中山大学吴柏林教授 “广告策划——实务与案例”绝密资.doc

Chapter 3 Building Customer Satisfaction, Value, and RetentionI. Chapter Overview/Objectives/OutlineA. OverviewTodays customers face a growing range of choices in the products and services they can buy. They are making their choice on the basis of their perceptions of quality, service, and value. Companies need to understand the determinants of customer value and satisfaction. Customer delivered value is the difference between total customer value and total customer cost. Customers will normally choose the offer that maximizes the delivered value.Customer satisfaction is the outcome felt by buyers who have experienced a company performance that has fulfilled expectations. Customers are satisfied when their expectations are met and delighted when their expectations are exceeded. Satisfied customers remain loyal longer, buy more, are less price sensitive, and talk favorably about the company.A major challenge for high performance companies is that of building and maintaining viable businesses in a rapidly changing marketplace. They must recognize the core elements of the business and how to maintain a viable fit between their stakeholders, processes, resources, and organization capabilities and culture. Typically, high performing businesses develop and emphasize cross-functional skills rather than functional skills (overall project management and results versus functional strengths (best engineers, etc.). They also build their resources into core capabilities that become core competencies, distinctive abilities and competitive advantages. This, along with a corporate culture of shared experiences, stories, beliefs, and norms unique to the organization, are the keys to their success. To create customer satisfaction, companies must manage their value chain as well as the whole value delivery system in a customer-centered way. The companys goal is not only to get customers but even more importantly, to retain customers. Customer relationship marketing provides the key to retaining customers and involves providing financial and social benefits as well as structural ties to the customers. Companies must decide how much relationship marketing to invest in different market segments and individual customers, from such levels as basic, reactive, accountable, proactive, to full partnership. Much depends on estimating customer lifetime value against the cost stream required to attract and retain these customers.Total quality marketing is seen today as a major approach to providing customer satisfaction and company profitability. Companies must understand how their customers perceive quality and how much quality they expect. Companies must then strive to offer relatively higher quality than their competitors. This involves total management and employee commitment as well as measurement and reward systems. Marketers play an especially critical role in their companys drive toward higher quality.B. Learning Objectives Understand what constitutes customer value and satisfaction. Know how leading companies organize to produce and deliver high customer value and satisfaction. Understand how companies can retain customers as well as attract customers. Know how companies can determine customer profitability. Understand how companies can practice total quality marketing strategy.C. Chapter OutlineI. Introduction II. Defining Customer Value and SatisfactionA. Customer Perceived Value1. Customer delivered value a) The difference between total customer value and total customer cost, or “profit” to the customer. b) Total customer value is the expected bundle of benefits.2. Total customer cost: Bundle of costs consumers expect to incur in evaluating, obtaining, and using the product or service.B. Total Customer Satisfaction1. Perceived performance and expectations contribute to overall satisfaction or dissatisfaction.2. The value proposition and the value-delivery system deal with the process of generating high customer loyalty that in turn delivers high customer value.3. The value-delivery system relates to the experiences the customer has in obtaining and using the offering. Based on those experiences, a firm can gain or lose very quickly in todays economy.III. The Nature of High-Performance BusinessesA. Stakeholders - Customers, employees, suppliers, and distributors.B. Processes - Work flows through an organization to achieve cross functional skills.C. Resources - Labor, power, materials, machines, information, energy, etc., to achieve core competence, distinctive ability(ies), and competitive advantage.D. Organization and Organizational Culture - Structures and policies. Corporate Culture is the shared experiences, stories, beliefs, and norms that characterize an organization.IV. Delivering Customer Value and SatisfactionA. Value Chain - Used as a tool for identifying ways to create more value. There are nine value-creating activities.B. Value-Delivery Network - To be successful a firm has to look for competitive advantages beyond its own operations. Building a better network can be a highly successful differentiation tactic that leads to greater customer satisfaction.V. Attracting and Retaining CustomersA. Attracting Customers - Becoming harder to please, smarter, more demanding and less forgiving.B. Lost Customers and Customer Lifetime Value - Compute customer defection rate (4-step process) and steps to reduce the defection rate.C. The Need for Customer Retention - Cost of attracting a new customer is 5 times that of retaining a satisfied current customer.D. Customer Relationship Marketing (CRM): The Key 1. The Goal is Customer Equity: Discounted lifetime values of all the firms customers.2. The main drivers of Customer Equity:a) Value Equityb) Brand Equityc) Relationship Equity 3. The result is an integration of value management, brand management, and relationship management.4. The levels of investment in CRM building move from basic marketing (sell), reactive marketing, accountable marketing, and proactive marketing, to partnership marketing.E. The Basics of Forming Strong Customer Bonds: 1. Adding Financial Benefits - Frequency marketing programs and club marketing programs2. Adding Social Benefits - Individualize and personalize customer relationships3. Adding Structural Ties - Help customers manage themselves.VI. Customer Profitability: The Ultimate Test A. Measuring Profitability 1. A person, household, or company that over time yields a revenue stream that exceeds by an acceptable amount the companys cost stream of attracting, selling, and servicing the customer. 