客戶關系外文翻譯

1、<p><b>　　顧客關系</b></p><p><b>　　建立顧客關系</b></p><p>　　營銷過程的前三步——了解市場和顧客需求、設計顧客導向的營銷戰(zhàn)略、構建營銷項目——都是為了第四步，也是最重要的一部；建立有價值的顧客關系。</p><p><b>　　客戶關系管理</b>

2、;</p><p>　　客戶關系管理可能是現(xiàn)代營銷理論中最重要的觀念。直到最近，狹義的CRM被定義為一種顧客數(shù)據(jù)管理活動，根據(jù)這個定義，它包含了管理單個消費者的具體信息和謹慎管理顧客“接觸點”來提高顧客忠誠度兩個方面的內(nèi)容。</p><p>　　但是，更近期又有人按照更廣泛的意思來理解客戶關系管理。在這種廣義理解下，客戶關系管理是指通過傳遞優(yōu)質(zhì)的顧客利益和滿意來建立和保持有價值的顧客關系的

3、整個過程。它處理的是關于獲得、保持和增加顧客的所有方面的問題。</p><p>　　建立關系的構成要素：顧客價值和滿意</p><p>　　建立持久顧客關系的關鍵是創(chuàng)造優(yōu)質(zhì)的顧客價值和滿意。滿意的顧客更易成為忠誠的顧客，并且給公司帶來更多的業(yè)務。</p><p>　　顧客價值，吸引顧客、維持顧客都是很難的任務。顧客往往面臨著一系列產(chǎn)品的服務，再從中選擇一個。顧客會選

4、著提供給他最高顧客感知價值的公司的參評——顧客感知價值是指與其他競爭產(chǎn)品相比，顧客對擁有或使用某種產(chǎn)品的總利益和總成本進行衡量后的差額價值。例如，使用聯(lián)邦快遞的顧客獲得的主要利益是快遞且可靠的遞送服務。除此之外，顧客還可能獲得顯示地位和形象方面的利益，因為使用聯(lián)邦快遞的服務通常使發(fā)送者和接受者顯得地位很重要。顧客在決定是否使用聯(lián)邦快遞時，將權衡所付出的金錢、精力和所能獲得的利益，還要與其他快遞公司進行比較，例如聯(lián)合包裹公司、空運公司、美

5、國郵政局，最后選著出能為他們帶來最大價值的服務。</p><p>　　需要指出的是，顧客常常并不是很精確地分析某種產(chǎn)品的價值和成本，而是根據(jù)他們的感知價值行事。例如，聯(lián)邦快遞的服務真的更快、更可靠嗎？即便如此，這種服務真的值那么高的價錢嗎？幾乎沒有顧客能夠準確的回答這一問題。美國郵政局認為，自己的快件服務也比較快而且可靠，價格卻遠遠低于聯(lián)邦快遞服務。但是，根據(jù)市場份額評估，大多數(shù)消費者卻不是這樣認為。每天，消費者

6、委托聯(lián)邦快遞傳送300萬個快遞包裹，占隔天空運業(yè)務46%的市場份額，而相比之下，美國郵政局僅占市場份額的6%。美國郵政局的服務所面臨的挑戰(zhàn)就是要改變顧客的感知價值。</p><p>　　顧客滿意，顧客滿意取決產(chǎn)品的感知使用效果，這種感知效果與顧客的期望密切相關。如果產(chǎn)品的感知使用效果低于顧客的期望，他們就不滿意；如果產(chǎn)品的感知使用效果與顧客的期望一致，他們就滿意；如果產(chǎn)品的感知使用效果高于顧客的期望，他們會高度滿

7、意或非常高興。</p><p>　　成功營銷的公司總是努力使顧客滿意，因為高度滿意的顧客會重復購買，還會把自己對產(chǎn)品的滿意體會告訴其他人。對公司來說，關鍵的問題是使顧客的期望與公司的活動相匹配。聰明的公司為了使顧客高興，可以對其產(chǎn)品作出某種程度的許諾，但真正的產(chǎn)品所能帶給顧客的利益則大于該許諾。</p><p>　　盡管以顧客為中心的公司努力傳遞比競爭者更高的顧客滿意度，但是仍然未能做到顧

8、客滿意最大化。公司總是可以通過降低價格或加強服務來提高顧客滿意度，但是這可能使利潤降低，因此，營銷的目的就是產(chǎn)生恰當?shù)念櫩蛢r值。這需要平衡技巧：營銷者必須持續(xù)提供更多的顧客價值和滿意，但是又不能配上老本。</p><p>　　顧客關系的等級的工具</p><p>　　公司可以根據(jù)自己目標市場的特征把顧客關系分成許多等級。一個極端是，擁有很多低端顧客的公司可能只要發(fā)展基本的顧客關系就可以了，

