Information Technology Drives Industrialization Guidelines

Author: Ma Lianfu Zhang Huimin
Publisher:
Publish Date: 2005-12-01
Features: This book is a theoretical and practical marketing frontier work that reveals the essence of contemporary marketing. Based on an in-depth analysis of successful enterprises and uncovering their secrets to success, it interprets the meaning and essence of customer value from the perspective of marketing strategy, identifies the needs and key dimensions of value-creating customers, proposes approaches and strategies for creating customer value, and clarifies the methods and mechanisms of customer value management. It provides direction for marketing innovation and lays the foundation for the long-term sustainability of enterprises. In a Mastercard advertisement, there is a brilliant description of the value of candles: matches—10 cents; candles—$8; entertainment—value unlimited. If candles were merely for providing light, their value would be the same as matches, and such candles would be everywhere. However, if candles can appear as ordinary light sources while also serving as an unlimited source of entertainment, appealing to people emotionally and spiritually (candles in birthdays, Valentine's Day candles), and offering a pleasant fragrance and a wonderful atmosphere, then the value of candles is worth $8 or even more. Therefore, whether many products can provide significant value like candles depends on whether businesses observe the products they offer from different angles and define their value using different methods.
1. Value is determined by customers
While the importance of value is undeniable, there is a vast difference in understanding what value is or should be. People's perceptions and judgments of value are inherently personal, leading to diverse views on it. However, value is often associated with mathematical calculations, which makes us believe it is objective—that it exists independently of human will. But in reality, what is valuable to one person may not be valuable to another. This is because every individual has their own background, value system, and expectations for things, and their perceptions of value and the reasons for its increase also differ. Of course, businesses should not view value solely as money or price, as customers seek more than just low prices. In fact, many businesses have unexpectedly discovered that customers are willing to pay higher prices for what they truly desire. In other words, businesses can create and increase value in various ways based on different customer needs. However, in reality, the value perceived by businesses and customers often differs. In most cases, businesses either deliberately or unconsciously define the value of products and services from their own perspective. For example, airline management might believe that improving flight service quality adds more value to customers, while customers might feel that shorter queues at check-in would increase value. Similarly, flight attendants may know that travelers consider comfortable seats valuable, but management might prioritize improving lunch quality. P37-38