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REINVENTING STRATEGY Using Strategic Learning to Create and Sustain Breakthrough Performance phần 5

Trong phần này, tôi sẽ hướng dẫn bạn thông qua một phân tích tình hình thực tế được tiến hành với các nhà phân phối lớn của vật tư y tế đã được giới thiệu trong chương 1. Như bạn có thể nhớ lại, Med-Surg phải vật lộn để thích nghi với thực tế mới của thương mại điện tử hiệu quả tàn nhẫn của Internet, | Case Study A Situation Analysis of Med-Surg 101 Case Study A Situation Analysis of Med-Surg In this section I ll walk you through an actual situation analysis conducted with the large distributor of medical supplies that was introduced in Chapter 1. As you may recall Med-Surg was struggling to adapt to the new realities of e-commerce Thanks to the ruthless efficiency of the Internet the company was getting squeezed upstream by its suppliers and downstream by its customers who are doctors and dentists. The company was desperate not to become a boiled frog. As always in a situation analysis the task was to generate winning insights. We did this by asking a series of penetrating questions about the state of the company its customers and its environment. The executive team was able to produce a revealing diagnosis. It was clear from the outset that Med-Surg had fallen into a common trap. While the company s executives were very proud of the services they offered a first-rate distribution system for medical supplies Med-Surg had not thought hard enough about what its customers wanted. This represents a crucial difference in point of view They were looking at their customers from the inside out rather than the outside in. Our first task was to attempt to view the world through the customers eyes. Just asking about a customer s needs was too big a question. Instead the Med-Surg executives set out to discover the hierarchy of their customers needs to list all the needs they could think of and then to rank them in order of importance. To identify the most important needs they asked What keeps our customers up at night The executives weren t allowed to give the usual rote answers or to guess. Rather they had to actually talk to their customers and probe for answers. Think of yourself as an investigative reporter I encouraged them. Keep asking questions until you are satisfied you have reached the truth. A month later the managers reported back with a list of their customers