「釋義」

溢價(jià)指的是所支付的實(shí)際金額超過名目價(jià)值或面值。

?品牌也是可以溢價(jià)的。比如同樣的西服，沒有品牌的西服和阿瑪尼去比較，消費(fèi)者情愿多花幾千塊錢去買阿瑪尼，而事實(shí)上穿在身上跟沒品牌的也差不多。原因在于存在情感價(jià)值因素，這是消費(fèi)者的消費(fèi)心理決定的。

「應(yīng)用場景」

在我們的工作坊里，多數(shù)PSF的領(lǐng)導(dǎo)者認(rèn)為自己的業(yè)務(wù)是高溢價(jià)業(yè)務(wù)，完全不管實(shí)際利潤情況。當(dāng)公司領(lǐng)導(dǎo)者說出類似這樣的話，“我知道我們是一家卓越的公司，為客戶提供出色的服務(wù)，但客戶并不重視我們貢獻(xiàn)的價(jià)值，不斷壓價(jià)”，錯(cuò)位就顯而易見了。

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.”

公司在頻譜上的定位不是由領(lǐng)導(dǎo)者的推斷決定，而是由客戶評(píng)定。如果領(lǐng)導(dǎo)者看不出自己的公司位于頻譜溢價(jià)較低一端，就會(huì)出現(xiàn)問題。領(lǐng)導(dǎo)者可能會(huì)在運(yùn)營中使用低杠桿，承諾員工工作會(huì)充滿挑戰(zhàn)和刺激，創(chuàng)造創(chuàng)新的解決方案。但客戶可能更關(guān)心公司能否高效提供相對(duì)常規(guī)的解決方案。他們可能會(huì)施加價(jià)格壓力，迫使公司關(guān)注更適合日常服務(wù)的指標(biāo)，例如利用率。專業(yè)人士則對(duì)工作本質(zhì)和公司管理方式感到失望，最終令公司陷入困境。

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.

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以上文字選自《哈佛商業(yè)評(píng)論》中文版2021年3月刊《專業(yè)服務(wù)公司的發(fā)展之道》

阿希什·南達(dá)（Ashish Nanda）達(dá)斯·納拉揚(yáng)達(dá)斯（Das Narayandas）| 文

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