- A For This Exercise Refer To Figures 4 20 To 4 23 In The Textbook And Use The Values Provided In Them As The Basis For 1 (48.11 KiB) Viewed 32 times
- A For This Exercise Refer To Figures 4 20 To 4 23 In The Textbook And Use The Values Provided In Them As The Basis For 2 (37.49 KiB) Viewed 32 times
- A For This Exercise Refer To Figures 4 20 To 4 23 In The Textbook And Use The Values Provided In Them As The Basis For 3 (57.1 KiB) Viewed 32 times
- A For This Exercise Refer To Figures 4 20 To 4 23 In The Textbook And Use The Values Provided In Them As The Basis For 4 (48.09 KiB) Viewed 32 times
- A For This Exercise Refer To Figures 4 20 To 4 23 In The Textbook And Use The Values Provided In Them As The Basis For 5 (57.19 KiB) Viewed 32 times
ket -nce and and mance www 81 115 154 191 227 373 543 Brand Benefits Service Benefits Benefits Price Cost Machine Uptime Print Speed Image Quality Ease of Use Product Performance Attributes Brand Benefits Service Benefits Benefits FIGURE 4-19 Lexus Customer Experience and Customer Value Relative Importance FIGURE 4-20 Product Performance Index Price 40 30 Cost Business Rating 19 Value Creation From the information the marketing team ac uire d about the customer experience, Lexus engineers add features and ser- vices designed to enhance the customer experience benefits, while paying close attention to a target price that will deliver a value superior to competiton. 4 Competitor B с 7 8 5 20 10 100 Relative Product Performance Index: 10037137 5 7 7 6 7 6 5 6 6 Relative Advantage 27 20 0 -10 37 Perceived Product Performance Value creation is logically affected by perceptions of product performance. These QAA P ***
speed." For "image quality," the business had no perceived relative advantage, and with respect to "ease of use" the business was rated more than one point below each of the three competitors. The 10 relative importance points allocated for "ease of use" were therefore awarded to each of the three competitors-a total of -30 points from the business's Service Quality Performance Attributes Repair Time Response Time to Problems Quality of Service FIGURE 4-21 Service QUALITY Index Relative Importance Business Rating 5 60 30 10 100 Relative Service Quality Index: 100-10-90 5 7 Competitor B A 7 5 7 6 6 6 C 5 2 8 Relative Advantage perspective-which made the business's relative advantage score for this product benefit -10 (-30 divided by 3). Relative Advantage Machine Uptime 0+40+40 3 = 27 -20 10 0 -10 Q When the relative advantage scores for all four product benefits are totaled, the result is the business's overall relative advantage, which in this case is 37. The 13755 AA E
www 81 115 154 191 373 543 problems is figured as follows: Response Time to Problems Company or Brand Reputation Attributes Customer Commitment Reputation for Quality Relative Importance With respect to quality of service, the business failed to capture any relative advantage. Overall, the business produced a service quality index of 90, which means that the Business Rating FIGURE 4-22 Company or Brand Reputation Index H 0+0+30 3 8 9 Competitor B A 7 8 60 40 100 Relative Company of Brand Reputation Index: 100 + 40 = 140 6 9 = C = 10 4 8 Relative Advantage 40 0 40 business is 10 percent less attractive than its competitors in delivering service quality to customers. Perceived Company or Brand Reputation A third source of perceived performance is the reputation of the company or brand name with the public. Whether the company is Nordstrom or Hewlett- Dankned and whether the brand in Iovun nr Domine the nama italf an hon QAP <
81 15 154 191 227 273 457 5a6 543 brand reputation, we follow the same method that was used for measuring perceived product performance and service quality. The company's brand reputation in Figure 4-22 was driven by two factors: customer commitment and the reputation for quality. In this case, the business leads two of its three benchmark competitors in customer commitment but has no relative advantage in reputation for quality. The net result of these customer perceptions is an overall index of 140 for relative company reputation. Overall Performance Index To arrive at an overall measure of perceived relative performance, we need a way to combine the three sources of customer-perceived performance. Combining perceived product performance, perceived service quality, and perceived company or brand reputation requires weighing the relative importance of each group. In Figure 4-23, the most weight Core Area of Performance Product Performance Service Quality Company or Brand Reputation FIGURE 4-23 Overall Performance Index Relative Importance Relative Advantage 0.60 0.30 0.10 1.00 Overall Performance Index= 123 137 90 140 Overall Performance 82 27 14 123 QAA 130 CES