technology marketing: knowing internal environment...
TRANSCRIPT
Technology Marketing:
knowing internal environment and conducting
SWOT analysis
Prof. K. FUKUYO, MOT, Yamaguchi Univ.
Marketing flow
Customer
• Who is your Customers
• Customers’ problem
• Customers’ needs
Business Environment
• Society, technology,
economy, education
• Competition
• Stakeholders
Your ability
• Technology, design
• Sales force
• Appeal power
Analyses
Decision Making
Planning
Product
Price
Place
Promotion
Product / service
launch
Feedback /
control
Go back to the start
Company’s Vision, Mission,
Aims (policies), Objectives (c) Prof. Kazuhiro FUKUYO, PhD, 2015
Internal Environment
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Before making new products or services, you should know the internal environment, too
You should understand the capability of your company / organization
Typical scheme to understand the internal environment (capability / nature of the company / organization) is a “value chain” model
新たな商品を作る前に,「内部環境」も知る必要がある
まず,自分の企業・組織の能力を知ること
内部環境を理解するための典型的な枠組みとして「バリューチェーン」モデルがある
Value chain
Output
value
Input
costs
Support activities
Primary activities
Inbound
logistics Operation
s Outbound
logistics Sales Services
Firm infrastructure
Human resource management
Technology development
Procurement
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Primary activities
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Inbound
Logistics
購買物流
Operations
オペレーション
Outbound
Logistics
出荷物流
Sales
販売
Services
サービス
Getting orders
from
customers
Purchasing,
stocking,
distributing
materials
Making
products or
services by
using
materials
Stocking and
providing the
products /
services
Promoting
and selling
products /
services
Maintaining
and fixing
products /
services
Appropriate
quantity,
quality, and
cost;
Catching calls
from
customers
Quality and
quantity;
Costs of
manufacturing
Inventory
adjustment;
Quick and
safe delivery
Encourage
customers to
by the
products /
services
Claim
management
Primary activities
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Inbound
Logistics
購買物流
Operations
オペレーション
Outbound
Logistics
出荷物流
Sales
販売
Services
サービス
顧客から注文を受ける
購買,資材管理,生産現場への資材供給
資材を使って商品/サービスを製造する
商品/サービスの供給
商品/サービス
の販売促進と販売
販売後の保守管理
適切な量,質,コスト
失注を防ぐ
量,質,製造コスト
適切な在庫管理
迅速で安全な納品
顧客に購入を促す工夫
苦情処理
Importance of primary activities
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
The primary activities are ordinary works
They are not special works
However, if your company conduct primary activities worse than the rivals, your company lose the competition
Your company should conduct each of primary activities better than the rivals
「主活動」は通常業務であり,特別なことではない
しかし,ある企業が主活動をライバルよりもうまくこなせない場合,その企業は競争に負ける
企業は各主活動をライバルよりもうまくこなしていく必要がある
“Don’ts” in outbound logistics
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Don’t package your products poorly Too much packaging is not
required
But it is required to package your products in order to prevent damage
Don’t be late for delivering your products to your customers Late delivery loses your
customers’ trust
Don’t forget to have enough products on hand If there’s no products in your
shops, you will lose business chance
製品の包装に気を配ること
納期に注意
十分な在庫を持つこと
“Don’ts” in services
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Don’t forget service supports after you provide your products / services If you sell cars, you should
conduct maintenance supports for your customers You will get money from the
maintenance supports and selling spare parts
Don’t leave claims from your customers You will lose the customers’
trust
You cannot get important information to improve your products
納品後のサポートを忘れないこと もし自動車を販売するのなら,メンテナンスサポートを忘れないこと メンテナンスサポートによって,サービス料や部品交換代など追加の収入を得ることができる
顧客からの苦情を放置しないこと 顧客からの信頼を失う
商品を改良するための重要情報を逃す
Support activities
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Firm infrastructure Organizational structure,
control systems, company culture, etc.
