B章_竞争战略：吸引、保留和培育顾客.doc

第十八章 竞争战略：吸引、保留和培育顾客如今的企业面临着前所未有的激烈竞争。为了生存，企业通常从产品和推销观念转变成顾客和营销观念，以赢得顾客并且取得比竞争对手更好的绩效。如今，企业的焦点正在转向顾客关系营销。这个新观点就是，市场营销就是发现、保留和培育顾客的科学和艺术。1、讨论顾客价值和顾客满意度以及企业如何吸引、保留和培育有利可图的顾客建立持久关系的关键在于创造卓越的顾客价值和顾客满意度，而且企业需要理解这些重要要素的决定因素。面对越来越广的产品和服务选择范围，消费者将其购买决策建立在对价值的感知基础上。让渡顾客价值就是全面顾客价值与全面顾客成本之间的差额。顾客通常会选择给自己让渡价值最大化的产品和服务。 当企业的表现满足了购买者的预期时，也就产生了顾客满意。满意的顾客购买量更大，对价格不大敏感，对其他人赞扬企业，而且会更持久地保持忠诚。如今的营销人员使用一系列特定的营销工具，通过增加财务和社会利益或者结构性联系来发展更加的关系。2、解释企业价值链、让渡价值网络和全面质量在顾客价值和顾客满意的让渡中所起的作用。为了创造顾客价值和顾客满意并且保留顾客，企业必须按照顾客导向的方法管理其价值链和让渡的价值网络。企业的各个部门都应当看成是企业价值链中的一个环节。在寻求竞争优势的时候，企业还必须放眼超越自己的价值链，关注于让渡价值网络，即由供应商、分销商和顾客的各条价值链所组成的系统。全面质量营销是带来顾客满意和企业赢利的主要途径。3、讨论通过竞争对手分析理解顾客和竞争对手的必要性为了制定有效的营销战略，企业必须考虑其竞争对手和顾客。企业必须经常分析竞争对手，制定针对竞争对手进行有效定位并给予其尽可能强大的竞争优势的竞争营销战略。竞争分析首先涉及到识别企业的主要竞争对手。企业进而评估竞争对手的目标、战略、优势与劣势，以及反应模式。使用这些信息，企业就可以选择攻击或回避的竞争对手。在识别和评估了主要的竞争对手之后，企业必须确定如何向目标顾客让渡价值，如何塑造一个能够使企业获得竞争优势的宽泛的战略。 4、解释基于为顾客创造价值的竞争营销战略的基本原理哪一种竞争营销战略最有效，取决于企业所在的行业以及企业是市场领导者、挑战者、追随者，还是补缺者。5、说明要想成为真正以市场为中心的企业，均衡顾客和竞争对手导向的必要性与现有的竞争对手相比，企业更有可能受到新出现的消费者需要和新竞争对手的威胁。平衡考虑消费者和竞争对手的以市场为中心的企业才是真正的市场导向。关键概念和原则要想赢得当今的市场，企业必须不仅善于制造产品，还要精于营造顾客。出路就在于比竞争对手更好地为顾客提供价值和满意度。如今一项重要的营销任务，是关系营销创造、保持并提升与顾客及其他利益相关者的关系。建立持久关系的关键在于创造卓越的顾客价值和顾客满意度。消费者从他们认为能够提供最高的让渡顾客价值的企业购买产品。顾客形成对产品和服务的价值预期，并且根据这些预期进行购买决策。购买者的预期建立在顾客以往的购买经历、朋友和同事的意见，以及企业和竞争对手的信息及承诺之上。营销人员必须精心设定恰当的预期水平。 高度满意的顾客能够为企业带来多方面的好处。满意的顾客对价格不大敏感，对其他人赞扬企业和企业产品，并且会长期保持忠诚。在不同的行业和竞争环境下，顾客满意和顾客忠诚之间的关系也不一样。顾客满意度高并不能保证顾客忠诚。除了简单地吸引和保留好顾客，营销人员还希望不断提高其顾客份额。提高顾客份额最好的一种办法就是交叉销售。企业可以在多个层次上建立顾客关系-经济的、社会的、技术的和法律的-取决于目标市场的特点。现在，越来越多的企业致力于制定顾客忠诚和顾客保留方案。 借助向顾客关系中增加财务利益来树立顾客价值和顾客满意度；增加财务利益的同时增加社会利益；在增加财务和社会利益的同时增加结构性联系。关系营销意味着营销人员必须像关注其产品的管理一样去关注其顾客的管理。除了要估计企业让渡给顾客的价值，企业还应当积极地衡量每个顾客对企业的价值。关系营销要求营销人员必须与公司的其他部门密切合作，构成一条有效的价值链来为顾客服务。企业的目光要超越企业自身的价值链，并且把目光投向其供应商、分销商和最终用户的价值链。在现在的市场上，竞争发生在由这些竞争者创造的整个价值让渡网络之间。 顾客关系和企业赢利性与产品和服务的质量密切相关。全面质量管理（TQM）在20世纪80年代横扫企业的会议室。全面质量是创造顾客价值、顾客满意和保留顾客的关键。营销人员在帮助企业定义目标顾客，并向他们让渡高质量产品和服务方面起到主要作用。营销战略不仅要考虑目标消费者的需求，还必须考虑竞争对手的战略。为了制定有效的竞争营销战略，企业需要尽可能多地了解有关竞争对手的情况。企业实际上面对的是更广范围内的竞争对手。企业必须避免竞争对手近视症。在识别了主要的竞争对手之后，营销管理现在要问的就是：各个竞争对手在市场中追求的是什么？每个竞争对手的战略是什么？不同竞争对手的优势和劣势是什么？各个竞争对手对企业采取的行动会做出怎样的反应？管理层必须决定应当与哪个竞争对手展开最有力的竞争。大多数企业会与相近竞争对手竞争。一个企业确实需要竞争对手，并且能够从中获益。没有哪一个战略对于所有企业来说都是最好的。每个企业都要判断，考虑到其所在行业中的位势、目标、机会和资源，哪一个战略最合理。迈克尔波特提出企业三种成功的战略：总成本领先战略、差异化战略、聚焦战略。迈克尔特里希和佛瑞德维尔西玛提出了竞争营销战略的一种新的分类。企业可以追寻三种战略中的任意一种-知名人士作价值原则-来让渡卓越的顾客价值。出色的运作、贴近顾客、产品领先。一些企业成功地同时追寻了不止一条的价值原则。企业在目标市场上拥有不同的竞争位势：市场领导者、市场挑战者、市场追随者、市场补缺者。市场领导者战略：大多数行业都有一个公认的市场领导者。要想保住第一的位置，领先企业可以采取三种措施：扩展整个市场、保护市场份额、扩大市场份额。市场挑战者战略：在一个产业中位于第二位、第三位或者排名更靠后的亚军企业可以采取两种战略中的一种-市场挑战者。挑战者可以攻击市场领导者，也可以规避领导者，而去挑战那些与自己规模相当或更小的当地或地方性企业。市场挑战者可以针对竞争对手的产品、广告、价格和分销活动发起正面进攻，也可以对竞争对手的弱点或者竞争对手市场覆盖范围的缝隙发起间接攻击。市场追随者战略：追随者可以获得诸多好处。追随并不等同于消极被动或者完全照抄领导者。追随者必须明确发展路径，并且确保这条路径不会招致竞争性报复。市场补缺者战略：补缺者经常是资源有限的小企业，不过，大企业的小分部也可能追寻补缺战略。补缺的关键在于专业化，进行补缺也会有一些大风险。一个企业会因为过于以竞争对手为中心而失去其更加重要的顾客焦点。以竞争对手为中心的企业将其大部分时间用于追踪竞争对手的行动和市场份额，努力寻找对抗竞争对手的战略。以顾客为中心的企业在设计其战略的时候更多地聚焦于顾客。在实践中，如今的企业必须是以市场为中心的企业，关注其顾客和竞争对手两个方面。CHAPTER 18 COMPETITIVE STRATEGIES: ATTRACTING, RETAINING, AND GROWING CUSTOMERSSummaryThis chapter reviews two key trends in marketing for the 21st century: the trend toward the use of relationship marketing to improve customer satisfaction; and the trend toward in-depth competitor analysis as a means of identifying the companys major competitors and closely examining and formulating strategies to deal with competitors objectives, strategies, strengths and weaknesses, and reaction patterns.Marketers are finding that it is beneficial to reinterpret the marketing concept, stressing the need to offer real customer value and customer satisfaction in order to compete effectively. Two of the primary mechanisms for delivering value and satisfaction are through a value chain and a value delivery system. Because of the cost of obtaining new customers, marketers are focusing more of their attention on how to retain current customers through relationship marketing programs. The end result of such a focus is a commitment to a total quality marketing program and attitude.To be successful, a company must consider its competitors as well as its actual and potential customers. In the process of performing a competitor analysis, the company carefully analyzes and gathers information on competitors strategies and programs. The company must then choose a competitive marketing strategy of its own. The strategy chosen depends on the companys industry position and its objectives, opportunities, and