What does the phrase "end result" mean? Triz. ideal end result, how to achieve? How the IFR method works

02.02.2021

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Price management in retail Lipsits Igor Vladimirovich

7.7 Significance effect of the end result

Significance effect of the end result

Often, a particular product is just one of the elements a customer needs to achieve the desired end result. For example, for a new owner of a garden plot, cement is only a small part of the set of building materials needed to build a house, that is, an intermediate value.

In such situations, we are faced with the effect of product evaluation through the end result , and this effect manifests itself in two ways: through the degree of determinism of the derived demand and through the dependence of purchases on the cost of goods of intermediate value in the total amount of costs for obtaining the final result.

Degree of determinism of derived demand characterizes the relationship between the significance for the buyer of the final result and its sensitivity to the prices of goods that must be purchased to achieve this result. As a rule, the more sensitive the buyer is to the total cost of achieving the final result he needs, the more sensitive he is to prices and those intermediate goods that he needs to purchase in order to obtain this result.

Example

AvtoVAZ for the production of Zhiguli buys metal sheets and blanks from Russian ferrous metallurgy enterprises. While this car was in short supply and there was a queue behind it, the AvtoVAZ management was not too sensitive to the level of metal prices.

However, by the mid-1990s This company is facing a glut. Domestic buyers did not want to purchase Zhiguli at such high prices, which the plant was forced to charge due to the increase in production costs generated by inflation. In other words, the sensitivity of buyers to the level of the price of the final product (car] has increased. This, accordingly, has led to an increase in the sensitivity of the car factory to the total value of production costs, and hence to the prices of all components, raw materials and materials that determine these costs.

As a result, in 1995, the AvtoVAZ management was forced to gather its metallurgical suppliers for a meeting and conclude an agreement with them, according to which the metallurgists undertook, in particular, not to raise prices more often than once a quarter, and to warn the plant about this. The plant, for its part, promised not to allow non-payments for the metal supplied to it and to create, over time, a financial and industrial group to help metallurgists with investments.

If we now try to formulate a general pattern, say, for the markets of industrial goods, then it will look like this: the greater the shortage in the market of final goods, the less sensitive the manufacturers of these goods will be to the price levels of raw materials, materials and components used to manufacture these goods. final goods. Conversely, increased difficulty in marketing final goods leads to tighter price restrictions for suppliers of intermediate goods, as producers of final goods become more sensitive to the prices of purchased inputs.

Understanding this circumstance is very important for sales professionals. They need to constantly monitor what is the end result that is really most important to their customers now (for example, reducing the cost of production, the fastest increase in production volumes, a significant improvement in quality, etc.). It is this end result that will determine the reaction of buyers to the price levels of intermediate goods.

It is also necessary to take into account the second aspect - the dependence of the degree of price sensitivity of the buyer of an intermediate product on the share of costs for this product in the total cost of obtaining the final result. If we compare, say, an automobile plant and a furniture factory, then both enterprises need metal products to produce their final products. But if metal makes up a very significant share in the total cost of manufacturing a car, then metal hinges and screws make up a very small share in the cost of a furniture set. This means that if buyers of cars and furniture sets are equally sensitive to changes in prices for them, then for the manufacturers of these goods the picture is different. Obviously, a car manufacturer will be more sensitive to metal price changes than a furniture manufacturer. For the first, a change in the price of the metal will almost inevitably entail the need for a corresponding adjustment in the price of the final product (car). As for the furniture manufacturer, he may not immediately respond to such an increase in the price of metal, since the reduction in his profits will be insignificant enough to annoy buyers with a meager price adjustment because of this.

If we take the next step in the reasoning, it will lead us to the fact that the buyer will respond to an increase in the price of any intermediate product (in our example, metal) by the greater reduction in the volume of purchases, the greater the share of costs for this product in their total value and, accordingly, the more significantly this rise in price will affect the value of production costs, profits and sales volumes of the final product.

If these concepts are applied to retail price management, it can be predicted that customers will respond much more calmly to an increase in the price of condiments than, say, pasta, kitchen fittings than cement, dishwasher detergent than dishes. and so on.

The same effect makes it possible to increase the efficiency of sales of expensive goods, if it is possible, with the help of well-constructed advertising, to force buyers to look at these goods “through the prism” of the significance of the final result. For example, such advertising will focus not on the technical characteristics of air conditioners, but on “clean, allergen-free air for your babies”, not on the unique polishing characteristics of a new car polish, but on “the dazzling sparkle of your Mercedes”, and so on.

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1. Image of the desired result It is very important to answer the question: why will employees act in a new way, and not in the way they are used to? What will push them to it? So, you have decided that changes are a necessary condition for the further development of the company, appreciated

Everyone wants to have a car.

To ride! After all, a car is a vehicle, and its existence and development from the very moment of its inception was determined by only one goal: personally, I, its owner, need to go faster.

