外文翻译---营销管理：提升顾客价值和利润增长的战略

1、附录：Market-Based management strategies for growing customer value and profitability（Partly）1. Customer Analysis and Value CreationIn developing a customer strategy for the Lexus, the Lexus marketing team starts with current customers. They conduct indepth interviews with current customersmany in the

2、homes of the customersto determine their likes and dislikes as well as their lifestyles. From this customer input and comparisons with competing luxury cars, the Lexus team identifies product improvements that range from more leg room to better fuel economy to a longer coat hook (customers complaine

3、d that the conventional coat hook was not long enough to carry dry cleaning). They believe that product improvements that enhance product benefits are critical to delivering a superior customer value. To further build customer value, the Lexus marketing team seeks to also find a price that enhances

4、customer value.1.1 A Day in the Life of a customer One way to better understand customer needs is to become the customer. Although customers descriptions of their needs are important customers do not always reveal(or think of) the frustrations they encounter in the purchase, use, and disposal of a p

5、roduct when asked. For example, to better understand how customers used their car trunks, Honda employees videotaped people loading groceries. Different cars, different consumers, and different grocery bags all affected how much car owners had to struggle to get the bags into their car trunk. Some a

6、rranged their plastic bags to keep them from tipping over, others paused to rest a bag on the edge of the trunk wall and then had to lift the lid again after it partly closed. Watching the videos, Honda engineers put themselves in the customers shoes. They could see and feel users experiences and en

7、vision better trunk designs.1.2 Empathic Design Videotaping customer product use is one form of the empathic design. This in an observational approach to understanding customer needs and discovering customer problems and frustrations that arise when acquiring using, and disposing of a product, Intui

8、t, market of the personal-finance software Quicken, has a Follow-Me-Home program. Product developers gain permission from first-time buyers to observe their initial experience with the software in their own homes. In this way, they learn what other software applications are running on the customers

9、system and how that software can interfere with or complement Quicken. Product developers can also see what other data files the customer refers to and accesses and whether they are on paper or in electronic form. From in-home observations, Intuit designers discovered that many small-business owners

10、 were using Quicken to keep their books; that discovery led to a whole new product line called Quick Books.Although actual observation might be preferred, it may not be possible to observe customers in many consumer, business, or industrial markets. As an alternative, one could develop two hypotheti

11、cal videos. Video I requires a customer to describe the product he or she wants to buy and, in a sequence of scenes, the process he or she goes through in the acquisition, installation, use, maintenance, and disposal of the product. It is particularly important to note the parts of each scene that c

12、reate customer problems or frustrations. Remember that Video I is not product specific; it is a narrative of the process the customer goes through in acquiring and using the product of interest. Video I describes a typical day in the life of a businesss customer.Video Ithe current processCustomer Us

13、er Process Customer Frustration Cost CustomerCut the particleboard Saw blades wear out quickly production downtime and from excess grit saw blade sharpening and replacementBuild furniture Need to use thicker pieces Lamination process to glue piecesProduce finished product Desired finish not achieved

14、 requires sanding for desired finishIn the ideal situation in this example the solution was pretty obvious. The customer wanted particleboard with less grit and available in thicker pieces. Less grit would significantly lower the associated cost of saw blades and sanding. Thicker pieces would elimin

15、ate the lamination process. The combined benefits of this customer solution would significantly reduce the furniture manufacturers costs as Video II summarizes.Video IIthe desired processCustomer Process Ideal Solution Benefit to Customer Cut the particleboard Saw blades last longer Less production

16、downtimeto size lower saw blade expensesBuild furniture Buy thicker pieces Eliminate lamination processproduce finished product smoother finish Less sanding required for finish2. Customer Benefits and Customer Value Many companies efforts to create increased customer benefits went beyond product-spe

17、cific thinking. They each engaged in an analysis of the customer situation and the various problems encountered. With a deeper understanding of the use situation, they were able to engineer customer solutions that went beyond those provided by currently available products. Had Weyerhaeuser focused o

18、nly on the product features and not on the customer needs, they would not have discovered their customer solution. If Intuit had only sold its product but not sought to understand how it was used, they would not have discovered a need for new products. All customers have problems that require soluti

19、ons. The more help a businesss product or service provides to customers, the more value it adds to a customer solution. A business should view itself as a provider of solutions rather than a seller of products and services. To accomplish this requires a much broader view of customers underlying prob

20、lems that goes beyond products or services and achieves a more comprehensive understanding of customer needs and use situations. This provides a business with a better opportunity to create customer benefits that add value for customers. A business that builds customer solutions will be in the best

21、position to discover new opportunities to add more value. Customers are willing to pay more for products and services that add value. However, the overall value derived from customer benefits needs to exceed the costs of acquiring those benefits:Customer Value = Customer Benefits Cost of PurchaseCre