9、例如，寶潔不會打電話或者召集所有的“汰漬”洗衣粉客戶來了解他們的個人信息。相反，寶潔通過品牌建設廣告、銷售促進、免費客戶服務電話號碼和汰漬的衣服保養(yǎng)網(wǎng)站（www.tide.com）來建立。</p><p>　　而另一個極端是，在只有少量高端客戶的市場上，銷售商希望和關鍵客戶建立完全合作伙伴關系。例如，寶潔的客戶團隊與沃爾瑪、薩福威及其他大零售商聯(lián)系密切。而波音公司則與美國航空、德爾塔及其他航空公司合作設計飛機，來

10、充分滿足它們的要求。在這兩種極端的狀態(tài)之間，還有很多種不同的客戶關系等級。</p><p>　　今天，大多數(shù)處于領先地位的公司都在開展顧客忠誠和顧客保留活動。除了提供持續(xù)的高價值和高滿意，營銷者還能使用特殊的營銷工具來發(fā)展與顧客之間的牢固關系。例如，許多公司現(xiàn)在為那些經(jīng)常購買或大量購買的客戶提供?？蜖I銷方案。航空公司給經(jīng)常坐飛機出行的人特殊優(yōu)惠，酒店為常客提供更好的房間，超市則給那些VIP購買者一定的價格折扣。&

11、lt;/p><p>　　其他公司開展俱樂部營銷項目，給俱樂部成員提供特殊優(yōu)惠，為他們建立會員協(xié)會。</p><p>　　為了建立顧客關系，公司可以在財務和社會利益之外加入結構性的聯(lián)系。一個企業(yè)營銷者也許能為客戶提供特殊的設備或在線連接來幫助他們管理訂單、工資或者存貨。例如。McKesson公司是一家領先的藥物批發(fā)商，它已經(jīng)建立了在線的電子系統(tǒng)來幫助小藥房管理它們的存貨、訂單和貨架空間。<

12、/p><p><b>　　客戶關系變化的特征</b></p><p>　　在營銷領域最深刻的新進展就是現(xiàn)今公司與顧客連接方式的變化。以前的公司主要是在它們勢力范圍所能及的任何角落進行無差異的營銷?，F(xiàn)在的公司更精心地選擇自己的客戶，同他們建立更持久、更直接的關系。</p><p>　　與精心選擇的客戶連接</p><p>　　

13、今天很少有公司還在進行真正意義上的無差異營銷，也就是說對所有顧客不加區(qū)別地以標準化方式進行營銷。今天，幾乎所有的營銷人員已經(jīng)認識到他們并不是想同任何一位顧客進行連接。相反，大多數(shù)營銷人員更專注于把目標對準那些人數(shù)更少，但獲利性更好的顧客。</p><p>　　與此同時，公司在尋找一些嶄新方式為顧客讓渡更多的價值，還仔細評價顧客帶給公司的價值，它們希望只同那些能讓公司贏利的顧客連接。一旦找到那些贏利性的顧客，公司就

14、可以創(chuàng)建一些更有吸引力的產(chǎn)品或服務，專門為顧客提供一些特殊服務，以吸引這些顧客并贏得他們的忠誠。</p><p>　　但是，公司該如何對待那些不能為其帶來贏利的顧客呢？如果公司無法將他們轉化為能讓公司贏利的顧客，那么它也許應該放棄那些不講理或者不值得浪費那么多成本去服務的顧客。例如：銀行業(yè)率先開始評估顧客的贏利性。過去幾十年來銀行撒下大網(wǎng)，盡可能地吸引更多的客戶。今天許多銀行開始挖掘這個龐大的數(shù)據(jù)庫，以識別出那些

15、贏利的顧客，剔除給公司帶來損失的顧客。</p><p>　　為顧客的終身價值而連接</p><p>　　在公司越來越有選擇地挑選所要服務的顧客的同時，也以更深入、更持久的方式為他們服務?，F(xiàn)在的公司不再僅僅局限于為產(chǎn)品尋找新顧客，并與他們完成交易。它們利用CRM維持現(xiàn)有顧客并且與他們建立有價值的持久關系。新的觀點認為營銷就是一門發(fā)現(xiàn)、保持和增加有價值的顧客的科學與藝術。</p>

