在一个产业中,参加竞争的每一个公司都有其显式的或隐式的竞争战 略。这一战略可能在计划过程中以显式提出,或者可能通过公司各职能部门 的活动以隐式演进。如果听任各部门自行其是,则它们不可避免地将依从于 其业务性质和负责人兴趣的驱使而各自力政。然而,这些部门各自为政的集 合却极少是公司的最佳战略。 当今,美国及国外公司对战略规划的强调反映了这样一种观点:即一个 显式的战略制定过程总能产生显著的效益,它保证职能部门至少在政策上(如 果不是行动上)与一系列共同的目标相协调,并受这些目标魄指导

Consumers benefit from search broker services Consumer trust can be leveraged across many product categories How will brick and mortar agents fare vs electronic agents?

Reputations can create value in B-to-B markets and support diversification Brands create more value if the products are frequently purchased and in high involvement categories

The wheel of retailing Gain entry with low prices Gain trust and loyalty Add offerings and raise prices Differentiate from new no-frills entrants

The fox case- Room for one more A number of changes make it easier to enter cheaper transmission technology more syndication more independent stations demographics makes the \young\niche larger The networks have a hard time defending

In a service company, important parts of the product are being designed by the front-liners every time they serve a customer They are uniquely positioned to read customer needs. You need to provide them with information(about costs)and incentives

Complaint management is an Investment Cost of customer acquisition vs retention Loyal Word of mouth(p positive or negative) Information for design changes Compensation may exceed price

15.834 Complaints Please read the package and think about Which replies are good and why? Which replies are bad and why? Is a reply always better than none? What do the companies get out of this?

Factors facilitating heads attack transparent performance and fashion cycles The same factors make defense arder

15.834 Mid-Course Feedback 03 More specificity on summary slides Lectures boring Case overlap Post lecture slides More videos