Human resource management Employee recruiting, hiring,
training, development, and compensation
Technology Technologies to support
value-creating activities
Procurement Purchasing inputs such as
materials, supplies, and equipment
支援活動には次のものが挙げられる 企業インフラ
組織構造,企業文化,その他
人材資源管理 採用,トレーニング,能力開発,報酬
技術開発 価値創造活動をサポートする技術
調達 原材料や部品などの調達
Technology affects primary acts.
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
For inbound logistics Transportation
Material handling and storage
Communications
Operations Process
Materials
Machine tools
Material handling
Packaging
Maintenance
Design
Testing
購買物流 輸送
材料の搬送・貯蔵
意思伝達
オペレーション プロセス
材料
加工機械
材料搬送
包装
保守
設計
試作
Technology affects primary acts.
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Outbound Logistics
Transportation
Packaging
Communications
Sales
Media (TV / Internet, etc.)
Communications
Service
Communications
出荷物流
輸送
包装
意思伝達
販売
情報媒体
意思伝達
サービス
意思伝達
Value chain analysis: primary acts.
Primary
activities
主活動
Issue Impact /
implications
Comments /
actions
Inbound logistics
Operations
Outbound
logistics
Sales
Services
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Value chain analysis: support acts.
Support
activities
支援活動
Issue Impact /
implications
Comments /
actions
Firm
infrastructure
Human resource
management
Technology
Procurement
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
SWOT analysis
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
You can get much information from the external (macro and micro) and internal (value chain) analyses
In order to identify the key issues among the information, SWOT analysis is conducted
Strength (of your company)
Weakness (of your company)
Opportunity (in the business environment)
Threat (in the business environment)
外部分析と内部分析によって莫大な情報が得られる
そのなかで最も重要な問題を特定するためにSWOT分析が実施される
Strength and weakness
Strength and weakness are related to the internal environment of a company
強み・弱みは企業の内部環境に関わる(ライバルとの相対比較によるが)
Example:
If your company can make a product at less than half the cost of the other company, that is strength of your company
However, if a Chinese company make the same product at less than the cost of your company, that is weakness of your company
Your
product
cost: $50
Rival’s
product cost:
$100
Chinese product
cost: $25 Weak Strong
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Opportunity and Threat
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Opportunity and threat
are related to the
external environment of
a company
Example
Rise of oil prices will be
threat for a fuel-inefficient-
car company and
opportunity for a fuel-
efficient-car company
機会と脅威は外部環境によって決まる
例:エネルギー価格
エネルギー価格の高騰はある会社には機会として,別の会社には脅威として作用する
Procedure of SWOT analysis
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Based on the results of external (macro- and microenvironment) analyses, describe the opportunity and threat to your company
Based on the internal (value chain) analysis, describe the strength and weakness of your company
Think how to change your weakness into strength
Think how to change threat to your company into opportunity by applying your strength
外部環境分析に基づいて機会と脅威を特定する
内部環境分析に基づいて強みと弱みを特定する
どのようにしたら弱みを強みに変えることができるか
どのようにしたら強みを生かして脅威を機会に変えることができるか
SWOT Analysis
(c) Prof. Kazuhiro FUKUYO, PhD, 2017
Opportunities
1.
2.
…
Threats
1.
2.
…
Strengths
1.
2.
…
Use strengths to take
advantage of
opportunities
1.
2.
Use strengths to avoid
threats
1.
2.
Weaknesses
1.
2.
…
Overcome weaknesses
by taking advantage of
opportunities
1.
2.
Minimize weakness and
avoid threats
1.
2.
