对海尔有效实施产品创新“市场链”机制的探索
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摘要
背景 人们一般认为企业的产品创新只是开发人员的事，其实成功的产品创新需要采购、财务、制造、营销、售后和财务等各方面人员的广泛参与。产品是企业实现经营目标的物质载体，产品创新能力是企业的一种综合能力，其目的是使企业获得竞争优势，摆脱与对手进行同质竞争，从而实现通过差异化避免单纯的“价格战”纠缠，更好地完成企业经营责任目标。海尔最近推行的“市场链”机制引起了各界的广泛关注，实行“市场链”的初衷就是，通过把企业内外部市场融为一体，使每个人的目标与外部市场目标联系起来，从而使员工获得来自外部市场成果恒久的激励作用，发挥每个人的潜能。通过运行“市场链”机制，还可以把流程中相关人员的责任心统一到流程目标上去。因此，“市场链”机制如何运用到产品创新工作中的课题，很值得研究和探索。
目的 由于产品创新过程投资很大，并且对企业的发展有重要影响，因此，提高产品创新的效率与成功率对企业至关重要。本文的目的是理清在市场链机制运用到产品创新工作过程中的框架问题，探索出实施产品创新市场链机制的思路和方法。
研究内容产品创新“市场链”机制运行思路包括：(1)确立型号经理核心地位；(2)按新产品上市9步骤，进行组织和信息保障；(3)落实产品创新所需的资源配置与支撑；(4)通过市场链传输产品创新动力；(5)通过SBU建设确保产品创新团队成员的活力；(6)产品创新的效果必须由其外部市场效果来检验。操作方法：(1)建立新型矩阵组织结构，使型号经理成为横向跨职能产品创新团队的主体；(2)实施以定单信息流为核心的业务流程再造，使定单成为追踪型号经理与主流程、支持流程职能经理之间市场支持关系的工具。(3)将典型组织中的上下级关系、前后工序关系改造为内部市场关系；(4)建立和运行SBU目标设定、业绩衡量和激励体
对海尔有效实施产品创新“市场链”机制的探索
系;(5)营造“创业”、创新的企业文化氛围。
结论产品创新是企业在激烈的市场竞争中获得优势的重要手段，把产品创新
当作开发人员的工作的职能管理，己不能适应产品更新换代日益加快的市场需要。
在海尔，通过运行产品创新“[lj’场链”机制，对如何高效调动企业可支配资源，加
强产况:创新能力，探索出了一套一{!j场手段导向的思路和做法，具有很强的实战借鉴
意义。
Background People always think the matter of product development is research technician's job, but in fact, successful innovation needs people's broad participation from purchasing, manufacture, marketing, post-sale service, and finance, etc. Product is the physical object for the business to achieve operating target. The ability of product development is a comprehensive ability of an enterprise, its objective is to gain more advantage for competition, and the company can escape from same-level competition with their rival, therefore, the business can avoid the compact of pure-price-competition and achieve their operating goal. Haier's market-chain mechanism attract attention from different aspect, its original expectation of applying market-chain is, that every body gets incentive from market result outside the company and utilize their potential to meet the target, through unifying inner and outside market and connecting employee's goal with the company-wanted goal. The company can also realize that every member's mindset of responsibility in a business process can be line-up to the target of it. So the question of how to apply market chain to product development is deserve to research and explore.
Purpose For the reason of significant investment is needed in a product innovation process and its important effect to the company, it is vital to improve the
efficiency and successful rate of product innovation. The purpose of this thesis is to clarify the basic issue in the process of apply market chain to product development and explore the brief way and operational method to practice this new mechanism. Main content of this research The brief way includes (1) Establish the core position of Model Manager; (2) Organizational and informational support according to the 9 phase of product developing; (3) Assign resource allocation and supports for product innovation; (4) Motivation through market chain; (6) The result of product development should be testify by outside market result. The operational method (1) Set up new organization, let the Model Manager act as team leader of multi-functional innovative task force; (2) Do business process reconstruction by setting order information flow as a core, make sales order work as tracking tool for evaluating the performance of Model Manager, and other functional manager; (3) Change the traditional relationship between employee and their supervisor, prior operation and next operation to inner market relationship; (4) Set up and run SBU system of setting the target, performance measurement and incentive method; (5) Advocate the cultural atmosphere of creativity and innovation.
Conclusion Product development is an important approach for the company to win advantage in the pierce competition happened in the market place. It can not meet the market need of day-to-day accelerating change products to regard product development only as research technician's job. Through running product innovation market-chain mechanism effectively in Haier, we got a serious brief ways and operational method on how to deploy efficiently the resources that the company can utilize and enhance the ability of product development, the finding is a valuable reference of business practice.