resources.Four primary competitive positions are reviewed in the chapter. The market leader is interested in finding ways to expand the total market because it will benefit most from any increased sales. The leader must also have an eye toward protecting its share. Several strategies for accomplishing this protection task are presented. Aggressive leaders also try to expand their own market share. The market challenger. aggressively tries to expand its market share by attacking the leader, other runner-up firms, or smaller firms in the industry. The market follower designated as a runner-up firm that chooses not to rock the boat. The market nicher serve some part of the market that is not likely to attract the attention of the larger firms. These firms often survive by being specialists in some function that is attractive to the marketplace. The competitive analysis of the these four competitive position options presented in this chapter is a truly unique presentation and offers insight for every potential manager. This information can be used by every mid-level strategic planner who seeks insight into competitive strategy dynamics.Keywords and principleTodays companies face their toughest competition ever. To win in todays marketplace, companies must become adept in building customers, not just building products.Companies need to develop strategies for gaining competitive advantage building customer relationships based on: Superior customer value. Superior satisfaction.Traditional marketing theory and practice have focused on attracting new customers rather than retaining existing ones. The move today, however, is toward relationship marketing-creating , maintaining, and enhancing strong relationships with customers and other stakeholders.This new view is that marketing is the science and art of finding, retaining, and growing profitable customers.The new realities of the marketplace that must be faced are: Changing demographics. More sophisticated competitors. Overcapacity in many industries.Companies need to consider customer lifetime value. The key to building lasting relationships is creation of superior customer value and satisfaction.Satisfied customers are more likely to be loyal customers, and loyal customersare more likely to give the company a larger share of their business. Attracting and retaining customers can be a difficult task. Consumers buy from the firm that they believe offers the highest customer delivered value.Consumers form expectations about the value of marketing offers and make buying decisions based upon these expectations.Customer satisfaction with a purchase depends upon the products actual performance relative to a buyers expectations.A customer might experience various degrees of satisfaction.Expectations are formed based on: Past buying experiences. The opinions of friends and associates. Marketer and competitor information and promises.Marketers must be careful to set the right level of expectations. Great expectation can lead to great disappointment. Todays most successful companies are raising expectations-and delivering performance to match. These companies embrace total customer satisfaction.A firm that seeks total customer satisfaction does not have to attempt maximum customer satisfaction. The purpose of marketing is to generate customer value profitably.Highly satisfied customers produce several benefits for the company: They are less price sensitive. They remain customers for a longer period of time. They talk favorably to others about the company and its products.Research has shown that there are more differences (loyalty) between customers, Customers that are highly satisfied are much more loyal. Firms need to delight their customers.Beyond simple attracting and retaining good customers, marketers want to constantly increase their share of customer. One of the best ways to do this is cross-selling.Relationship marketing is oriented toward the long term.Companies can build customer relationships at many levels-economic, social, technical, and legal-depending on the nature of the target market.Methods for building relationships include:A company might build value and satisfaction by adding financial benefits to the customer relationship.A second approach is to add social benefits. Social bonds are increased by personalization.Third, the company can add structural ties. Supplying special equipment might