L’une des voies d’innovation plébiscitées par les détaillants pour orchestrer l’évolution de leur proposition de valeur consiste à réviser le design des espaces de vente. Les contributions académiques sur l’expérience en magasin se sont concentrées sur les perceptions des consommateurs ainsi que sur le repérage de pratiques managériales significatives. En prenant pour objet la traduction du repositionnement d’une enseigne par le design expérientiel des espaces de vente, la thèse propose de suivre le processus au cœur même du marché et de mettre à jour les mécanismes qui le sous-tendent. La conduite d’une étude longitudinale de cas enchâssés dévoile une conception holistique, basée sur l’interaction souhaitée du chaland avec le magasin. L’analyse relate l’enchâssement des quatre phases du cycle de vie et permet de recenser pour chaque phase les événements et problématiques associés aux six dimensions du processus. La thèse établit le rôle prégnant de la vision entrepreneuriale du dirigeant, clé de voûte de l’innovation. La proposition de valeur se matérialise par trois composantes gigognes que sont l’intrigue, l’action et le décor. Pour chacune des cinq étapes du parcours-client, des éléments de décor sont implantés pour relayer ou renforcer l’action souhaitée. Ces éléments constituent des mécanismes ou dispositifs destinés à stimuler le système expérientiel du chaland. L’évaluation, qui porte sur la mesure du positionnement perçu et vécu, contribue à ajuster la proposition de valeur au regard de quatre niveaux de cohérence et de la flexibilité du design. Enfin, les logiques de coproduction occasionnent une possible co-destruction de valeur, intentionnelle ou accidentelle. / One of the innovative ways favoured by retailers to drive change in their value proposition is to review the design of their stores. Academic contributions to the in-store experience have mostly focused on consumer perspective and identifying relevant managerial practices. The core of this research studies how repositioning a retail brand translates into the experiential design of retail spaces. To this end, the research follows the repositioning process from a managerial perspective and updates the mechanisms that underlie it. The longitudinal study of embedded cases reveals the importance of an holistic design that takes into account the desired interactions between the shopper and the store. The analysis shows the four overlapping phases of the store’s life cycle, and breaks down the process into six dimensions, each with its own events and issues. The six dimensions are vision, plotline, action, decor, assessment and coproduction.The entrepreneurial vision of the leader is the cornerstone of the whole innovation process. The value proposition is embodied by three components, namely plotline, action and decor. For each of the five stages of the shopper’s journey, elements of the decor are implemented to relay or reinforce the desired action. These are mechanisms or devices meant to stimulate the shopper’s experiential system. The assessment, which involves measuring the perceived and experienced positioning, helps to adjust the value proposition in terms of four levels of consistency and flexibility of design. Finally, the coproduction of store design between different stakeholders can cause a co-destruction of value, whether intentional or accidental.

Submitted by Fabricia Fialho Reginato (fabriciar) on 2015-07-22T23:06:10Z No. of bitstreams: 1 FlavioBrambillaAdm.pdf: 1877397 bytes, checksum: 24dd94e8a02b59726d9ea5487b5c9646 (MD5) / Made available in DSpace on 2015-07-22T23:06:10Z (GMT). No. of bitstreams: 1 FlavioBrambillaAdm.pdf: 1877397 bytes, checksum: 24dd94e8a02b59726d9ea5487b5c9646 (MD5) Previous issue date: 2010-12-23 / Nenhuma / A co-criação de valor é uma prática imperativa no ambiente do serviço. Em certos casos é uma condição de qualidade, mas em outros, imprescindível, como ocorre na educação. Entender a educação como um encontro de serviço não significa reduzir a importância desta atividade, mas sim qualificar suas práticas dentro de parâmetros conhecidos e qualidade pré- determinada. A Educação Superior Privada domina o panorama brasileiro, com números acima do patamar de 