目的 由于产品创新过程投资很大，并且对企业的发展有重要影响，因此，提高产品创新的效率与成功率对企业至关重要。本文的目的是理清在市场链机制运用到产品创新工作过程中的框架问题，探索出实施产品创新市场链机制的思路和方法。
研究内容产品创新“市场链”机制运行思路包括：(1)确立型号经理核心地位；(2)按新产品上市9步骤，进行组织和信息保障；(3)落实产品创新所需的资源配置与支撑；(4)通过市场链传输产品创新动力；(5)通过SBU建设确保产品创新团队成员的活力；(6)产品创新的效果必须由其外部市场效果来检验。操作方法：(1)建立新型矩阵组织结构，使型号经理成为横向跨职能产品创新团队的主体；(2)实施以定单信息流为核心的业务流程再造，使定单成为追踪型号经理与主流程、支持流程职能经理之间市场支持关系的工具。(3)将典型组织中的上下级关系、前后工序关系改造为内部市场关系；(4)建立和运行SBU目标设定、业绩衡量和激励体
对海尔有效实施产品创新“市场链”机制的探索
系;(5)营造“创业”、创新的企业文化氛围。
结论产品创新是企业在激烈的市场竞争中获得优势的重要手段，把产品创新
当作开发人员的工作的职能管理，己不能适应产品更新换代日益加快的市场需要。
在海尔，通过运行产品创新“[lj’场链”机制，对如何高效调动企业可支配资源，加
强产况:创新能力，探索出了一套一{!j场手段导向的思路和做法，具有很强的实战借鉴
意义。
Background People always think the matter of product development is research technician's job, but in fact, successful innovation needs people's broad participation from purchasing, manufacture, marketing, post-sale service, and finance, etc. Product is the physical object for the business to achieve operating target. The ability of product development is a comprehensive ability of an enterprise, its objective is to gain more advantage for competition, and the company can escape from same-level competition with their rival, therefore, the business can avoid the compact of pure-price-competition and achieve their operating goal. Haier's market-chain mechanism attract attention from different aspect, its original expectation of applying market-chain is, that every body gets incentive from market result outside the company and utilize their potential to meet the target, through unifying inner and outside market and connecting employee's goal with the company-wanted goal. The company can also realize that every member's mindset of responsibility in a business process can be line-up to the target of it. So the question of how to apply market chain to product development is deserve to research and explore.
Purpose For the reason of significant investment is needed in a product innovation process and its important effect to the company, it is vital to improve the
efficiency and successful rate of product innovation. The purpose of this thesis is to clarify the basic issue in the process of apply market chain to product development and explore the brief way and operational method to practice this new mechanism. Main content of this research The brief way includes (1) Establish the core position of Model Manager; (2) Organizational and informational support according to the 9 phase of product developing; (3) Assign resource allocation and supports for product innovation; (4) Motivation through market chain; (6) The result of product development should be testify by outside market result. The operational method (1) Set up new organization, let the Model Manager act as team leader of multi-functional innovative task force; (2) Do business process reconstruction by setting order information flow as a core, make sales order work as tracking tool for evaluating the performance of Model Manager, and other functional manager; (3) Change the traditional relationship between employee and their supervisor, prior operation and next operation to inner market relationship; (4) Set up and run SBU system of setting the target, performance measurement and incentive method; (5) Advocate the cultural atmosphere of creativity and innovation.
Conclusion Product development is an important approach for the company to win advantage in the pierce competition happened in the market place. It can not meet the market need of day-to-day accelerating change products to regard product development only as research technician's job. Through running product innovation market-chain mechanism effectively in Haier, we got a serious brief ways and operational method on how to deploy efficiently the resources that the company can utilize and enhance the ability of product development, the finding is a valuable reference of business practice.
引文
[1] 潘德军，企业竞争中的创新理念．成功经理人，2003年，14期：12--14页
[2] 罗伯特．布达伊，如何让客户继续买单．成功经理人，2003年，26期：15--20
[1] 蒋黔贵，张瑞敏，邵宁．海尔”市场链”与信息化．第一版．出版地：北京，出版者：中国经济出版社，2002年出版．27页，31页，425页；
[2] 迈克尔．D．波顿，大话管理100年，第一版．出版地：北京，出版者：中国纺织出版社，2003年出版．85页，97页，264—268页
[3] Robert Simons, Performance Measurement & Control Systems for Implementing Strategy，第一版，出版地：美国，出版者：Prentice-Hall，Inc．，2000年出版，79—81页，221页．
[2] 罗伯特．布达伊，如何让客户继续买单．成功经理人，2003年，26期：15--20
[1] 蒋黔贵，张瑞敏，邵宁．海尔”市场链”与信息化．第一版．出版地：北京，出版者：中国经济出版社，2002年出版．27页，31页，425页；
[2] 迈克尔．D．波顿，大话管理100年，第一版．出版地：北京，出版者：中国纺织出版社，2003年出版．85页，97页，264—268页
[3] Robert Simons, Performance Measurement & Control Systems for Implementing Strategy，第一版，出版地：美国，出版者：Prentice-Hall，Inc．，2000年出版，79—81页，221页．
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