外文翻譯--客戶留住了，忠誠(chéng)度就留住了

1、<p><b>　　中文4570字</b></p><p>　　標(biāo)題：Customer Retention Is Not Enough</p><p>　　原文：company how likely customers are to defect; mobile-phone customers, for instance, continually switc

2、h providers because of customer service problems. But satisfaction alone doesn't tell a company what makes customers loyal: the product or the difficulty of finding a replacement, for example. Nor does gauging satisf

3、action levels tell a company how susceptible its customers are to changing their spending patterns—variations that more often come about as a result of changes in their lives, in the</p><p>　　By learning to

4、understand why customers exhibit different degrees of loyalty, and combining that knowledge with data on current spending patterns, companies can develop loyalty profiles that define and quantify six customer segments (E

5、xhibit 2). Three of them can be viewed as loyalists; that is, they are maintaining or increasing their expenditures. These customers are loyal because they are emotionally attached to their current provider, have rationa

6、lly chosen it as their best option, or don't </p><p>　　For industries that don't have many competitors capable of meeting the basic needs of their customers, active dissatisfaction plays the stronges

7、t role in downward migration. As the number of competitors providing a minimum level of satisfaction increases, other factors tend to assume a larger role; customers are more likely to compare the merits of various voice

8、 mail options, for instance, once phones can be counted on to work reliably.</p><p>　　Three basic customer attitudes—emotive, inertial, and deliberative—underlie loyalty profiles.[1] Emotive customers are th

9、e most loyal. Feeling strongly that their current purchases are right for them and that their chosen product is the best, they rarely reassess purchasing decisions. These feelings can reflect a product's long record

10、of good performance, but they are often fostered by intangible factors. Soft drinks are a classic example: they are very similar, but nearly half of all people who</p><p>　　Inertial customers, like emotive o

11、nes, rarely reassess their purchases, but their inaction results from high switching costs or a lack of involvement with products. Utilities and life insurers are good examples of industries whose customers tend to be in

12、ertial. Although these customers aren't prone to spend more or less than they currently do, influencing them offers about as much opportunity as influencing emotive customers, largely by making them less likely to mi

13、grate downwardly in response t</p><p>　　Deliberators—both those who maintain their spending and those who spend less—are on average the largest group, representing 40 percent of all customers across industri

14、es. The rewards from influencing deliberators can be twice as high as the rewards from influencing emotive and inertial customers. Deliberators frequently reassess their purchases by criteria such as a product's pric

15、e and performance and the ease of doing business with a company. Emotional appeals won't trump such objective factors</p><p>　　Finally, many companies make little effort to meet their customers' chan

16、ging needs, which (besides those brought on by moving or having a child) might include new financial or insurance products for aging customers and new travel arrangements made necessary by updated corporate-travel polici

17、es. Although changing needs are often dismissed as uncontrollable, our work shows that they can be addressed, especially if a company invests in a new product or channel. Meeting these new needs is a smaller </p>

18、<p>　　Profiling customers</p><p>　　Our research also showed that the proportion of people in each loyalty segment differs by industry (Exhibit 3); we found, for example, that far fewer customers are emo

19、tionally attached to their grocery stores than to their long-distance providers. For both mobile-phone providers and Internet service providers, however, deliberators predominate, so even among different kinds of telecom

20、 companies, the proportions in each segment can vary a lot.</p><p>　　This fact implies that the reasons for migration differ greatly among industries. Deliberative customers, for example, who change their sp

21、ending patterns because of factors like convenience, account for more than 70 percent of reduced spending by purchasers of casual apparel but only one-third of reduced spending by mobile-phone customers. These difference

22、s show why reward programs appealing to deliberators, for instance, might be highly successful in one industry but not another.</p><p>　　Although loyalty profiles vary from company to company, each industry

23、has an average behavior pattern that influences the customers' loyalty. These patterns are generally determined by five structural factors: how often purchases are made; the frequency of other kinds of interactions,

24、such as service calls; the emotional or financial importance of a purchase; the degree of differentiation among competitors' offerings; and ease of switching.</p><p>　　Using loyalty profiles</p>&

25、lt;p>　　Armed with its loyalty profile, a company gains new insights. First, the profile reinforces the point that building loyalty isn't just, as the traditional view would have it, about preventing defections and

26、 encouraging extra spending; it is about understanding and managing all six loyalty segments. Second, the profile highlights the different tactics required to manage each of the segments and a company's need to carry

