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There Are No Products—Only Services Take a step beyond "total

游客2025-05-19  1
问题               There Are No Products—Only Services
    Take a step beyond "total quality" and "customer satisfaction". There’s a new view of the relationship between suppliers and customers. The idea, as put by Rosabeth Moss Katner of the Harvard Business School: Think of every product you buy or sell as a service. In other words, look at what it does not what it is.
    That way, selling a product becomes only one of your opportunities to do something for your customers. Many companies are now offering additional services, particularly after-sales services, to increase the value of their products. This practice, often referred to as "bundling, "is an effective way to keep in contact with customers. Look at Toyota’s Lexus. Thanks to a partnership with IBM, Lexus tracks every car on a national computer—your sedan’s complete maintenance history is available to every dealer from Miami to Seattle. Why? Because Lexus doesn’t want its relationship with you to end at the showroom door.
    At packaging Corp. of America, employees say they offer packaging solutions, not just packaging. Monte Hayman, a CEO, says: "It used to be that we made a product and looked for people to buy it. Then we started doing research to learn what the market wanted, and developed product for that. Today we’re working with individual customers."
    Then there’s unbundling, When you want to offer more products and services, but it isn’t within your means to produce them yourself, you might decide to contract out stuff that you would never have let out of your sight before. IBM no longer handles its own warehousing. Two years ago it junked 21 parts warehouses in favour of half-a-dozen outside vendors.
    Commodore Business Machines goes further: In November it unbundled virtually all of its after-sales services for consumer products. Its partner is a new division of Federal Express called Business Logistics Services, Fed Ex mans a 24-hour help line for Commodore. If your computer needs to go to the shop, Fed Ex will pick it up the morning after you call, drop off a replacement, and often do the repairs at its Memphis hub. Customers never know they’re dealing with Fed Ex employees, except for the delivery man. After a six-month trial, says Jim Reeder, Commodore’s vice president for customer satisfaction, his company is offering better service at half the previous cost.
    This kind of collaboration is replacing competition in relationships with suppliers. Experts at the Cresap consulting firm call it "supplier integration". It elevates outsourcing from a mere cost-cutting measure to the level of strategy. The new goal is a win-win alliance, where suppliers get the security of a long-term relationship and customers get more say over their upstream processes.
    Companies that think of the products,they buy and sell as services can also discover new ways to market existing products. as Xerox did when it redefined its copier machine business as document processing. They study such questions as whether to share a single system to track purchase orders. There is a new slogan: "Suppliers and customers—one system, not two systems."  [br] According to the sixth paragraph, why is the new goal a win-win alliance?
选项 A、It elevates outsourcing from a mere cost-cutting measure to the level of strategy.
B、Suppliers can build a long-term relationship with their customers and customers have the right to influence the producing process by giving their opinions.
C、It replaces competition between suppliers.
D、It helps a company offer better service at half the previous cost.
答案 B
解析 题目意为：“根据文中第六段的内容，为什么说新的目标是为了实现双赢的合作?”该段提到通过“供应商整合”，公司之间的合作代替了竞争。本题的答题关键是“The new goal is a win-win alliance, where suppliers get the secturity of a long-term relationship and customers get more say over their upstream processes”中的定语从句部分，意思是：通过这种双赢的合作，供应商和消费者建立了长期的关系，消费者对供应商的生产和销售有了更多的发言权。因此，正确答案为B。
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