And what does a car cost society? The answer to this question is as difficult as it is important.

At the dawn of motoring, there was a frantic struggle to increase the speed of the car. Immediately there was a problem of stability on the road, especially when cornering. The car became lower, longer, wider. The bearing part became heavier - the frame, the base of the body. In order to move faster and accelerate, an increasingly powerful engine was required - and the chassis was strengthened: gearbox, driveline, drive wheels. The requirements for the reliability of brakes are growing - and the mechanical drive is being replaced by hydraulic, and then pneumatic. A compressor appears, and with it a whole pneumatic system ... The suspension is improved - springs, shock absorbers, level stabilizers. To ensure the safety of passengers in a collision, the body is made of thicker metal. Again, the weight and dimensions are growing ... And all this to transport one or two, maximum 7-8 people!

It only seems that the car is on four wheels. In fact, it is an octopus with hundreds of thousands of hands. In the US, for example, one in six workers work for him directly or indirectly. Consider for yourself: approximately 10 million cars are produced annually. They use hundreds of types of ferrous and non-ferrous metals, non-metallic materials (plastics, leather, fabrics, etc.), radio engineering, varnishes, paints, glass, rubber, fuels, lubricants ...

The production of all this does not pass without a trace for the environment, it gives rise to a lot of environmental problems.

Design offices, laboratories, test benches and ranges. Automatic lines and robots for the manufacture of thousands of parts every second. Kilometer assembly lines. Computers and computers for CNC machines, for planning, collecting and analyzing information ... More? Please!

We need roads. In the United States, roads now occupy about 10% of the country's area. Their construction and maintenance require a huge fleet of special machines that can extract materials, pour them, fasten them, cover with asphalt and concrete, apply marking lines ...

A car, like any car, sometimes breaks down. You need equipment and tools for repairs. Thousands and thousands of auto repair shops. Gas stations, oil producing enterprises and refineries, a network of pipelines and giant oil tankers. Again, environmental issues.

The car must be stored somewhere. And huge areas of the territory of cities are allocated for garage complexes. It is necessary to maintain order on the roads, and a special national traffic police service is being created.

Accidents happen on the roads, people are killed or maimed. This means that we need medicines, first aid kits, ambulance stations, hospitals and sanatoriums. And funeral teams...

Not cheap, however, the car is very expensive!

Any system, be it a car or a fishing rod, is created and exists not for its own sake, but for the sake of performing some useful function for a person. So, the main useful function of a car is to move people and goods from place to place.

Strictly speaking, a person needs this function, and not at all the system that performs this function, giving rise to a mountain of all sorts of problems.

From this point of view, TRIZ has the concept of an ideal system:

By the way, Pushkin's Baba Yaga had a vehicle close to ideal: her stupa moved “by itself”. But the stupa itself was still there, you had to get into it, you had to get out of it, so this vehicle is not one hundred percent perfect.

A completely ideal version of a car looks like this: there is no car at all, but you arrive at a given point at the right time.

And you don't need a rod. You need the function it performs. And what is its main function? Throw a worm, hook and pull out a fish that will swallow this worm.

Think about the question of the “ideal fish” for yourself. Just don’t think that such a fish should take off its own scales, gut and dive into the bowl with the fish soup. Indeed, in an ideal ear there should not be fish, but its smell, taste and nutritional value should be.

From all this follows one practically very important position:

In TRIZ, other laws of system evolution (ZRS) have also been identified, but this law - the law of increasing the degree of ideality of systems - is perhaps the most important among them.

When solving specific inventive problems, this law allows us to abandon many empty samples and immediately formulate the ideal answer to the problem - ideal end result (IFR). As in the case of the worm. Perfect Worm myself falls into the water myself stays there and myself retrieves the fish that ate it from the water.

Sometimes this is enough to solve the problem.

Of course, in most cases it is not possible to obtain IFR in its pure form. The meaning here is somewhat different. Setting the IFR allows you to immediately choose the right direction of work, narrow the search area and concentrate efforts on finding strong solutions to the problem.

Let us illustrate the effect of the law of increasing the degree of ideality on the example of a technical system.

The serial car "Niva" weighs 1150 kg and has a 53 kW engine (about 70 hp). To participate in international auto racing, the Niva was modernized: a boosted engine was installed, which developed power up to 200 hp, and the weight of the entire car was reduced to 700 kg.

The numbers of absolute (arithmetic) change usually say little: it was - it became. Relative indicators speak much more. Previously, each engine horsepower carried 1150 kg: 70 hp. = 13.5 kg/hp

Now each “horse” carries only 700 kg: 200 hp. = 3.5 kg/hp Almost four times less!

WHAT DOES A MANAGER MEAN WHEN SAYS "DO A GOOD WORK"?

