营销管理（亚洲版 第6版）英文课件 科特勒 Chapter 05 Creating Customer；Chapter 06 Analyzing Consumer Markets

ConnectingwithCustomers2

5CreatingCustomerValue,Satisfaction,andLoyaltyCreatingCustomerValue,Satisfaction,andLoyaltyWhatarecustomervalue,satisfaction,andloyalty,andhowcancompaniesdeliverthem?Whatisthelifetimevalueofcustomersandhowcanmarketersmaximizeit?Howcancompaniescultivatestrongcustomerrelationships?Howcancompaniesattractandretaintherightcustomers?3ImportanceofBuildingCustomerValue,Satisfaction,andLoyaltyToday,companiesfacetheirtoughestcompetitionever.Movingfromaproduct-and-salesphilosophytoaholisticmarketingphilosophy,however,givesthemabetterchanceofoutperformingcompetition.Thecornerstoneofawell-conceivedholisticmarketingorientationisstrongcustomerrelationships.Marketersmustconnectwithcustomers—informing,engaging,andmaybeevenenergizingthemintheprocess.Customer-centredcompaniesareadeptatbuildingcustomerrelationships,notjustproducts;theyareskilledinmarketengineering,notjustproductengineering.4BuildingCustomerValue,SatisfactionandLoyaltyManagerswhobelievethecustomeristhecompany’sonlytrue“profitcenter”considerthetraditionalorganizationchartinFigure5.1(a)—apyramidwiththepresidentatthetop,managementinthemiddle,andfrontlinepeopleandcustomersatthebottom—obsolete.Successfulmarketingcompaniesinvertthechart(Figure5.1b).Atthetoparecustomers;nextinimportancearefrontlinepeoplewhomeet,serve,andsatisfycustomers;underthemarethemiddlemanagers,whosejobistosupportthefrontlinepeoplesotheycanservecustomerswell;andatthebaseistopmanagement,whosejobistohireandsupportgoodmiddlemanagers.5Figure5.1:TraditionalOrganizationChartversusModernCustomer-orientedOrganizationChart6BuildingCustomerValue,SatisfactionandLoyaltyCustomersareaddedalongthesidesofFigure5.1btoindicatethatmanagersateverylevelmustbepersonallyinvolvedinknowing,meeting,andservingcustomers.7PuttingCustomersonTopSomecompanieshavebeenfoundedwiththecustomer-on-topbusinessmodel,andcustomeradvocacyhasbeentheirstrategy—andcompetitiveadvantage—allalong.WiththeriseofdigitaltechnologiessuchastheInternet,increasinglyinformedconsumerstodayexpectcompaniestodomorethanconnectwiththem,morethansatisfythem,andevenmorethandelightthem.Theyexpectcompaniestolistenandrespondtothem.8CustomerPerceivedValueConsumersarebettereducatedandinformedthanever,andtheyhavethetoolstoverifycompanies’claimsandseekoutsuperioralternatives.Customerstendtobevalue-maximizerswithintheboundsofsearchcostsandlimitedknowledge,mobility,andincome.Customersestimatewhichofferwilldeliverthemostperceivedvalueandactonit.Customer-perceivedvalue(CPV)isthedifferencebetweentheprospectivecustomer’sevaluationofallthebenefitsandallthecostsofanofferingandtheperceivedalternatives.9Dellstrategytorespondingtocustomerexpectations10Dell—Dellrodetosuccessbyofferinglow-pricedcomputers,logicalefficiency,andafter-salesservice.Thefirm’smaniacalfocusonlowcostshasbeenakeyingredientinitssuccess.Whenthecompanyshifteditscustomer-servicecallcenterstoIndiaandthePhilippinestocutcosts,however,understaffingfrequentlyledto30-minutewaitsforcustomers.Almosthalfthecallsrequiredatleastonetransfer.Todiscouragecustomercalls,Dellevenremoveditstoll-freeservicenumberfromitsWebsite.Withcustomersatisfactionslipping,andcompetitorsmatchingitsproductqualityandpricesandofferingimprovedservice,Dell’smarketsharedeclinedsharply.DellendeduphiringmoreNorthAmericancallcenteremployees.