Dynamic Marketing And Innovating Organizations--论文代写范文精选

今天观察到的诱导研究，鼓励研究人员与营销开展培训课程,甚至访问客户研究。今天互联网能够更好地处理数据的收集,我们可以简单地引用的汽车制造商提供给经销商的诊断故障，并从中学习必要的课程。下面的paper代写范文进行论述。

Dynamic Marketing 
 1.1. Principles 
  The creation of products and/or services passes by a true partnership connecting the creativity of the manufacturer or service provider with the customer requirements rising from the practice from his business or a use repeated in its particular context. The partnership is accompanied by a mutual training like W.G. Walker describes it in a report of the RAND CORPORATION of 1993 (1): it consists in making go up the customer requirements on the level of the function concerned and having the results of the reflection, operated within this function, proceeding to the operational level ; it is well there the role which has to play the knowledge management seen under a dynamic angle not of collection and storage but of circulation and exchanges, concept that one finds in the work of C. Blanc and T. Breton entitled "Le Lièvre et la Tortue" (2) which describes a reactive organization in which networks of immaterial activities are enabled; the function in question is related generally to design but it can be as well an administrative , commercial or technical one since it has effects on the appreciation of the customer with respect to a product or a service. 

  It should be noted that a certain trend is observed today to induce research leaving its pigeon-hole and to encourage the researchers to carry out training courses with marketing to even visit the customers to study the problems hands on . It is well what said in other words François Dalle in "Le Sursaut" (3) in connection with his understanding of the life of the contractor: "One goes on the field without respite, in the stores, with the saleswomen, one puts in contact the commercial people with theresearchers". Today, there is Internet but nothing replaces the direct contact, it never should be forgotten. Nevertheless, Internet makes it possible to better handle the data as those which collects, for example, Apple which makes the most of the requests carried out on hot-line, Levi Strauss which uses the data of industrial measurement or Kellog which studies the requests for dietetic information, as indicates it R. McKenna in an article of "Harvard Business Review", entitled "Real Time Marketing" (4); one can just as easily quote the manufacturers of vehicles which provide to their dealers a computerized assistance with the diagnosis of breakdowns and which learn from them the lessons necessary to the improvement of their products.

  Organization in network makes it possible the various stakeholders to dialogue as early as the stage of design of the product and even, in certain cases, during its use, which makes it possible to design and possibly modify the product in connection with the customer; that also makes it possible to conceive the means of production with the operators who will have to use them and to train these operators in connection with the designers. The designer (or the design team) is placed in the center of an informational device which puts him in relation with the end-user and the manufacturing operator. That enables him to develop a virtual product, a virtual machine (or a process of manufacturing), tools of assistance and of training of operators. In order to avoid any ambiguity thereafter, let us specify that when we speak about organization in network, we refer to as well only one company comprising various centers of profit or autonomous units as a number of distinct companies working together on a contractual basis and taking up quite precise duties, some of them being able even to exert the same function and to enter in competition, as it is the case in the market places.

  Moreover, the innovation does not develop within the strict limits of a given function possibly constituting, at a given moment, a point of focusing but is diffuse through the very whole organization with the proviso of finding there a climate favorable carefully prepared and maintained by every direction and more 5 particularly by omnipresent Human Resources Officers; the staff is then characterized, as we recommend it in our work entitled "L'entreprise délocalisée" (5), by "his aptitude to work in team, to act and report, to get information and inform, learn and teach, listen and dialogue with his colleagues, to be able to create, maintain and develop his own network of relations". The problem consists in collecting the ideas of innovation to implement them within the adequate function, whatever their origin and that by an incremental development inspired of the "kaizan" appraised by Japanese people. According to Walker, in his report of the RAND Corporation, this joint development is at variance with the" take or leave it" attitude when a manufacturer speaks to a customer or the "show and tell"one when a foreman speaks to an operator.

  Within the framework of the promotion of the innovation, by the Group Solvay , Herve Azoulay, Etienne Krieger and Guy Poullain describe, in their work "De l'entreprise traditionnelle à la start-up, les nouveaux modèles de développement" (7) , the role reserved for the "innov' acteurs" delegated by the various entities of the group in France. "... the innov' acteurs represent many trades (production, engineering departments, research, commercial, legal, human resources...), of the different hierarchical levels... ". "The innov' acteurs and their network...were the creators and the promoters of an on-line management tool on Internet of the ideas put forward in various sites." Their activity results in transverse exchanges, work groups, the ones in order to share experiments, the others to make technological surveys and to maintain the relations with external partners. This is why one speaks about "participative innovation". According to the authors, Knowledge Management and learning organization are not able to be dissociated from innovation.

  Value-chain of creativity Indeed, market is not only formed by your direct customers but includes their own customers and among those various customers (or even prescriptors or consultants), you may find wholesalers,brokers, dealers, concessionaries, servicemen, contractors, subcontractors and final users, each one having his own needs and goals; among users, you may distinguish those who use your product for themselves and those who do it for somebody else; moreover, you have to take into account the context of use, namely if your product (existing or potential) is jointly used with another one. If your product is used as a tool -a car is a tool for the motorist who uses it to go from one place to another-, you have to consider its purpose, which wants it supplies and in which way it is used. It is very difficult to speak about such a subject in a general way. So, to design an innovation, you have to take into account the whole value chain and not only focus upon the future product itself. Frequently, the value chain shows several bifurcations; at some point of the chain, there is your company and at the end, there are markets (applications/customers).(论文代写)

  This is very difficult to depict because it is generally a complex world with many clusters. The best way to be computer-assisted seems to use K-Maps. One interest of them is the possibility of anticipating future realizations even if they do not yet exist and they facilitate metaphoric thinking. Do you think that the scientist who discovered Laser-effect was able to forecast such different applications of it such as DVD, bar-code reading, fine metal punching, cloth cut or eye care? In consequence, if it is not sufficient to investigate the world of designers and users (company and markets -in the plural-), it will be necessary to associate to them representatives of the research community. I know it is a hard task because speculative searchers are not always interested in practical problems; so you must find out some open-minded scientists or facilitators. This scientific quest is important because there are latent needs which are never uttered for want of imaginable solution.(论文代写)

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