??? ?????????? Customer Value and Supply Chain Management

1
??? ??????????Customer Value and Supply Chain
Management

• ? ? ? ? ?Supply Chain Management

2
??(1)

• ??????????,??????????????,?????????????????
• ???????????????
• ?????? ? ????? ? ????
• ?????????,????????????????????
• ???????????????,??????????????????
• ??????????,?????????????,??????????,?????????????
  ???,?????????????????????

3
??(2)

• ?????(Logistics)??????(Back-Office
  Function),?????????????????,???????????????
• ????????????,??????????? ??
• ????????????????? ??????????????????????????????
  ??????
• ??,???????????????????????,???????????????????
• ??????????????????,??????????????????????

4
???????

• ???????????????
• ????????
• ????
• ?????
• ????
• ?????

5
??????

• ????????????,??????????????,???????????(Market
  Mediation)??
• ?????????????,???????(Functional
  Items),??????????????
• ????????????,??????????????????
• ???????????????????,??????????????,???????????????
  ??
• ????(Customer Access)???????????????????????
• ????????? Walgreens(????????)???,?????????????????
  ???????

6
????(Product Selection)

• ???????????????????????????????????
• Specialty stores?????????,????(Starbucks)?Subway
• Megastores??????????????,????????,?Wal-Mart
• Specialised Megastores??????????????,?Home
  Depot(????)
• ?????,??????,???????????????,??????????

7
???????????????????????

• Build-to-Order(BTO,?????)???????????????????
• ??Amazon.com?Dell
• Centralised Inventories??????????????
• ???,?????????????????(Distribution Centre)
• ???????????????,????????????,????????????
• A Fixed Set of Options(????/???)?????????????????
  ????
• ??,????(Honda)?????????

8
?????(Price and Brand)

• ????????????????????????
• ?????????????, ??????????????????????????,????????
  
• ??,????????????????????
• ????????????????
• Brand works hand in hand with price
• As the number of salespeople decreases, the value
  of brand increases
• This is particularly true on the internet
• ????????????????????,????????????,????????????,???
  ?????????

9
????(Value Added Services)

• It is hard to compete on price alone
• ???????,??????????,????????????????
• ??????????????,??????
• Commoditisation of products??????,?????????,?????
  ??????
• ??????????????????
• The need to get closer to the customer????????
• Improving information technology?????????????????
  ???

10
????

• ???????????????
• ????????????? - ????????????????? - ?????????????
• ???????????,??????????????,????????????????

11
?????

• ???????,?????????????
• ????????????,??????????????????????
• ???????????????????????????,??????????????????
• ?????(One-to-One Enterprise)
• ?????????????,?????????????????????,??????????,???
  ?????????????
• ????????,????????????????
• ?????????????????,????????????????????

12
?????????????

• ??????????????????
• ???????????
• ?????????????????????
• ?????????
• ???????????
• ???????????
• ???????
• ????????????????
• ????????????????

13
?????

• ???????
• Same product is sold at a different price to
  different consumers (private/small or large
  business/government/academia/health care)
• ?????,????????????????
• ?????
• ??????????????
• ????
• ????????????
• ????????????(Revenue Management)?????????

14
????(Revenue Management)

• ???????????????,?????????,????????,?????????
• ????
• Allocating the right type of capacity to the
  right kind of customer at the right price so as
  to maximise revenue or yield
• ??????,??????,??????(??)???????
• ??????????,???????????????????
• ???????????????????,????????????????????

15
Revenue Management Example
Revenue 1,200400 480,000
16
Revenue Management Example (cont)
17
Revenue Management Example (cont)
18
?????????
19
Airlines Traditional Requirements

• Perishable Inventory
• Limited Capacity
• Ability to Segment Markets
• Early-bird booking
• Over the weekend
• Product Sold in Advance
• Fluctuating Demand

20
Airlines Revenue Management

• Two components of airline revenue maximisation
• Customised Pricing
• Various fare products offered at different
  prices for travel in the same O-D market
• Yield Management(YM)
• Determines the number of seats available to each
  fare class on a flight, by setting booking
  limits on low fare seats

21
Revenue Management Capacity Allocation

• There are only two price classes
• Leisure (f2) 100 per ticket
• Business (f1) 250 per ticket
• Total available capacity 80 seats
• Distribution of demand for business class is
  known
• Enough demand for the leisure class
• Objective
• How many seats to allocate to the business class
  to maximise expected revenue

22
Benefits of Revenue Management in the Airline
Industry

• Evidence of airline revenue increases of 4 to 6
  percent
• With effectively no increase in flight operating
  costs
• RM allows for tactical matching of demand vs
  supply
• Booking limits can help channel low-fare demand
  to empty flights
• Protect seats for highest fare passengers on
  forecast full flights

23
????(Smart Pricing)(1)

• ??????????????????,???????????????, ???????????
• ?????(Customised Pricing)????,??????????????
• Revenue Management Techniques
• Distinguish between customers according to their
  price sensitivity
• Influence retailer pricing strategies
• Move supply chain partners toward global
  optimisation

24
????(Smart Pricing)(2)

• ????(Dynamic Pricing)???????????,???????????????
• Changing prices over time without necessarily
  distinguishing between different customers
• Find the optimal trade-off between
• high price and low demand versus low price and
  high demand
• Dynamic Pricing Trade-Offs
• Allocation of capacity to current or future
  demand
• High price and low demand versus low price and
  high demand
• Balance between production cost and inventory
  holding cost

25
????(Dynamic Pricing)(1)

• ???????????????????????????,???????????????????
• ????(Available Capacity)
• Profit Potential from Delayed Pricing tends to
  increase as capacity becomes tighter
• ????????,?????????????,????????????????
• ?????(Demand Variability)
• ????????,????????????????

26
????(Dynamic Pricing)(2)

• ????????(Seasonality in Demand Pattern)
• Profit Potential from dynamic pricing tends to
  increase as seasonality increases
• ???????????,????????????????
• ???????(Short Planning Horizon)
• ??????,????????????????
• Others
• Delayed Pricing is usually more effective than
  Delayed Production
• Profit Potential tends to increase as production
  cost increases or holding cost decreases
• Profit Potential may vary based on the type of
  product characteristics

27
????????????(1)

• ???????,??????????
• ????(Low Menu Cost)
• ?????????????????????
• ??????,?????????????
• ???????????(Low Buyer Search Cost)
• ?????,????????????,????????????

28
????????????(2)

• ??????(Visibility)
• To the back-end of the supply chain allows to
  coordinate pricing, production and distribution
• ????????????,????????????????????
• ????(Customer Segmentation)
• Difficult in conventional stores and easier on
  the Internet
• ???????????????????????
• ????(Testing Capability)
• ????????,??????????????

29
?????????(1)

• ????????????????????
• ?????
• ??????????????,???????????????????????????
• ????????????????,????????????
• ?????????
• ?????????
• ??????????
• ???????
• ???????

30
?????????(2)

• ????
• ?????????????,?????????????,????????????
• ????????????????????????,?????????????????
• ????????
• ??????????????
• ?Dell?????,??????????????????????,???????????
• ??????
• ???????????,????????????????