27、 out a range of actions to reach all of them; a single act rarely increases th</p><p>　　One financial institution, for example, aimed all its loyalty efforts at increasing its customers' satisfaction. It

28、 did so measurably, made major investments to cut down on service failures (such as unanswered phones), and reduced the number of closed accounts. But the effect on overall growth was marginal, and the company's loya

29、lty profile shows why: customers are spending less of their money at such financial institutions mainly because their needs are changing—for example, they might be sendi</p><p>　　Profiling customers</p>

30、;<p>　　Our research also showed that the proportion of people in each loyalty segment differs by industry (Exhibit 3); we found, for example, that far fewer customers are emotionally attached to their grocery stor

31、es than to their long-distance providers. For both mobile-phone providers and Internet service providers, however, deliberators predominate, so even among different kinds of telecom companies, the proportions in each seg

32、ment can vary a lot.</p><p>　　This fact implies that the reasons for migration differ greatly among industries. Deliberative customers, for example, who change their spending patterns because of factors like

33、 convenience, account for more than 70 percent of reduced spending by purchasers of casual apparel but only one-third of reduced spending by mobile-phone customers. These differences show why reward programs appealing to

34、 deliberators, for instance, might be highly successful in one industry but not another.</p><p>　　Although loyalty profiles vary from company to company, each industry has an average behavior pattern that in

35、fluences the customers' loyalty. These patterns are generally determined by five structural factors: how often purchases are made; the frequency of other kinds of interactions, such as service calls; the emotional or

36、 financial importance of a purchase; the degree of differentiation among competitors' offerings; and ease of switching.</p><p>　　Using loyalty profiles</p><p>　　Armed with its loyalty profil

37、e, a company gains new insights. First, the profile reinforces the point that building loyalty isn't just, as the traditional view would have it, about preventing defections and encouraging extra spending; it is abou

38、t understanding and managing all six loyalty segments. Second, the profile highlights the different tactics required to manage each of the segments and a company's need to carry out a range of actions to reach all of

39、 them; a single act rarely increases th</p><p>　　One financial institution, for example, aimed all its loyalty efforts at increasing its customers' satisfaction. It did so measurably, made major investme

40、nts to cut down on service failures (such as unanswered phones), and reduced the number of closed accounts. But the effect on overall growth was marginal, and the company's loyalty profile shows why: customers are sp

41、ending less of their money at such financial institutions mainly because their needs are changing—for example, they might be sendi</p><p>　　To create a balanced program that addresses these issues, many comp

42、anies will wish to start by trying to influence deliberators, since they make up some 40 percent of the overall opportunity. Deliberators are particularly important for industries in which brands are relatively indistinc

43、t, comparisons are easy to make, and competitors differentiate primarily on such functional attributes as price.</p><p>　　Because deliberators tend to be hardheaded, and the range of attributes they value is

44、 wide, it isn't always easy to influence them. To take the first step toward understanding what customers value, companies can use their existing market research to determine the importance to their deliberators of a

45、ttributes such as functional benefits (how well the product works compared with alternatives to it, for example, and whether it is worth the price), process benefits (which improve the way the custom</p><p>

46、　　Once a company understands the elements that its customers value, it must take the basic step of fixing any weaknesses (such as uncompetitive prices) in its offer. Beyond such broad changes, companies can create superi

47、or value propositions by tailoring other benefits to specific subsegments; if it is too expensive to increase benefits to all of them, for example, a company can first target its most valuable customers. This approach no

48、t only reduces the chance they will defect but also encourages</p><p>　　One approach that sophisticated marketers take is to expand the deliberators' concerns from, say, price alone to include other fact

49、ors. Well-structured reward programs often provide the kinds of concrete process or relationship benefits that appeal to many deliberators. Hertz, for example, centrally stores all customer and payment data for the membe

50、rs of its #1 Club Gold program, so that customers don't have to fill out repetitive forms every time they rent cars. in this way, Hertz encourages fr</p><p>　　Of course, benefits are worthless if deliber

51、ators don't know about them. Communicating benefits well, we found, can often have the greatest impact, because customers often don't know about offers they could take up or, worse yet, about benefits they alread

52、y receive. Systematic communication with target customers likely to benefit from specific offers is the heart of successful customer relationship management and can be highly effective in influencing deliberators, who ar

53、e constantly reassessing</p><p>　　Many process benefits that appeal to deliberators help influence inertial customers too. The point is to make it so easy for them to use the product that they don't thin

54、k about it and, if they do, to make switching seem more inconvenient. Characteristic tactics include automating key interactions, such as bill payments and subscription renewals; storing information needed repeatedly (fo

