【作者】 白琳；

【导师】 陈圻；

【作者基本信息】 南京航空航天大学 ， 管理科学与工程， 2007， 博士

【摘要】 顾客感知价值作为一个新的管理理念受到了越来越多的学者和管理者的关注。但目前关于顾客感知价值的识别和评价研究还不成熟,尚缺乏可具操作性的方法体系。鉴于此,本文主要的研究任务是在借鉴己有研究成果的基础上,提出一套系统的顾客感知价值驱动因素的识别和评价方法体系,并以手机产品为例检验方法的可操作性。以往较少有文献基于顾客感知价值的角度对其与竞争优势的相关性进行判别。很多研究都采取了先入为主的态度,认为两者之间必然存在某种既定的关系,并将其作为理论与方法演绎推理的“前提”。其实,没有调查就没有发言权,顾客感知价值驱动因素的识别和评价研究是否有意义就取决于顾客感知价值对竞争优势是否具有积极而重大的影响。因此,作为研究的起点,本文首先通过倒推法对顾客感知价值与竞争优势的相关性进行判别。在对顾客感知价值驱动因素的识别研究中,提出了顾客感知价值驱动因素识别研究的五个步骤及其相对应的方法。在因素搜集阶段,采用全程法引导受访者描述其消费经历来挖掘价值要素;对搜集到的因素进行筛选分析,剔除无关紧要和不具可行性的因素;在大规模问卷调查的基础上,通过因子分析分析法萃取出顾客感知价值驱动因素的因子结构;最后建立顾客感知价值层次模型。通过构建三维的重要性/竞争差异/顾客期望模型对先前识别出的驱动因素进行评价,目的在于充分了解驱动因素的战略意义,指出其中具有潜在变化动向和趋势的要素,为企业提高应对能力和战略制定提供一定的帮助。针对Woodruff构建的重要性/竞争差异矩阵存在的不足:坐标轴分界点没有明确确定,静态的两维的矩阵构架,欠缺对顾客期望变量的考虑。不足的存在影响了该方法在企业中的应用和实施。研究受到期望不一致模型的启发,认为顾客期望与企业绩效的差距会对顾客的购买决策产生重要影响,因此增加了顾客期望这个维度,从三个维度来考察价值要素的战略意义,得到了具有八个象限的立体的重要性/竞争差异/顾客期望模型,其中新增的四个象限充分说明了顾客感知价值的动态性特征,分别代表具有潜在变动趋势的“潜在竞争优势要素”、“潜在竞争标准要素”、“潜在无战略意义要素”和“潜在竞争特色要素”,突破了Woodruff的两维思想方法。这些工作既深化、细化了顾客感知价值驱动因素的战略性质,同时也使企业认识到了潜在的竞争优势来源和可能存在的潜在危机。此外,运用“突然下降法”来解决坐标轴分界点的问题。将重要性或差异性数值突然下降之前的因素划分为“高”的区域,突然下降之后的因素划分为“低”的区域。最后本文结合了手机产品的实证研究说明了构建该立体矩阵模型的具体的实施方法。更多还原

【Abstract】 Customer perceived value is believed as the new management idea, and has been the focus of scholars and enterprisers. But till now the researches on identification and evaluation for the drivers of customer perceived value is not yet mature, and is lack of operable method system. So, with the help of existent findings, the paper probes into the systemic identification and evaluation methods and carries out an empirical study to validate them by mobile telephone .Previously, few literatures judge the correlation between customer perceived value and competitive advantage. Many studies have taken a prejudices attitude and guessed that an established relationship must exist between them. So, many researches granted the relationship between them as the premise of deductive. In fact, no investigation, no right to speak. The identification and evaluation for drivers of customer perceived value is meaning or not will depend on whether customer perceived value has a positive and significant impact on the competitive advantage. So, as a starting point for the research, the paper first judges the correlation between customer perceived value and competitive advantage by reversing- inference method.In the study of customer perceived drivers identification, the paper presents five steps and the corresponding methods. Observation, Focus group, In-depth interview, Ladder and Tour grand are the outstanding customer perceived value identification qualitative methods in the drivers gathering step. Then, it is necessary to screen out some collected drivers in order to place the similar value idea a category, and delete the unimportant and unfeasible factors. On the basis of questionnaires, Factor analysis or Principal component analysis extract the customer perceived value drivers factors structure. Finally, according the“means-end”chain theory, customer perceived value hierarchical model is established.After identification, the evaluation for customer perceived value drivers makes the abstraction of the customer perceived value to further promote operation. The purpose of the study is to fully understand strategic significance of the previously identified drivers, and point out the potential change directions and trends of the drivers to improve the enterprises response capacity and strategy development. Based on the literature review, we aware that the shortages of the importance/difference matrix created by Woodruff: coordinate axis boundaries are not clearly defined, static two-dimensional thinking. The existence of defects affects the matrix in the enterprise application and implementation. The research think that the gap between customer expectation and enterprise performance will have a significant impact on customer purchase decision inspired from the Expectancy Disconfirmation theory. Accordingly, the previous matrix absorbs customer expectation dimension to construct a new three-dimensional importance/difference matrix including eight quadrants. The new four quadrant show the dynamic characteristics of customer perceived value and potential changes in the trend of "potential competitive distinctiveness", "potential competition standard," "potential no strategic significance" and "potential competitive differential advantage". The new method breaks the two-dimensional thinking of the original matrix and makes the strategic characteristic of customer perceived value drivers deepened and detailed. Also it enable enterprises to realize that a potential source of competitive advantage and the possible existence of the potential crisis. Finally, the method to generate the three-dimensional matrix model is applied in the mobile telephone industrial context.更多还原