Customer Value and Customer Relationships(英文版)

CustomerValueandCustomerRelationships,CustomerValue,Marketinginvolvessatisfyingcustomersneedsandwants;thetaskofanybusinessistodelivercustomervalueataprofit.,CustomerValue,TheValueCreationandDeliverySequence:thethreemajorstepsChoosetheValueProvidetheValueCommunicatetheValue,CustomerValue,ChoosetheValue:ActivitiesCustomersegmentationMarketselection/focusValuepositioningOftenreferredtoasStrategicMarketing.,CustomerValue,ProvidetheValue:ActivitiesProductdevelopmentServicedevelopmentPricingSourcingandMakingDistributingandServicingOftenreferredtoasapartofTacticalMarketing.,CustomerValue,CommunicatetheValue:ActivitiesSalesforceSalespromotionAdvertisingOftenreferredtoasapartofTacticalMarketing.,CustomerValue,ChoosetheValue:HelpfulConceptsSTP:Segmentation,Targeting,Positioning(factorstoconsiderbeforetheproductexists,somecallittheessenceofstrategicmarketing)3Vs:ValueSegment,ValueProposition,ValueNetwork(KumarofLSB),CustomerValue,DefiningValueandSatisfaction:Customersalwaysseektogainthegreatestbenefitattheleastcost.,CustomerValue,DefiningValueandSatisfaction:KeyConceptsCustomerPerceivedValue(CPV):customersevaluationofallofthebenefitsandcostsofanoffering.TotalCustomerBenefit:perceivedmonetaryvalueofallofthebenefitsacustomerexpectsfromanoffering.TotalCustomerCost:perceivedbundleofcostsacustomerexpectstoincurfromanoffering.,CustomerValue,TotalCustomerCost:MonetarycostTimecostEnergycostPsychiccostTotalCustomerBenefit:ProductvalueServicesvaluePersonalvalueImagevalue,CustomerValue,StepsinCustomerValueAnalysis:Identifythemajorattributesandbenefitsthatcustomersvalue.Assessthequantitativeimportanceofthedifferentattributesandbenefits.Assessthecompanysandcompetitorsperformancesonthedifferentcustomervaluesagainsttheirratedimportance.Examinehowcustomersinaspecificsegmentratethecompanysperformanceagainstaspecificmajorcompetitoronanindividualattributeorbenefitbasis.Monitorcustomervaluesovertime.,CustomerValue,Anotherimportantactivityiscultivatingcustomerloyalty.Loyalty:deeplyheldcommitmenttore-buyorre-patronizeapreferredproductorserviceinthefuturedespitesituationalinfluencesand/orcompetitorsmarketingeffortstoenticeswitching.Thekeytocultivatingloyaltyis“deliveringhighcustomervalue”.,CustomerValue,Conceptstoremember:Valueproposition:thewholeclusterbenefitsthecompanypromisestodeliver.Valuedeliversystem:alloftheexperiencesthecustomerwillhaveonthewaytoobtainingandusingtheproductorservice.,CustomerValue,Customersatisfactionisimportanttoo!Satisfactionisdeterminedbywhethertheproduct/servicesperformancemeetsorsurpassesexpectations.,CustomerValue,Factorsthatshapecustomerexpectations:PastbuyingexperiencesFriendsandassociatesadviceMarketersandcompetitorsinformationandpromisesIfyouraiseexpectationstoohigh,thecustomerislikelytobedisappointed.Ifyousetexpectationstoolow,customersmayignoreyourproduct/service.,CustomerValue,Satisfactionalsodependsonquality.Quality:thetotalityoffeaturesandcharacteristicsofaproduct/service.,CustomerValue,Marketerssixrolesinhelpingdefineanddeliverhighqualitytocustomers:Bearthemajorresponsibilityforcorrectlyidentifyingthecustomersneedsandrequirements.Communicatecustomerexpectationsproperlytoproduct/servicedesigners.Makesurethatcustomersordersarefilledcorrectlyandontime.Ensurethatcustomersreceivetheproperinstructions,training,technicalassistanceintheuseoftheproduct/service.Stayintouchwithcustomersafterthesaletoensuretheirsatisfaction.Gathercustomerideasforproduct/serviceimprovementsanddeliverthemtotheproperdepartments.,CustomerValue,Youshouldmeasurecustomersatisfactionregularly.Satisfactionandloyaltytendtobelinked.Highsatisfactionoftencreatesanemotionalbondwiththeproduct/service.,CustomerRelationships,Maximizingvalueofyourcustomersmeanscreatingandcultivatinglongtermcustomerrelationships.Instillingloyaltyinyourcustomersisthekey.,CustomerRelationships,TheFiveLevelsofRelationshipMarketing:Basicmarketing:sellingtheproduct/service(mostcommon).Reactivemarketing:sellingtheproduct/serviceandencouragingcustomerstoofferquestions,comments,orcomplaints.Accountablemarketing:followingupafterthesaletoseewhethertheproduct/servicemeetsexpectationsandaskforimprovementsuggestionsandspecificdisappointments.Proactivemarketing:contractingcustomersperiodicallywithsuggestionsaboutnewproduct/serviceusesornewproducts/services.Partnershipmarketing:workingcontinuouslywithcustomerstofindwaystoperformbetter.,CustomerRelationships,Customer/distributornumbers,margin,andmarketingrelationship:usualrelationship,CustomerRelationships,CustomerRelationshipManagement(CRM):Theprocessofmanagingdetailedinformationaboutindividualcustomersandcarefullymanagingallcustomer“touchpoints”tomaximizecustomerloyalty.CustomerTouchPoint:anyoccasionwhenthecustomerencountersthebrandandproduct/service.,CustomerRelationships,CRMmarketingcanemploymanytechniquesandmethods.Example:One-to-onemarketingFourstepone-to-onemarketingplan(PeppersandRodgers)Identifyyourprospectsandcustomers.Differentiatecustomersintermsof1)theirneedsand2)theirvaluetoyourcompany.Interactwithindividualcustomerstoimproveyourknowledgeabouttheirindividualneedsandtobuildstrongerrelationships.Customizeproducts,services,andmessagestoeachcustomer.,CustomerRelationships,IncreasetheValueofyourCustomerBase(orhowtogetmoreandcontinuousmoneyfromthem)Strategysuggestions:Reducethecustomerdefectionratethroughpersonalizingservices.Increasecustomerrelationshiplongevitybygettingmoreinvolvedwithyourcustomers.Enhancethegrowthpotentialofeachcustomerthroughcross-selling,up-selling,andshare-of-wallet.Makelowprofitcustomersmoreprofitable(orterminatethem)byencouragingthemtobuymore,paymore,orforgocertainfeaturesorservices.,CustomerRelationships,Thetruthaboutcustomerstoday:SmarterMorepriceconsciousMoredemandingLessforgivingApproachedbymanymorecompetitorswithequalorbetteroffers,CustomerRelationships,Therefore,retainingyourcustomersisveryimportant.RetentionSuggestions:Addingfinancialbenefits(i.e.frequentuseprograms)AddingSocialbenefits(i.e.individualservice)Addingstructural/institutionalties(i.e.specialwebsitesandcomputerlinkages),CustomerRelationships,KeyConcepts:CustomerEquity:thetotalofthediscountedlifetimevalueofallofthecompanyscustomers.ValueEquity:thecustomersobjectiveassessmentoftheutilityofaproduct/servicebasedonperceptionsofitsbenefitsrelativetoitscosts.BrandEquity:thecustomerssubjectiveandintangibleassessmentofthebrand,aboveandbeyonditsobjectivelyperceivedvalue.RelationshipEquity:thecustomerstendencytostickwithabrand,aboveandbeyondobjectiveandsubjectiveassessmentsofitsworth.,CustomerRelationships,Customerprofitability:Whatmakesacustomerprofitabletoacompany?Whenacustomerspendsmoreonaproduct/servicethatexceeds(byanacceptableamount)thecompanyscostofattracting,selling,andservicingthatcustomer.Thefocusoncustomerprofitabilityhasleadtoclassification(orthegrouping)ofcustomersbylevelsofdesirabilityonthepartofthecompany.,CustomerRelationships,CustomerLifetimeValue,keyconceptThenetpresentvalueoffutureprofitsfromacustomerovertheirlifetimeofpurchases.Expressedinaformula:=(expectedcustomerrevenuesexpectedcustomermarketing/salescosts)/appropriatediscountrate,CustomerRelationships,Majortoolforimprovingmarketingefforts:CompanydatabasesanddataminingCompaniesnowarecreatinghugedatabasesthatincludeinformationoftheircustomersandtheirpreferences.,CustomerRelationships,Ho