“Theteamwasmanagingcostinsteadofmanagingserviceandquality,”MichaelDellconfesses.Customerpreceivedvalue[APV]11Figure5.2:DeterminantsofCustomer-DeliveredValueCustomerPerceivedValueTotalcustomerbenefitistheperceivedmonetaryvalueofthebundleofeconomic,functional,andpsychologicalbenefitscustomersexpectfromagivenmarketofferingbecauseoftheproduct,service,people,andimage.Totalcustomercostistheperceivedbundleofcostscustomersexpecttoincurinevaluating,obtaining,using,anddisposingofthegivenmarketoffering,includingmonetary,time,energy,andpsychologicalcosts.Customer-perceivedvalueisthusbasedonthedifferencebetweenbenefitsthecustomergetsandcostsheorsheassumesfordifferentchoices.12ApplyingValueConceptsManagersconductacustomervalueanalysistorevealthecompany’sstrengthsandweaknessesrelativetothoseofcompetitors.Thesestepsare:Identifythemajorattributesandbenefitscustomers’value.Assessthequantitativeimportanceofthedifferentattributesandbenefits.13ApplyingValueConceptsAssessthecompany’sandcompetitor’sperformancesonthedifferentcustomervaluesagainsttheirratedimportance.Examinehowcustomersinaspecificsegmentratethecompany’sperformanceagainstaspecificmajorcompetitoronanindividualattributeorbenefitbasis.Monitorcustomervaluesovertime.14Caterpillar’smarketsuccessispartlyaresultofhowwellthefirmcreatescustomervalue.15Caterpillar’smarketsuccessispartlyaresultofhowwellthefirmcreatescustomervalue.16Caterpillar—Caterpillarhasbecomealeadingfirmbymaximizingtotalcustomervalueintheconstruction-equipmentindustry,despitechallengesfromanumberofablecompetitorssuchasKomatsu,Hitachi,andJohnDeere.First,Caterpillarproduceshigh-performanceequipmentknownforreliabilityanddurability—keypurchaseconsiderationsinheavyindustrialequipment.Thefirmalsomakesiteasyforcustomerstofindtherightproductbyprovidingafulllineofconstructionequipmentandawiderangeoffinancialterms.Caterpillarmaintainsthelargestnumberofindependentconstruction-equipmentdealersintheindustry.ThesedealerscarryacompletelineofCaterpillarproductsandaretypicallybettertrainedandperformmorereliablythancompetitors’dealers.Caterpillarhasalsobuiltaworldwidepartsandservicesystemsecondtononeintheindustry.CustomersrecognizethevalueCaterpillarcreatesinitsofferings,allowingthefirmtocommandapremiumprice10to20percenthigherthancompetitors.Caterpillar’sbiggestchallengesareareenergizedKomatsu,whichhasmadeastrong,pushinChina,andsomesupplychainissuesinintroducingnewproducts.RespondingtoDifferencesinCustomerValuesGilletteadaptedtotheJapanesemarketafteritsresearchshowedthatJapanesemenshavelessfrequentlythanmenfromotherpartsoftheworld;andthattheyshowerintheeveningandshavethenextmorning.Therazor,calledAirinsteadofPhantomasthelatterdidnottranslatewellinJapan,waslaunched.17ChoicesProcessesandImplicationsSomemarketersmightarguetheprocesswehavedescribedistoorational.SupposethecustomerchoosestheKomatsutractor.Herearethreepossibilities.Thebuyermightbeunderorderstobuyatthelowestprice.ThebuyerwillretirebeforethecompanyrealizestheKomatsutractorismoreexpensivetooperate.Thebuyerenjoysalong-termfriendshipwiththeKomatsusalesperson.18ChoicesProcessesandImplicationsBuyersoperateundervariousconstraintsandoccasionallymakechoicesthatgivemoreweighttotheirpersonalbenefitthantothecompany’sbenefit.Customerperceivedvalueisausefulframeworkthatappliestomanysituationsandyieldsrichinsights.Itsuggeststhatthesellermustassessthetotalcustomervalueandtotalcustomercostassociatedwitheachcompetitor’sofferinordertoknowhowhisorherofferratesinthebuyer’smind.19DisadvantagesofCustomerPerceivedValueToincreasetotalcustomervalue(bystrengtheningoraugmentingtheoffer’sproduct,services