【作者】 朱俊；

【导师】 陈荣秋；

【作者基本信息】 华中科技大学 ， 管理科学与工程， 2010， 博士

【摘要】 企业战略的本质在于为顾客创造价值,而非在产品市场上战胜对手。传统意义上的企业更注重从内部挖掘潜力实现价值创造,轻视利用外部资源创造价值,特别是忽略顾客在价值创造中的能动作用。随着顾客角色的变化,企业逐渐认识到与顾客共同创造价值的重要性。全面顾客参与正是一种实现企业与顾客共同创造价值的经营模式。本文运用理论研究、实证研究和建立数学模型等方法,围绕全面顾客参与对顾客价值、企业价值的影响和全面顾客参与的价值融合机理展开研究,得出了如下结论。全面顾客参与是实现即时顾客化定制的保证。企业运作方式由大量定制向即时顾客化定制发展是必然趋势,而全面顾客参与是实现即时顾客化定制的保证。提出了全面顾客参与和客户关系管理既存在相同点又有不同点。全面顾客参与和客户关系管理都体现了以顾客为中心来赢得顾客满意和顾客忠诚的思想,并认同企业与顾客的关系价值以获得顾客信息和顾客知识实现顾客与企业的“双赢”,但全面顾客参与和客户关系管理所指的“顾客”含义不同,顾客与企业互动的范围不同,实现顾客价值最大化的机理不同。论证了全面顾客参与对顾客价值具有显著的正向影响,全面顾客参与对顾客满意具有显著的正向影响,顾客价值对顾客满意具有显著的正向影响。本文构建的全面顾客参与10题项量表,顾客价值11题项量表和顾客满意3题项量表,对相关研究具有参考价值。论证了全面顾客参与对企业价值的影响。实证研究结果表明：全面顾客参与对顾客购买价值具有显著的正向影响,全面顾客参与对顾客口碑价值具有显著的正向影响,全面顾客参与对顾客信息价值具有显著的正向影响,顾客购买价值对企业价值具有显著的正向影响,顾客口碑价值对企业价值具有显著的正向影响,顾客信息价值对企业价值具有显著的正向影响。提出了全面顾客参与的价值融合机理在于整合顾客能力和企业能力。顾客通过全方位参与、全过程参与和终生参与,消除了信息差距、感知差距和满意差距,有效实现了企业价值与顾客价值的融合,从而使企业增加顾客价值的活动更具有针对性也更加有效。更多还原

【Abstract】 Creating value for customers is the essence of corporation strategy instead of beating competitors in the product market. Traditional enterprises pay more attention to shaping strengths for value creation from the internal resources rather than from the external, therefore ignoring customers as an active role for value creation. With the changing role of customers, companies increasingly recognize the importance of creating value with customers. Total Customer Participation (TCP) is a kind of business model oriented to create value by enterprise and customer together. By using theoretical verification, empirical verification and mathematical model, this dissertation focuses on TCP to demonstrate how it harmonizes Customer Value (CV) and Enterprise Value (EV) and what kind of influences it has on CV and EV. The main research conclusions are as the following:TCP is the solid guarantee to realize Instant Customerization (IC). The development from Mass Customization (MC) to IC is the inevitable tendency of business operation. In addition, there exists some similarities as well as obvious differences between TCP and Customer Relationship Management (CRM). Both TCP and CRM advocate customer-centered idea to win Customer Satisfaction (CS) and Customer Loyalty (CL), which companies can obtain valuable customer information and customer knowledge from their relationship and consequently achieve win-win for companies and customers. However some obvious differences exist between TCP and CMR, such as types of customers, the interactive scope between customers and enterprises, and the principles for maximizing CV.TCP has a significant positive effect on both CV and CS; meanwhile, CV has the same influence on CS as well.10 items of TCP,11 items of CV and 3 items of CS, which were established in this dissertation, are available to the related research. TCP has positive influence on EV. The results of empirical verification show that TCP has a significant positive impact on Customer Purchasing Value (CPV), Public Praise Value (PPV) and Customer Information Value (CIV). Each of these three factors has a significant positive impact on EV correspondingly.The value harmonization mechanism of TCP lies in its integration of customer capability and enterprise capability. The gaps of information, perceived value and satisfaction were eliminated by customer participation of every hierarchy, full processes and lifetime, which harmonize CV and EV efficiently, thus enabling enterprise to increase CV more accurately and more effectively.更多还原