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本文发表于2016年7月的《工业周刊》。作者劳伦·亚伯勒是马拉康(Marakon)公司董事,拥有15年的战略咨询经验,在客户洞察和以客户为中心的战略发展方面拥有丰富的专业知识。劳伦获得杜克大学的经济学学士学位和宾夕法尼亚大学沃顿商学院工商管理硕士学位。兰迪·德吉尔是马拉康公司董事,在帮助高层管理团队制定盈利性增长战略、加强业务部门和企业各级组织能力方面拥有近25年的经验。兰迪获得密歇根大学的电子工程学学士学位和宾夕法尼亚大学沃顿商学院的工商管理硕士学位。激烈的竞争和更多的客户复杂性,使得制造商越来越难以维持对竞争对手的差异化优势。本文以两个工业品企业为例,介绍了工业品企业如何向消费品公司学习,将客户真正置于所有业务决策的中心,从而获得显著回报。
This article was published in the July 2016 issue of Industrial Week. Author Lauren Yborough, a director of Marakon, has 15 years of strategic consulting experience and a wealth of expertise in customer insight and strategic customer-centric development. Lauren earned a bachelor’s degree in economics from Duke University and a master’s degree in business administration from the Wharton School of the University of Pennsylvania. Randy DeGeer, a director of Malakang, has nearly 25 years of experience in helping top management teams develop profitable growth strategies and strengthen organizational capabilities in business units and at all levels of the organization. Randy holds a bachelor’s degree in electrical engineering from the University of Michigan and an MBA from the Wharton School of the University of Pennsylvania. Fierce competition and more customer complexity make it increasingly difficult for manufacturers to maintain their differentiated advantage over competitors. Taking two industrial enterprises as an example, this article introduces how industrial enterprises can learn from consumer products companies, and truly places customers in the center of all business decisions so as to obtain significant returns.