,personnel,andimagebenefits).Todecreasetotalcustomercost(byreducingprice,simplifyingtheordering,anddeliveryprocess,orabsorbingsomebuyerriskbyofferingawarranty).20DeliveringHighCustomerValueConsumershavevaryingdegreesofloyaltytospecificbrands,stores,andcompanies.Loyaltyisdefinedas“adeeplyheldcommitmenttore-buyorre-patronizeapreferredproductorserviceinthefuturedespitesituationalinfluencesandmarketingeffortshavingthepotentialtocauseswitchingbehavior.”21Table5.1:Top10BrandsinCustomerLoyalty22ValuePropositionThevaluepropositionconsistsofthewholeclusterofbenefitsthecompanypromisestodeliver;itismorethanthecorepositioningoftheoffering.Thevaluepropositionisastatementabouttheresultingexperiencecustomerswillgainfromthecompany’smarketofferingandfromtheirrelationshipwiththesupplier.Thebrandmustrepresentapromiseaboutthetotalexperiencecustomerscanexpect.23ValueDeliverySystemWhetherthebranpromise(expressedinthefirm’svalueproposition)iskeptdependsonthecompany’sabilitytomanageitsvalue-deliverysystem.Thevalue-deliverysystemincludesalltheexperiencesthecustomerwillhaveonthewaytoobtainingandusingtheoffering.24SingaporeAirlinesSIAcontinuesitseffortstoprovidecustomerswithanexcellentpre-andon-boardflightexperience.25TotalCustomerSatisfactionWhetherthebuyerissatisfiedafterthepurchasedependsontheoffer’sperformanceinrelationtothebuyer’sexpectations.Satisfactionisaperson’sfeelingsofpleasureordisappointmentresultingfromcomparingaproduct’sperceivedperformance(oroutcome)inrelationtohisorherexpectations.Acustomer’sdecisiontobeloyalortodefectisthesumormanysmallencounterswiththecompany.Manycompaniesnowstrivetocreatea“brandedcustomerexperience.”26CustomerExpectationsHowdobuyersformtheirexpectations?Frompastbuyingexperience,friends’andassociates’advice,andmarketers’andcompetitors’informationandpromises.Ifmarketersraiseexpectationstoohigh,thebuyerislikelytobedisappointed.However,ifthecompanysetsexpectationstoolow,itwillnotattractenoughbuyers(althoughitwillsatisfythosewhodobuy).Someoftoday’smostsuccessfulcompaniesareraisingexpectationsanddeliveringperformancestomatch.27KoreanautomakerKiafoundsuccessintheUnitedStates.bylaunchinglow-cost,high-qualitycarswithenoughreliabilitytooffer10-yearwarranties.28MonitoringSatisfactionManycompaniesaresystematicallymeasuringhowwelltheytreatcustomers,identifyingthefactorsshapingsatisfaction,andchangingoperationsandmarketingasaresult.Wisefirmsmeasurecustomersatisfactionregularly,becauseitisonekeytocustomerretention.Thelinkbetweencustomersatisfactionandcustomerloyaltyisnotproportional.Thecompanyneedstorecognizethatcustomersvaryinhowtheydefinegoodperformance.29MeasurementTechniquesPeriodicsurveyscantrackcustomersatisfactiondirectly.Companiescanmonitortheircustomerlossrateandcontactcustomerswhohavestoppedbuyingorwhohaveswitchedtoanothersuppliertolearnwhythishappened.Companiescanhiremysteryshopperstoposeaspotentialbuyersandreportonstrongandweakpointsexperiencedinbuyingthecompany’sandcompetitors’products.Companiesneedtomonitortheircompetitors’performancetoo.30InfluenceofCustomerSatisfactionForcustomer-centredcompanies,customersatisfactionisbothagoalandamarketingtool.CompaniesneedtobeespeciallyconcernedtodaywiththeircustomersatisfactionlevelbecausetheInternetprovidesatoolforconsumerstospreadbadwordofmouth—aswellasgoodwordofmouth—totherestoftheworld.SomecustomerssetuptheirownWebsitestoairgrievancesandprotests,targetinghigh-profilebrands.31ProductandServiceQualitySatisfactionwillalsodependonproductandservicequality.