HOW TO GET WORK FOR THE FINAL RESULT FROM EMPLOYEES?

All managers require employees to work towards the “end result”. But in practice, both of them do not always clearly understand what these words mean and how exactly to achieve such a result.

The leader says: "We must work well." Everyone understands this in their own way. For one, this means getting to work on time. For another - that you need to prepare and submit reports with high quality. For the third - to prevent marriage in the production of sausages. For the fourth, it means serving the customer well. The fifth one thinks that he always works conscientiously and does a good job... So what did you mean, gentlemen leaders?

In order to evaluate the work in terms of the final result, it is important for us to begin by formulating (for ourselves so far) as clearly as possible (and often better in the language of numbers) how it will be measured.

And it is important to remember that the more specifically we formulate this ultimate goal to our employees, the higher will be the likelihood that, firstly, they will understand us, and secondly, we will achieve results.

On the contrary, when we avoid a specific description of what exactly needs to be done, but only encourage employees to do their best, in reality, what was required by the job description is not done either.

AGREE WITH EMPLOYEES:

When you have figured out what you mean by work "for the final result", the task arises for you - to convey these criteria to employees,

School management

so that the staff also clearly understand how you and they will know (by what criteria?) that the result has been achieved. And what do you mean by "good work".

So, if your sellers have to sell three pieces of equipment per month, each transaction must be in the amount of at least 200,000 thousand rubles, does it mean that the result of the seller’s good work by the end of the month is money received from customers to your company’s account in the amount of 600,000 rubles? And is it necessary from three clients? Or is it still important that at least three pieces of equipment be sold? Or are we talking about at least three transactions, while the subject of the transaction can be both related equipment and services? If it is important for you that there are exactly three transactions, then the “final result” in the understanding of the employee should be as follows: three transactions with different clients carried out by the reporting period. In this case, you will create the following motivation system: your employees will try to find more and more new customers, constantly expanding the market. But sales managers will want to know if it is possible (in the most extreme case), when there are no three transactions, to consider as the “end result” the one transaction they made, but for the same amount - 600,000 rubles?

In other words, figure it out: do you control the turnover, or the number of transactions, or maybe something else? And in this case, do your employees know what exactly you are checking? Employees will know this for sure, especially when you back it up with appropriate financial motivation. For example, tie their salary to the number of transactions.

Often the final results of labor are confused with the intermediate results that must be achieved in order to arrive at the main result. For example, for a telephone marketing manager, is 40 calls a day an end result or an intermediate result? Yes, if you and the employee do not care how they ended, as long as “40” was written in the report for the day. Not if you want completed sales or clear appointments at the exit.

It's not just employees who get confused.

One head of the sales department, whom the management reproached for not fulfilling the plan, was glad that in his department the financial turnover increased by 10% every month and so - within six months. He was very proud of this, calling this indicator the “good result” of his leadership work and claiming that his salespeople thereby work for the final result. The management of the company disappointed this boss. It was explained to him that the end result of the work of this department is a 100% completed monthly sales plan (albeit in a “bash”). For more than half a year, the department brought losses to the company, only 30% of the established plan was fulfilled here. As for the increase in turnover by 10% monthly, this figure does not show the final result, but states at what speed the department is moving towards fulfilling the 100% sales plan. That is, it reflects a certain process or path, movement, so to speak. With the help of this figure, we can make calculations and find out that at such a pace of work,

Chapter 4. How to get employees to work for the final result?

After approximately 20 months, the department will reach the originally planned result, having achieved 100% of the plan.

Another important question that arose in this company: why did the head of the sales department not achieve his goal for the whole six months of work?

The head of this department was appointed almost by accident. A vacancy opened up, he was offered, he accepted. It was important for him to grow, and another growth in the company at that time was not expected. The product that this department sells is not interesting to him then or now. While managing this department, he himself was still involved in larger sales. As a result, he did not believe that this product could be successfully sold, and therefore, deep down, he considered the individual sales plans of his employees to be too high. As a result, in his interaction with the staff, he never refers to the figures of the plan. When asked by the sales director, when was the last time this boss gave the employees the exact number of the plan that each of them must fulfill, the boss said that he did not remember it. He always motivated people by telling them to “do a good job and fulfill the sales plan,” and it was not customary to say which one.

This example shows that if you leave everything as it is, neither in twenty months, nor in five years, this department will not come to the final result.

It turns out that managers expect results from their employees in their work, often not realizing that they themselves do not believe in the final result of work!

Let us remind you that TRIZ is an obligatory part of classes at the Eidos Center. TRIZ is a theory of inventive problem solving. Formed by Heinrich Altshuller in the 70-80s of the last century. TRIZ is an applied science that requires constant practical use.

TRIZ helps to find STRONG solutions to the problem without trial and error, without a continuous enumeration of options. This solution is referred to as IFR (ideal end result).

