市场营销 外文翻译 外文文献 英文文献 顾客满意策略与顾客满意

------------------------------------------------------------------------市场营销外文翻译外文文献英文文献顾客满意策略与顾客满意外文翻译：顾客满意策略与顾客满意营销原文来源：《MarketingCustomerSatisfaction》译文正文：自20世纪八十年代末以来,顾客满意战略已日益成为各国企业占有更多的顾客份额,获得竞争优势的整体经营手段。一、顾客满意策略是现代企业获得顾客“货币选票”的法宝随着时代的变迁,社会物质财富的极大充裕,顾客中的主体———消费者的需求也先后跨越了物质缺乏的时代、追求数量的时代、追求品质的时代,到了20世纪八十年代末进入了情感消费时代。在我国,随着经济的高速发展,我们也已迅速跨越了物质缺乏时代、追求数量的时代乃至追求品质的时代,到今天也逐步迈进情感消费时代。在情感消费时代,各企业的同类产品早已达到同时、同质、同能、同价,消费者追求的已不再是质量、功能和价格,而是舒适、便利、安全、安心、速度、跃动、环保、清洁、愉快、有趣等,消费者日益关注的是产品能否为自己的生活带来活力、充实、舒适、美感和精神文化品位,以及超越消费者期望值的售前、售中、售后服务和咨询。也就是说,今天人们所追求的是具有“心的满足感和充实感”的商品,是高附加值的商品和服务,追求价值观和意识多元化、个性化和无形的满足感的时代已经来临。与消费者价值追求变化相适应的企业间的竞争,也由产品竞争、价格竞争、技术竞争、广告竞争、品牌竞争发展到现今的形象竞争、信誉竞争、文化竞争和服务竞争,即顾客满意竞争。这种竞争是企业在广角度、宽领域的时空范围内展开的高层次、体现综合实力的竞争。它包括组织创新力、技术创新力、管理创新力、产业预见力、产品研发力、员工向心力、服务顾客力、顾客亲和力、同行认同力、社会贡献力、公关传播沟通力、企业文化推动力、环境适应力等等。这些综合形象力和如何合成综合持久的竞争力,这就是CS策略所要解决的问题。CS时代,企业不再以“自己为中心”,而是以“顾客为中心”；“顾客为尊”、“顾客满意”不再是流于形式的口号,而是以实实在在的行动为基础的企业经营的一门新哲学。企业不再以质量达标,自己满意为经营理念,而是以顾客满意,赢得顾客高忠诚度为经营理念。企业经营策略的焦点不再以争取或保持市场占有率为主,而是以争取顾客满意为经营理念。因此,营销策略的重心不再放在竞争对手身上而是放在顾客身上,放在顾客现实的、潜在的需求上。当企业提供的产品和服务达到了顾客事先的期望值,顾客就基本满意；如果远远超越顾客的期望值,且远远高于其他同行,顾客才真正满意；如果企业能不断地或长久地令顾客满意,顾客就会忠诚。忠诚的顾客不仅会经常性地重复购买,还会购买企业其它相关的产品或服务；忠诚的顾客不仅会积极向别人推荐他所买的产品,而且对企业竞争者的促销活动具有免疫能力一个不满意的顾客会将不满意告诉16-20个人,而每一个被告知者会再传播给12-15个人。这样,一个不满意者会影响到二、三百人。在互联网普及的今天,其影响则更大。据美国汽车业的调查,一个满意者会引发8笔潜在的生意,其中至少有一笔会成交。而另一项调查表明,企业每增加5%的忠诚顾客,利润就会增长25%-95%。一个企业的80%的利润来自20%的忠诚顾客；而获取一个新顾客的成本是维持一个老顾客成本的6倍。所以,美国著名学者唐·佩珀斯指出:决定一个企业成功与否的关键不是市场份额,而是在于顾客份额。于是,企业纷纷通过广泛细致的市场调研、与消费者直接接触、顾客信息反馈等方式来了解顾客在各方面的现实需求和潜在需求。依靠对企业满意忠诚的销售、服务人员,定期、定量地对顾客满意度进行综合测定,以便准确地把握企业经营中与“顾客满意”目标的差距及其重点领域,从而进一步改善企业的经营活动。依靠高亲和力的企业文化、高效率的人文管理和全员共同努力,不断地向顾客提供高附加值的产品,高水准的亲情般的服务,以赢得顾客不断变化和提升的满意度,赢得更多的顾客份额。如海尔始终把顾客需求放在第一位,站在顾客的角度考虑产品开发、设计,提供个性化、人性化实用产品,从拉幕式彩电到最新推出的“换台不晃眼彩电”,从小小神童洗衣机到手搓式洗衣机,从小王子冰箱到“智慧眼”变频空调,从17个小时制出“迈克冷柜”到售后一条龙星级服务,无一不是为满足顾客需求而提供的令其满意的超值产品和服务。又如微软的每一种产品都集中了世界上最优秀的开发人员,推出比顾客想要的还要好的产品,同时形成全球化销售的规模经济,把价格降到最低。而这正是微软20年来成功的秘决。综上所述,情感消费时代,决定生产经营何种产品和提供什么样服务的权力已不再属于企业,而是属于消费者,衡量企业效率以及存在价值的决定权转移到了顾客手中,企业应尽量迎合顾客,超值满足顾客,以尽可能地从顾客那里获得“货币选票”。而CS策略正是获取这种选票的制胜法宝。二、顾客满意营销策略的主要步骤第一,在企业文化层面上确立以顾客为中心,顾客利益至上,以顾客满意为目标的经营理念。CS理论中的顾客指的是内部员工和外部顾客(包括经销商、批发商、代理商、最终消费者和原材料供应商、合作者等),顾客满意包括员工和外部顾客的满意,顾客忠诚亦然。企业成功的机制在于顾客满意与忠诚,员工是顾客满意和忠诚的关键人员。员工对企业的满意度和忠诚度是顾客对企业产品和服务满意度和忠诚度的基础,顾客满意度和忠诚度是员工行为的必然结果。没有员工的满意与忠诚,就不可能创造出令顾客满意的产品和提供超值服务,顾客自然就不满意不忠诚,离企业而去。当员工满意与忠诚时就会在与顾客接触中以极大的热情投入自己的智力资本,创造性地为顾客服务,并能及时发现顾客需求动向,及时提升产品和服务的附加值,紧紧抓住顾客的心,令其满意。联邦快递发现,当内部员工满意率提高到85%时,他们的顾客满意率高达95%,且企业的利润也就十分乐观。在这里员工的态度决定着一切。因此,企业必须将顾客满意的经营理念渗透于员工的头脑中,体现在管理中,对员工忠诚,以他们研发产品、制造产品、提供营销服务令顾客满意。