市場(chǎng)營(yíng)銷英文Cusomer Value and Cusomer Relaionshis

CustomerValueand

CustomerRelationshipsCustomerValueMarketinginvolvessatisfyingcustomers’needsandwants;thetaskofanybusinessistodelivercustomervalueataprofit.CustomerValueTheValueCreationandDeliverySequence:thethreemajorstepsChoosetheValueProvidetheValueCommunicatetheValueCustomerValueChoosetheValue:ActivitiesCustomersegmentationMarketselection/focusValuepositioningOftenreferredtoasStrategicMarketing.CustomerValueProvidetheValue:ActivitiesProductdevelopmentServicedevelopmentPricingSourcingandMakingDistributingandServicingOftenreferredtoasapartofTacticalMarketing.CustomerValueCommunicatetheValue:ActivitiesSalesforceSalespromotionAdvertisingOftenreferredtoasapartofTacticalMarketing.CustomerValueChoosetheValue:HelpfulConceptsSTP:Segmentation,Targeting,Positioning(factorstoconsiderbeforetheproductexists,somecallittheessenceofstrategicmarketing)3Vs:ValueSegment,ValueProposition,ValueNetwork(KumarofLSB)CustomerValueDefiningValueandSatisfaction:Customersalwaysseektogainthegreatestbenefitattheleastcost.CustomerValueDefiningValueandSatisfaction:KeyConceptsCustomerPerceivedValue(CPV):customer’sevaluationofallofthebenefitsandcostsofanoffering.TotalCustomerBenefit:perceivedmonetaryvalueofallofthebenefitsacustomerexpectsfromanoffering.TotalCustomerCost:perceivedbundleofcostsacustomerexpectstoincurfromanoffering.CustomerValueTotalCustomerCost:MonetarycostTimecostEnergycostPsychiccostTotalCustomerBenefit:ProductvalueServicesvaluePersonalvalueImagevalueCustomerValueStepsinCustomerValueAnalysis:Identifythemajorattributesandbenefitsthatcustomersvalue.Assessthequantitativeimportanceofthedifferentattributesandbenefits.Assessthecompany’sandcompetitors’’performancesonthedifferentcustomervaluesagainsttheirratedimportance.Examinehowcustomersinaspecificsegmentratethecompany’’sperformanceagainstaspecificmajorcompetitoronanindividualattributeorbenefitbasis.Monitorcustomervaluesovertime.CustomerValueAnotherimportantactivityiscultivatingcustomerloyalty.Loyalty:deeplyheldcommitmenttore-buyorre-patronizeapreferredproductorserviceinthefuturedespitesituationalinfluencesand/orcompetitors’’marketingeffortstoenticeswitching.Thekeytocultivatingloyaltyis“deliveringhighcustomervalue”.CustomerValueConceptstoremember:Valueproposition:thewholeclusterbenefitsthecompanypromisestodeliver.Valuedeliversystem:alloftheexperiencesthecustomerwillhaveonthewaytoobtainingandusingtheproductorservice.CustomerValueCustomersatisfactionisimportanttoo!Satisfactionisdeterminedbywhethertheproduct/service’sperformancemeetsorsurpassesexpectations.CustomerValueFactorsthatshapecustomerexpectations:PastbuyingexperiencesFriends’andassociates’adviceMarketers’andcompetitors’informationandpromisesIfyouraiseexpectationstoohigh,thecustomerislikelytobedisappointed.Ifyousetexpectationstoolow,customersmayignoreyourproduct/service.CustomerValueSatisfactionalsodependsonquality.Quality:thetotalityoffeaturesandcharacteristicsofaproduct/service.CustomerValueMarketers’sixrolesinhelpingdefineanddeliverhighqualitytocustomers:Bearthemajorresponsibilityforcorrectlyidentifyingthecustomers’needsandrequirements.Communicatecustomerexpectationsproperlytoproduct/servicedesigners.Makesurethatcustomers’ordersarefilledcorrectlyandontime.Ensurethatcustomersreceivetheproperinstructions,training,technicalassistanceintheuseoftheproduct/service.Stayintouchwithcustomersafterthesaletoensuretheirsatisfaction.Gathercustomerideasforproduct/serviceimprovementsanddeliverthemtotheproperdepartments.CustomerValueYoushouldmeasurecustomersatisfactionregularly.Satisfactionandloyaltytendtobelinked.Highsatisfactionoftencreatesanemotionalbondwiththeproduct/service.CustomerRelationshipsMaximizingvalueofyourcustomersmeanscreatingandcultivatinglongtermcustomerrelationships.Instillingloyaltyinyourcustomersisthekey.CustomerRelationshipsTheFiveLevelsofRelationshipMarketing:Basicmarketing:sellingtheproduct/service(mostcommon).Reactivemarketing:sellingtheproduct/serviceandencouragingcustomerstoofferquestions,comments,orcomplaints.Accountablemarketing:followingupafterthesaletoseewhethertheproduct/servicemeetsexpectationsandaskforimprovementsuggestionsandspecificdisappointments.Proactivemarketing:contractingcustomersperiodicallywithsuggestionsaboutnewproduct/serviceusesornewproducts/services.Partnershipmarketing:workingcontinuouslywithcustomerstofindwaystoperformbetter.CustomerRelationshipsCustomer/distributornumbers,margin,andmarketingrelationship:usualrelationshipCustomerRelationshipsCustomerRelationshipManagement(CRM):Theprocessofmanagingdetailedinformationaboutindividualcustomersandcarefullymanagingallcustomer““touchpoints””tomaximizecustomerloyalty.CustomerTouchPoint:anyoccasionwhenthecustomerencountersthebrandandproduct/service.CustomerRelationshipsCRMmarketingcanemploymanytechniquesandmethods.Example:One-to-onemarketingFourstepone-to-onemarketingplan(PeppersandRodgers)Identifyyourprospectsandcustomers.Differentiatecustomersintermsof1)theirneedsand2)theirvaluetoyourcompany.Interactwithindividualcustomerstoimproveyourknowledgeabouttheirindividualneedsandtobuildstrongerrelationships.Customizeproducts,services,andmessagestoeachcustomer.CustomerRelationshipsIncreasetheValueofyourCustomerBase(orhowtogetmoreandcontinuousmoneyfromthem)Strategysuggestions:Reducethecustomerdefectionratethroughpersonalizingservices.Increasecustomerrelationshiplongevitybygettingmoreinvolvedwithyourcustomers.Enhancethegrowthpotentialofeachcustomerthroughcross-selling,up-selling,andshare-of-wallet.Makelowprofitcustomersmoreprofitable(orterminatethem)byencouragingthemtobuymore,paymore,orforgocertainfeaturesorservices.CustomerRelationshipsThetruthaboutcustomerstoday:SmarterMorepriceconsciousMoredemandingLessforgivingApproachedbymanymorecompetitorswithequalorbetteroffersCustomerRelationshipsTherefore,retainingyourcustomersisveryimportant.RetentionSuggestions:Addingfinancialbenefits(i.e.frequentuseprograms)AddingSocialbenefits(i.e.individualservice)Addingstructural/institutionalties(i.e.specialwebsitesandcomputerlinkages)CustomerRelationshipsKeyConcepts:CustomerEquity:thetotalofthediscountedlifetimevalueofallofthecompany’scustomers.ValueEquity:thecustomer’sobjectiveassessmentoftheutilityofaproduct/servicebasedonperceptionsofitsbenefitsrelativetoitscosts.BrandEquity:thecustomer’ssubjectiveandintangibleassessmentofthebrand,aboveandbeyonditsobjectivelyperceivedvalue.RelationshipEquity:thecustomer’stendencytostickwithabrand,aboveandbeyondobjectiveandsubjectiveassessmentsofitsworth.CustomerRelationshipsCustomerprofitability:Whatmakesacustomerprofitabletoacompany?Whenacustomerspendsmoreonaproduct/servicethatexceeds(byanacceptableamount)thecompany’scostofattracting,selling,andservicingthatcustomer.Thefocusoncustomerprofitabilityhasleadtoclassification(orthegrouping)ofcustomersbylevelsofdesirabilityonthepartofthecompany.CustomerRelationshipsCustomerLifetimeValue,keyconceptThenetpresentvalueoffutureprofitsfromacustomerovertheirlifetimeofpurchases.Expressedinaformula:=(expectedcustomerrevenues––expectedcustomermarketing/salescosts)/appropriatediscountrateCustomerRelationshipsMajortoolforimprovingmarketingefforts:CompanydatabasesanddataminingCompaniesnowarecreatinghugedatabasesthatincludeinformationoftheircustomersandtheirpreferences.CustomerRelationshipsHowcompaniesnowusethesedatabasestoimprovemarketingefforts:IdentifythebestprospectsbysortingthroughamassofresponsesMatchaspecificofferwithaspecificcustomerasawaytosell,cross-sell,andup-sellDeepencustomerloyaltybyrememberingcustomerpreferencesandofferingrelevantincentivesandinformationRe-activecustomerpurchasingthroughremindersortimelypromotionsAvoidseriousmistakessuchassendingacustomertwodifferentofferthesameproductbutatdifferentpricesCustomerRelationshipsProblemsdeterringcompaniesfromeffectivelyusingtheircustomerdatabases:DifficultyincollectingtherightdatafromcustomerswheninteractingwiththemDifficultyofgettingeveryoneinthecompanycustomerorientedandusetheavailableinformationNotallcustomerswantanongoingrelationshipwiththecompanyandresentthedatacollectionTheassumptionsbehindCRMmaynotalwaysholdtrue9、靜夜四四無(wú)鄰，，荒居舊舊業(yè)貧。。。1月-231月-23Thursday,January5,202310、雨中中黃葉葉樹，，燈下下白頭頭人。。。02:59:2102:59:2102:591/5/20232:59:21AM11、以我獨(dú)沈沈久，愧君君相見(jiàn)頻。。。1月-2302:59:2102:59Jan-2305-Jan-2312、故人江海別別，幾度隔山山川。。02:59:2102:59:2102:59Thursday,January5,202313、乍見(jiàn)見(jiàn)翻疑疑夢(mèng)，，相悲悲各問(wèn)問(wèn)年。。。1月-231月-2302:59:2102:59:21January5,202314、他鄉(xiāng)生生白發(fā)，，舊國(guó)見(jiàn)見(jiàn)青山。。。05一一月20232:59:21上午午02:59:211月-2315、比不了得就就不比，得不不到的就不要要。。。一月232:59上上午1月-2302:59January5,202316、行動(dòng)動(dòng)出成成果，，工作作出財(cái)財(cái)富。。。2023/1/52:59:2102:59:2105January202317、做前前，能能夠環(huán)環(huán)視四四周；；做時(shí)時(shí)，你你只能能或者者最好好沿著著以腳腳為起起點(diǎn)的的射線線向前前。。。2:59:21上上午2:59上上午午02:59:211月-239、沒(méi)沒(méi)有有失失敗敗，，只只有有暫暫時(shí)時(shí)停停止止成成功功??！。。1月月-231月月-23Thursday,January5,202310、很多事事情努力力了未必必有結(jié)果果，但是是不努力力卻什么么改變也也沒(méi)有。。。02:59:2202:59:2202:591/5/20232:59:22AM11、成功就是日日復(fù)一日那一一點(diǎn)點(diǎn)小小努努力的積累。。。1月-2302:59:2202:59Jan-2305-Jan-2312、世間成事，，不求其絕對(duì)對(duì)圓滿，留一一份不足，可可得無(wú)限完美美。。02:59:2202:59:2202:59Thursday,January5,202313、不知香積積寺，數(shù)里里入云峰。。。1月-231月-2302:59:2202:59:22January5,202314、意志堅(jiān)強(qiáng)的的人能把世界界放在手中像像泥塊一樣任任意揉捏。05一月20232:59:22上午02:59:221月-2315、楚楚塞塞三三湘湘接接，，荊荊門門九九派派通通。。。。。一月月232:59上上午午1月月-2302:59January5,202316、少少年年十十五五二二十十時(shí)時(shí)，，步步行行奪奪得得胡胡馬馬騎騎。。。。2023/1/52:59:2202:59:2205Janua