22、ating attractive benefits at a high cost could result in negative customer value. Thus, a business needs to be sensitive to both the benefits it creates in response to customer needs and the total cost of acquiring those benefits. In the following sections, we will examine several ways in which a bu

23、siness can create customer benefits and deliver a greater value to target customers.To deliver a customer value that creates a superior economic value requires that the customer achieve a net economic gain over the user life cycle. For example, Weyerhaeuser created an economic value for furniture ma

24、nufactures even though the cost of the purchased product was higher than the cost of competing products. The saving created by eliminating the need for lamination to make thicker furniture legs and the reduced cost of saw blade wear more than offset the higher price of the new, improved product. Thu

25、s, the customer value created was greater than that of competitors products, and it was measurable in actual savings(economic value). Theses are six primary sources of life cycle costs that create economic value as outlined in Figure 4-7. The price paid for a product or service stands out as the mos

26、t obvious cost of purchase to most customers. As a result, a business with a low price and the same quality can easily communicate its economic value to target customers. Because customers may not look beyond a products price, other sources of economic value may go unnoticed. However, others sources

27、 of value creation can include costs associated with acquisition, usage, maintenance, ownership, and disposal of a product. Discovering these value creation opportunities is marketings job and one of the key benefits of spending a day in the life of a customer.3. Managing Customer Satisfaction/Dissa

28、tisfactionThe Kano method also includes a way to compute the potential for customer satisfaction and potential for customer dissatisfaction. As shown in Figure 4-6, onedimensional features F1 and F4 can influence both customer satisfaction and dissatisfaction based on the customers performance exper

29、ience. Features F2 and F6 are attractive features, which if present, can increase customer satisfaction but if they are not present, they do not cause customer dissatisfaction. Features F3 and F5 are mustbe features. If they do not perform as expected, they will cause customer dissatisfaction. Howev

30、er, if they do perform as expected, they have litter or no influence of customer satisfaction. F7 is a reverse feature. It appears in the musthave/nothave quadrant. This feature has the potential to cause some level of customer dissatisfaction but not increase customer satisfaction. finally, F8 is a

31、n indifferent feature. It has litter influence on customer satisfaction or customer dissatisfaction. If this is an expensive product feature, it could be eliminated to reduce the product cost without influencing customer satisfaction or dissatisfaction.Figure 46 managing customer satisfaction/dissat

32、isfactionPotential For CustomersatisfactionAttractive feature onedimensional F2 Feature F6 F1 F4Indifferent feature must have/not have FeatureF8 F5 F7 F3Potential for customer dissatisfaction4. Lead User AnalysisNot all customers use products the same. Some may be new users and lack experience with

33、the product. Others may be occasional users and have a limited base of experience. Observing or probing these customers for sources of dissatisfaction or opportunities for improvement will most often result in limited insight. However, for most products there are lead userscustomers who are more kno

34、wledgeable users and who often extend the application of the product to solve other problems or achieve a more complete customer solution.Studying the behavior of lead users can provide valuable insights into how a product can be improved and the process of using the product made easier. A deeper un

35、derstanding of lead uses needs and desired solutions can lead to significant incremental improvements in products and customer value. For example, lead users of cell or wireless phones devised ways to extend the capabilities of the phone beyond its intended application by using them to access the In

36、terneta technology that is spawning new products and new companies.Figure 4-3 lead user customer analysis STEP1Identify lead users who have extended the use of the product. STEP2Study how lead users have extended product usage. STEP3Discover how the product could be modified to improve usage. STEP4D

37、evelop a more complete customer solution or new product. Identifying lead users of a product is Step1 in the process of uncovering leaduser solutions as outlined in Figure 4-3. Discovering how lead user use the product to solve their own problems(Step 2) opens the door to uncovering new insights int

38、o how a product is used or enhanced by lead users to create a more complete customer solution. With these insights, a business can better understand how they can add value-added features, functions, and services(Step 3). Step 4 involves engineering products based on these insights to enhance existin

39、g product or develop completely new products that offer more complete customer solutions. In applying this process,3M identified lead users in museum transportation. The need to carefully pack valuable and often extremely delicate museum pieces led these users to develop many innovative packing solu

40、tions. By studying how these lead users adapted conventional packing material for museum pieces, 3M was able to develop a new line of off-the-shelf packaging materials. Furthermore, 3M has found that refining or building off “lead user” applications of existing produces eight times more revenue than

