客戶(hù)關(guān)系外文翻譯

1、<p><b>　　顧客關(guān)系</b></p><p><b>　　建立顧客關(guān)系</b></p><p>　　營(yíng)銷(xiāo)過(guò)程的前三步——了解市場(chǎng)和顧客需求、設(shè)計(jì)顧客導(dǎo)向的營(yíng)銷(xiāo)戰(zhàn)略、構(gòu)建營(yíng)銷(xiāo)項(xiàng)目——都是為了第四步，也是最重要的一部；建立有價(jià)值的顧客關(guān)系。</p><p><b>　　客戶(hù)關(guān)系管理</b>

2、;</p><p>　　客戶(hù)關(guān)系管理可能是現(xiàn)代營(yíng)銷(xiāo)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(dòng)，根據(jù)這個(gè)定義，它包含了管理單個(gè)消費(fèi)者的具體信息和謹(jǐn)慎管理顧客“接觸點(diǎn)”來(lái)提高顧客忠誠(chéng)度兩個(gè)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(lái)理解客戶(hù)關(guān)系管理。在這種廣義理解下，客戶(hù)關(guān)系管理是指通過(guò)傳遞優(yōu)質(zhì)的顧客利益和滿(mǎn)意來(lái)建立和保持有價(jià)值的顧客關(guān)系的

3、整個(gè)過(guò)程。它處理的是關(guān)于獲得、保持和增加顧客的所有方面的問(wèn)題。</p><p>　　建立關(guān)系的構(gòu)成要素：顧客價(jià)值和滿(mǎn)意</p><p>　　建立持久顧客關(guān)系的關(guān)鍵是創(chuàng)造優(yōu)質(zhì)的顧客價(jià)值和滿(mǎn)意。滿(mǎn)意的顧客更易成為忠誠(chéng)的顧客，并且給公司帶來(lái)更多的業(yè)務(wù)。</p><p>　　顧客價(jià)值，吸引顧客、維持顧客都是很難的任務(wù)。顧客往往面臨著一系列產(chǎn)品的服務(wù)，再?gòu)闹羞x擇一個(gè)。顧客會(huì)選

4、著提供給他最高顧客感知價(jià)值的公司的參評(píng)——顧客感知價(jià)值是指與其他競(jìng)爭(zhēng)產(chǎn)品相比，顧客對(duì)擁有或使用某種產(chǎn)品的總利益和總成本進(jìn)行衡量后的差額價(jià)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(wù)。除此之外，顧客還可能獲得顯示地位和形象方面的利益，因?yàn)槭褂寐?lián)邦快遞的服務(wù)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(shí)，將權(quán)衡所付出的金錢(qián)、精力和所能獲得的利益，還要與其他快遞公司進(jìn)行比較，例如聯(lián)合包裹公司、空運(yùn)公司、美

5、國(guó)郵政局，最后選著出能為他們帶來(lái)最大價(jià)值的服務(wù)。</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(jià)值和成本，而是根據(jù)他們的感知價(jià)值行事。例如，聯(lián)邦快遞的服務(wù)真的更快、更可靠嗎？即便如此，這種服務(wù)真的值那么高的價(jià)錢(qián)嗎？幾乎沒(méi)有顧客能夠準(zhǔn)確的回答這一問(wèn)題。美國(guó)郵政局認(rèn)為，自己的快件服務(wù)也比較快而且可靠，價(jià)格卻遠(yuǎn)遠(yuǎn)低于聯(lián)邦快遞服務(wù)。但是，根據(jù)市場(chǎng)份額評(píng)估，大多數(shù)消費(fèi)者卻不是這樣認(rèn)為。每天，消費(fèi)者

6、委托聯(lián)邦快遞傳送300萬(wàn)個(gè)快遞包裹，占隔天空運(yùn)業(yè)務(wù)46%的市場(chǎng)份額，而相比之下，美國(guó)郵政局僅占市場(chǎng)份額的6%。美國(guó)郵政局的服務(wù)所面臨的挑戰(zhàn)就是要改變顧客的感知價(jià)值。</p><p>　　顧客滿(mǎn)意，顧客滿(mǎn)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(guān)。如果產(chǎn)品的感知使用效果低于顧客的期望，他們就不滿(mǎn)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(mǎn)意；如果產(chǎn)品的感知使用效果高于顧客的期望，他們會(huì)高度滿(mǎn)

7、意或非常高興。</p><p>　　成功營(yíng)銷(xiāo)的公司總是努力使顧客滿(mǎn)意，因?yàn)楦叨葷M(mǎn)意的顧客會(huì)重復(fù)購(gòu)買(mǎi)，還會(huì)把自己對(duì)產(chǎn)品的滿(mǎn)意體會(huì)告訴其他人。對(duì)公司來(lái)說(shuō)，關(guān)鍵的問(wèn)題是使顧客的期望與公司的活動(dòng)相匹配。聰明的公司為了使顧客高興，可以對(duì)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(jìng)爭(zhēng)者更高的顧客滿(mǎn)意度，但是仍然未能做到顧

