In answer to the important technological deployment, consumers express a need of physical reassuring and tangible contact. The perceived quality exceeds the role of brand image’s vector by perceptions’ differentiati...In answer to the important technological deployment, consumers express a need of physical reassuring and tangible contact. The perceived quality exceeds the role of brand image’s vector by perceptions’ differentiation to constitute an irrational link between objective characteristics (power engine, resistance) and subjective perceptions (facilitated hand grip, hardness of a steering wheel). The emotional expectations’ controls turn out many fields. It supposed to know and understand the perceptions of its customers. Its feelings must be objectively identified and quantified to be reproduced. The touch is the most solicited sense after the sight during the exploration of a product but it still undertaken in account. After an explication of sensory data’s integration to products’ conception, we resume different techniques to objectivize perceptions and how to link them to consumers’ preference. Then we present a new philosophy Touch design, which attest that the characterisation of the tactile feeling transmitted by a product is an important challenge. At least, we insist on the necessary coordination between design and technical engineering leading to the development of sensory communication tools and sensory-instrumental correlations.展开更多
Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory...Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory results is the lack of a theoretical framework： what strategic variables to include in the analysis and their relative importance; the definition of an industry, and how to make competitive strategy operational. First, the author presents a customer-oriented theory of management which submits that, like Procter and Gamble, understanding customers should be the primary focus of a business. Second, the author proposes an integrated approach to competitive strategy. Because customer-perceived quality is far more critical to long-term success than any other factor, it should be the centerpiece of competitive strategy. The author suggests that competitive strategy should be divided in two interdependent dimensions： external and internal. It is the external strategy that should be considered the primary dimension because it reflects the customers＇ perspective, and provides a sense of direction regarding how the internal resources should be used. Next, the author presents an operational framework of competitive strategy which proposes that the best route to market share leadership in consumer markets is competing in the mid-price segment, offering superior quality compared to competition at a somewhat higher price： （1） to maintain an image of quality, and （2） to ensure that the strategy is profitable and sustainable. Finally, the author offers a framework of business or industry definition that extends Abell＇s （1980） three dimensions to seven. He suggests that an integrated approach to market segmentation provides the foundation for conducting strategic group analysis in consumer markets. So, in strategic group research, we need a bottom-up approach that begins with a product-market segment. In each product market, real competition occurs at the brand level. This is the ground where actual competitive wars are fought, and this is where the rich dynamics of competition often come to light.展开更多
文摘In answer to the important technological deployment, consumers express a need of physical reassuring and tangible contact. The perceived quality exceeds the role of brand image’s vector by perceptions’ differentiation to constitute an irrational link between objective characteristics (power engine, resistance) and subjective perceptions (facilitated hand grip, hardness of a steering wheel). The emotional expectations’ controls turn out many fields. It supposed to know and understand the perceptions of its customers. Its feelings must be objectively identified and quantified to be reproduced. The touch is the most solicited sense after the sight during the exploration of a product but it still undertaken in account. After an explication of sensory data’s integration to products’ conception, we resume different techniques to objectivize perceptions and how to link them to consumers’ preference. Then we present a new philosophy Touch design, which attest that the characterisation of the tactile feeling transmitted by a product is an important challenge. At least, we insist on the necessary coordination between design and technical engineering leading to the development of sensory communication tools and sensory-instrumental correlations.
文摘Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory results is the lack of a theoretical framework： what strategic variables to include in the analysis and their relative importance; the definition of an industry, and how to make competitive strategy operational. First, the author presents a customer-oriented theory of management which submits that, like Procter and Gamble, understanding customers should be the primary focus of a business. Second, the author proposes an integrated approach to competitive strategy. Because customer-perceived quality is far more critical to long-term success than any other factor, it should be the centerpiece of competitive strategy. The author suggests that competitive strategy should be divided in two interdependent dimensions： external and internal. It is the external strategy that should be considered the primary dimension because it reflects the customers＇ perspective, and provides a sense of direction regarding how the internal resources should be used. Next, the author presents an operational framework of competitive strategy which proposes that the best route to market share leadership in consumer markets is competing in the mid-price segment, offering superior quality compared to competition at a somewhat higher price： （1） to maintain an image of quality, and （2） to ensure that the strategy is profitable and sustainable. Finally, the author offers a framework of business or industry definition that extends Abell＇s （1980） three dimensions to seven. He suggests that an integrated approach to market segmentation provides the foundation for conducting strategic group analysis in consumer markets. So, in strategic group research, we need a bottom-up approach that begins with a product-market segment. In each product market, real competition occurs at the brand level. This is the ground where actual competitive wars are fought, and this is where the rich dynamics of competition often come to light.