Marketing flow
Customer
• Who is your Customers
• Customers’ problem
• Customers’ needs
Business Environment
• Society, technology,
economy, education
• Competition
• Stakeholders
Your ability
• Technology, design
• Sales force
• Appeal power
Analyses
Decision Making
Planning
Product
Price
Place
Promotion
Product / service
launch
Feedback /
control
Go back to the start
Company’s
Mission, Aims, Objectives
Now you’re
here
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Decision making
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Based on the results of analyses (macro, micro, value chain, and SWOT) and together with the company’s vision, mission, aims / policies, and objectives, you will make the decision and business plan
Vision, mission, aims / policies, and objectives should be established before starting business (ideally)
They should be revised when the business environment changes
外部環境分析,内部環境分析,SWOT分析の結果とビジョン・ミッション等とに基いて事業計画を決定する
ビジネス開始前からビジョン,ミッション等が確立されていること望ましい
ビジネス環境の変化に応じてビジョン・ミッション等を作り直す必要がある
Marketing flow
Customer
• Who is your Customers
• Customers’ problem
• Customers’ needs
Business Environment
• Society, technology,
economy, education
• Competition
• Stakeholders
Your ability
• Technology, design
• Sales force
• Appeal power
Analyses
Decision Making
Planning
Product
Price
Place
Promotion
Product / service
launch
Feedback /
control
Go back to the start
Company’s Vision, Mission,
Aims (policies), Objectives
Now you’re
here
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
計画と戦略と戦術
経営における、計画、戦略、戦術の違いは?
計画は・・・
戦略は・・・
戦術は・・・
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
計画とは
事業計画、販売計画、中期計画など
時間によって駆動される
「○月○日に発売」
「○月までに▲台達成」
ある時点での予測に基づく
実際の「商機」とは関係が無い
突然の経済環境の変化に対する判断がない
現実との乖離が著しくなれば修正・廃案
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
戦略とは
経営戦略、研究開発戦略など
長期的な利益の安定的成長を図ること
例:10年で売り上げ倍増
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
戦術とは
個々の製品の仕様・価格決定,プロモーションなど
マーケティング・ミックス(4P)のような「戦略」は実際には戦術に過ぎない
製品のヒット率を向上するような策ならば、「戦略」
企業の利益は個々の戦術に支えられている
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
軍事上の戦術・戦略
戦術の任務は個々の戦闘にそれぞれ形を与えることであり、また戦略の任務はこれらの戦闘を使用することである 戦術:戦闘の形成に関わる 戦略:戦闘の意義に関わる
戦術においては理論を組み立てる困難が戦略におけるよりも遥かに少なく済むのである
方法は戦略におけるより戦術において多く使用されるのである 方法とは常に繰返されるものとして選び出された手続きのことである
クラウゼヴィッツ『戦争論』(篠田英雄訳、岩波文庫)
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
戦略 戦術
戦術と戦略の違い
属人的
状況に応じた特殊解
アート
非属人的
再現性のある一般解
サイエンス
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
戦略を考える前に…
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
そもそも,企業や組織の持っているミッション(使命),ビジョン(将来像)を振り返ること
例: 鉄道の会社がディスカウントストアを経営するのは意味のないこと ⇒ では,コンビニを経営するのは?
ミッション・ビジョンの例: 日産 ビジョン
人々の生活を豊かに
ミッション
私たち日産は,独自性に溢れ,革新的なクルマやサービスを創造し,その目に見える優れた価値を,全てのステークホルダーに提供します。
それらはルノーとの提携のもとに行っていきます。
ミッション・ビジョン・戦略目標・戦略…
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
ミッション
ビジョン
戦略目標1
戦略1
戦術1.1 戦術1.2
戦略目標2
戦略2
戦略目標3
戦略3
Vision and Mission
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Vision Vision is a short
statement what the company wants to be
Mission
Mission is a short statement of what organization is
It describes why it exists and what it does to achieve its vision
It focuses on what benefit the company provides
ビジョン
ビジョンとは,ある企業が将来どのようになりたいのかを示す短い文章
ミッション
ミッションとは,その企業が何をする企業なのかを述べる短い文章
その企業の存在理由やどのようにビジョンを達成するのかについて述べる
その企業がどのような利益をもたらすのかについても述べる
Example of mission, etc. (SONY)
Vision To create exciting new digital entertainment experiences
for consumers by bringing together cutting-edge products with latest generation content and services
Mission
Sony is committed to developing a wide range of innovative products and multimedia services that challenge the way consumers access and enjoy digital entertainment
By ensuring synergy between businesses within the organization, Sony is constantly striving to create exciting new worlds of entertainment that can be experienced on a variety of different products
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Example of mission, etc. (HONDA)
Company Principle (Mission Statement)
Maintaining a global viewpoint, we are dedicated to
supplying products of the highest quality, yet at a
reasonable price for worldwide customer satisfaction.
