【管理辞典】溢价 / Premium

「释义」

溢价指的是所支付的实际金额超过名目价值或面值。

 品牌也是可以溢价的。比如同样的西服，没有品牌的西服和阿玛尼去比较，消费者情愿多花几千块钱去买阿玛尼，而事实上穿在身上跟没品牌的也差不多。原因在于存在情感价值因素，这是消费者的消费心理决定的。

「应用场景」

在我们的工作坊里，多数PSF的领导者认为自己的业务是高溢价业务，完全不管实际利润情况。当公司领导者说出类似这样的话，“我知道我们是一家卓越的公司，为客户提供出色的服务，但客户并不重视我们贡献的价值，不断压价”，错位就显而易见了。

In our workshops, most PSF leaders place their practices toward the premium end of the spectrum, regardless of where their margins suggest they belong. The mismatch becomes apparent when a practice leader says something like “I know we’re a terrific practice offering excellent service to our clients. Our clients, though, don’t appreciate the value we contribute and are exerting price pressure on us.”

公司在频谱上的定位不是由领导者的推断决定，而是由客户评定。如果领导者看不出自己的公司位于频谱溢价较低一端，就会出现问题。领导者可能会在运营中使用低杠杆，承诺员工工作会充满挑战和刺激，创造创新的解决方案。但客户可能更关心公司能否高效提供相对常规的解决方案。他们可能会施加价格压力，迫使公司关注更适合日常服务的指标，例如利用率。专业人士则对工作本质和公司管理方式感到失望，最终令公司陷入困境。

A practice’s position on the spectrum is determined not by the practice leader’s presumptions but by the clients’ appraisal. When a leader doesn’t recognize that a practice is on the less-premium end of the spectrum, problems emerge. The leader may operate the practice with low leverage and promise recruits exciting, challenging work that produces innovative solutions. But clients will be more concerned with efficient delivery of relatively routine solutions. They’ll exert price pressure, forcing the practice to focus on metrics more appropriate to commodity services, such as utilization. The professionals will then be frustrated by the nature of the work and the way they’re being managed. As a result, the practice will flounder.

以上文字选自《哈佛商业评论》中文版2021年3月刊《专业服务公司的发展之道》

阿希什·南达（Ashish Nanda）达斯·纳拉扬达斯（Das Narayandas）| 文

马冰仑 丨编辑