropriate, pursue economies of scale and learning economies.Where appropriate, pursue economies of scale and learning economies.2.2. Implement flexible manufacturing systems.Implement flexible manufacturing systems.

MarketingMarketing 1.1. Where appropriate, adopt aggressive marketing to ride down the experience Where appropriate, adopt aggressive marketing to ride down the experience curve.curve.

2.2. Limit customer defection rates by building brand loyalty.Limit customer defection rates by building brand loyalty.

Materials ManagementMaterials Management 1.1. Implement JIT systems.Implement JIT systems.

R&DR&D 1.1. Design products for ease of manufacture.Design products for ease of manufacture.2.2. Seek process innovations.Seek process innovations.

Information SystemsInformation Systems 1.1. Use information systems to automate systems.Use information systems to automate systems.2.2. Use information systems to reduce the costs of coordination.Use information systems to reduce the costs of coordination.

Human ResourcesHuman Resources 1.1. Institute training programs to build skills.Institute training programs to build skills.2.2. Implement self-managing teams.Implement self-managing teams.3.3. Implement pay for performance.Implement pay for performance.


Achieving Superior Achieving Superior QualityQualityTotal Quality Management Total Quality Management

(TQM):(TQM): All company operations focused All company operations focused

on improving on improving productproduct and and serviceservice quality. quality.


TQM WheelTQM Wheel

Customer satisfaction


Deming’s Five-Step Deming’s Five-Step “Chain Reaction”“Chain Reaction”

1.1. Improved quality Improved quality reduces reduces costscosts..

2.2. Improved Improved productivityproductivity..

3.3. Higher Higher market sharemarket share..

4.4. Increased Increased profitabilityprofitability..

5.5. MoreMore jobs jobs created.created.


戴明的戴明的 1414 點管理原則點管理原則建立一個改良品質、服建立一個改良品質、服

務、更有競爭力，並適務、更有競爭力，並適用於企業內的用於企業內的永久性目永久性目標標

採用採用新的哲學新的哲學停止停止依靠依靠大量的檢驗大量的檢驗停止僅依照停止僅依照價格價格而而提供提供

業務的習慣業務的習慣持續持續永久的永久的改善改善生產和生產和

服務系統服務系統建立新的建立新的在職訓練制度在職訓練制度建立新的建立新的領導制度領導制度

驅除恐懼驅除恐懼消除消除各各部門間部門間的的障礙障礙消除口號、標語與數值消除口號、標語與數值化的目標化的目標

消除工作的標準和配額消除工作的標準和配額消除消除防礙作業人員防礙作業人員工作工作

的障礙的障礙建立一個充滿活力的建立一個充滿活力的教教育和訓練課程育和訓練課程

在在最高管理階層最高管理階層中建立中建立一個組織來一個組織來每天推行每天推行上上述的述的 1313 點點


The Role Played by Different The Role Played by Different Functions in Implementing Functions in Implementing TQMTQMValue Creation FunctionValue Creation Function Primary RolesPrimary Roles

Infrastructure (Leadership)Infrastructure (Leadership) 1.1. Provide leadership and commitment to quality.Provide leadership and commitment to quality.2.2. Find ways to measure quality.Find ways to measure quality.3.3. Set goals and create incentivesSet goals and create incentives4.4. Solicit input from employees.Solicit input from employees.5.5. Encourage cooperation.Encourage cooperation.

ProductionProduction 1.1. Shorten production runs.Shorten production runs.2.2. Trace defects back to source.Trace defects back to source.

MarketingMarketing 1.1. Focus on the customer.Focus on the customer.2.2. Provide customer feedback on quality.Provide customer feedback on quality.

Materials ManagementMaterials Management 1.1. Rationalize suppliers.Rationalize suppliers.2.2. Help suppliers implement TQM.Help suppliers implement TQM.3.3. Trace defects back to suppliers.Trace defects back to suppliers.

R&DR&D 1.1. Design products that are easy to manufacture.Design products that are easy to manufacture.