如九头鸟”,员工得到的教育是一切以顾客为中心是企业经营的最高原则。顾客是恩人,是朋友,是老师,是顾客给了我们工作的机会,工作的价值,工作的乐趣和工作的意义。我们应该发自内心地真诚地感谢顾客,顾客的满意就是我们的工作目标,为顾客创造最有价值的产品和服务是我们的最高目标。在此原则指导下,宁愿让自己吃亏不能让顾客吃亏已成为“九头鸟”员工的行为准则。让顾客感到在“九头鸟”消费是一种享受,是一种物超所值的享受。顾客在付出成本后,对自己的消费有一个期望值,而消费者最后得到的消费在其心中也会有一个评价的标准来衡量,如果物超所值,他以后就会再来,如物有所值,他以后可能会再来；否则,消费者将不会再来。所以,“九头鸟”的目的就是为消费者提供物超所值的产品和服务。有如此经营理念及其指导下的令顾客满意营销,“九头鸟”红火于京城就不难理解了。第二,让顾客参与产品设计与研发。企业以顾客为中心,经过市场细分,广泛的调研了解目标公众的需求和价值,站在顾客的角度考虑产品开发、设计,提供个性化、人性化的高附加值的产品和服务,是正确的,但必须让用户一起参与产品设计。利用互联网和CAD技术与顾客建立有效的沟通和信息交流,及时掌握顾客的各种需求信息和顾客价值,鼓励各种信息来源渠道对顾客信息库进行及时的更新。经过分析、总结,了解顾客的本质需求,并使顾客本质需求信息成为企业各个部门的共享资源。以此设计产品,提供令顾客满意的服务。现在,许多公司采用一种名为:“产品配置器”的系统来帮助用户一起参与产品设计。即在计算机里存放了所有产品模块的最新信息,并随时更换,营销人员在销售现场通过因特网,根据用户需要或与用户一起配置出其所需要的能满足其价值的产品。上海通用公司生产的汽车令经营商和用户非常满意,就是因为让用户一起参与了产品的设计。而海尔无论是为四川农民生产的能洗地瓜的洗衣机,为上海用户生产的“小王子冰箱”,还是换台不晃眼的彩电,海尔的“智慧眼”变频空调,星级一条龙售后服务等,都是依据用户的需要,吸收了顾客参与产品设计的建议,而设计开发的令顾客满意的富有人性化的超值商品和服务,自然就赢得了更多顾客的芳心。第三,提供令顾客满意的全程服务和个性服务。全程服务是针对顾客的购物与消费每一环节所进行的细致而又深入的服务,心的服务。全程服务就是消费者从产生消费欲望那一刻起到商品使用价值耗尽为止的整个过程,对消费者的细心呵护,使消费者与自己的品牌紧密相连,让消费者享受文化、享受服务、感受理念、感到受益,心甘情愿地消费你的产品或服务,令消费者在每一个层面都感到完全满意,并能赢得客户的忠诚。销售阶段———保证顾客得到必须及时优质的服务,售前咨询培训参与,传递知识信息,创造购物需求,令顾客理性选择,帮助顾客购买自己实用称心的商品；售中支持提供方便,最大限度地发挥商品功能,让顾客体味到温情和价值；售后增值反馈回访服务,使顾客感受到温馨和真情。如一老太太买的海尔空调,回家途中被黑心司机拉跑了,海尔得知后,立即免费给老太太送去一台海尔新空调,并决定以后送货到位。内蒙一用户因家中失火,将刚买的海尔冰箱烧坏,海尔接电后从计算机服务网络中查到该用户详细住址,派专人专车用4天时间赶到为其修好冰箱。这种超值服务必然赢得顾客超期望值的满意。在如今情感消费时代,人们追求“心的满足感和充实感”的商品,是高附加值极富个性化价值的商品,追求价值观和意识多元化、个性化和无形的满足感。因此,企业不再将注意力投入于全体消费者的一般需求差异上,应针对追求各异的个性消费者,量体裁衣,设计并开发企业的产品及服务项目,以适应当今个性化和多样化的消费趋势。面对越来越复杂的消费倾向,企业要驾驭顾客需求,进行个性化营销,关键在于建立顾客资料库与顾客信息反馈系统,进行客户关系管理,不断收集了解消费者的要求和偏好的变化,以及对企业新的期望,以便更好地为顾客提供个性化服务。第四,培育顾客忠诚。在餐饮业,满意顾客中品牌转换者的比例竟高达60%到80%。这说明满意的顾客并不一定能成为忠诚顾客。而一个企业80%的利润来自20%的忠诚顾客,营销顾客集AracatureCorp.的总裁LarryLight在AdvertisingAge杂志上说,从忠诚顾客身上得到的收益是非忠诚顾客的9倍。沃尔玛之所以能够持续增长成为500强的老大,根本原因在于它吸引客户忠诚的经营能力。顾客忠诚是来自顾客感受到的、通过双向沟通所传递的价值和相互关系,是通过企业不懈地提供超值产品或服务而取得的。要使顾客忠诚,企业最高管理层必须有长期不懈的决心和资金支持,对企业的忠诚顾客进行界定,了解顾客的需求是怎样形成的,他们离去的原因是什么,买了谁的产品,为什么?认识并创建顾客忠诚的激励因素。培育忠诚顾客的营销方法有两种:一是要妥善解决顾客的抱怨。只要妥善地处理顾客报怨,82%的顾客会再度购买商品。妥善处理顾客报怨,要求企业确立一套良好的人性化的“报怨管理”制度。第一,树立“顾客的报怨,是给企业最好的礼物,对改善企业的经营管理有好处”的观念；第二,企业必须确立有效的报怨处理政策和制度,并训练员工,正确对待顾客报怨,站在顾客的角度处理顾客报怨的问题；第三,处理顾客的部门要轮换,以便各业务单位都能及时了解顾客的满意度,并获得处理顾客报怨的经验；第四,建立所有顾客报怨资料库,以便及时处理并防止公关危机的发生。二是建立忠诚顾客数据库。只有通过数据库进行跟踪调查分析,才能确切知道企业拥有的顾客份额会增加多少,达到某一份额需要多久。忠诚顾客数据库的核心是关联数据库,它由一系列记录营销项目不同侧面的子库组成。忠诚顾客数据库,可以为员工及时提供超值服务所需的资料；为收集所有与顾客有关的细节资料创造条件；强化同顾客的快捷联系；为开发新产品和提供新的服务创造条件；与顾客进行长期互动的双向沟通,以便为其提供潜在需求的、似曾想到又非想到的满足其期望价值的产品或服务。