8、客滿(mǎn)意最大化。公司總是可以通過(guò)降低價(jià)格或加強(qiáng)服務(wù)來(lái)提高顧客滿(mǎn)意度，但是這可能使利潤(rùn)降低，因此，營(yíng)銷(xiāo)的目的就是產(chǎn)生恰當(dāng)?shù)念櫩蛢r(jià)值。這需要平衡技巧：營(yíng)銷(xiāo)者必須持續(xù)提供更多的顧客價(jià)值和滿(mǎn)意，但是又不能配上老本。</p><p>　　顧客關(guān)系的等級(jí)的工具</p><p>　　公司可以根據(jù)自己目標(biāo)市場(chǎng)的特征把顧客關(guān)系分成許多等級(jí)。一個(gè)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(guān)系就可以了，

9、例如，寶潔不會(huì)打電話(huà)或者召集所有的“汰漬”洗衣粉客戶(hù)來(lái)了解他們的個(gè)人信息。相反，寶潔通過(guò)品牌建設(shè)廣告、銷(xiāo)售促進(jìn)、免費(fèi)客戶(hù)服務(wù)電話(huà)號(hào)碼和汰漬的衣服保養(yǎng)網(wǎng)站（www.tide.com）來(lái)建立。</p><p>　　而另一個(gè)極端是，在只有少量高端客戶(hù)的市場(chǎng)上，銷(xiāo)售商希望和關(guān)鍵客戶(hù)建立完全合作伙伴關(guān)系。例如，寶潔的客戶(hù)團(tuán)隊(duì)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(guó)航空、德?tīng)査捌渌娇展竞献髟O(shè)計(jì)飛機(jī)，來(lái)

10、充分滿(mǎn)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(hù)關(guān)系等級(jí)。</p><p>　　今天，大多數(shù)處于領(lǐng)先地位的公司都在開(kāi)展顧客忠誠(chéng)和顧客保留活動(dòng)。除了提供持續(xù)的高價(jià)值和高滿(mǎn)意，營(yíng)銷(xiāo)者還能使用特殊的營(yíng)銷(xiāo)工具來(lái)發(fā)展與顧客之間的牢固關(guān)系。例如，許多公司現(xiàn)在為那些經(jīng)常購(gòu)買(mǎi)或大量購(gòu)買(mǎi)的客戶(hù)提供常客營(yíng)銷(xiāo)方案。航空公司給經(jīng)常坐飛機(jī)出行的人特殊優(yōu)惠，酒店為?？吞峁└玫姆块g，超市則給那些VIP購(gòu)買(mǎi)者一定的價(jià)格折扣。&

11、lt;/p><p>　　其他公司開(kāi)展俱樂(lè)部營(yíng)銷(xiāo)項(xiàng)目，給俱樂(lè)部成員提供特殊優(yōu)惠，為他們建立會(huì)員協(xié)會(huì)。</p><p>　　為了建立顧客關(guān)系，公司可以在財(cái)務(wù)和社會(huì)利益之外加入結(jié)構(gòu)性的聯(lián)系。一個(gè)企業(yè)營(yíng)銷(xiāo)者也許能為客戶(hù)提供特殊的設(shè)備或在線(xiàn)連接來(lái)幫助他們管理訂單、工資或者存貨。例如。McKesson公司是一家領(lǐng)先的藥物批發(fā)商，它已經(jīng)建立了在線(xiàn)的電子系統(tǒng)來(lái)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(hù)關(guān)系變化的特征</b></p><p>　　在營(yíng)銷(xiāo)領(lǐng)域最深刻的新進(jìn)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(shì)力范圍所能及的任何角落進(jìn)行無(wú)差異的營(yíng)銷(xiāo)。現(xiàn)在的公司更精心地選擇自己的客戶(hù)，同他們建立更持久、更直接的關(guān)系。</p><p>　　與精心選擇的客戶(hù)連接</p><p>　　