2. A company should not attempt to pursue and satisfy all customers. B. Implementing Total Quality Management1. Total Quality Marketing (TQM) - Quality is the key to everything else.2. Most customers will no longer accept or tolerate average quality performance. 3. There is an intimate connection among product and service quality, customer satisfaction, and company profitability.4. Marketers now perform a much larger role in most firms. a) Identify customer needs and requirements.b) Communicate customer expectations internally.c) Ensure that the logistics work correctly from company to customer.d) Customer education on use of the product.e) Stay in touch with the customer.f) Gather customer ideas for product/service improvements.VII. SummaryII. Lecture(s)A. “Creating Customer Relationships that Last”A primary marketing focus is on the increasingly powerful role of customers in the marketing process and the need for marketers to provide value that exceeds customer expectations. Within this context is relationship marketing, providing a link with other areas of the text.Teaching Objectives To explain the concepts of product and service quality as they contribute to perceived value for the customer. Help students to better understand the changing role of the customer in todays marketplace. To present specific methods whereby marketers can engage in value-creating activities.DiscussionIntroductionIn the contemporary marketplace it is hard to believe there was ever a time when customers were not treated as an integral part of the exchange process. Prior chapters of the text consider some of the many shifts taking place in todays marketing environment. Competition in the marketplace, along with advancing technology, affords customers the ability to learn significantly more about the products they will purchase and/or consider for purchase. The same factors also have created both the need and the opportunity for marketers to know their customers on a more personal level. Ever increasing competition has forced marketers to seek out the information necessary to provide customers with the products and service they truly desire. Technology, when used to create a customer database, is one way marketers are answering to this new trend. Product development will be discussed in a later chapter; for now, we will focus on building satisfaction through customer relationship development activities.The concept of perceived value is based on Kotlers explanation of customer delivered value. Customers, like marketers, seek to profit from an exchange. Perceived value is aptly named because it supports the notion that the customer and not the marketer determine value. The marketers responsibility is to create value, in both product and service quality that lead to increased satisfaction and encourage a high perceived value. For example, service excellence is determined by customer perceptions and motivated by customer needs. Ken Blanchard, author of The One Minute Manager, says that the secret to competing successfully in todays environment is to provide customers with service that is so far above their expectations that it is perceived to be legendary. Marketers, with both large and small organizations, can engage in activities that exceed expectations and lead to customer delivered value. Marketers with large organizations have the ability to tap into a sophisticated database, utilizing past purchase data to customize marketing programs. These marketers also can become experts at “guerrilla marketing,” or the implementation of local promotions for the purpose of getting closer to customers. Furthermore, large organization marketers also have the ability to create a Web site and store-specific marketing programs that create retailer loyalty, build differentiation, and increase sales in desired market areas.Small business marketers, however, also have many opportunities to create strong customer relationships. By placing extra focus on what might generally be considered a commodity product, these marketers can stimulate demand and compete with large rivals in the same industry. If a company is small enough, its top executives can serve as the communication link for the company and various external publics, such as customers and retailers. Even internal publics, such as the sales staff, should be encouraged to make suggestions to top management. Finally, database programs are becoming more and more affordable, making direct mail programs a viable option even for smaller firms. This leads to a discussion of an evolving direction for relationship marketing.Relationship Marketing ExpandedEven though it is becoming increasingly possible, why would any rational customer actually want a “relationship” with the company that makes his or her razor blades, or dishwasher soap, or toilet paper? The answer is that the consumer probably would not necessarily desire a “relationship” with these companies, but the customer will want more spare time. Accordingly, he or she might like to have routine or repeat purchases for soap, paper towels, grocery staples, etc., automated.What if you could turn on your personal computer or your interactive television set, call up a list of last weeks