55、r instance, addresses or credit card numbers) as many on-line stores do; ensuring that a company's products wor</p><p>　　出處：Stephanie Coyles and Timothy C. Gokey.Customer Retention is Not Enough[J].Journ

56、al of Consumer Marketing.2005.22(2),pp.101-105.</p><p>　　標(biāo)題：客戶留住了，忠誠(chéng)度就留住了</p><p>　　譯文：顧客購(gòu)買習(xí)慣的改變比顧客流失更為危險(xiǎn)。從新的視角來詮釋這些變化可以幫助商家更好地開發(fā)顧客的忠誠(chéng)度。 </p><p>　　商業(yè)公司花費(fèi)了數(shù)百萬美元試圖了解和影響顧客，牢牢地抓住顧客并且鼓勵(lì)他們

57、多多消費(fèi)。但是，想要提高顧客的忠誠(chéng)度，公司不應(yīng)只是遵循當(dāng)前以滿意度和流失率為標(biāo)準(zhǔn)的常規(guī)劃分方法。雖然公司為了提升高價(jià)值顧客的忠誠(chéng)度已經(jīng)進(jìn)行了大量的投入，但幾乎每個(gè)行業(yè)的顧客忠誠(chéng)度都變得越來越難以捉摸。 更好地理解影響客戶忠誠(chéng)度的潛在因素，特別是他們的態(tài)度和不斷變化的需求，有助于公司制訂出有針對(duì)性的對(duì)策來糾正任何不利的客戶消費(fèi)習(xí)慣，從而防止其流失。更多地了解客戶還能夠幫助公司改進(jìn)當(dāng)前的做法，激勵(lì)其它客戶消費(fèi)更多。我們最近對(duì)1200戶家庭進(jìn)

58、行了為期兩年的消費(fèi)態(tài)度研究，研究覆蓋16個(gè)不同行業(yè)的公司，包括航空業(yè)、銀行業(yè)和消費(fèi)品行業(yè)等，結(jié)果發(fā)現(xiàn)，加深對(duì)客戶的了解所創(chuàng)造的機(jī)會(huì)超乎想象。改善對(duì)客戶遷移的整體管理，不僅僅關(guān)注客戶的流失，同時(shí)也重視他們消費(fèi)習(xí)慣的細(xì)微變化，將比僅僅防止客戶流失的價(jià)值高十倍以上。我們推薦的辦法為許多公司所采納，結(jié)果他們的客戶流失率和消費(fèi)下滑率降低了近30%。 區(qū)分和衡量客戶的忠誠(chéng)度是一項(xiàng)日臻完善的技巧。20世紀(jì)70年代初期，根據(jù)提高顧客滿意度就能夠幫助公司

59、生意興隆的理論，一些公司開始嘗試衡量和管理顧客的滿</p><p>　　在零售和信用卡行業(yè)，顧客通常不止和一個(gè)公司打交道，因此控制好顧客的遷移顯得尤為重要。對(duì)于保險(xiǎn)和電信服務(wù)等行業(yè)，顧客選用的供應(yīng)商看似只有一家，其實(shí)同樣關(guān)系到對(duì)客戶遷移的管理。例如，某個(gè)本地電話公司如果發(fā)現(xiàn)顧客對(duì)某些服務(wù)（如安裝第二根電話線、來電等候等）無動(dòng)于衷時(shí)，應(yīng)當(dāng)主動(dòng)了解他們的需求，90%以上的提高客戶忠誠(chéng)度的機(jī)會(huì)就是這樣得到的。 控制客戶

60、的遷移不但使公司有機(jī)會(huì)在顧客流失之前盡早阻止他們消費(fèi)的減少，而且有助于盡早引導(dǎo)他們?cè)黾酉M(fèi)。由于這種辦法對(duì)于兩者同樣有效，而且不論公司想要達(dá)到哪種效果，用來影響顧客消費(fèi)的許多策略都是一樣的，因此期望阻止客戶減少消費(fèi)或者希望客戶增加消費(fèi)的公司都能夠獲得事半功倍的效果。 了解顧客 想要影響顧客的消費(fèi)，光了解他們是否喜歡公司提供的產(chǎn)品和服務(wù)是遠(yuǎn)遠(yuǎn)不夠的。把滿意度作為一項(xiàng)更寬泛的指標(biāo)可以告訴公司顧客流失的幾率。例如，移動(dòng)電話的客戶不斷更換電信服