13、今天很少有公司還在進(jìn)行真正意義上的無(wú)差異營(yíng)銷(xiāo)，也就是說(shuō)對(duì)所有顧客不加區(qū)別地以標(biāo)準(zhǔn)化方式進(jìn)行營(yíng)銷(xiāo)。今天，幾乎所有的營(yíng)銷(xiāo)人員已經(jīng)認(rèn)識(shí)到他們并不是想同任何一位顧客進(jìn)行連接。相反，大多數(shù)營(yíng)銷(xiāo)人員更專(zhuān)注于把目標(biāo)對(duì)準(zhǔn)那些人數(shù)更少，但獲利性更好的顧客。</p><p>　　與此同時(shí)，公司在尋找一些嶄新方式為顧客讓渡更多的價(jià)值，還仔細(xì)評(píng)價(jià)顧客帶給公司的價(jià)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(wù)，專(zhuān)門(mén)為顧客提供一些特殊服務(wù)，以吸引這些顧客并贏得他們的忠誠(chéng)。</p><p>　　但是，公司該如何對(duì)待那些不能為其帶來(lái)贏利的顧客呢？如果公司無(wú)法將他們轉(zhuǎn)化為能讓公司贏利的顧客，那么它也許應(yīng)該放棄那些不講理或者不值得浪費(fèi)那么多成本去服務(wù)的顧客。例如：銀行業(yè)率先開(kāi)始評(píng)估顧客的贏利性。過(guò)去幾十年來(lái)銀行撒下大網(wǎng)，盡可能地吸引更多的客戶(hù)。今天許多銀行開(kāi)始挖掘這個(gè)龐大的數(shù)據(jù)庫(kù)，以識(shí)別出那些

15、贏利的顧客，剔除給公司帶來(lái)?yè)p失的顧客。</p><p>　　為顧客的終身價(jià)值而連接</p><p>　　在公司越來(lái)越有選擇地挑選所要服務(wù)的顧客的同時(shí)，也以更深入、更持久的方式為他們服務(wù)?，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(jià)值的持久關(guān)系。新的觀點(diǎn)認(rèn)為營(yíng)銷(xiāo)就是一門(mén)發(fā)現(xiàn)、保持和增加有價(jià)值的顧客的科學(xué)與藝術(shù)。</p>

16、<p>　　為什么新的觀點(diǎn)強(qiáng)調(diào)保持和增加顧客？以前，不斷增加的市場(chǎng)和興旺發(fā)展的經(jīng)濟(jì)意味著新顧客的充分供應(yīng)。但是，今天的公司面臨著新的營(yíng)銷(xiāo)現(xiàn)實(shí)。變化的人口統(tǒng)計(jì)特征、更加老練的競(jìng)爭(zhēng)者以及很多行業(yè)的產(chǎn)能過(guò)剩，意味著周?chē)念櫩驮絹?lái)越少。許多公司現(xiàn)在是在蕭條或逐漸萎縮的市場(chǎng)上努力爭(zhēng)奪市場(chǎng)份額。</p><p>　　這些結(jié)果導(dǎo)致吸引新顧客的成本上升。事實(shí)上，平均下來(lái)，吸引一個(gè)新顧客的成本是讓一個(gè)現(xiàn)有顧客滿(mǎn)意的成本

17、的5—10倍。西爾斯發(fā)現(xiàn)它吸引一個(gè)顧客比維持一個(gè)滿(mǎn)意的顧客要多花12倍的成本。鑒于這些新的現(xiàn)實(shí)情況，現(xiàn)在的公司都竭盡全力來(lái)維持有價(jià)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(shù)與顧客更直接地連接。事實(shí)上，直銷(xiāo)又興旺起來(lái)了?，F(xiàn)在，幾乎購(gòu)買(mǎi)所有產(chǎn)品都不需要光顧商店，通過(guò)電話(huà)、郵購(gòu)目錄、信

18、息亭和電子商務(wù)就可以買(mǎi)到。企業(yè)采購(gòu)人員可以在網(wǎng)上采購(gòu)從標(biāo)準(zhǔn)的辦公用品到價(jià)格較高的高科技計(jì)算機(jī)設(shè)備等各種商品。</p><p>　　有些公司只通過(guò)直銷(xiāo)渠道進(jìn)行銷(xiāo)售，例如戴爾計(jì)算機(jī)公司、Expedia旅行社和亞馬遜網(wǎng)上書(shū)店。其他公司也用直接連接作為它們溝通和分銷(xiāo)渠道的一種補(bǔ)充。例如：索尼公司通過(guò)零售商銷(xiāo)售Playstation游戲機(jī)和游戲帶，并用數(shù)百萬(wàn)美元的大眾傳媒廣告進(jìn)行支持。但是索尼公司也用它的網(wǎng)站（vwww.p

19、laystation.com）來(lái)與各個(gè)年齡層的游戲玩家建立聯(lián)系。網(wǎng)站提供關(guān)于最新游戲、活動(dòng)和促銷(xiāo)新聞、游戲指南和輔導(dǎo)等方面的信息，甚至還有供玩家交流技巧和故事的在線(xiàn)論壇。</p><p>　　一些銷(xiāo)售人員把直銷(xiāo)看做新世界的營(yíng)銷(xiāo)模式。他們認(rèn)為終會(huì)有一天全部的買(mǎi)賣(mài)活動(dòng)都涉及公司與顧客的直接連接。而其他營(yíng)銷(xiāo)人員雖然同意直銷(xiāo)會(huì)扮演越來(lái)越重要的角色，但他們只把它看作通向市場(chǎng)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