学习者需要选择一个（由华为公司提供的）实战商业机会，或者自己工作中的例子，仔细地评估，并清晰地表述给同学、沃顿教职员以及相关行业合作伙伴高管。 学习目标： 分析一个现实商业机会的收益与风险 提出一套如何利用这个商机的策略 准确并清晰地与他人交流你的分析和方案。学习者需要提供一个战略计划，以幻灯片或者视频的形式，展示针对这个商机的”市场进入”战略。 学习者需要明确商机的意义，分析其主要收益和风险，并提供一个“市场进入”方案，包含以下关键方面： 市场营销：针对新的产品，设计一个以消费者中心的传播/市场营销计划。 金融/财务：针对可行的项目，设计一个金融模型（比如净现金流模型），包含对成本和收益的预测。 运营管理：针对新项目，构建一个生产以及（或者）服务计划。
成本、质量、种类、响应能力
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來自 University of Pennsylvania 的課程
沃顿商务基础毕业项目 (中文版)
3 個評分
與講師見面
Christian TerwieschAndrew M. Heller Professor at the Wharton School, Senior Fellow Leonard Davis Institute for Health Economics Co-Director, Mack Institute of Innovation Management
The Wharton School
Now in the last session, we discussed how the performance of an operation can be
evaluated along four dimensions, cost efficiency, the quality or
ability to provide choice for the customer and responsiveness.
Now as the owner of the business of course,
I would love my operations to excel at all four of these dimensions.
I would love to provide customers with products with low prices,
provide them with infinite choice, high quality service, and
all of that immediately, provide them the products or services when they want.
Obviously, that is often not possible.
As the owner of the business, as a manager, as a consultant,
I have to make trade-offs among these four dimensions,
which is really what we're going to be discussing in this session today.
Let's look at a specific example.
Imagine you're consulting for a call center.
The call center currently has problems with response times.
Customers are waiting a long time, and
only 30% of the incoming calls gets served in 20 seconds or less.
Say for sake of argument that your goal is to improve this and
get 80% of the call service in 20 seconds or less.
This is called a service level and
we'll talk more about this later on in this course.
Now there's a tension between the forces of responsiveness and productivity,
in the sense that you could easily imagine a call center, that would have an amazing
responsiveness, it would have thousands and thousands of employees staffed,
it would be very inefficient but it would be very responsive.
Vice versa you could imagine downsizing the work force,
so that you have very few workers answering calls which would be great for
your productivity, but very poor for your responsiveness.
So there is clearly a trade-off between those two dimensions.
One of the things that we will discuss in this course is how you can use your
operations and the tools in this course to really position yourself on this graph,
because every business needs a different position in terms of service level.
The managerial decision is how many employees would you want to hire on
a given shift.
Next, imagine that you're going out.
You're working for this call center and our call center is performing
about here in terms of the responsiveness and the productivity.
You engage in some benchmarking and you're looking at a number of other
industry players along the lines of responsiveness and productivity.
First company that you run into is company A.
Company A, you notice is a lot more responsive than you have, so
in other words their customers have to wait less, but
at the same time you notice that they are a lot less efficient.
Then you run into company B.
Now these guys here are having a much better productivity, but
they do this at the cost of responsiveness.
So they are cheaper than we are, but they are a lot slower.
Both of these make good sense because they are really reflecting
the trade off that we just discussed on the previous slide.
Now the next company we run into is competitor C, and competitor C is a puzzle
for you really because these guys are both faster than we are and they are cheaper.
We refer to this difference here as the inefficiency in our operation.
And the line that goes, let me show this sketchily,
the line that includes all the industrial players to it's lower left,
we refer to this as the efficient frontier.
Obviously, the goal of an operation is to move out here to the upper
right of this graph.
Now an operation that is currently on the frontier in order to move to the upper
right here, it has to innovate and shift to frontier.
Everybody else who is off the frontier has the potential
to simultaneously improve along multiple of the four dimensions of
operational performance without having to make necessarily a sacrifice.
These are guys that are just doing the work smarter.
Now one of the things that we will talk about in this course is we'll help you
evaluate such changes, be it on the frontier to a new frontier,
or off the frontier towards more productivity and more responsiveness,
we'll help you evaluate these changes before you actually make them.
Making these changes is expensive, and so
to the extent that you can evaluate the financial impact before embarking on them,
you will have saved yourself a lot of headache.
Now it's time to look at a specific example.
What I've shown on this graph is data from the US airline industry and I plot here on
the x-axis, the efficiency of the carriers, as measured by the ratio between
the travel miles that they provide, relative to the operating expenses.
I also measure on the y-axis,
number that is called the yield of the airline, which takes the ratio between
the miles of travel service provided by the airline relative to the revenue.
Now, take a look here at this concept of the efficient frontier.
We see a line that roughly looks like this, and
that captures basically all of the big airlines along a pretty linear line.
The interesting outlier on this graph is Southwest Airlines.
Southwest has been able to achieve a much higher productivity compared to
the big legacy carriers, and thereby has been able to shift the frontier,
largely done because of their clever labour productivity,
something that we will analyse later on in this course.
You also notice how Hawaiian Airline has been able to achieve a similar
productivity, largely because of their small route network, but
has not been able to command the high prices, relative to Southwest.
Now this is data from 1996.
It is interesting to contrast this data with the year 2011.
In 2011, you'll notice that the frontier has changed very dramatically.
In fact, Southwest that has been playing
across the game relying on low pricing has emerged as
the airline that has been able to charge the highest prices in the industry.
Yet, they had to sacrifice on the productivity side.
They've been overtaken on the productivity side by companies such JetBlue and
Virgin America.
So you'll notice how that frontier in the industry has shifted.
New business models have arrived,
companies have played different strategies, and
because of their operations, the industry landscape now is a very different one.
All right, what have we learned today?
First of all we notice that you cannot have it all.
Just like in normal life, we have to set priorities,
a business has to prioritize some of the four dimensions of
operational performance, cost, quality, variety and responsiveness.
You have to decide on which of these four dimensions you want to compete.
Second, we talked about the concept of the efficient frontier.
I've casually defined the efficient frontier,
as the line that includes all firms towards lower left.
It was arguably quite a casual definition, but formally in academic terms,
we talk about the line of firms, that has no other firm that dominates a firm,
that is for example, cheaper and faster at the same time.
The efficient frontier is important as our gap as into company to the frontier
measures the inefficiency, the waste that we have in our operation.
One thing that we will talk about in this course is through clever operations,
through clever process design, we will help your firm to move up
towards the frontier and then once you're on the frontier, we'll have to continually
innovate, to keep on pushing the frontier to the upper right of the graph.