Qualityisthetotalityoffeaturesandcharacteristicsofaproductorservicethatbearonitsabilitytosatisfystatedorimpliedneeds.32Customer-centeredDefinitionofQualityThesellerhasdeliveredqualitywhenevertheseller’sproductorservicemeetsorexceedsthecustomers’expectations.Acompanythatsatisfiesmostofitscustomers’needsmostofthetimeiscalledaqualitycompany,butitisimportanttodistinguishbetweenconformancequalityandperformancequality(orgrade).33UNIQLOandProductQualityUNIQLOensuresproductqualitytokeepcustomerscomingback.Specialistsaresenttotroubleshootandoverseeproduction.34ImpactofQualityProductandservicequality,customersatisfaction,andcompanyprofitabilityareintimatelyconnected.Higherlevelsofqualityresultinhigherlevelsofcustomersatisfaction,whichsupporthigherpricesand(often)lowercosts.Totalqualityiseveryone’sjob,justasmarketingiseveryone’sjob.35MarketingandTotalQuality36Theycorrectlyidentifycustomers’needsandrequirements.Theycommunicatecustomerexpectationsproperlytoproductdesigners.Theymakesurecustomers’ordersarefilledcorrectlyandontime.Theycheckthatcustomershavereceivedproperinstructions,training,andtechnicalassistanceintheuseoftheproduct.MarketingandTotalQuality37Theystayintouchwithcustomersafterthesaletoensuretheyare,andremain,satisfied.Theygathercustomerideasforproductandserviceimprovementsandconveythemtotheappropriatedepartments.MaximizingCustomerLifetimeValueMarketingistheartofattractingandkeepingprofitablecustomers.The20–80rulesaysthetop20%ofcustomersgenerate80%ormoreofthecompany’sprofits.Itisnotalwaysthecompany’slargestcustomerswhoyieldthemostprofit.Thelargestcustomersdemandconsiderableserviceandreceivethedeepestdiscounts.Thesmallestcustomerspayfullpriceandreceiveminimalservice,butthecostsoftransactingwithsmallcustomersreducetheirprofitability.38CustomerProfitabilityAprofitablecustomerisaperson,household,orcompanythatovertimeyieldsarevenuestreamexceedingbyanacceptableamountthecompany’scoststreamforattracting,selling,andservingthatcustomer.Theemphasisisonthelifetimestreamofrevenueandcost,notontheprofitfromaparticulartransaction.39CustomerProfitabilityAnalysisAusefultypeofprofitabilityanalysisisshowninFigure5.3.Customersarearrayedalongthecolumnsandproductsalongtherows.Eachcellcontainsasymbolfortheprofitabilityofsellingthatproducttothatcustomer.Customer1isveryprofitable;hebuystwoprofit-makingproducts(P1andP2).Customer2yieldsapictureofmixedprofitability;hebuysoneprofitableproductandoneunprofitableproduct.Customer3isalosingcustomerbecausehebuysoneprofitableproductandtwounprofitableproducts.40Figure5.3:Customer–ProductProfitabilityAnalysis41WhatcanthecompanydoaboutCustomers2and3?Itcanraisethepriceofitslessprofitableproductsoreliminatethem.Itcantrytosellthemitsprofit-makingproducts.Itcanencouragethemtoswitchtocompetitors.42Activity-BasedCostingsCustomerprofitabilityanalysis(CPA)isbestconductedwiththetoolsofanaccountingtechniquecalledActivity-BasedCosting(ABC).ABCaccountingtriestoidentifytherealcostsassociatedwithservingeachcustomer—thecostsofproductsandservicesbasedontheresourcestheyconsume.Thecompanyestimatesallrevenuecomingfromthecustomer,lessallcosts.Companiesthatfailtomeasuretheircostscorrectlyarealsonotmeasuringtheirprofitcorrectly,andarelikelytomisallocatetheirmarketingeffort.43MeasuringCustomerLifetimeValueCustomerLifetimeValue(CLV)describesthenetpresentvalueofthestreamoffutureprofitsexpectedoverthecustomer’slifetimepurchases.CLVcalculationsprovideaformalquantitativeframeworkforplanningcustomerinvestmentandhelpsmarketerstoadoptalong-termperspective.Showstheformulaforcalculatingcustomerlifetimevalueforacompany.44MarketingMemo:CalculatingCustomerLifetimeValue45MarketingMemo:CalculatingCustomerLifetimeValue46MarketingMemo:CalculatingCustomerLifetimeValue47Table5.2AHypotheticalExampletoIllustrateCLVCalculationsAttractingandRetainingCustomersCompaniesseekingtoexpandtheirprofitsandsaleshavetospendconsiderabletimeandresourcessearchingfornewcustomers.Togenerateleads,thecompanydevelopsadsandplacestheminmediathatwillreachnewprospectsDifferenttypesofacquisitionmethodscanyielddifferenttypesofcustomerswithvaryingCLVs.48ReducingDefectionToreducethedefectionrate,thecompanymust:Defineandmeasureitsretentionrate.Distinguishthecausesofcustomerattritionandidentifythosethatcanbemanagedbetter.Comparethelostcustomer’slifetimevaluetothecostsofreducingthedefectionrate.49ReducingDefection:CaseofSamsung’sNote7Over-Ambition:Thefeature-richNote7couldhavesetanewbenchmarkinthehighly-competitivesmartphonebusinessSpeedcomesataPrice:In20years,Samsunghastransformeditselffromalow-endcomponentsmakerintoapremiumtechnologybrand

50SometimesDefectionisDuetoVariety-SeekingVariety-seeking,atrendprominentamongJapaneseyouths,ledtoPepsiintroducingavarietyof“limitededition”flavoureddrinkssuchasSaltyWatermelon.51RetentionDynamicsThemarketingfunnel(Figure5.4)identifiesthepercentageofpotentialtargetmarketateachstageinthedecisionprocess,frommerelyawaretohighlyloyal.52RetentionDynamicsBycalculatingconversionrates-thepercentageofcustomersatonestagewhomovestothenext-thefunnelallowsmarketerstoidentifyanybottleneckorbarriertobuildingaloyalcustomerfranchise.Thefunnelalsoemphasizeshowimportantitisnotjusttoattractnewcustomers,buttoretainandcultivateexistingones.Satisfiedcustomersarethecompany’scustomerrelationshipcapital.53“CustomerRelationshipCapital”Ifthecompanyweresold,theacquiringcompanywouldpaynotonlyfortheplantandequipmentandbrandname,butalsoforthedeliveredcustomerbase,thenumberandvalueofcustomerswhowilldobusinesswiththenewfirm.54ImportantFactsaboutCustomerRetentionAcquiringnewcustomerscancostfivetimesmorethanthecostsinvolvedinsatisfyingandretainingcurrentcustomers.Itrequiresagreatdealofefforttoinducesatisfiedcustomerstoswitchawayfromtheircurrentsuppliers.Theaveragecompanyloses10%ofitscustomerseachyear.A5%reductioninthecustomerdefectionratecanincreaseprofitsby25%to85%,dependingontheindustry.Profitratetendstoincreaseoverthelifeoftheretainedcustomerduetoincreasedpurchases,referrals,pricepremiums,andreducedoperatingcoststoservice.55ManagingtheCustomerBaseAkeydriverofshareholdervalueistheaggregatevalueofthecustomerbase.Winningcompaniesimprovethevalueoftheircustomerbasebyexcellingatstrategieslikethefollowing:Reducingtherateofcustomerdefection.Increasingthelongevityofthecustomerrelationship.Enhancingthegrowthpotentialofeachcustomerthrough“shareof-wallet,cross-selling,andup-selling.”Makinglow-profitcustomersmoreprofitableorterminatingthem.Focusingdisproportionateeffortonhigh-valuecustomers.56BuildingLoyaltyCreatingastrong,tightconnectiontocustomersisthedreamofanymarketerandoftenthekeytolong-termmarketingsuccess.Createsuperiorproducts,services,andexperiencesforthetargetmarket.Getcross-departmentalparticipationinplanningandmanagingthecustomersatisfactionandretentionprocess.Integratethe“VoiceoftheCustomer”tocapturetheirstatedandunstatedneedsorrequirementsinallbusinessdecisions.Organizeandmakeaccessibleadatabaseofinformationonindividualcustomerneeds,preferences,contacts,purchasefrequency,andsatisfaction.57BuildingLoyaltyCont…Makeiteasyforcustomerstoreachappropriatecompanystaffandexpresstheirneeds,perceptions,andcomplaints.Assessthepotentialoffrequencyprogramsandclubmarketingprograms.Runawardprogramsrecognizingoutstandingemployees.58InteractingwithCustomersListeningtocustomersiscrucialtoCRM.Somecompanieshavecreatedanon-goingmechanismthatkeepsseniormanagerspermanentlypluggedintofrontlinecustomerfeedback.Butlisteningisonlypartofthestory.Itisalsoimportanttobeacustomeradvocate

and,asmuchaspossible,takethecustomers’sideonissues,understandingtheirpointofview.59Interactingwithcustomers,suchasgettingtheirfeedback,helpsBuild-A-BearWorkshopdevelopnew-productideas.60InteractingwithCustomersDevelopingLoyaltyProgramsTwocustomerloyaltyprogramsthatcompaniescanofferarefrequencyprogramsandclubmarketingprograms.Frequencyprograms(FPs)Clubmembershipprograms61FrequencyProgramsFrequencyprograms(FPs)aredesignedtoproviderewardstocustomerswhobuyfrequentlyandinsubstantialamounts.Theycanhelpbuildlong-termloyaltywithhighCLVcustomers,creatingcross-sellingopportunitiesintheprocess.Typically,thefirstcompanytointroduceanFPgainsthemostbenefit,especiallyifcompetitorsareslowtorespond.Aftercompetitorsrespond,FPscanbecomeafinancialburdentoalltheofferingcompanies.62ClubMembershipProgramsClubmembershipprogramscanbeopentoanyonewhopurchasesaproductorservice,oritcanbelimitedtoanaffinitygroup,ortothosewillingtopayasmallfee.Althoughopenclubsaregoodforbuildingadatabaseorsnaggingcustomersfromcompetitors,limitedmembershipclubsaremorepowerfullong-termloyaltybuilders.63CreatingInstitutionalTiesThecompanymaysupplycustomerswithspecialequipmentorcomputerlinksthathelpthemmanageorders,payroll,andinventory.64Nestlé—Nestlémaintainscloserelationswithitstradepartners.InJapan,itpioneeredtheextensivelyusedpoint-of-salemerchandisingactivities.InThailand,itprovidedsupermarketswithinventorycontrolsystemssuchasNielsen’sSpaceman,andtrainedthemonitsuse.Win-BacksThechallengeistoreactivatelostcustomersthrough“win-back”strategiessuchasexitinterviewsandlost-customersurveys.Itisofteneasiertore-attractex-customers(becausethecompanyknowstheirnamesandhistories)thantofindnewones.Thekeyistoanalyzethecausesofcustomerdefectionthroughexitinterviewsandlost-customersurveys,andwinbackonlythosewhohavestrongprofitpotential.65CultivatingCustomerRelationshipsCompaniesareusinginformationaboutcustomerstoenactprecisionmarketingdesignedtobuildstronglong-termrelationships.Informationiseasytodifferentiate,customize,personalize,anddispatchovernetworksatincrediblespeed.66CultivatingCustomerRelationshipsCustomerempowermenthasbecomeawayoflifeformanycompaniesthathavehadtoadjusttoashiftinthepowerwiththeircustomerrelationships.67CustomerRelationshipManagement(CRM)Customerrelationshipmanagement(CRM)istheprocessofcarefullymanagingdetailedinformationaboutindividualcustomersandallcustomer“touchpoints”tomaximizecustomerloyalty.Acustomertouchpointisanyoccasiononwhichacustomerencountersthebrandandproduct,fromactualexperiencetopersonalormasscommunicationstocasualobservation.68CRMandTouch-PointsforaHotelThetouchpointsincludereservations,check-inandcheck-out,frequent-stayprograms,roomservice,businessservices,exercisefacilities,laundryservice,restaurants,andbars.Forinstance,theFourSeasonsreliesonpersonaltouches,suchasstaffthatalwaysaddressguestsbyname,high-poweredemployeeswhounderstandtheneedsofsophisticatedbusinesstravelers,andatleastonebest-in-regionfacility,suchasapremierrestaurantorspa.69BenefitsofCRMCRMenablescompaniestoprovideexcellentreal-timecustomerservicethroughtheeffectiveuseofindividualaccountinformation.Basedonwhattheyknowabouteachvaluedcustomer,companiescancustomizemarketofferings,services,programs,messages,andmedia.70PersonalizingMarketingPersonalizedmarketingisaboutmakingsurethebrandanditsmarketingareasrelevantaspossibletoasmanycustomersaspossible.Achallenge,giventhatnotwocustomersareidentical.Anincreasinglyessentialingredientforthebestrelationshipmarketingtodayistherighttechnology.71PersonalizingMarketing—Domino’sPizzaTobreakthroughtheclutterinJapan,Domino’sPizzaofferedpersonalizedmarketing.UsingtheGPSfunctioninasmartphoneapp,Domino’scandeliverthepizzastocustomersinanylocationinsteadofafixedaddress.72PersonalizingMarketingCompaniesarealsorecognizingtheimportanceofthepersonalcomponenttoCRMandwhathappensoncecustomersmakecontactwiththecompany.Customersmaybenamelesstotheinstitution;clientscannotbenameless.Customersareservedaspartofthemassoraspartoflargersegments;clientsareservedonanindividualbasis.Customersareservedbyanyonewhohappenstobeavailable;clientsareservedbytheprofessionalassignedtothem.Permissionmarketing,thepracticeofmarketingtoconsumersonlyaftergainingtheirexpressedpermission,Toadapttocustomers’increaseddesireforpersonalization,marketershaveembracedconceptssuchaspermissionmarketingandone-to-onemarketing.73PermissionMarketingPermissionmarketingisthepracticeofmarketingtoconsumersonlyaftergainingtheirexpressedpermission,isbasedonthepremisethatmarketerscannolongeruse“interruptionmarketing”viamass-mediacampaigns.Itis“anticipated,personal,andrelevant.”Presumesconsumersknowwhattheywant.“Participatorymarketing”maybemoreappropriate—marketersandconsumersworktogethertofindouthowthefirmcanbestsatisfyconsumers.74One-to-oneMarketingAfour-stepapproachtoone-to-onemarketing:Identifyyourprospectandcustomers.Differentiatecustomersintermsoftheirneedsandtheirvaluetoyourcompany.Interactwithindividualcustomerstoimproveyourknowledgeabouttheirindividualneedsandtobuildstrongrelationships.Customizeproducts,service,andmessagestoeachcustomer.75RequirementsforEffectiveOne-to-oneMarketingOne-to-onemarketingisnotforeverycompany.Therequiredinvestmenti