MarketingCustomerSatisfactionSincethe20thcentury,sincethelateeighties,thecustomersatisfactionstrategyisincreasinglybecomingbusinesshasmorecustomerssharetheoverallbusinesscompetitiveadvantagemeans.First,customersatisfactionstrategyistogetamodernenterprisecustomers,"moneyvotes"magicweaponWiththechangingtimes,thegreatabundanceofmaterialwealthofsociety,customersinthemain---consumerdemandacrossthematerialhasalackoftime,thenumberoftimesthepursuit,thepursuitofqualitytimetotheeightiesofthe20thcenturyenteredtheeraoftheendconsumersentiment.InChina,withrapideconomicdevelopment,wehaverapidlybeyondthephysicalabsenceofthetimes,thepursuitofthenumberoftimesandeventhepursuitofqualityandageofemotionstodaygraduallyintotheconsumerera.Spendingtimeintheemotion,thecompany'ssimilarproductshavealreadyreachedthesametime,homogeneous,withtheenergy,thesameprice,consumersarenolongerpursuethequality,functionalityandprice,butthecomfort,convenience,safety,comfort,speed,jumpaction,environmentalprotection,clean,happy,fun,etc.,consumersareincreasinglyconcernedabouttheproductwhetherfortheirownlifeenergy,enrich,comfort,beautyandspiritualquality,andexceedconsumerexpectationsinthepre-sale,sale,after-salesserviceandadvice.Inotherwords,peopletodayarelookingforisa"psychologicalsatisfactionandasenseoffulfillment,"thecommodity,highvalueaddedgoodsandservices,thepursuitofvaluesandsenseofdiversity,individuality,andtheintangiblesatisfactionofthetimehascome.Andconsumersadapttochangesinthevalueofthepursuitofcompetitionbetweenenterprises,butalsofromproductcompetition,pricecompetition,technologicalcompetition,advertisingcompetition,brandimagedevelopmentofcompetitiontothecurrentcompetition,creditcompetition,culturalcompetitionandservicecompetition,competitionthatcustomersatisfaction.Thiscompetitionistheenterprisewideangle,wide-fieldspace-timewithinthecontextofhigh-level,reflecttheoverallstrengthofthecompetition.Itincludesorganizationalinnovation,technologicalinnovation,managementinnovation,industryforesight,R&Dforce,employeeengagement,customerserviceability,customeraffinity,peerrecognitionability,communitycontributionstoforce,publicrelationsanddisseminationofcommunicationskills,corporateculturedrive,environmentaladaptation,andsoforth.Theseintegratedimageoftheforceandthesynthesisofintegratedsustainablecompetitiveness,whichisCSstrategytosolvetheproblem.CStimes,companiesnolonger"ownthecenter,"butto"customer-centric";"customer","customersatisfaction"isnolongeramereformalityoftheslogan,butrealactiontobasisofanewbusinessphilosophyof.Enterprisesnolongerqualitystandards,theirsatisfactionwiththemanagementidea,butincustomersatisfaction,gaincustomerloyaltyforthebusinessphilosophyofhigh.Thefocusisnolongerbusinessstrategytogainormaintainmarketshare,mainly