The most effective solution to a problem is one that is achieved only at the expense of existing resources. In practice, the ideal end result is rarely fully achievable, but it serves as a guideline.

When looking for an IFR, you will definitely come across a CONTRADICTION.

Attempts to change in order to improve some parameters of the system lead to the deterioration of other parameters. For example, an increase in the strength of an aircraft wing can lead to an increase in its weight, and vice versa - lightening the wing leads to a decrease in its strength. There is a conflict in the system.

Example:

Geologists conducting research in Alaska complained about foxes that gnawed through the cables coming from the measuring instruments.

Contradiction: Foxes should not gnaw on wires, because. people are harmed by this, and foxes gnaw on wires (this is the reality).

An example of conflict resolution: Cayenne pepper is introduced into the sheath of the wires, the hottest variety known. And the attacks of foxes immediately stop.

We will talk more about the elimination of contradictions in the following articles.

Now try to solve a creative problem:

To wipe the nose of the customer or David?

In 1504, in Florence, Michelangelo Buanorotti was finishing work on a five-meter statue of David. Pierre Soderini, then mayor of the city, came to see how the work was going. He liked the statue. However, coming closer to her and looking up, where the master was working at that time, he said that David's nose, in his opinion, was too big. Michelangelo was at a loss: if you make corrections, the harmony of the sculpture will be disturbed, but if you don’t make it, you can quarrel with the customer and not get money. What should Michelangelo do?

But first, ask yourself these questions:

What parts does the system consist of, how do they interact?
- Which connections are harmful, interfering, which are neutral, and which are useful?
- Which parts and connections can be changed, and which cannot?
- What changes lead to the improvement of the system, and what - to the deterioration?

We've already covered five tools that help you tackle complex tasks, solve problems creatively, and come up with cool ideas: , and .

Today we will talk about a systematic and almost ideal way to solve problems using the theory of inventive problem solving (TRIZ). One of the basic concepts of TRIZ has become IFR (ideal end result) - a situation where the desired result is obtained by itself, without additional costs.

IFR is a way to solve problems with minimal, almost zero resource costs. It helps to overcome stereotyped thinking and formulate the best solution.

There are three main formulations of the IFR:

The system itself performs this function.
There is no system, but its functions are performed (with the help of resources).
The function is not needed.

Why TRIZ?

In 1946, Heinrich Saulovich Altshuller began work on the creation of a theory for solving inventive problems, the purpose of which was to study and describe the mechanisms for the development of technical systems and the creation of practical methods for solving inventive problems.

The main difference between TRIZ and all other methodologies and techniques (synectics, focal object method, morphological analysis) is that it is not based on enumeration of options, which makes it very difficult to get a quick and guaranteed result.

How does the ICR method work?

To get an IFR, you need to consider all the elements and processes of the task, determine the main process that needs to be improved. Ideally, it should run "by itself".

To formulate the IFR, we must assume that the system or part of it performs the required action "on its own", without costs, without external resources. Or imagine that there is no system, but all its functions are performed. Everyone likes the ideal system, it is implemented by itself, does not require additional resources and does not spoil anything.

What is it for me?

IFR helps you think productively. If you have learned how to formulate IFR, your life has already become better, as you have begun to think in the direction of the ideal result and evaluate the resources of the system in which your task is located.

IFR is the most popular TRIZ tool for use in everyday life and business.

Do you want to be happy? Write down 10 IFR statements for this problem. Do you want to receive? Write down 10 IFR statements for this problem. Do you want no one to bother you? Write down 10 IFR statements for this problem. Sounds simple and works great.

What are the alternatives to this method?

Group work. You can work with IFR on your own, or you can connect your colleagues to the solution. It is very easy to develop and brainstorm according to the rules of IFR in a company and get a lot of strong solutions.
"Not RBI", or "anti-RBI". This is a “shifter” when you formulate a solution to a problem with “not yourself”. That is, you must convince yourself that some element itself will not be able to perform the function.

How to use IFR to solve a creative problem?

Write down the task.
Rest assured that you will find a solution.
Don't be afraid to look or sound stupid. It is better to look stupid and solve the problem than to look smart and not solve it.
Take the problem apart and write them down.
Analyze what resources you have, write down the elements of the system.
Formulate an IFR (for each part of the problem, write down the three IFR formulations that are given at the beginning of the post).
Choose those formulations in which you manage with the elements of the system and do not complicate anything.

How to fix it in practice?

Formulate up to 10 IFR options for the next household task.

Your house does not have a garbage chute. Your neighbor on the floor every evening takes a bag of garbage out of the apartment and puts it in the common corridor. In the morning he throws it in the trash. During the night, an unpleasant smell accumulates in the corridor.

First determine all the elements of the system, then find the IFR using three formulations. Write your answers in the comments.