A Study On Customer Value Based On Organization Element And Organization Capacity

This Passage has studied customer value (CV) creation and management based on design and change of organization element (OE) and on cultivation and development of organization capacity (OC). The reasons for studying the theme are the following:Firstly, former researches and practices about CV were focused on the fields of attributes about products and services and depending absolutely on marketing department, not penetrating strategically into throughout OE and OC; were regarded mainly as a managerial idea, not putting it into organizational behaviors. So these led to the poor achievement of customer value management (CVM).Secondly, most of CEOs and superior managers hope that their corporations become "customer-oriented businesses" and "the best suppliers in customers' hearts", however, present managerial tools and methods are difficult to meet their needs.Finally, former researches on design and change of OE and on OC were focused on internal corporation and used the thought of from inside to outside. Their practices were also focused on organization efficiency and stockholder value, not on the aim of organization learning and CV. So these led to the poor achievement of organization change and the post-reason of OC.Therefore, we think that CVM should be integrated with OC, OE change in order to overcome not only respective difficulty but also create more superior values for customers.This passage combines CVM with OE, OC, and penetrates CV into key processes, organizational culture, employee and ability of organization implementation and operation in order to explore the theme on CV creation and management through design and change of OE and through cultivation and development OC.For contents of the passage, firstly, this passage analyzes normatively internal mechanism about CV, OC and OE based on a summary of CV literature. Secondly,this passage examines and estimates their relationship through empirical analysis in order to find the factors influenced most to CV, such as employees' wishes, special knowledge and responsibility, value innovation influenced to organization implementation, value process influenced to organization operation, learn orientation and market orientation influenced to organization brace. Finally, this passage elaborates change and innovation of these factors according to customer value' requirement.This passage uses the research methods such as across subjects, for example, Marketing, Management and Organizational Behavior, as well as normative analysis and empirical analysis. Besides, some paragraphs use cases analysis.This passage draws some conclusions. The most important one is CV is positively related to OE and OC. For OC to have an effect on CV, organization operation ability is more powerful than implement and brace ability. For OE to have an effect on CV, value process is most powerful of ten factors detailed by the passage. Besides, employee' wishes, special knowledge and responsibility, value innovation as well as learn orientation and market orientation have more influence on CV creation.These conclusions have important managerial values for enterprises. First, it provides important thoughts and standards for industry customers to valuate suppliers' future value creation potential and select the best suppliers based on valuation. Second, it points out paths and methods of developing capabilities for suppliers to improve customer value. For example, Corporations should design and develop OE and OC such as value offering, human resource, business process, organizational structure and culture etc according to CV position, and penetrate customer needs into key process and management practices. The passage believes that a customer-oriented organization needs a powerful implemental system, an effective operational model and an adapted culture supporting system.