Management Policies
Proceed always with ambition and youthfulness
Respect sound theory, develop fresh ideas, and make the
most effective use of time
Enjoy work and encourage open communication
Strive constantly for a harmonious flow of work
Be ever mindful of the value of research and endeavor
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Example of mission, etc. (Philips)
Mission
Improving people’s lives through meaningful innovation
Vision
At Philips, we strive to make the world healthier and more
sustainable through innovation
Our goal is to improve the lives of 3 billion people a year
by 2025
We will be the best place to work for people who share
our passion
Together we will deliver superior value for our customers
and shareholders
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Example of mission, etc. (SAP 1)
Vision
Consistently deliver high quality solutions focused on
improving customer satisfaction
Mission
Research and develop new methods and standards.
Proactively communicate and share knowledge.
Apply the knowledge to enhance our products, processes
and services.
Continually monitor and improve our performance against
set targets.
Strive for prevention of failure, defect reduction and
increased customer satisfaction.
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Example of mission, etc. (SAP 2) Policy
Quality is the basic requirement for the satisfaction of our customers and the resulting competitiveness and economic success of SAP
The Executive Board dedicates itself to the implementation and monitoring of the following principles:
SAP employees shall work according to the Quality Management System applicable in their area
SAP employees shall undertake all actions required to maintain a close cooperation with internal and external customers and partners, and a performance-oriented communication with its suppliers
Continual improvement of our products, processes, and services coupled with innovation is at the center of our endeavors. To this end, SAP employees shall further optimize our organizational, operational, and technical processes. Quality Management shall support the business-oriented behavior of all parties involved
Promoting employee satisfaction and quality awareness are major managerial functions in the entire company. Quality shall be an integrated element of daily business for everyone
Integrity, excellence, partnership, innovation, and openness are required from all SAP employees to achieve the goals. They have to know the input requirements to comply with quality in their area. Internal education is provided to help SAP employees fulfill their tasks
Quality goals are regularly defined, implemented, and monitored by responsible parties within the framework of our Quality Management Systems
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Objectives
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
You should embody
mission/vision more
specific
Mission and vision are
transformed into specific,
measurable,
aspirational, realistic,
and time-bound
objectives
ミッション・ビジョンをより具体化したものが必要である
それが戦略目標
戦略目標は,具体的かつ測定可能なもの,現実味があると同時に向上心があるもの,そして時間の制約を備えたものである
Specific, measurable
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
“We will develop a fuel-efficient vehicle” is not a specific objective
“We will develop a fuel-efficient vehicle in 10 months” is specific but not measurable
“We will reduce fuel consumption of a vehicle by 30 % in 10 months” is specific and measurable
「燃費の良い自動車を開発する」というのははっきりしない目標
「10か月以内に燃費の良い車を開発する」というのはよりはっきりしているが,測定不可能な目標
「10か月以内に自動車の燃費を30%向上する」というのは明確で測定可能な目標
Aspirational, realistic
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
“We will develop a flying car” is aspirational but not realistic
“We will develop a fuel-efficient vehicle” is realistic but not aspirational
“We will develop a driverless car” is aspirational and realistic Google is now developing a
driverless car (which drives itself <<automatically>> and does not require a driver)
