外文翻譯-顧客品牌忠誠(chéng)度

外文原文CustomerBrandLoyaltyAbstractWiththeappearanceofdeceptivesales,poorcustomercareandcrookedpromotion,keepingloyalcustomersbecomesevenmoredifficult.Eventhoughpursuingconsumerreliabilitycoststimeandeffort,itisreallythemostvaluableassetofasuccessfulcompany.Keywords:Customercare,Brand,Customerloyalty,BrandloyaltyBackgroundinformationofcustomerbrandloyaltySincetheworldisaglobalmarketingnow,competitionamongdiversecorporationshasbecomemoredrastic.Inordertoseizeholdoftheadvantagedpositioninthemarketplace,amassofmarketingspecialistsworkoutmultifariousstrategiestoinsuretheirtriumphforalongtime.Amongtheseadvancedstrategies,developingandmaintainingcustomerbrandloyaltyisconsideredtobeapreferableoptionbymoreandmoreentrepreneurs.Nevertheless,therearestilllotsofpeoplewhorefusetoattempttothistechnique.Theyassertthatitisimpossibletoachievetheidealtarget,especiallyinthedevelopedmarketingeconomy.Onecanclearlyseethateventhoughpursuingconsumerreliabilitycoststimeandeffort,itisreallythemostvaluableassetofasuccessfulcompany.ThedefinitionofbrandloyaltyBrandloyaltyisdefinedaskeepingpreferabletoaspecificproductorservice(BNETBusinessDictionary).Torephraseit,faithfulpurchaserstrendtopaymoneyforthesamebrandofmerchandise,andspeakhighlyofitsvalues.What’more,theybelievethattheirchoiceisbetterthanothers.ThedevelopmentoftheconceptThenotionofpurchasertrustworthinesscamethroughalongtimeandchangedalot.InanarticlebyGonring(2008,p.29),customerbrandwasgiventhedefinitionofproductqualitybeforethe1980s.Duringthelate1980sandnearthebeginning1990s,itsemphasischangedfromqualitytocustomers.Still,withthecompetitorscomingintothemarketinthelate1990s,satisfyingandcaringmuchabouttheclientsbecameamuchmoresignificantobjectofmanycorporations.Sincethen,peoplehavepaidmoreandmoreattentiononcustomertomakemoreprofits.FourtypesofloyaltyCustomerbrandloyaltyhasmanyaspects.Rowley(2005,p.574)concludesthattherearefourtypesofloyalty:captive,convenience-seekers,contentedandcommitted.Captivecustomerspreferrepeatedlypurchasingthesameproduct,serviceandbrandbecauseoflackofopportunitiestosubstituteforalternatives.Convenience-seekersmaynotrespectthebranditself,butlookontheconveniencethatcancarry.Contentedconsumershowever,haveapositiveattitudetoabrand,buttheywon’tattempttosomeextraconsumption.Theperfectoneisthecommitted,whoareactivebothinattitudeandbehavior.Consumerbrandloyaltyhasasignificantpositioninthemarketing.RegardedasanessentialfeatureofbrandvalueItisadmittedlytruethatshopperallegianceforabrandintruthcontributesmuchtomarketing.Accordingtotheconceptofbrandloyalty,itisregardedastheessentialfeatureofbrandvalue.TheAmericanMarketingAssociationgivesittheexplanationas“thesituationinwhichaconsumergenerallypaysmoneyforthesamemanufacturer-originatedproductorservicerepeatedlyovertimeratherthanbuyingfrommultiplesupplierswithinthecategory”or“thedegreetowhichaconsumerconsistentlypurchasesthesamebrandwithinaproductclass”(2006,qtdinMoisescu).Theauthordrawsattentiontothefactthatsinceotherdescriptiveaspectsofbrandequity,suchasconsiderablequality,associationsandawareness,allhaveconsanguineousrelationshipwithpurchaseandappreciation,theycanguaranteethelevelofbrandloyalty.Itfollowsthatbrandfidelitymayaddthesatisfactionofotherdimensionsofbrandvalue.Forexample,branddevotionalwaysleadsthepayerstobelievetheperceivedqualityofthebrandisbetterthanothers.CutdowncostsThisstrategymayfacilitatevendorsexpendlessbutattainutmostmoneyinthemarketing.TheworkofReichheld(2000,qtdinBanasiewicz)revealsthatsellershavetowasteasmuchasfourtimesmoneytoattractnewclientsthantocontinuetheloyalcustomer.Onaccountofthis,theauthorturnedtoaperfectstatistictoprovethiscontention.Hegoesontoindicatethatforanindividualcustomer,youhavetojustspend5percentofwealthforkeepinghisloyalty;alternatively,youwillreceive75%ofprofitsthathewillbringin.Itcanbecomprehendedasacquiringnewpurchasersexpendmoremoneytoadvertising,giveawayandindustrydiscount.LesssensitivetopriceTypicalloyalpurchasersarelesssensitivetoprice.Becauseofthis,whenaproductmarkup,theywon’tlessenthequantityoftheybuy.ItistheviewofReilly(2008)thatloyalcustomersdeemtheassessmentoftheproduct.Asaconsequence,theystrongbelievetheirchoices.Inthatcase,theytrendtocenterlessontheprice.BringinnewpotentialfaithfulconsumersThepotentialbenefitthattheloyalcustomersareabletoaddisthattheymaybringinmorenewconsumers.Atthesametime,thesepotentialconsumersarealsopossibletobecomethefutureloyalcustomers.Agoodexampleofthisisthatwhenonerepeatedlybuythesamebrandcosmetic,andconsideritconvenienttouse,hewillrecommendittohisclassmatesandgirlfriend.Hence,thereisnowonderthatpeoplearoundalwaysownthesamebrandofclothesaswellasothercommodity.Incontrast,ifpeoplearoundmecomplainthepoorqualityofabrandtomefrequently,Iwon’tthinkofowningitaswell.BenefitinglobalmarketplaceMostofall,intheglobaleconomy,clientbranddependabilitystandsoutasanimportantcompetitiveweapon.Kust(2008,p.24)correctlyarguesthattheworldhasswitchedintoaglobalbusinessinthelast10decades;developingthebrandloyaltygloballyisessentialtoenterthemarket.Hegoesontoindicatethatinordertokeepatrustrelationshipwiththeirconsumer,corporationsshouldcreateacustomerbrandloyaltyprogramamongcustomers.Difficultiessometimesstopbusinessmenfromworkingoutthetechnology.PurchasersrefuseloyaltyprogramsItisapopularbelief,however,thatwemayfindcertaindifficultiestofacewithconsumerloyalty.Firstofall,Consumersarelesswillingtoparticipatetocustomerloyaltyprogramforseveralreasons.Theexcellentconsumerloyaltyprogramconcludesbothrewardsandrecognition;nevertheless,notwithstanding,thetargetdoesn’tmakesenseinthemodernsociety.Thomas(2009,qtdinSilverstein)drawsattentiontothefactthatwithcustomersfacinganarrayofchoices,theywillbeparticularaboutwhattheybuy;asaconsequence,wearepayingmoreattentionontherewardsofaproduct.Itmeansthatlittlerewardswon’tsatisfyusanymore.Inotherwords,itisthemoderneconomyenvironmentthatmakesitmoredifficultforthesellerstoremuneratepeople.LoyalprogramsisincompleteYetanotherprimaryreasonfornon-participationisthatcustomershavemorerequirementsonloyaltyprogram.AccordingtoSilverstein(2009),morethan50%ofaudiencescomplainthatmostloyaltyprogramslookthesame,sotheyloseinteresttobelongtoanyprogram.Worsestill,somepeoplewhooncetookpartinanyloyaltyprogramevendropoutbecauseofthesetworeasons.Atthesametime,somepeoplecontentthatcompaniesentrepreneursshouldn’trelyabsolutelyoncustomerfidelity.Agoodexampleofthisisthatcurrentloyaltyprogramexistssomedrawbackswhichmakeitsfunctionincomplete(2003,Uncles,p.294).Theauthorexaminesthatmostpeopletrendtopaymoneyfortheproducttheyrequire.Insimplerterms,customerschooseonlyonecategoryofbrandsisanidealcondition.Thereareseveralinfectionsofpurchasers5loyalty.Whileitistruethatretainingloyaltymeetsalotoftrouble,thereissomethingcanbedonetoreducetherisks.Itcanbeclearlybemaintainedthatfindingthecomplicationofbrandloyaltycanaidussolvetheproblems.Tobeginwith,theyshouldhaveadeepanalysisofthecustomers5purchaseinclination.Forinstance,whattheywouldliketopay,howmuchtheyprefertospentontheparticularkindofgood,andhowoftentheygoonshopping(Neuberger,2008).BrandreputationEnterprisersshouldpaymoreattentionontherelationshipofbrandloyaltyandbrandreputation.ReferencetoSelnes(1996,p.19)revealsthat,brandreputationisoneofthemostsignificantdriverofbrandloyalty,soitisefficienttopursuereputationforbetterconsumerreliability.Toputitbriefly,havingagoodreputationmeansthatcustomersarepreferableforthisproductonattitude;hence,theywilltakeactiontobuythisproducts.Thatistosay,brandreputationcontributestobrandloyaltybyincreasingwillingnessandbeliefsothattheattitudemaychangetobehavior.BrandimageBrandimageplayanimportantroleinbrandbuilding,especiallyincustomerdependability.AsReichheld(2001,qtdinHsiehandLi,p.529)perceptivelystatethatpreferablebrandimagewillleadconsumerstoconceiveaperceptionofanorganization’spublicrelationshippractice,whichmatchesthecorporatereputationbetter.Withthisinmind,customersaremorelikelytoretainoptimisticfaith,attitude,andaction.Itmustbethereforebeacknowledgedthatcustomerloyaltygrowsfastthroughapprovingbrandimage.Consumers5satisfactionPositiveeffectonasingleproductTheevidenceseemstobestrongthatwhenwetalkaboutloyalty,wecan’tforgettomentioncustomersatisfaction.Ha(2009,p.198)hasexpressedtheviewthatsatisfactionisacrucialfactorofthecustomerperformanceandattitude.Intheexample,theresearchergetsthedatafromdifferentcountries.Eventhoughthecultureisdifferent,theresultoftheconclusionisthesame.WeakerinfluenceonbrandaloneItisapopularbelief,however,thatsomepeoplecontentthattheconditionoftheeffectofsatisfactiondepends.Agoodexampleofthisisthatwhencheckingproductsingly,satisfactionismoreindispensable.Conversely,itsfunctionbecomesweakerincaseofapplyingbrandalone(2008,Torres-Moraga,p.302).InternalbrandingInternalbrandingisalsoavaluableoutcomeofbrandloyalty.Internalbrandingaffectsmostlytheemployee’sidentification.Whafsmore,empolyee’sidentificationmakesanpositiveeffectoncustomerloyalty.Itmustthereforeberecognizedthatinternalbrandingcontributestocustomerloyalty(2009,Punjaisri,p.206).5.CorporationscandosomeefforttobuildandimproveloyaltyAccordingtotheauthor,inordertoachievethisgoal,managersshouldusethestreetteams,brandreps,andbrandAmbassadors.Andyet,streetteamswillworkwell,onlybytheaudiencefitthetarget.PaymoreattentiononcustomercareCustomercareisconsideredagoodpointtobuildingcustomerloyalty.AsWebb(1999,p.72)hasindicatedthatcompaniesshouldthinkmuchaboutwhatthecustomerscare.Theycanknowmuchaboutthecustomersbyaskingaseriesofopen-mindquestion.Tobesure,thecustomerwouldliketotalkdeeplyabouttheirsituation.KeephonesttocustomersNotonlythat,butalsokeepinghonesttocustomersmayretaincustomers5trust.Asanillustration,onlinetravelagencyOrbitzWorldwidedisplaystheactualpriceontheinternetonthepurposeofwinningcustomerstrust.Onthecontrary,numerouscompaniesonlyshowthebasicrateontheinternet.Actually,thepriceisa15%higher(2009,Peterson).Ifwecustomersaretreatedfairlyontheprice,wewouldliketogiveoutourtrust.MeasurementofloyaltyMostofall,themeasurementofthecustomerloyaltyisanotherpointthatweneedfocuson.TurningtoTerry,onefindsthatthegoodmethodtodomeasureistoseparate3groupsoftheconsumersaccordingtothesoretheyreceive.Iftheygetthescore1-6,theyarecalleddetractors.Thepassivesarethosewhohavethescore7-8,andthepromoters‘a(chǎn)chieveare9-10.Next,dividethetotalpeoplewhotakepartinthetestwiththepromoters,andthenyouwillgetapercentage,whichrepresentsthelevelofyourcustomerloyalty.Hegoesontoindicatethatmostcompaniesget10%-20%loyalclients.出處:JunjunMao,InternationalJournalofBusinessandManagement[J].ScienceandEducation:July2010.Vol.5,No.7出處：616InternationalJournalofManagementVol.27No.3Part2Dec2010中文譯文：顧客品牌忠誠(chéng)度摘要：隨著銷售欺詐、顧客關(guān)注度降低、非法促銷這些現(xiàn)象的出現(xiàn)，維持客戶忠誠(chéng)變得越來越困難。盡管追求消費(fèi)者信譽(yù)度花費(fèi)時(shí)間和精力，但它的確是一家公司成功的寶貴資產(chǎn)。關(guān)鍵詞：顧客關(guān)心，品牌，顧客忠誠(chéng)，品牌忠誠(chéng)顧客品牌忠誠(chéng)度的背景自從世界進(jìn)入全球化市場(chǎng)，公司之間的競(jìng)爭(zhēng)變得更加激烈。為了在市場(chǎng)上占領(lǐng)有利地位，為了確保長(zhǎng)期的勝利，營(yíng)銷專家制定出了多種戰(zhàn)略。在這些戰(zhàn)略之中，越來越多的企業(yè)家意識(shí)到開發(fā)和維護(hù)好顧客忠誠(chéng)是一個(gè)最好的策略。然而，仍有許多人拒絕嘗試這種策略。