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产品日益同质化,产品型公司越来越依赖服务实现差异化和赢利。但是刚刚涉足服务游戏的产品型公司,必须首先懂得游戏的规则。多数产品企业借助服务来捍卫或提升其产品业务的价值。譬如思科建立了自己的安装、维护和网络设计服务业务,以加强与大企业和电信客户的关系或确保优质的产品支持。奥的斯电梯公司的服务重点是通过提高电梯的可靠性,增进客户满意度、留住客户以及扩大市场份额。企业也会因为竞争对手使用产品和服务打包的策略而跟风进入服务领域。
As products become more homogenous, product companies increasingly rely on services for differentiation and profitability. However, product-based companies that have just been involved in service games must first understand the rules of the game. Most product companies rely on services to defend or enhance the value of their product business. For example, Cisco set up its own installation, maintenance and network design services business to strengthen relationships with big business and telecom customers or to ensure good product support. Otis Elevator's service focus is on improving the reliability of elevators, increasing customer satisfaction, retaining customers and increasing market share. Businesses can also follow suit in the service space because of competitors' tactics of using products and services to pack.