80% dos futuros profissionais, dos quais os de negócios aparecem como a maior categoria de discentes formados todos os anos. Diferenciar a mercantilização da educação de uma educação conduzida dentro da lógica do serviço é pertinente, visto que no entendimento deste estudo, os parâmetros educacionais históricos são carregados do viés ideológico, que pode ser substituído por métricas de qualidade isentas de ideologia, trocando esta por parâmetros concretos, com vistas à maior qualidade de conteúdo possível. Com base na Teoria da Autodeterminação e motivação acadêmica dos alunos de graduação, o estudo busca identificar o ponto crucial do ensino privado no qual o estudante como consumidor é direcionado a uma realidade mais próxima da ideal para aprendizagem, que é uma face híbrida desta prerrogativa, na qual o estudante é um co-produtor no locus educacional. Por intervenção de Etnometodologia, através da aplicação da técnica de Vignettes para estudantes do ensino superior privado, identificou-se como a co-criação de valor se adapta ao setor de ensino. Os resultados destacam especialmente o papel da autodeterminação como elemento central para co-criação, através da motivação intrínseca (desejo de aprender) em sua tênue relação com motivação extrínseca (avaliação). Identifica-se também que os estudantes podem ou não estar predispostos à co-criar, o que se manifesta em três comportamentos (os que desejam interação, os que não interagem por falta de estímulo, e aqueles que não gostam do trabalho coletivo). O entendimento dos estudantes sobre valor é limitado em utilitariedade. / The co-creation of value is an imperative practice in the atmosphere of service. In certain cases, a superior quality condition, but in other, indispensable, as it happens in the education. Understand the education as a service encounter doesn't mean reduce the importance of that activity; means increase the quality of practices through evident parameters and previous guaranteed quality. The Private Higher Education dominates the Brazilian scenario, with numbers above the 80% of the future professional forges; the majorities are business students, which appear as the bigest category of graduated students per year. Differentiate the education saled of an education matched inside the service logic is pertinent, because in the understanding of this study, the traditional educational parameters are loaded by the ideological inclination, that could be changed for quality metrics that extrapolate simple ideology, changing that practice for concrete parameters based in the increasing of the academic quality content. Based on Self-Determination Theory and academic motivation of undergraduate students, this research aims the identification of the focal point in private education where the students as consumers are drived to a better learning experience, a hybrid prerogative, in that the student is understood as a co-producer in educational locus. Through Ethnomethodological intervention, based in the Vignettes technic applied to private higher education students, the co-creation of value was identified as an adequate practice. The results specially identify the importance of the self-determination as a central element in co-creation, stimulated by intrinsic motivation (the wish to learn) and the thin relation with extrinsic motivation (evaluation). This study identifies that the co-creation is not always well undertood by students, and they expressed at least three types of behavior (wish to co-create, the non interactive behavior because is not a commom practice, and the preference to not work collectively). The students understanding about the concept of value is limited to utility.