「空飛ぶ自動車を開発する」というのは意欲的だが非現実的
「燃費の良い自動車を開発する」というのは現実的だが意欲的ではない
「運転手のいらない自動車を開発する」というのは意欲的で現実的 グーグルの自動運転者
Time-bound
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Objectives should have
time limits
When it starts
When it ends
Timeless objectives will
not ends
It will fail
目標には時間の観念が必要
いつ始まるのか
いつ終わるのか
時間制限のない目標は終わらない
終わらない目標は失敗に至る
Decision making
Results of Analyses
• External environment
is like this …
• Internal environment
is like this …
分析結果
• 外部環境は…
• 内部環境は…
Decision Making
意思決定
Your company’s
Vision
Mission
Aims / policies
Objectives
企業の
ビジョン,ミッション,
目的,政策,目標
Based on the results of analyses, together with vision, mission, aims,
policies, and objectives, you should decide what you should do
外部環境・内部環境の分析結果やビジョンやミッションをすべて踏まえた上で意思決定を行う
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Marketing flow
Customer
• Who is your Customers
• Customers’ problem
• Customers’ needs
Business Environment
• Society, technology,
economy, education
• Competition
• Stakeholders
Your ability
• Technology, design
• Sales force
• Appeal power
Analyses
Decision Making
Planning
Product
Price
Place
Promotion
Product / service
launch
Feedback /
control
Go back to the start
Company’s Vision, Mission,
Aims (policies), Objectives
Now you’re
here
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Planning
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
In the planning stage,
you should make plan
for the following
elements:
Product
Price
Place
Promotion
These elements are
often called “Marketing
mix”
計画段階では,4つの”P”,通称「マーケティング・ミックス」について計画を立てなくてはならない
商品
価格
流通
販売促進
Product
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
You should make a concrete / specific plan of product / services, which you offer to your customer
Note People don’t want products
They want to solve their problem
Example People don’t want a computer
They want to use the internet services
So, people don’t buy a computer, if there are cheaper devices to connect to the internet, such as mobile phones, tablet PC, etc.
顧客に提供する商品/サービスを具体的・明確に企画しなくてはならない
注意点 顧客は商品/サービス自体を欲しているのではない
顧客は商品/サービスによって顧客が抱えている問題を解決したいのである
例
顧客はコンピュータを欲しがっているのではない
顧客はインターネットサービスを利用したいのである
従って,もし,インターネットに接続できる安価なデバイスがあれば,顧客はそちらを購入する
Price
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
How much will the
customers pay for your
products / services?
Customer will not pay for
your products
themselves
They will pay for the
benefit which your
products give
商品/サービスに対して顧客がいくら払うのか?
顧客は商品/サービス自体にお金を払うわけではない
顧客は商品/サービスの利用によって得られる便益に対してお金を払っている
Place
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
“Place” means how to provide your products / services at a place, which is convenient for consumers
If you develop a good product but you cannot send it to your customers, you could not get any profit
Logistics (transportation, packing, money-collecting, etc.) are vital for your business
流通というのは,顧客にとって便利な方法・場所で商品/サービスを供給すること
もし,良い商品を作ることができても,それを顧客に届けることができなければ,企業は利益を得られない
流通(輸送,包装,集金)は事業の成否を左右する
Promotion
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Promotion consists of
many activities, such as
Advertising your products
/ services
Informing benefit of your
products / services to
customers
Sales promotions
(discounts)
Etc.
Promotion is a type of
communication
販売促進(プロモーション)は様々な活動で構成されている
宣伝広告
顧客に商品/サービスの良さを伝える
ディスカウントなど販売上の工夫
販売促進はコミュニケーションの一種
To concentrate on “product”
(c) Prof. Kazuhiro FUKUYO, PhD, 2015
Marketing mix is often
called “4P’s”
Each element of the
marketing mix is important
However, in this lecture,
we concentrate on
“product”
Because this lecture is
“technology management”
and it has strong
relationship with products
/ services
4Pの要素はビジネスの上でいずれも重要である
本講義では「4P」のうちの”product”に注目する
Literature
1. Tony Curtis: Marketing for engineers, scientists and
technologists, Wiley, 2008
2. Michael Porter: Competitive Advantage, 1985
3. Dave Needham: Business for Higher Awards,
Heinemann, 1996
4. http://www.philips.com/
(c) Prof. Kazuhiro FUKUYO, PhD, 2015