![Value Disciplines[价值信条]模型-特里西&威尔斯马](images/picture_value_disciplines.gif) 四个成功新原则
根据CSC Index系统公司的咨询师Michael Treacy和Fred Wiersema所写的《市场领导者的修炼》（The Discipline of Market Leaders）一书，公司必须遵循以下四个成功原则：
- 在三个价值信条（运营卓越、产品领先、亲近顾客）中寻找一个，努力成为最好。 市场领袖首先要形成具有竞争力的、难以模仿的价值主张（Value Proposition）。
- 在其他两个信条中获得好的绩效水平。 绝不能够让另外两个价值信条的绩效水平滑坡，而导致公司价值和吸引力的削弱。
- 在某一已选择的信条上持续改进，占领市场。 当公司将其所有的资产、能源和精力投入到某一类型的价值信条上去的时候，它的绩效表现往往要比那些投入分散的企业高得多。
- 构建协调良好的运营模型，实现价值的传递。 在一个竞争激烈的市场上，顾客期望不断提到，顾客价值也必须不断提高， 这是市场领袖所必须面对的挑战。 一个良好的运营模型是把握顾客期望、提升顾客价值的关键。
什么是价值信条（Value Disciplines）？ 释义
Treacy和Wiersema在他们的书中描述了三个普遍性的价值信条， 每一个公司都必须从这三个价值信条中选择一个，持续地做用于它， 并遵循上述介绍的四个原则，才能够获得成功。
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运营卓越（Operational Excellence）。 一流的运营和执行。 通常表现为以非常低的价格提供质量优越的产品或服务。 任务导向型愿景，对员工有很高要求。 关注的焦点是效率、流线生产、供应链管理、无冗余服务、重视数量。 大多数国际大公司遵循这一原则。 衡量检测系统非常重要。 产品类别极为有限，多元化不足。 参见： Reverse Positioning[逆向定位]。
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产品领先（Product Leadership）。 强于创新和市场品牌。 企业在市场上表现活跃。 关注的焦点是开发、创新、设计、市场的时效性、较短时间内获取高额边际利润。 企业文化灵活。
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亲近顾客（Customer Intimacy）。 企业卓越于顾客关注与顾客服务。 针对每一个顾客，提供量体裁衣的产品或服务。 产品类别丰富，差异化特点明显。 关注的焦点是： 客户关系管理、产品或服务的供给准时并超出顾客期望、终生价值概念、可靠性、贴近顾客，等等。 将决策权下放给与顾客直接打交道的员工。 比较： Customer Relationship Management[顾客关系管理]。
价值信条模型非常类似于Porter的三个一般性竞争战略（Cost Leadership， Cost Leadership、Differentiation、Focus[成本领先、差异化、聚焦集中]）。 但是二者之间至少有一点不同： 价值信条模型中三个信条不可偏废， 在某一信条追求卓越的同时，另外两个信条必须保持较好的水平。 然而，根据Porter的竞争战略理论，企业如果照此而行，则会置于高不成低不就的位置，永远无法取得卓越。
参考书： Michael Treacy & Fred Wiersema - The Discipline of Market Leaders - 
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价值信条 小组
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比较： Core Competence[核心竞争力] | Distinctive Capabilities[特殊能力] | Three Dimensional Business Definition[三维商业定义] | Value Profit Chain[价值利润链] | Competitive Advantage[竞争优势] | Experience Curve[经验曲线] | Twelve Principles of the Network Economy[网络经济12法则] | Strategic Types[战略类型]
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