在微利的時代下，須從硬體的架構下發展無限的創意發展空間，從中衍生附加價值，而價值創造正式企業突破流血式競爭框架最佳的新思維模式。企業的經營模式已從量轉向質的發展，甚至從幫助顧客解決問題上，提供創新的價值，其可透過技術與人才的融合、平台與服務的整合、軟體與硬體的結合、機能與感性的統合，使組織活化、再造，展現出價值創造為導向的企業。 本論文將價值創造分為三類主要的意涵，企業可以從和顧客共創價值、和供應商及關係夥伴共創價值、以及為所生存的環境創造價值：整個價值網域是連動的關係，企業整合關係網絡夥伴，透過網絡能量的整合，創造無疆界的事業，以顧客需求出發，提供整合性的解決方案，創新顧客價值，且將眼光提升至整個大環境、大社會，以追求永續經營的環境來創造永續的企業。因此，企業透過顧客價值提供、企業價值創造、環境價值經營三個價值創造導向，突破產品與服務的疆界進而突破產業疆界，以創新者、整合者、促進者的目標邁進。企業可以價值創造為導向，以變革三部曲為轉型步驟，從策略再思考重新定義自身產業、重新思考企業的定位與方向，提早預見產業的未來發展，選擇與集中於本身的核心能力；並打造企業願景，擬定五到十年的中長期變革計畫，進行組織轉型；在變革管理中，建立企業一致的價值觀和企業文化，灌輸新內涵與新衝擊於企業文化中，給予對挑戰的生命力一記響鐘，藉以改變員工的行為與態度。本論文以六種經營模式，來呈現價值創造導向的日本企業轉型內涵，以變革三部曲為經，以價值創造導向為緯，舖成論文架構。 本論文個案的特色：Origin以提案經營結合專業研發能力與客製化的能力創新顧客價值；Shiseido以感性工程來探索顧客的感性品質結合其研發產品的物理品質來滿足顧客並讓顧客驚艷；Hitachi以解決方案提供者為人類打造新時代的生活基礎創造與人類生活息息相關的支援系統；NTT DoCoMo以跨平台整合服務創造整個通訊與生活的整合價值；Olympus的社會關懷務求使社會更為美好來創造產品與服務；Toyota的環保使命重新定義了汽車產業的未來。 對我國企業經營的啟示為跳脫代工製造的角色，以優異的製造、學習、設計能力，整合價值網絡，爲顧客提供整合性的解決方案；強調創新的突破與人才長遠的培育，整合多元性的資源，創造統知型的企業能力；跨越國際的疆界、打破事業的疆界，利用科技與感性的統合、管理與技術的統合、國內外創造力的統合，釋放組織活力，重新在世界舞台上定位。 / In this tiny profit era, we should develop infinite creative space from the hardware structure, and thus deriving added value. The value-creation is the best new thinking model for a business to break through the trap of a blooding competition. The business model has developed from quantity to quality, and even developed as creating new values by helping customers solving the problems. Also, a business can blend technology and talent, integrate platform and service, combine software and hardware, and merge functionality and sensation to vitalize and reengineer the organization to perform value creation orientation. The research categorizes value-creation orientation as three parts: a business can co-create value with customer, co-create value with value net, and create value for the environment. This value dimension is correlating: “a business integrates partners and creates a boundless business by the power of integrating value net. Driven by customer demands, a business provides total solutions and innovates customer values. Furthermore, a business enlarges his insight for the whole environment and the whole society to create a permanent business by pursuing a permanent environment.” Therefore, a business oriented by “value co-creation with customer”, “value co-creation with value-net”, “value creation for the environment” can break through the boundary of product or service as well the boundary of business, and achieve the goal of being an innovator, an integrator and an improver. A business takes 3 change steps as strategic rethinking, organizational transformation and change management. Strategic rethinking is to redefine the industry, rethink the positioning and direction of a business, to foresee the future development of the industry, and to select and concentrate the core competence. To establish a vision and make a mid- to long-term change plan(5~10 years) is to carry out an organizational transformation. In change management, we have to establish a consistent value and business culture, and install new intension and new strike to the business culture, so as to change the behavior and attitude of the employees. The research takes 6 business models to present Japanese business transformation oriented by value creation, which takes 3 change steps as longitude and value creation as latitude to construct the structure of the research. The characteristics of the cases in this research: Origin takes Proposal-type management to combine the R&D ability and customized ability to create customer value; Shiseido takes KANSEI engineering to dig out the KANSEI quality of customers and combine it with physical quality of products to satisfy the customers and surprise them; Hitachi as a Total solution provider creates a new era lifeline support system and the life infrastructure; NTT DoCoMo privides Cross-platform integration service to create the total value of the communication and the life; Olympus’s Social-IN is to make life better by creating new products and services; Toyota’s Environment mission is to redefine the future of the car industry. As for the revelation for the management of our business, we can take good advantage of the excellent producing, learning, designing abilities and integrate value net to provide total solutions for customers. We can emphasize on the breakthrough of innovation and the long-term development of talents, and integrate diversification of resources to create “knowledge-integration” business ability. We can cross the boundary of continents and break up the boundary of business by integrating functionality and sensation, management and technology, inside and outside innovation, to release the vigor of organization and restart to position on the world stage.