encourage a tying relationship.All components of the firm must be committed to delivering customer value andsatisfaction. Marketing and marketing departments cannot do this on their own.Each company department can be thought of as a link in the companys value chain. That is, each department carries out value-creating activities.The company must not only examine its own value chain but must look into the value chains of its suppliers, distributors, and, ultimately, its customers. More companies today are partnering with the other members of the supply chain to improve the performance of the customer value delivery network.Competition is no longer between individual competitors. It is between the networks created by these competitors.Quality improvement programs normally increase profitability. Todays executives view the task of improving product and service quality as a top priority.It is important to distinguish between performance quality and conformance quality.Total quality management (TQM) swept the corporate boardrooms in the 1980s. However, failures with the concept caused dissatisfaction in the 1990s.A more appropriate concept is return on quality (ROQ) where management makes sure that the quality offered is what the customers sincerely want.Total quality is the key to creating customer value, satisfaction, and retention. Total quality is everyones job.Marketers play several roles in helping their companies define and deliver high-quality products and services to target customers.Marketers bear the major responsibility for correctly identifying the customers needs and requirements and for communicating customer expectations correctly to product designers.Under the marketing concept, companies gain competitive advantage by satisfying target customer needs better than competitors do.Two steps must be taken:The first step is competitor analysis where the company goes through the process of identifying, assessing, and selecting key competitors.The second step is competitive marketing strategies where the company strongly positions itself against competitors and finds a way to give itself the greatest possible competitive advantage.Identifying the companys competitors. Competitors can be: Those that make the same product or class of products. Those that supply the same services. Those that compete for the same consumer dollars. Companies must avoid competitive myopia .It is important to determine the importance a competitor places on: Current profitability. Market share growth. Cash flow. Technological leadership. Service leadership. Other goals.The more that one firms strategy resembles another firms strategy, the more the two firms compete.It is very important that a company have an idea of how to select competitors to attack and avoid.Strong or weak competitors may be attacked. Close or distant competitors may be targeted. A company may not view all competitors as beneficial. Well-Behaved or Disruptive competitors also provide opportunities and different threats.The company must design a broad competitive strategy by which to gain competitive advantage. However, no one strategy is best for all companies.Basic competitive positioning winning strategies include: Overall cost-leadership. This strategy usually wins the company a large market share.Differentiation. This image helps it to compete against lower cost rivals.Focus. This narrow-focus strategy achieves competitive advantage by concentrating on narrow segments of a larger market. Firms that do not pursue a clear strategy (a losing strategy) are called middle-of-the roaders. According to Porter, these firms do the worst in competitive struggles.Michael Treacy and Fred Wiersema have offered another set of strategies based On what they call value disciplines. These strategies are: Operational excellence ,Customer intimacy, Product leadership. Firms competing in a given target market, at any point in time, differ in their objectives and resources. These firms might take four different forms: Market leader, Market challenge, Market follower, Market niche.Market leader strategies: To remain number one, leading firms may take any of three actions: Expanding the total market( New users, New uses , More usage),Protecting market share, Expanding market share.Market challenger strategies. These runner-up firms can adopt one of two competitive strategies: They can challenge the leader and other competitors in an