By Pierre Maillard(auth.)
This booklet succinctly offers new methodological rules that can assist you increase the standard of your worthwhile creation to augment your competitiveness. The suggestions and types of rules of activities offered outcome from over twenty years of the writer gazing the ways that businesses of all sizes and in all sectors use particular mechanisms of caliber creation to offer upward push to long-lasting aggressive elements. You’ll locate sensible publications to help you higher comprehend and develop your methods to create new aggressive edges, in accordance with your staff’ tradition of quality.Content:
Chapter 1 normal ideas of aggressive caliber (pages 1–16): Pierre Maillard
Chapter 2 The Definition of a aggressive caliber Tactic (pages 17–50): Pierre Maillard
Chapter three Deployment of a aggressive caliber Tactic (pages 51–84): Pierre Maillard
Chapter four The stipulations for achievement of a aggressive caliber Tactic (pages 85–100): Pierre Maillard
Chapter five promoting a aggressive caliber Tactic (pages 101–116): Pierre Maillard
Chapter 6 administration of a aggressive caliber Tactic (pages 117–150): Pierre Maillard
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Additional resources for Competitive Quality Strategies
In other areas of the company, it is enough to maintain the existing levels of quality of the offerings, or to reduce the risks of nonconformity to these levels in order to reduce production costs. “Competitive quality” is not based on leveling tactics, but rather on breakthrough tactics aimed at increasing returns on investment. This economic view of competitive quality often stands in opposition to the recommendations of qualitymanagement standards such as those advanced by ISO standards. Indeed, these norms offer guiding lights which cover all the company’s activities which contribute to the production of added value.
Collecting this information should enable us to perform a genuine diagnosis of the group of stakeholders’ quality perceptions aroused by the company’s current products and those of its competitors. This diagnosis should: – analyze the causes behind the quality perceptions; – uncover the new quality perceptions which the stakeholders wish to feel when they use these products/services; – identify the requirements or expectations not catered for in the market, to which the stakeholders attach a great deal of importance, and which arouse the desired new quality perceptions.
We speak of “demand marketing” when we observe the stakeholders’ attitudes and behaviors when they procure, appropriate and use the competitors’ offerings, or when asked about their perceptions of the quality of such offerings. We can also make the same observations or ask the same questions with regard to products/services previously offered by the company. These studies are decision-supports to help choose the types of quality perceptions on the part of the stakeholders which should be stimulated as a matter of priority.
Competitive Quality Strategies by Pierre Maillard(auth.)