16、<p>　　為什么新的觀點強調(diào)保持和增加顧客？以前，不斷增加的市場和興旺發(fā)展的經(jīng)濟意味著新顧客的充分供應。但是，今天的公司面臨著新的營銷現(xiàn)實。變化的人口統(tǒng)計特征、更加老練的競爭者以及很多行業(yè)的產(chǎn)能過剩，意味著周圍的顧客越來越少。許多公司現(xiàn)在是在蕭條或逐漸萎縮的市場上努力爭奪市場份額。</p><p>　　這些結果導致吸引新顧客的成本上升。事實上，平均下來，吸引一個新顧客的成本是讓一個現(xiàn)有顧客滿意的成本

17、的5—10倍。西爾斯發(fā)現(xiàn)它吸引一個顧客比維持一個滿意的顧客要多花12倍的成本。鑒于這些新的現(xiàn)實情況，現(xiàn)在的公司都竭盡全力來維持有價值的顧客。</p><p><b>　　直接連接</b></p><p>　　今天，除了建立更深層次的連接之外，許多公司也利用新技術與顧客更直接地連接。事實上，直銷又興旺起來了。現(xiàn)在，幾乎購買所有產(chǎn)品都不需要光顧商店，通過電話、郵購目錄、信

18、息亭和電子商務就可以買到。企業(yè)采購人員可以在網(wǎng)上采購從標準的辦公用品到價格較高的高科技計算機設備等各種商品。</p><p>　　有些公司只通過直銷渠道進行銷售，例如戴爾計算機公司、Expedia旅行社和亞馬遜網(wǎng)上書店。其他公司也用直接連接作為它們溝通和分銷渠道的一種補充。例如：索尼公司通過零售商銷售Playstation游戲機和游戲帶，并用數(shù)百萬美元的大眾傳媒廣告進行支持。但是索尼公司也用它的網(wǎng)站（vwww.p

19、laystation.com）來與各個年齡層的游戲玩家建立聯(lián)系。網(wǎng)站提供關于最新游戲、活動和促銷新聞、游戲指南和輔導等方面的信息，甚至還有供玩家交流技巧和故事的在線論壇。</p><p>　　一些銷售人員把直銷看做新世界的營銷模式。他們認為終會有一天全部的買賣活動都涉及公司與顧客的直接連接。而其他營銷人員雖然同意直銷會扮演越來越重要的角色，但他們只把它看作通向市場的另一條途徑。</p><p&

20、gt;　　Customer Relationship </p><p>　　原文出處：Philip Kotler, Gary Armstrong. Principles of Marketing (Eleventh Edition). Tsinghua University Press.2007. :13-19</p><p>　　Building customer relationshi

21、p</p><p>　　The first three steps in the marketing process—understanding the marketplace and customer needs. Designing a customer—driven marketing strategy, and constructing marketing programs—all lead up to

22、the fourth and most important step: building profitable customer relationships.</p><p>　　Customer relationship management </p><p>　　Customer relationship management is perhaps the most important

23、 concept of modern marketing. Until recently, CRM has been defined narrowly as a customer data management activity. By this definition, it involves managing detailed information about individual customer loyalty. We will

24、 discuss this narrower CRM activity in chapter dealing with marketing information.</p><p>　　More recently, however, customer relationship management has taken on a broader meaning. In this broader sense, cus

25、tomer relationship management is the overall process of building and maintaining profitable customer relationships by delivering superior customer value and satisfaction. It deals with all aspects of acquiring, keeping a

26、nd growing customers.</p><p>　　Relationship building blocks: customer value and satisfaction</p><p>　　The key to building lasting customer relationships is to create superior customer value and

27、satisfaction. Satisfied customers are more likely to be loyal customers and to give the company a larger share of their business.</p><p>　　Customer value. Attracting and retaining customers can be a difficul

28、t task. Customers often face a bewildering array of products and service from which to choose. A customer buys from the firm that offers the highest customer perceived value—the customer’s evaluation of the difference be

29、tween all the benefits and all the costs of a marketing offer relative to those of competing offers.</p><p>　　For example, FedEx customers gain a number of benefits. The most obvious is fast and reliable pac

30、kage delivery. However by using FedEx, customers also may receive some status and image values. Using FedEx usually makes both the package sender and the receiver feel more important. When deciding whether to send a pack

31、age via FedEx, customers will weigh these and other perceived values against the money, effort, and psychic costs of using other shippers—UPS, Airborne, the USA. Postal Service. They </p><p>　　Customer satis

32、faction customer satisfaction depends on the product’s perceived performance relative to a buyer’s expectations. If the product’s performance falls short of expectations, the customer is dissatisfied. If performance matc

33、hes expectations, the customer is satisfied. If performance exceeds expectations, the customer is highly satisfied or delighted.</p><p>　　Outstanding marketing companies go out of their way to keep important

34、 customers satisfied. Highly satisfied customers make repeat purchases and tell others about their good experience with the product. The key is to match customer expectations with company performance. Smart companies aim

