学习者需要选择一个（由华为公司提供的）实战商业机会，或者自己工作中的例子，仔细地评估，并清晰地表述给同学、沃顿教职员以及相关行业合作伙伴高管。 学习目标： 分析一个现实商业机会的收益与风险 提出一套如何利用这个商机的策略 准确并清晰地与他人交流你的分析和方案。学习者需要提供一个战略计划，以幻灯片或者视频的形式，展示针对这个商机的”市场进入”战略。 学习者需要明确商机的意义，分析其主要收益和风险，并提供一个“市场进入”方案，包含以下关键方面： 市场营销：针对新的产品，设计一个以消费者中心的传播/市场营销计划。 金融/财务：针对可行的项目，设计一个金融模型（比如净现金流模型），包含对成本和收益的预测。 运营管理：针对新项目，构建一个生产以及（或者）服务计划。
引言——框架
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From the course by University of Pennsylvania
沃顿商务基础毕业项目 (中文版)
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Meet the Instructors
Christian TerwieschAndrew M. Heller Professor at the Wharton School, Senior Fellow Leonard Davis Institute for Health Economics Co-Director, Mack Institute of Innovation Management
The Wharton School
So welcome to my Coursera course and introduction to operations management,
this is a six week long course and today is the first session.
What I thought we would do in this first session is instead of
me bombarding you with the logistics for
this course including the homework assignment, the format of the course,
the exam, the course book, and all these other good things.
We just get started.
I promise I'll make up for the logistics later on.
So, what is operations management about?
The purpose of this first session is to think a little bit about what operations
management does and how it relates to the business strategy of the firm.
This will also help us think about what type of goals management might set for
an operation.
And that in turn guides what performance measures that we're going to track.
So, let's get started.
Let's start with two very specific examples.
It's soon lunch time, and so consumers are thinking about where should we go for
lunch today?
So we have our consumer here.
We're heading to a restaurant.
And now ask yourself,
what does the consumer want out of the operations of this restaurant?
Well, first of all they want to get the sandwich quickly.
Lunch break is short.
People are hungry.
And so the time that they have to wait in order to
get their sandwich is a pretty important variable for the consumer.
Second consumers differ in what type of sandwiches that they like.
And so, the ability of the restaurant
to really make sandwiches that are appealing to customers is important.
They have to be able to provide a variety of sandwiches
which means either having a big menu or
being able to make these sandwiches to specific customer instructions.
So as the customer cares about quality.
Now quality that could feed the ambience of a restaurant,
the friendliness of the staff.
It could be the hygiene of the place.
It could be making sure that the cheese is where exactly as it says on the recipe.
Quote we will have a number of dimensions that we will discuss for
later on in this course.
And then finally of course price matters.
And so the consumer doesn't want to spend too much money for his lunch.
Now let's go from the restaurant here and
let's look at the operations of the hospital.
Same thing, we have a consumer arriving to for
example the emergency room of the hospital so we have our unhappy consumer here.
Who is coming to the hospital and we are now asking ourselves well what does
a consumer want the operations for this hospital to do?
Again time is critical wait time in emergency rooms in this country can
often take as long as five hours, and so the person wants to be seen quickly.
They want to make sure that they get a care that is right for
them instead of the care that is right for the person in the bed next to them.
They want to receive this care in a high quality manner.
Making sure that it is in accordance with the latest evidence based medicine,
that the doctors and nurses have washed their hands, that the place is clean and
everything else.
And then finally, there are the charges and the copay
that the consumer and or his insurance will have to pay for the service.
So sandwich store, emergency room.
We see that an operation has to be able to perform well along four dimensions.
The first one is the Cost dimension.
That's probably what most of us associate with operations management.
It's just providing a high efficient operation.
The second dimension is Variety.
Now, to be fair, consumers don't care about variety per se.
They just want something that they like.
So really, Variety measures the flexibility of an operation
to provide goods and services to a heterogeneous customer base.
The third dimension is Quality.
The Quality dimension is broken up into two sub dimensions.
The first one is called performance quality,
the second one is called conformance quality.
Performance quality measures how good of a product or service we provide.
Most of us would agree that a BMW is a high performance car,
not because how it is built, but primarily because how it has been designed.
The second dimension then is conformance quality.
It really captures to what extent
we're able to deliver on the promise that we have made to the customer.
And then finally, there is Time units.
Our ability to provide a quick response to demand.
Those four dimensions are important for two reasons.
First of all, they are the goals that we strive for in an operation, and so
they will guide what type of performance measures we track.
And then, they're really also at the heart of divining the business strategy.
These four dimensions give us opportunity to differentiate our operations from
other, thereby potentially providing us with a competitive advantage.
Now imagine you get hired to [INAUDIBLE] to Subway and
you would be asked to come up with a performance measurement system
that tracks these four dimensions that we just discussed.
What would you make?
Well, on the cost side,
you would start potentially looking at the labor productivity.
You could imagine measures such as the sandwiches for
employees or the customers served per employee.
Or the minutes it takes you to make a sandwich or other measures like that.
You could also look at the customers per restaurant,
to measure to what extent you're going to efficiently use the real estate investment
that you have by renting the restaurant.
Now, how about the Variety?
On the Variety side, again our idea of varieties that we will look at,
are we able to meet the heterogeneous customer preferences?
Well, a simple measure for
that would simply be looking at the number of items that we have on the menu.
Beyond that if we're making the sandwiches to order we could imagine looking
at the percentage of customer request that we're able to fill.
So customers come in, they want extra lettuce, extra tomato and the percentage
of customer request that we meet would be another good measure of variety.
How about Quality?
Remember on the quality side we had the two dimensions conformance quality and
performance quality.
So performance quality we will probably have to do some customer research,
some survey looking for things about to what extent they like the ambiance of
the restaurant, to what extent they found the courtesy of
the staff in line with their expectations or other things.
On the conformance side we would probably look,
are we really delivering what we promise?
And so that means we could look at the freshness
of the ingredients of the sandwiches.
We could, in an extreme case, we could go even as far as putting these sandwiches on
the scale and just measure whether we put the exact
appropriate amount of grams of cheese on the subway ham and cheese sandwich.
And so, that would give us a good measure of conformance quality.
And then timing as is relatively easy to measure customers care about the time
that it will takes them to get through the sandwich and so we could go and measure.
How many minutes a customer has to wait between entering the store and
leaving the store with a sandwich in their hand.
So finally, let's talk about strategy.
Strategy guru Michael Porter,
suggested there are two ways in which an organization can get a competitive
advantage, either through cost leadership or through differentiation.
The dimensions that we discussed, variety, quality, and
timeliness are three ways in which your operation can differentiate from others.
They arrive by coming up with a great operation.
You really creating your firm competitive advantage.
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