61、務(wù)商是因?yàn)樗麄儗?duì)客戶服務(wù)不滿意。但是單靠滿意度并不能告訴公司吸引客戶的究竟是什幺，是因?yàn)楫a(chǎn)品本身，還是因?yàn)檎也坏教娲?？測(cè)量出顧客的滿意度也不能說明他們消費(fèi)模式的變化趨勢(shì)，當(dāng)顧客的生活發(fā)生變化，公司提供的產(chǎn)品和服務(wù)發(fā)</p><p>　　慣性型客戶和感情型客戶一樣，很少反復(fù)思量自己的購(gòu)買行為，但是他們之所以不更換商家是因?yàn)榭紤]到轉(zhuǎn)換的成本或者是與商品的接觸不多。例如：公用事業(yè)和壽險(xiǎn)業(yè)的客戶就常常容易表現(xiàn)為慣性型消

62、費(fèi)者。盡管這些客戶不太會(huì)增加或者減少他們當(dāng)前的消費(fèi)，對(duì)他們加以影響能夠產(chǎn)生同感情型顧客類似的機(jī)會(huì)，主要是在遇到漲價(jià)、偶爾的低質(zhì)服務(wù)和生活方式改變時(shí)防止他們消費(fèi)的減少。 分析比較型客戶（包括消費(fèi)水平不變和消費(fèi)減少的客戶）通常來說是最大的一類，占到各個(gè)行業(yè)所有客戶的40%左右。影響他們的消費(fèi)行為能夠收到的效果比影響感情型和慣性型客戶要高一倍。這類客戶圍繞產(chǎn)品的價(jià)格、性能和與公司打交道的難易程度等因素對(duì)自己的消費(fèi)行為進(jìn)行反復(fù)分析。盡管每個(gè)客戶

63、的要求各不相同，但感情的因素不會(huì)超出此類客觀標(biāo)準(zhǔn)。這樣的客戶在汽油零售業(yè)和日用雜貨零售業(yè)最多。例如，重視日用雜貨商店的便利和質(zhì)量的分析比較型顧客可能會(huì)選擇附近的有美味熟食的雜貨店，而對(duì)價(jià)格更加敏感的可能就會(huì)選擇一個(gè)稍遠(yuǎn)的但是價(jià)格優(yōu)惠的商店。但他們都會(huì)不斷地根據(jù)每次購(gòu)物的目標(biāo)或者新的信息，重新做決定。 很多公司并沒有采取措施來滿足客戶不斷改變的需求（除了由于搬家和生孩子產(chǎn)生的需求之</p><p>　　這就意味著不

64、同行業(yè)客戶遷移的原因差別很大。例如，分析比較型客戶由于便利等因素改變他們消費(fèi)模式占到休閑服裝業(yè)消費(fèi)收縮原因的70％以上，卻只占移動(dòng)電話消費(fèi)下降原因的三分之一。這就說明了為什幺對(duì)這類客戶實(shí)行的獎(jiǎng)勵(lì)促銷活動(dòng)在某些行業(yè)非常成功，而在其它行業(yè)卻沒有很好的效果。 盡管各個(gè)公司的忠誠(chéng)客戶的特點(diǎn)不盡相同，但每個(gè)行業(yè)都有其比較普遍的影響客戶忠誠(chéng)度的行為模式。這些模式通常由5個(gè)結(jié)構(gòu)性因素決定：購(gòu)買的頻率；客戶與公司在購(gòu)物以外其它機(jī)會(huì)接觸的頻率（如服務(wù)電話

65、）；某次購(gòu)物對(duì)于顧客在感情或者財(cái)務(wù)方面的影響；公司提供的產(chǎn)品服務(wù)與競(jìng)爭(zhēng)者所能提供的區(qū)別程度；以及顧客更換商家的難易程度。 忠誠(chéng)度資料的使用 有了客戶忠誠(chéng)度資料，公司就獲得了新的洞察力。首先，它強(qiáng)調(diào)建立忠誠(chéng)度并不只是像傳統(tǒng)觀念以為的那樣，僅僅是防止客戶流失和鼓勵(lì)客戶更多消費(fèi)，而是要理解和管理所有6個(gè)忠誠(chéng)度細(xì)分市場(chǎng)。其次，管理各個(gè)細(xì)分市場(chǎng)需要不同策略，需要采取一系列行動(dòng)來進(jìn)入每個(gè)細(xì)分市場(chǎng)，光靠一次行動(dòng)是很難提高所有客戶的忠誠(chéng)度的。再次，結(jié)合