35、 to delight customers by promising only what they can deliver, then delivering more than they promise.</p><p>　　However, although the customer-centered firm seeks to deliver high customer satisfaction relati

36、ve to competitors, it does not attempt to maximize customer satisfaction. A company can always increase customer satisfaction by lowering its price or increasing its service. But this may result in lower profits. Thus, t

37、he purpose of marketing is to generate customer value profitably. This requires a very delicate balance: the marketer must continue to generate customer value and satisfaction but not “</p><p>　　Customer rel

38、ationship level and tools</p><p>　　Companies can build customer relationships at many levels, depending on the nature of the target market. At one extreme, a company with many low-margin customers may seek t

39、o develop basic relationship with them. For example, Procter and gamble does not phone or call on all of its Tide customers to get to know them personally. Instead, p and g creates relationships through brand-building ad

40、vertising, sales promotions, a toll free customer response number, and its Tide FabricCare Network Web site.</p><p>　　At the other extreme, in markets with few customers and high margins, sellers want to cre

41、ate full partnerships with key customers. For example, P and G customer teams work closely with Wal-Mart, Safeway, and other large retailers. And Boeing partners with American Airlines, Delta, and other airlines in desig

42、ning airplanes that fully satisfy their requirements. In between these two extreme situations, other levels of customer relationships are appropriate.</p><p>　　Today most leading companies are developing cus

43、tomer loyalty and retention programs. beyond offering consistently high value and satisfaction, marketers can use specific marketing tools to develop stronger bonds with consumers.</p><p>　　The changing natu

44、re of customer relationship</p><p>　　Dramatic changes are occurring in the ways in which companies are relating to their customer. Yesterday’s companies focused on mass marketing to all customers at arm’s le

45、ngth. Today’s companies are building more direct and lasting relationships with more carefully selected customers. Here are some important trends in the way companies are relating to their customers.</p><p>

46、　　Relating with more carefully selected customers</p><p>　　Few firms today still practice true mass marketing—selling in a standardized way to any customer who comes along. Today, most marketers realize that

47、 they don’t want relationships with every customer. Instead, companies now are targeting fewer, more profitable customer.</p><p>　　At the same time that companies are finding new ways to deliver more value t

48、o customers, they are also beginning to assess carefully the value of customers to the firm. Called selective relationship management, many companies now use customer profitability analysis to weed out losing customer an

49、d target winning ones for pampering. Once they identify profitable customers, firms can attractive offers and special handling to capture these customers and earn their loyalty.</p><p>　　But what should the

50、company do with unprofitable custom customers? If it can’t turn them into profitable ones, it may even want to “fire” customers that are too unreasonable or that cost more to serve than they are worth. For example, the b

51、anking industry has led the way in assessing customer profitability. After decades of casting a wide net to lure as many customers as possible, many bans are now mining their vast databases to identify winning customers

52、and cut out losing ones.</p><p>　　Relating for the long-term</p><p>　　Just as companies are being more selective about which customers they choose to serve, they are serving chosen customers in

53、a deeper, more lasting way. Today’s companies are going beyond designing strategies to attract new customers and create transactions with them. They are using customer relationship management to retain current customers

54、and build profitable, long-term relationships with them. The new view is that marketing is the science and art of finding, retaining, and growing profitable</p><p>　　Why the new emphasis on retaining and gro

55、wing customers? In the past growing markets and an upbeat economy meant a plentiful supply of new customers. However, companies today face some new marketing realities. Changing demographics, more sophisticated competito

56、rs, and overcapacity in many industries mean that there are fewer customers to go around .many companies are now fighting for shares of flat or fading markets.</p><p>　　As a result, the costs of attracting n

57、ew consumers are rising. In fact, on average, it costs 5 to 10 times as much to attract a new customer as it does to keep a current customer satisfied. Sears found that it costs 12 times more to attract a customer than t

58、o keep an existing one. Given these new realities, companies now go all out to keep profitable customers.</p><p>　　Relating directly</p><p>　　Beyond connecting more deeply with their customers,

59、many companies are also connecting more directly. In fact, direct marketing is booming. Consumers can now buy virtually any product without going to a store—by telephone, mail-order catalogs, kiosks, and online. Business

60、 purchasing agents routinely shop on the Web for items ranging from standard office supplies to high-priced, high-tech computer equipment.</p><p>　　Some companies sell only via direct channels—firms such as

61、Dell, Expedia, and Amazon.com, to name only a few. Other companies use direct connections to supplement their other communications and distribution channels.</p><p>　　Some marketers have hailed direct market

62、ing as the “marketing model of the next century.” They envision a day when all buying and selling will involve direct connections between companies and their customers. Others, although agreeing that direct marketing wil