What Is Value Perception?

Perceived value , or Customer Perceived Value , is the overall evaluation of the effectiveness of a product or service after weighing the benefits that customers can perceive and the cost they pay when acquiring a product or service. Customer perceived value reflects the subjective perception of the value of the product or service provided by the enterprise, and is different from the objective value of the product and service.

People don't buy things but their expectations. Consumers hope to achieve a certain

Since the 1970s, companies' competition at the customer level has continued to evolve, from product-centric and focused

1. Value exploration: Enterprises should cultivate a value-based

1. Direct price value evaluation method

Let directly

Cultivating the core competitiveness of an enterprise based on customer value is to analyze and predict the expected value of the customer and the environment to integrate internal and external resources of the enterprise, provide customers with the expected value, and create an industrial organization and management form for the future market. To cultivate the core competitiveness of an enterprise based on customer value, the first step is to identify and understand the expected value of customers in the target market. By cultivating the company's industrial insight, beyond existing products and markets, find value areas that customers have always valued, and build superior skills in these areas. Therefore, the construction of the core competitiveness of an enterprise is a management process of review, analysis, discovery and innovation.

1.Analyze the situation of competitors

The core competitiveness of enterprises in the market essentially provides higher customer perceived value than competitors. Customer perceived value competition is the essence and basic platform of competition between enterprises. Because the significance of the existence of an enterprise lies in satisfying the needs of customers, or the enterprise can be regarded as a customer value creation system; the end result of enterprise output is the perceived value of the customers provided by the enterprise market; and customers choose based on the size of value perception Buy market offerings from the best suppliers. By studying competitors, understanding the characteristics of this industry, and understanding the possible customer subset of the company's existing products and services, accurate market positioning is achieved.

2. Research and identify the perceived value of target customers, find out the value areas that customers are most concerned about

According to empirical research by Wolfgang Uaga and others, the driving factors of customer value can be divided into three categories: product-related characteristics, such as product consistency, product characteristics, product range, and ease of use; service-related characteristics, such as supply reliability and Agility, technical support, quick response, product innovation, technical information; promotion-related characteristics, such as image, personal relationships, company reliability, public relations, upstream integration, etc. In the survey of customers, it was found that among the driving factors of customer value, the active role of quality is far greater than the driving force of price. The former is 63.3% and the latter is 36.7% (that is, in the industrial In the product market, customers value quality more, but their sensitivity to price is lower). Among the specific elements that constitute product quality, the consistency of the product has the strongest driving force, which is 19.8%, followed by the product's technical characteristics, ease of use, and finished product range, which are 18.4%, respectively. 4.9% and 3.0%; Among the service-related characteristics, the speed and reliability of delivery have the strongest driving effect, which is 7.8%, followed by technical support and application, rapid service and response, and products. The provision of innovation and technical information shows that the importance of its driving capabilities is 6.8%, 6.5%, 3.7%, and 2.3%. Among the factors related to promotion, the company's reliability-driven capabilities are the strongest. The importance was 6.9%, followed by personal relationship and IS09001 certification, with importance of 4.1% and 2.9%, respectively. Therefore, relying solely on product quality is to create and deliver outstanding customer perceived value. It is necessary to continue to interact with customers through an in-depth understanding of customers and their preferences, and to identify key drivers of customer value and their dynamic changes, and clearly understand that customers are buying How to choose the product when considering the gains and losses. Find out what value areas are most important to customers, and look at what influences these value areas. If the company really studies the value of the target customers, it will help the company to cultivate its core competitiveness.

3. Focus resources on key value areas

It can be seen from the above analysis that companies can identify the key factors that need to be improved from two aspects: on the one hand, by understanding which are the key customer value drivers; on the other hand, by comparing the key value with competitors Relative position on the drive. The last thing an enterprise needs to do is to invest resources in the most competitive place, a key value area. The average input is on the product or service, and the final output will not be equal. In this way, companies can optimally allocate their strategic resources to maximize customer value. Therefore, for enterprises, it is important to focus resources on key areas to cultivate and improve core competitiveness.

4.Using the value chain to achieve alliance competitive advantage

As the division of labor becomes more and more detailed, the coordination and connection between industries will become more and more important. Intensified competition will make it difficult for companies to fight alone to reflect their competitive advantages. Therefore, companies must establish close value chain relationships with their supply and sales channels. So as to achieve the competitive advantage of the alliance. The enterprise value chain is not only interconnected within itself, but also closely related to the channel value chain of its suppliers and sellers. Therefore, the activities of the supply and sales channels affect the costs and benefits of the enterprise, and also affect the enterprise to maximize the perceived value of customers. Using the vertical links between value chains and strengthening their cooperation with suppliers and sellers, companies can increase overall customer value, reduce customer purchase costs, and maximize customer perceived value. Therefore, the differences between competitors' value chains are a key source of corporate core competitiveness. Using value chains to achieve network competitive advantage is an important part of establishing a customer's perceived value system.

5. Cultivate the ability to integrate resources

After identifying and understanding the expected value of the target customer, the enterprise must integrate the tangible and intangible resources of the enterprise, and the corporate and social resources to ensure the realization of customer value or the promotion of customer value. The integration of enterprise resources can be manpowered from the following aspects: the integration of human resources, enterprises should select and cultivate a staff with a keen market awareness and a strong customer awareness through the integration of human resources. Only companies that treat employees well can treat customers well; the integration of organizational resources, the transformation of the company's management organization system, and the introduction of a flat management approach to achieve the purpose of fewer levels, fast information transmission, large management scope, and relatively loose controls; corporate assets and The integration of social assets and the formation of complementary alliances between enterprises, giving play to their respective advantages, can better realize customer value. ^[2]