grocery purchases, make a few changes, and then simply order them delivered to your door? And what if, when you did this, the computer reminded you to order certain items such as toothpaste and paper towels, since you might be running low on those items? What if, to help choose the groceries you wanted for your family, you asked the computer for a weeks worth of dinner menus, specifying recipes and ingredients?In many product categories, you dont really care what brand the computer selects, but in some product categories you have a list of “approved” brands, as well as brands you never want to see again. The computer automatically seeks out the least expensive basket of products that meet these criteria. Once you confirm it, your order is paid for via credit card or direct debit. The elapsed time for all this shopping was just seven minutes.Now, from the marketers side of the equation, consider the immense business opportunity in serving customers more thoroughly. Delivering grocery staples is one situation, but what about pharmaceuticals? What about dry cleaning and laundry, ready-made meals, FedEx and other pickups and deliveries? The companies become, in essence, share-of-customer marketers.A marketers primary task in the one-to-one future is not to find customers for the marketers products but rather to find more products and services for its customers. Consider that most retail chains have not really tried to figure out how to offer such conveniences as home delivery, because they dont want to consider this, for various internal reasons. They want customers to need to come into the store (or into the “virtual store”) because they like to have customers walking up and down the aisles (or virtual aisles), making last-minute impulse purchases. For a large part of their business, todays retailers depend on inconveniencing customers by requiring them to drive to their store (or virtual store) location to do their shopping.However, consider that marketers today jam twice as many products in the average supermarket as there were just over a decade ago (30,000 products now, compared with 15,000 in 1985). Furthermore, commercial messages abound for these products, the overwhelming majority of which do not now appeal to any particular consumer. Instead, we must all fight our way through the increasing number of advertising messages to pick out the information we need. The sameas how we must struggle through the proliferating barrage of products in or out of stores just to select the ones we want to buy. Every shopping trip becomes an increasingly difficult attempt to accomplish the same basic task, thus adding to the increasing use of the Internet.Having an ability to buy these products more conveniently doesnt mean people will completely stop going into stores, nor does it mean advertising will cease to exist. But if getting your regularly consumed products could be made nearly as convenient as “pushing a button,” wouldnt you go into the store less frequently? Wouldnt you, for the most part, prefer not having to shop for routine things? You could always choose to go out if you wanted toafter all, shopping is often a social experience, as well as a necessity.As with stores and other enterprises that cater to the interests of the interactive consumer (including information and entertainment providers), the manufacturer will only be able to succeed competitively by relying on individual feedback. For the manufacturer, success in the one-to-one marketing environment will mean soliciting information from consumers, individually, and then using that feedback to customize an offering to each individual customer, one at a time. This is the essence of one-to-one marketing.B. “Consumer ConcernsPage: 36Missing focus paragraph and teaching objectives.”Teaching Objectives To better understand why and how marketers need constantly to understand the constantly changing determinants behind customer perceptions of quality, service and value . How to better understand the critical elements of value chain analysis and the nuances behind the consumer perception of value. Understand specific methods whereby marketers can engage in value-creating activities.DiscussionWhile customers face a growing range of choices in the products and services they can buy, there remain substantial opportunities for marketing and consumer-oriented firms. Customers continue to make their choice on the basis of their perceptions of quality, service, and value, but companies need to understand the determinants of customer value and satisfaction. Customer delivered value is the difference between total customer value and total customer cost. Customers will normally choose the offer that maximizes the delivered value.Customer satisfaction is the outcome felt by buyers who have experienced a company performance that has fulfilled expectations. Customers are satisfied when their expectations are met and delighted when their expectations are exceeded. Satisfied customers remain loyal longer, buy more, are less price sensitive, and talk favorably about the company.A major challenge for high performance companies is that of building and maintaining viable businesses in a rapidly changing marketplace. They must recognize the core elements of the business and how to maintain a viable fit between their stakeholders, processes, resources and organization capabilities and culture. Typically, high performing businesses develop and emphasize cross-functional skills rather than functional skills (overall project management and results versus functional strengths, best engineers, etc.). They also build their resources into core capabilities that become core competencies, distinctive abilities, and competitive advantages. This, along with a corporate culture of shared experiences, stories, beliefs, and norms unique to the organization, are the keys to their success. To create cust