66、顧客價(jià)值的標(biāo)準(zhǔn)化分析，忠誠(chéng)度資料可以幫助公司根據(jù)機(jī)會(huì)的大小來安排建立顧客忠誠(chéng)度活動(dòng)的重點(diǎn)。 例如，某金融機(jī)構(gòu)</p><p>　　要?jiǎng)?chuàng)建一個(gè)平衡的方案，解決這些問題，很多公司都希望一開始就試圖影響deliberators，因?yàn)樗鼈儚浹a(bǔ)一些整體機(jī)會(huì)百分之四十。 Deliberators特別重要的行業(yè)中，品牌是比較模糊的，compari，兒子是很容易的和競(jìng)爭(zhēng)對(duì)手的價(jià)格差異作為主要功能屬性等。</p>&

67、lt;p>　　由于deliberators往往是腳踏實(shí)地，而他們的屬性值范圍廣，它并不總是容易對(duì)它們施加影響。 T要采取對(duì)了解客戶價(jià)值的第一步，公司可以利用其現(xiàn)有的市場(chǎng)研究，以確定其屬性的重要性，如功能利益deliberators（如何做好產(chǎn)品的工作原理與它的替代品，例如，比較，無論是值得價(jià)），工藝福利（其中改善的方式，客戶收到它），以及關(guān)系利益（如作為“首選”客戶，誰得到特別優(yōu)惠或服務(wù)）。</p><p>

68、;　　一旦公司了解的內(nèi)容，它的客戶的價(jià)值，它必須采取固定在其提供的任何弱點(diǎn)（如沒有競(jìng)爭(zhēng)力的價(jià)格）的基本步驟。 .除了這種廣泛的變化，公司可以創(chuàng)建定制的具體subsegments其他利益更高的價(jià)值主張，如果它過于昂貴，增加所有這些好處，例如，公司可以先目標(biāo)的最有價(jià)值的客戶。 .這種方法不僅降低了機(jī)會(huì)，他們將缺陷，但也鼓勵(lì)他們鞏固他們的開支，以繼續(xù)領(lǐng)取補(bǔ)助，從而鼓勵(lì)向上遷移。</p><p>　　一個(gè)成熟的營(yíng)銷方法，

69、是采取擴(kuò)大從，說，價(jià)格只有在deliberators的關(guān)注，包括其他因素。 .結(jié)構(gòu)良好的獎(jiǎng)勵(lì)方案往往提供的具體過程或關(guān)系利益的種類，吸引許多deliberators。 赫茲，例如，集中存儲(chǔ)為它的方案＃1俱樂部金卡會(huì)員所有客戶和支付數(shù)據(jù)，使客戶不必重復(fù)填寫表格每次租車。 通過這種方式，赫茲鼓勵(lì)旅客經(jīng)常要為自己決定哪些汽車租賃公司光顧，不僅在價(jià)格上的能力，而且節(jié)省時(shí)間。</p><p>　　當(dāng)然，好處是不值錢，如果d

70、eliberators不知道它們。 良好溝通的好處，我們發(fā)現(xiàn)，往往能產(chǎn)生最大的影響，因?yàn)榭蛻敉恢浪麄兡芴峁┗虺袚?dān)，更糟糕的是，他們已經(jīng)收到有關(guān)利益。 系統(tǒng)性與目標(biāo)客戶可能受益于具體的提供溝通是成功的客戶關(guān)系管理的核心，可以在影響deliberators，誰是不斷重新評(píng)估他們的選擇非常有效的。</p><p>　　許多過程的好處，吸引deliberators幫助影響慣性客戶了。 問題的關(guān)鍵是使他們很容易使用的

71、產(chǎn)品，他們不想想，如果他們這樣做，使開關(guān)似乎更不方便。 特征戰(zhàn)術(shù)包括自動(dòng)化，如帳單支付和續(xù)訂關(guān)鍵的相互作用;存儲(chǔ)信息需要多次（例如，地址或信用卡號(hào)碼）鑒于不少網(wǎng)上商店做;確保公司的產(chǎn)品更好地協(xié)同工作比他們?nèi)魏喂こ膛c競(jìng)爭(zhēng)對(duì)手的產(chǎn)品（通過整合帳單，例如），并提供捆綁服務(wù)（如移動(dòng)電話和傳呼機(jī)包）。</p><p>　　出處：史蒂芬科·伊爾斯,湯姆斯·三戈基.客戶保留是沒有足夠的研究[J].消費(fèi)品營(yíng)銷