他們斷言這是不可能達(dá)到目標(biāo)的，特別是在經(jīng)濟(jì)發(fā)展中的市場(chǎng)。我們能清楚地看到盡管追求消費(fèi)者信譽(yù)度花費(fèi)時(shí)間和精力，但它的確是一家公司成功的寶貴資產(chǎn)。1.1品牌忠誠(chéng)的定義品牌忠誠(chéng)定義是：一直以來特別喜好某種產(chǎn)品或服務(wù)。換句話說，忠實(shí)的購(gòu)買者趨向于購(gòu)買同一品牌的商品，并且高度評(píng)價(jià)它的價(jià)值。同時(shí)，他們相信他們的選擇比其他人好。1.2概念的發(fā)展顧客忠誠(chéng)這一概念的形成經(jīng)過了長(zhǎng)時(shí)間的演變，前后有很大的變化。Gonring在一篇文章上指出：在20世紀(jì)80年代之前，產(chǎn)品質(zhì)量被定義為顧客品牌。在20世紀(jì)80年代末20世紀(jì)90年代初，關(guān)注的重點(diǎn)從質(zhì)量變成了消費(fèi)者。20世紀(jì)90年代末，隨著競(jìng)爭(zhēng)者進(jìn)入市場(chǎng)，顧客滿意成為了許多公司的重大目標(biāo)。從那以后，為了獲得更多利潤(rùn)，人們花越來越多的精力在顧客身上。1.3忠誠(chéng)的四種類型顧客品牌忠誠(chéng)表現(xiàn)在許多方面。Rowley總結(jié)出有四種類型的忠誠(chéng)：壟斷帶來的忠誠(chéng)、惰性忠誠(chéng)、利益忠誠(chéng)、信賴忠誠(chéng)。壟斷帶來的忠誠(chéng)顧客由于缺乏替代品而不得不一再購(gòu)買同一種產(chǎn)品、服務(wù)和品牌。惰性忠誠(chéng)客戶不是喜好品牌本身，而是因?yàn)橘?gòu)買的便利性。利益忠誠(chéng)顧客對(duì)品牌本身有一種積極態(tài)度，但是他們不會(huì)嘗試額外的消費(fèi)。最完美的是信賴忠誠(chéng)，有積極性態(tài)度同時(shí)也有積極性行為。顧客品牌忠誠(chéng)在營(yíng)銷中重要作用2.1是品牌價(jià)值的一種本質(zhì)特征顧客的品牌忠誠(chéng)對(duì)市場(chǎng)營(yíng)銷有很大的貢獻(xiàn)這是誠(chéng)然正確的。從品牌忠誠(chéng)的概念里可以看出，它是品牌價(jià)值的一種本質(zhì)特征。一直以來消費(fèi)者購(gòu)買同一家制造商的產(chǎn)品或服務(wù)，而不是從其他供應(yīng)商那里購(gòu)買或者消費(fèi)者一貫地購(gòu)買同一個(gè)品牌的產(chǎn)品，美國(guó)市場(chǎng)協(xié)會(huì)對(duì)這種情形給予它解釋。品牌的其他方面比如可感知的質(zhì)量、品牌聯(lián)合、品牌形象、有形展示等可以提升品牌忠誠(chéng)的水平，這個(gè)事實(shí)引起了作者的高度重視。因而斷定品牌忠誠(chéng)能增加品牌價(jià)值的滿意。比如說，品牌投入使得納稅人感覺這個(gè)品牌的產(chǎn)品質(zhì)量比其他的好。2.2降低成本這個(gè)策略有助于降低供營(yíng)商成本，但是同時(shí)在市場(chǎng)營(yíng)銷上花費(fèi)更大金錢。Reichheld(2000,qtdinBanasiewicz)的研究表明：相對(duì)于維持一個(gè)老顧客，企業(yè)需要花費(fèi)多達(dá)四倍的成本來吸引新的客戶。鑒于此，筆者借助一個(gè)權(quán)威的統(tǒng)計(jì)量來證明這一論點(diǎn)。他表明：對(duì)于一名顧客您需要花費(fèi)5%的利潤(rùn)用來維持他的忠誠(chéng)，然后你將會(huì)獲得他帶來的75%的利潤(rùn)。可以這樣理解：為獲得新的客戶需要花費(fèi)更多的錢用來做廣告，提供免費(fèi)的樣品和行業(yè)的折扣。2.3對(duì)價(jià)格較不敏感典型的忠誠(chéng)客戶對(duì)價(jià)格不敏感。正因?yàn)槿绱耍?dāng)一個(gè)產(chǎn)品漲價(jià)時(shí)，他們不會(huì)減少他們的購(gòu)買量?？梢愿鶕?jù)這個(gè)來評(píng)估顧客忠誠(chéng)，這是Reilly(2008)的一個(gè)觀點(diǎn)。忠誠(chéng)客戶相信他們的選擇，使得他們很少關(guān)注價(jià)格。2.4帶來新的潛在的忠實(shí)顧客忠誠(chéng)客戶潛在的價(jià)值是：他們會(huì)給你帶來更多新的消費(fèi)者，同時(shí)，這些潛在的消費(fèi)者可能成為忠誠(chéng)的顧客。關(guān)于這點(diǎn)一個(gè)很好的例子就是當(dāng)一個(gè)人多次購(gòu)買同種品牌的化妝品，并且認(rèn)為它使用方便，她就會(huì)把它推薦給同學(xué)和朋友。難怪周圍的人總是購(gòu)買相同品牌的衣服或其他商品。相反，如果我身邊的人經(jīng)常抱怨某品牌的質(zhì)量太差，我就不會(huì)使用它。2.5全球市場(chǎng)效益最重要的是在全球經(jīng)濟(jì)中，客戶品牌忠誠(chéng)被認(rèn)為是一種重要的具有競(jìng)爭(zhēng)力的武器。Kust(2008,p.24)認(rèn)為,：在過去的十年里世界已經(jīng)進(jìn)入全球經(jīng)濟(jì)，而發(fā)展品牌忠誠(chéng)是進(jìn)入全球市場(chǎng)必要條件。他表示：為了和消費(fèi)者保持信任關(guān)系，公司應(yīng)制定維持顧客品牌忠誠(chéng)的策略。企業(yè)制定策略面臨的難題3.1購(gòu)買者抵制忠誠(chéng)度策略普遍發(fā)現(xiàn)，當(dāng)處理消費(fèi)者忠誠(chéng)時(shí)會(huì)遇到一定的困難。首先由于一些原因消費(fèi)者不愿意參與顧客忠誠(chéng)的策略。好的消費(fèi)者忠誠(chéng)策略包括獎(jiǎng)勵(lì)和認(rèn)可。然而盡管如此，該策略沒有在現(xiàn)代社會(huì)產(chǎn)生影響。Thomas關(guān)注的事實(shí)是：當(dāng)顧客面對(duì)選擇，他們關(guān)注的是他們買了些什么。因此，我們需