Information SystemsInformation Systems 1.1. Use information systems to monitor defect rates.Use information systems to monitor defect rates.

Human ResourcesHuman Resources 1.1. Institute TQM training programs.Institute TQM training programs.2.2. Organize employees into quality teams.Organize employees into quality teams.


Implementing TQMImplementing TQM11

Build Build organizational organizational commitmentcommitment to quality to quality

Focus on the Focus on the customercustomerFind ways to Find ways to measure qualitymeasure quality

從從顧客的角度顧客的角度來看品質代表的意義，並找來看品質代表的意義，並找出適當的方法來衡量。出適當的方法來衡量。

Set Set goalsgoals and create and create incentivesincentives



Solicit input from Solicit input from employeesemployees Killing the bearer of bad tidings Killing the bearer of bad tidings

vs.vs. bad news is a gold mine of bad news is a gold mine of informationinformation

Identify defectsIdentify defects and and trace trace themthem to to sourcesource 滅少生產批量滅少生產批量採用彈性製造技術採用彈性製造技術施行施行 JITJIT



Improve Improve supplier relationssupplier relations 減少供應商數目減少供應商數目與供應商建立長期的合作關係與供應商建立長期的合作關係

Design for ease of Design for ease of manufacturemanufacture

Break down Break down barriers between barriers between functionsfunctions



改善醫療品質改善醫療品質


Attributes Associated Attributes Associated with a Product Offeringwith a Product Offering


提升顧客對產品屬性評價之步驟提升顧客對產品屬性評價之步驟Learn which attributes are Learn which attributes are most most

important to customersimportant to customersDesign products and associate Design products and associate

servicesservices to embody the important to embody the important attributesattributes

Decide which attributes to Decide which attributes to promotepromote and how best to and how best to positionposition them in consumers’ mindsthem in consumers’ minds

Monitor competition for Monitor competition for improvement in attributes and improvement in attributes and development of new attributesdevelopment of new attributes


創新創新是創造競爭優勢上最重要是創造競爭優勢上最重要的基石的基石。。

百分之三十三至百之六十的新百分之三十三至百之六十的新產品產品，，無法創造足夠的經濟報無法創造足夠的經濟報酬酬。。


Achieving Superior Achieving Superior InnovationInnovation11

Causes of the high failure rate Causes of the high failure rate of innovation:of innovation: UncertaintyUncertainty

跳躍創新跳躍創新 (Quantum innovation)(Quantum innovation)– 指和現有技術非常不同的新技術指和現有技術非常不同的新技術

漸進創新漸進創新 (Incremental innovation)(Incremental innovation)– 指現有技術的延伸指現有技術的延伸


Achieving Superior Achieving Superior InnovationInnovation22

Poor commercializationPoor commercialization 指產品的需求很明確但卻因設計不良或品質指產品的需求很明確但卻因設計不良或品質

不佳而不能適合顧客的需求不佳而不能適合顧客的需求例如例如，， Apple’s NewtonApple’s Newton ；全文翻譯軟體；全文翻譯軟體

Poor positioning strategyPoor positioning strategyTechnological myopiaTechnological myopiaSlowness in marketingSlowness in marketing


問題討論問題討論例如，例如， XRCDXRCD 、、 SACD vs. MP3SACD vs. MP3多功能多功能 mp3 player vs. iPOD mp3 player vs. iPOD

shuffleshuffle


案例案例Sony — BetamaxSony — Betamax萬寶龍萬寶龍

書寫工具書寫工具 vs. vs. 突顯個人價值突顯個人價值NeXTNeXTGeneral MotorGeneral Motor 的產品發展週期約五的產品發展週期約五

年年 ;HondaToyotaMazda;HondaToyotaMazda 約二至三約二至三年年。


建立創新能力的措施建立創新能力的措施建立建立基礎基礎和和應用科學應用科學研究之技能研究之技能發展發展專案篩選專案篩選與與專案管理專案管理的有效程序的有效程序建立建立跨功能產品發展小組跨功能產品發展小組及及部分同步發部分同步發展程序展程序


建立基礎及應用研究的技能建立基礎及應用研究的技能雇用研究科學家及工程師雇用研究科學家及工程師建立鼓勵創新建立鼓勵創新、、孕育創造力的工作環境孕育創造力的工作環境案例案例

Hewlett-PackardHewlett-Packard 實驗室實驗室 2424 小時開放小時開放。鼓勵研究員鼓勵研究員，花花 10%10% 的上班時間開發自己的的上班時間開發自己的

創意創意。 3M——百分之十五的規則百分之十五的規則


問題討論問題討論上班時間可否上上班時間可否上 MSN?MSN?鼓勵研究鼓勵研究 vs. vs. 研究室使用時間研究室使用時間


專案管理的技能專案管理的技能鼓勵產生創意的能力鼓勵產生創意的能力。在發展早期在發展早期，選出最有希望的專案之能選出最有希望的專案之能力力，使其取得資金使其取得資金，並剔除潛在高成本並剔除潛在高成本風險的失敗的專案風險的失敗的專案。

使上市時間最短的能力使上市時間最短的能力。


The Development FunnelThe Development FunnelGate 1 Gate 2


跨功能整合跨功能整合優點優點

確保產品的發展符合顧客需確保產品的發展符合顧客需研發研發 ++ 行銷行銷產品的設計易於製造產品的設計易於製造研發研發 ++ 生產生產降低發展成本降低發展成本研發研發 ++ 行銷行銷 ++ 製造製造縮短上市所需時間縮短上市所需時間研發研發 ++ 行銷行銷 ++ 製造製造

重要性重要性產品規劃期間更動設計產品規劃期間更動設計，會增加會增加發展成本發展成本

50%50% ，上市時間上市時間 25%25% 。


產品開發團隊應具備的屬性產品開發團隊應具備的屬性重量級的重量級的專案經理人專案經理人——財務財務、、人力資源之人力資源之取得、溝通、領導、整合跨功能部門人取得、溝通、領導、整合跨功能部門人員員……。

成員來自成員來自各功能部門各功能部門，具備功能性專業具備功能性專業能力能力，願意承擔小組成敗責任願意承擔小組成敗責任，摒除本摒除本位主義位主義……。

成員集中在同一個地點工作成員集中在同一個地點工作，營造同僚營造同僚的的情誼情誼，並促進並促進溝通溝通。

有明確的有明確的計畫計畫、、目標與激勵辦法目標與激勵辦法。發展發展溝通溝通與與衝突解決衝突解決的程序的程序


Sequential Sequential and and Partly Partly Parallel Parallel DevelopmeDevelopment nt ProcessesProcesses


案例案例—— 386 PC386 PCCompaqCompaq 採跨功能小組與同步工程採跨功能小組與同步工程領領先先 IBM IBM 66 個月個月上市上市。


The Role Played by Various The Role Played by Various Functions in Achieving Superior Functions in Achieving Superior InnovationInnovation Value Creation Value Creation

FunctionFunction Primary RolesPrimary Roles

Infrastructure Infrastructure (Leadership)(Leadership)

1.1. Manage overall project (I.e., manage the development function).Manage overall project (I.e., manage the development function).2.2. Facilitate cross-functional cooperation.Facilitate cross-functional cooperation.

ProductionProduction 1.1. Cooperate with R&D on designing products that are easy to Cooperate with R&D on designing products that are easy to manufacture.manufacture.

2.2. Work with R&D to develop process innovations.Work with R&D to develop process innovations.

MarketingMarketing 1.1. Provide market information to R&D.Provide market information to R&D.2.2. Work with R&D to develop new products.Work with R&D to develop new products.

Materials ManagementMaterials Management No primary responsibility.No primary responsibility.

R&DR&D 1.1. Develop new products and processes.Develop new products and processes.2.2. Cooperate with other functions, particularly marketing and Cooperate with other functions, particularly marketing and

manufacturing, in the development process.manufacturing, in the development process.

Information SystemsInformation Systems 1.1. Use information systems to coordinate cross-functional and cross-Use information systems to coordinate cross-functional and cross-company product development work.company product development work.

Human ResourcesHuman Resources 1.1. Hire talented scientists and engineers.Hire talented scientists and engineers.


對顧客需要回應快的企業對顧客需要回應快的企業獲獲得較大的得較大的品牌忠誠度品牌忠誠度收取超收取超額的額的價格價格或賣給顧客更多的或賣給顧客更多的產品或服務產品或服務擁有擁有競爭優勢競爭優勢


Achieving Superior Achieving Superior Customer Customer ResponsivenessResponsiveness11 Developing a Developing a customer focuscustomer focus::

Top leadership commitmentTop leadership commitment to to customers.customers.

Employee attitudesEmployee attitudes toward toward customers.customers.

Bringing customers into the Bringing customers into the companycompany..


Achieving Superior Achieving Superior Customer Customer ResponsivenessResponsiveness22Satisfying Satisfying customer needscustomer needs::CustomizationCustomization of the features of products of the features of products

and services to meet the unique need of and services to meet the unique need of groups and individual customers.groups and individual customers.

Reducing customer Reducing customer response timesresponse times:: MarketingMarketing that that communicatescommunicates with with

productionproduction.. Flexible productionFlexible production and and materials materials

managementmanagement.. Information systemsInformation systems that support the that support the

process.process.


案例案例Domino’s PizzaDomino’s Pizza 創建人創建人 Tom MonaghanTom Monaghan

每週儘可能拜訪商店每週儘可能拜訪商店，，親自送幾份貨，並要求其親自送幾份貨，並要求其他的高階經理人也必須如此作他的高階經理人也必須如此作。。領導領導

WelcomeWelcome超市請顧客建議上架商品超市請顧客建議上架商品將顧客帶將顧客帶入企業入企業

KLEINKLEIN腳踏車提供不同的規格組件與顏色供顧腳踏車提供不同的規格組件與顏色供顧客自由搭配客自由搭配入企業入企業

CaterpillarCaterpillar可在可在 2424 小時之內小時之內，，將備用零件送將備用零件送到全世界每一個地方到全世界每一個地方回應時間回應時間

小批量訂購小批量訂購，現購現烘焙，現購現烘焙 (( 顧客指定烘培顧客指定烘培度度 )) ，兩天內送達，全年無休，兩天內送達，全年無休回應時間、客製回應時間、客製化、將顧客帶入企業化、將顧客帶入企業

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The Primary Role of Different The Primary Role of Different Functions in Achieving Superior Functions in Achieving Superior Customer ResponsivenessCustomer Responsiveness

Value Creation Value Creation FunctionFunction

Primary RolesPrimary Roles

Infrastructure Infrastructure (Leadership)(Leadership)

1.1. Through leadership by example, build a company-wide Through leadership by example, build a company-wide commitment to customer responsiveness.commitment to customer responsiveness.

ProductionProduction 1.1. Achieve customization by implementing flexible Achieve customization by implementing flexible manufacturing.manufacturing.

2.2. Achieve rapid response through flexible manufacturing.Achieve rapid response through flexible manufacturing.

MarketingMarketing 1.1. Know the customer.Know the customer.2.2. Communicate customer feedback to appropriate functions.Communicate customer feedback to appropriate functions.

Materials Materials ManagementManagement

1.1. Develop logistics systems capable of responding quickly to Develop logistics systems capable of responding quickly to unanticipated customer demands.unanticipated customer demands.

R&DR&D 1.1. Bring customers into the product development process.Bring customers into the product development process.

Information SystemsInformation Systems 1.1. Use Web-based information systems to increase customer Use Web-based information systems to increase customer responsiveness.responsiveness.

Human ResourcesHuman Resources 1.1. Develop programs to get employees to think like customers.Develop programs to get employees to think like customers.

functional-level strategy 5-1 case study — lioyds bank 1 問題 問題 1980...

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functional-level strategy 5-1 case study — lioyds bank 1 問題問題 1980...