41、 new products generated by more conventional analysis of existing customer needs.Roger J Best. Market-Based management strategies for growing Customer value and profitability M. Prentice Hall.2005, 04: 98105营销管理：提升顾客价值和利润增长的战略（部分）1. 客户分析与价值创造在发展雷克萨斯，凌志营销队伍的客户战略中启动现有客户。他们深入采访现有客户，尤其是许多在家里的客户，以确定他们的好恶

42、，以及他们的生活方式。以一个较长的衣帽钩（顾客抱怨说，传统的衣帽钩没有足够长的时间进行干洗），从单个客户的意见出发并比较与其竞争的豪华轿车，凌志团队从更多的方面确定产品的改进以便为了更好的燃油经济性。他们认为，产品的改进从而提高产品的利益是提供卓越客户价值的重要一步。为了进一步建立客户价值，营销团队找到了一种很好的方式提高客户价值。1.1生命中的一天的顾客能更好地理解客户的需求的方法是成为顾客。虽然客户描述他们的需求是重要的，但是当被问到时，顾客并不总是展示(或想到)他们在购买、使用、处置产品的过程中遇到的问题。例如，为了更好地了解客户是怎样使用他们的汽车后备箱，本田员工对人们将食品杂货装入后

43、备箱的过程进行录像。不同类型的汽车，不同的消费者和使用不同的购物袋都影响到很多车主怎样靠自己的努力把购物袋放入他们的汽车行李箱，有些人藏匿他们的塑料袋来防止他们付小费，有的人暂停下来在汽车后备箱的边缘休整一个购物袋，然后不得不揭开车箱盖将购物袋放入之后又半闭。通过观看录像，本田车队的工程师将自己置身于客户群中，他们可以看到或者感受到客户体验并能更好的预想到将来后备箱的设计。1.2移情设计 摄录客户的产品的使用情况是移情设计的一种形式。这是一种在顾客购买、使用、处置产品的过程中接近并了解客户需求，发现客户的问题和挫折时出现的一种观测方法。在个人理财软件Quicken的处置市场，有一个后续Me的家

44、庭计划。产品开发人员首次获准用软件观察第一次购买的人在自己家的初步经验，这样，他们学习其他软件应用程序怎样运行在客户系统和该软件可以干扰或补充个人理财软件Quicken，产品开发人员还可以看到其他数据文件，无论客户及其访问是在在纸上或电子形式进行的。从家庭观察法，Intuit公司的设计师发现，许多小企业主在使用Quicken作帐，这个发现导致了一个全新的产品线称为快速书籍。虽然实际观测可能是最好的，它不可能去观察许多在消费、客户商业或工业市场的客户。作为替代，一个能发展两种假设的录像出现了。视频I要求的是顾客描述他们想要购买的产品，然后设计一连串的场景，这个过程包括顾客采购、安装、使用、保养和

45、处理的产品的场景，每一个场景中记录为客户创造的问题或挫折是非常重要的。记住视频I不是产品特定的，它是一个用户按照自己的兴趣和要求获取并使用产品的叙述。 视频I描述了一个商业顾客典型的一天。客户用户进程 顾客失望 顾客成本切割刨花板 锯片容易穿过 生产的停机时间和 多余的砂砾 锯片磨刀 更换建立家具 需要用厚片 粘合厚片的过程生产成品 没有达到预期完成 完成要求的砂视频I目前的进程本例中理想情况的解决方案是显而易见的。顾客想要用较少的砂砾，可用板厚的碎片，较少的砂砾会显著降低相关锯片、砂砾的成本，厚片能消除分层的过程。这个顾客的利益相结合的解决方案将大大降低家具制造商的成本如同视频II的总结。客

46、户过程 理想解决方案 客户利益将刨花板按大小 锯片持续时间够长 减少停机低锯片生产切割 费用建立家具 买厚片 消除分层的过程生产的成品 光滑的完成 完成需要较少的砂视频II-所需的过程2. 客户利益与客户价值许多公司努力创造顾客利益增长的同时都忽略了特有产品的思考，他们每个人都从事分析客户的情况和客户反映的各种难题。对产品使用情况的深入了解使他们能够设计超越现有的产品的客户解决方案。Weyerhaeuser公司只局限于产品的特点，而不是客户的需求，他们就没有发现他们的客户解决方案。如果Intuit公司只销售其产品但不试图去理解人们是怎样使用他们的产品的，他们就不会设计出一种新的产品。所有客户均有需要解决的问题。企业提供的产品或服务越周到，越能为客户解决方案增加价值。企业应该将其本身作为一种提供解决方案的提供者，而不是一个产品和服务的提供者。要做到这一点需要从一个更广阔的角度出发，对客户超出产品或服务的潜在问题取得更全面地关于理解客户需求的情况。这能够使企业为客户创造利益提供更好的机会，从而为客户创造价值。企业建立客户解决方案的同时将在最好的位置中发现新的机会来