,butasforcustomersatisfactionforthebusinessphilosophy.Therefore,themarketingstrategyofcompetitorswhofocusnotonbutonclients,onthecustomersactualandpotentialneeds.Whenthecompanyprovidesproductsandservicestothecustomer'spriorexpectations,customerswillbebasicallysatisfied;iffarexceedcustomerexpectations,andfarhigherthanothercolleagues,customersreallysatisfied;ifcompaniescancontinuouslyorforalongtimethecustomerssatisfaction,customerloyaltywillbe.Loyalcustomerswillnotonlyregularlyrepeatpurchase,butalsootherrelatedbusinessestopurchaseproductsorservices;loyalcustomerswillnotonlyactivelyrecommendtootherstobuyhisproducts,andpromotionalactivitiesofcompetitorsontheenterprisehastheimmunityofadissatisfieddissatisfiedcustomerswilltell16-20individuals,andeachonewastoldwhowillthenspreadto12-15individuals.Thus,adissatisfiedpersonwillaffecttwoorthreehundredpeople.TodayinthepopularityoftheInternet,itsimpactisevengreater.AccordingtotheU.S.autoindustrysurvey,asatisfactionwillunleashthepotentialofbusiness8document,whichwillbeatleastatransaction.Anothersurveyshowedthateveryincreaseof5%ofenterprisecustomerloyalty,andprofitswillgrow25%-95%.80%ofacompany20%oftheprofitsfromloyalcustomers;whilethecostofobtaininganewcustomeristomaintaina6timesthecostofoldcustomers.Therefore,theAmericanscholarTangpeiposithat:thedecisionwhetherornotthekeytothesuccessofanenterpriseisnotmarketshare,butrathercustomershare.Asaresult,enterpriseshavebeenthroughanextensiveanddetailedmarketresearch,directcontactwithconsumers,customerfeedback,etc.tounderstandtherealityinallaspectsofcustomerneedsandpotentialneeds.Relyontheloyaltybusinesssalessatisfaction,servicepersonnel,regular,comprehensivequantitativedeterminationofcustomersatisfactioninordertoaccuratelygraspthebusinesswith"customersatisfaction"thegapbetweenobjectivesandpriorityareas,tofurtherimprovethebusinessactivities.Relyonthecorporatecultureofhighaffinity,highlyefficientmanagementandfullhumantomakejointeffortstoprovidecustomerswithhighvalue-addedproducts,highlevelsoffamily-likeservicetowincustomerschangingandupgradingsatisfaction,winmoresharemanycustomers.SuchasHaieralwaysputcustomerneedsfirst,standinthecustomerpointofviewofproductdevelopment,design,personalized,humanizedusefulproducts,fromthepull-screenTVstothelatestreleaseof"TaiwandoesnotblinkofaneyeforcolorTV",smallhandrubasmallchildprodigywashingmachinewashingmachines,smallrefrigeratorsPrinceto"wisdomeye"inverterairconditioner,thesystem17hoursfroma"Mikefreezer"toafter-sale-stopstarservicetomeetcustomerneedsandbothareprovidedtothesatisfactionThevalueofproductsandservices.AnotherexampleisMicrosoft'sproductsarefocusedoneachoftheworld'smosttalenteddeveloperstointroduceevenbetterthantheproductscustomerswant,whiletheformationofglobalsalesofeconomyofscale,thelowestprice.ThisisMicrosoft'ssecretofsuccessin20years.Insummary,emotionalconsumerera,decidedwhatkindofproductsandproductionmanagementservicestoprovidewhatthepowersarenotpartofabusiness,itisconsumers,measuringthevalueofenterpriseefficiencyandtheexistenceofthedecisionshiftstothehandsofcustomers,theenterpriseshouldcatertothecustomer,valuetosatisfycustomersinordertogetasmuchaspossiblefromthecustomer"moneyvotes."TheCSstrategyisthemagicweaponforwinningsuchavote.Second,customersatisfaction,themainstepsinmarketingstrategyFirst,toestablishthelevelofcorporateculturecustomer-centric,customerinterestsfirst,andcustomersatisfactionasthegoalofphilosophy.CStheoryinthecustomerreferstointernalstaffandexternalcustomers(includingdistributors,wholesalers,agents,thefinalconsumerandrawmaterialsuppliers,partners,etc.),customersatisfaction,includingstaffandexternalcustomersatisfaction,customerloyaltyisalsoHowever.Mechanismforbusinesssuccessiscustomersatisfactionwithloyalty,employeesatisfactionandcustomerloyaltyarekeypersonnel.Employeesofthecompany'ssatisfactionandloyaltyareproductsandservicesforenterprisecustomerssatisfactionandloyaltybasedoncustomersatisfactionandloyaltyaretheinevitableresultofemployeebehavior.Noemployeesatisfactionandloyalty,itisimpossibletocreatesatisfiedcustomerstoprovidevalueproductsandservices,thecustomernaturallydissatisfiedanddisloyal,awayfromtheenterprise.Whentheemployeesatisfactionandloyaltywithcustomerswhenthecontactwillbewithgreatenthusiasmintotheirintellectualcapital,creativecustomerservice,andtotimelydetectionoftrendsincustomerdemand,timelyproductandservicevalue-added,firmlygraspliveintheheartsofcustomers,tohissatisfaction.FedExfoundthatwheninternalstaffsatisfactionrateto85%,theircustomersatisfactionrateof95%,andalsoveryoptimisticaboutcorporateprofits.Heredeterminestheattitudeofallemployees.Therefore,companiesmustbecustomersatisfactionofbusinessphilosophypermeatesthemindsofstaff,reflectedinthemanagementofemployeeloyaltytotheirR&Dproducts,manufactureproducts,providemarketingservicestosatisfiedcustomers.Ifninebirds,"theeducationofallemployeesreceivecustomer-centricisthehighestbusinessprinciples.Customersarebenefactor,afriend,ateacher,acustomergaveustheopportunitytowork,thevalueofwork,funandworksignificanceofthework.Weshouldsincerelythankfromthehearttocustomerssatisfactionisouraim,tocreatethemostvalueforthecustomersofproductsandservicesisourhighestgoal.Undertheguidanceofthisprinciple,wouldratherloseyourselfcannotlosecustomershasbecomea"ninebird"codeofconductforemployees.sothatcustomersareinthe"9Firstbird"consumptionisapleasure,issuchagreatpleasure.Customerstopaycostsonanexpectedvaluetheirconsumption,andconsumersendupspendingatitsheartwillhaveastandardevaluationtomeasure,ifthevalueformoney,hewillcomebacklater,suchasvalueformoney,heprobablywillcomeagain;Otherwise,consumerswillnotcomeback.Therefore,"9Bird"istoprovideconsumersvalueformoneyproductsandservices.thereissuchabusinessphilosophyofcustomersatisfactionundertheguidanceofmarketing,"ninebird"fireinthecapitalisnotdifficulttounderstand.Second,customersparticipateinproductdesignanddevelopment.Customer-centriccompany,throughmarketsegmentation,targetawiderangeofresearchtounderstandthepublic'sneedsandvalues,standingcustomerpointofviewofproductdevelopment,design,personalized,personalizedvalue-addedproductsandservices,iscorrect,butmustallowuserstojoinproductdesign.UseoftheInternetandCADtechnologywithcustomerstoestablisheffectivecommunicationandinformationexchange,needstograspthecustomerinformationandcustomervalue,toencourageavarietyofinformationsourcesonthecustomerinformationdatabasefortimelyupdates.Afteranalysis,theconclusionaboutthenatureofcustomerneeds,andtotheenterprisecustomerdemandinformationnatureofvariousdepartmentstoshareresources.Thisdesignproducts,providecustomersatisfactionservices.Now,manycompaniesuseaservicecalled:"ProductConfigurator"systemtohelpuserswiththeparticipationofproductdesign.Thatisstoredinthecomputerwherethelatestinformationforallproductmodules,andreplacedatanytime,marketingpersonnelinthesalessiteontheInternet,accordingtouserneedsoruserconfigurationwithoutitneedstomeettheirvalueproducts.ShanghaiGMproducescarsthatoperatorsandusersareverysatisfied,becauseusersjointheproductdesign.HaierWhetheritisforfarmersinSichuanproductionofwashingmachinestowashsweetpotatoes,usersinShanghaiproductionof"TheLittlePrincefridge",orchangechannelswithoutdazzlingcolorTV,Haier's"wisdomeye"inverterairconditioner,star-stopafter-salesservice,etc.arebasedontheneedsofusers,customersparticipateinproductdesignincorporatestherecommendationsofthedesignanddevelopmentofcustomersatisfactionintherichhumanityofthevalueofgoodsandservices,naturally,wonmoreheartsandmindsofcustomers.Third,toprovideafullservicecustomersatisfactionandpersonalizedservice.Fullserviceisforcustomersshoppingandconsumptioncarriedoutbyeveryaspectoftheservicesdetailedanddeep,theheartoftheservice.Fullserviceistheconsumerdesireforconsumptionfromthemomentofproductionvalueofgoodsrunoutofplayuntilthewholeprocess,withcaretoconsumers,soconsumersarecloselylinkedwiththeirbrandssothatconsumersenjoytheculture,enjoytheserviceexperienceconceptwastobenefitconsumerswillinglyyourproductsorservices,consumersateverylevelarefullysatisfied,andtowincustomerloyalty.Salesstage---toensurethatcustomersreceivetimelyandqualityservicesto,participationintrainingpre-consultation,transferknowledgeandinformation,createshoppingneeds,socustomersrationalchoice,practicalhelpcustomersbuytheirownnicheproducts;salesupporttheprovisionofconvenienttomaximizeplayproductfeatures,customersappreciatethewarmthandvalue;feedbackre-salevalue-addedservices,allowingcustomerstofeelthewarmthandtruth.IfawomanboughtaHaierairconditioning,homerunpulledthedriveronhiswaytobeblackheart,andHaierwasinformedimmediatelyafterthewomanfreetosendanewHaierairconditioning,anddecidedafterthedeliveryplace.InnerMongolia,thehomeofauserduetofire,willburnjustboughttheHaierrefrigerators,Haieraccessservicesfromthecomputerafterpowerfoundintheuserdetailsofthenetworkaddress,sentbythecararrivedin4daystofixtheirrefrigerator.Thisvaluemustwinthecustomerservicesatisfactionoverexpectations.Intoday'seraofemotionalconsumption,thepursuitof"Heartofsatisfactionandasenseoffulfillment"ofgoods,ishighlypersonalizedvalue-addedvaluegoods,thepursuitofvaluesandawarenessofdiversity,individuality,andintangiblesatisfaction.Therefore,enterpriseswillnolongerputattentiontoallthegeneralneedsofdifferentconsumers,weshouldpursuedifferentpersonalityforconsumers,tailor,designanddevelopmentofenterpriseproductsandservicestomeettheindividualandthediversityoftoday'sconsumertrends.Propensitytoconsumethefaceofincreasinglycomplex,enterprisesmustmanagecustomerdemandforpersonalizedmarketing,thekeyliesinestablishingacustomerdatabaseandcustomerinformationfeedbacksystemforcustomerrelationshipmanagement,continuedtocollectunderstandingofconsumerneedsandpreferenceschange,andnewexpectationsofthebusinesstobetterprovidecustomerswithpersonalizedservice.

Fourth,fostercustomerloyalty.Intherestaurantindustry,customersatisfactioninthebrandswitching,theproportionisashighas60%to80%.Thisindicatesthatsatisfiedcustomersbecomeloyalcustomersdonotnecessarily.80%oftheprofitsofanenterprisefrom20%ofcustomerloyalty,marketing,customerAracatureCorp.'sPresident,LarryLightsaidinAdvertisingAgemagazine,fromtheloyalcustomerswhoreturnanon-loyalcustomersare9times.Wal-Marthasbeenabletocontinuetogrowas500Boss,simplybecauseitisthemanagementcapacitytoattractcustomerloyalty.Customerloyaltyisperceivedfromthecustomer,deliveredthroughthetwo-waycommunicationbetweenthevalueandt