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K-Bob Case Goals

K-Bob Case Goals. Introduce students to the concept of customer value and customer value drivers Provide practice for conducting internal value assessment Understand link between customer value drivers and key business processes that impact value delivery. The Business Context.

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K-Bob Case Goals

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  1. K-Bob Case Goals • Introduce students to the concept of customer value and customer value drivers • Provide practice for conducting internal value assessment • Understand link between customer value drivers and key business processes that impact value delivery

  2. The Business Context • K-Bob Bento Business • Producing killer K-Bob for the masses! • Fresh, hot and right here on the park blocks! • Why would customers choose your bento booth over the others?

  3. K-Bob Questions • Identify key attributes associated with your product that you think will be important to customers (e.g. freshness, the food is hot when served, didn’t have to wait to get served, etc.) For your HW, organize along the 5 value driver groups (i.e. performance value, financial value, etc.)

  4. Economic-value • Economic-value drivers are based on the buyer’s perceptions about the cost of acquiring, owning, installing, using, and disposing of a product or service.   

  5. Performance/Functional Value • Performance value is based on the buyer’s perceptions of the utility to be derived from the functional specifications associated with a product or a service.

  6. Buyer’s Perceptions About the Supplier: • This is a major factor in gaining acceptance for a brand. Economic and performance value can be influenced relatively rapidly by changes in price and product design, it takes much longer to change perceptions about a company. The key issue is the firm’s perceived credibility and commitment to the market.

  7. Buyer’s Motivations and Goals • The buyer’s psychological motivations and goals for a particular purchase are central to the decision process. Psychological motives arise from the buyer’s need for recognition, esteem, and belonging. Additional motivations may involve novelty seeking, and knowledge acquisition. Buyer motivations are often subjective and emotional.

  8. The Buying Situation • Purchase behavior always occurs within a situational context. The situation may act as a constraint or to facilitate a given purchase or it may have no effect at all. The buying situation consists of those temporary environmental factors that form the context in which purchase-related activity occurs. Key situational variables have been demonstrated to have significant effects on behavior: the buyer’s task definition, resource capability, time horizon, past experience, and social influences.

  9. K-Bob Questions • What processes would you need to have in place to make the business work and to satisfy customer expectations?

  10. K-Bob Questions • Identify the important processes and choose the 3 most important (e.g. mixing the marinades, purchasing ingredients, preparing the meat for marinade, etc.)

  11. K-Bob Questions • Map how the processes we identified support the achievement/ fulfillment of the attributes of your product that customers care about (i.e. the value drivers).

  12. K-Bob Questions • Other issues you will need to address. • How many of each type of dish will customers want on a daily basis? • Will it vary from week to week? • Will it vary based on anything you can predict? (season, weather, beginning of term, etc.)

  13. K-Bob Questions • How many can we produce? • What needs to be in place for us to produce the amount we plan on? (equipment, staff, product available) • How much product should we buy? (meat, spices, drinks, sides) • What issues will we consider when choosing how much to buy? • What state should the materials be purchased in finished, partially made, raw materials? • How do you insure that the customer desires are fulfilled (i.e. How do you measure and manage quality?)

  14. Overview of Operations Management • Main Topics covered in BA 339 • Forecasting • Production/ Capacity Planning • Supply Chain Management • Purchasing • Inventory • Quality

  15. Customer Customer Requirements Marketing & Sales Product Design Planning Forecasting Capacity Schedule Process Design Distribution Whse & transport, by channel Order Entry Production Quality Control Materials Management Supply Chain Management, Purchasing, Inventory Control Overview of Operations Management Support from Accounting, Finance, Human Resources, Information Systems

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