技术营销以顾客价值的营销策略的启示外文翻译.docx

技术营销以顾客价值的营销策略的启示外文翻译.docx

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技术营销以顾客价值的营销策略的启示外文翻译

外文翻译

原文

LinkingMarketingStrategytoCustomerValue:

ImplicationsforTechnologyMarketers

MaterialSource:

SchoolofBusinessAdministration

PortlandStateUniversityAuthor:

RobertR.Harmon,Ph.D.

Effectivemarketingstrategyisinextricablylinkedtothedevelopmentofprocessesforthecreation,production,anddistributionofproductsthatarefocusedonthecustomer’sperceivedvalue.Thedecisiontobuyandthepricethatcustomersarewillingtopayisdependentontheirassessmentofthevaluetheywillreceivefromoneproductrelativetotheknownalternatives.Theemergenceoftheinformationeconomyhascontributedtotheconvergenceofknowledge,goodsandservicesintototalproductsolutionsthatattempttomaximizecustomerperceivedvalueand,hence,customersatisfaction.Customershavegreateraccesstoinformationaboutcompetitiveproducts,whichhasledtoanimprovedabilitytoarticulatevalueexpectations.Knowingwhatcustomersvalueandhowthesolutionsacompanyprovidesmeetthosevaluesiskeytodevelopingaviablemarketingstrategy.

Theoriginoftheproposedcustomervaluemodeldrawsheavilyfromitsrootsinstrategiccostmanagementandqualityfunctiondeployment（QFD）.Specifically,theauthorswereevaluatingapproachestoaugmentthecost-driverconceptinactivity-basedcostingbyanalyzingassociationsbetweencustomer-perceivedvalueandthecostthecompanyincurredtoprovidethatvalue.Theideawastoidentifythespecificactivitiesthatcompaniesperformedthatcontributedmaximallytothecreationofcustomer-perceivedvalue.Onceaccomplished,activitiesandrelatedcostscouldthenbecategorizedasthosethatcontributetocustomervalueandthosethatdonot.Thosethatdonotcouldbetargetedforelimination.Productdevelopment,manufacturing,andmarketingactivitiescouldthenbereengineeredtomaximizerelativecustomervaluewiththestrategicobjectivetoachieveindustryleadingproductinnovation,operationalefficiency,andcustomerintimacy.

Strategically,knowledgeofthecustomers’valuedrivers,gatheredthroughmarketresearchandintelligence,shouldbetheleadinginputforthefirm’svaluepropositionwhich,inturndrivesthevaluecreationanddeliveryactivities.ThustheQFDconceptof“thevoiceofthecustomer”isincorporatedintothekeyactivitiesfordesigning,manufacturing,andmarketingthefirm’sgoodsandservices.Thelaststepinthemodelclosestheloopwiththecustomer.Thecustomerwillcomparehis/herperceptionsofthevaluereceivedwiththevalueexpectations.Theresultantsatisfactionordissatisfactionthenbecomesthefoundationforfuturevalueexpectations.

A.Perceived-CustomerValue

Perceivedcustomervalueistheoverallbenefitderivedfromtheproduct,howeverthecustomerdefinesit,atthepricethecustomeriswillingtopay.Informationaboutperceivedcustomer-valueallowsthefirmtoadaptitsofferingstomeetcustomervalueexpectations.Perceivedcustomervalueinfluencescustomerattitudesandcorrespondinglycustomerchoicebehavior.Customervalueexpectationsareaprimaryfactorinthecustomer’sevaluationsofproductsatisfaction.

Consumer-behaviormodelscommonlyutilizean“informationprocessing”approachtodecisionmaking.

Theconceptualframeworkisbasedonanunderstandingoftherelationshipbetweenbeliefs,attitudes,intentions,andbehaviorsaboutanobject[11].Perceivedcustomervalueisconceptuallytheresultofaprocessthatincorporatesbeliefsaboutaproduct,which,inturn,feedattitudesandintentionstopurchase.Perceivedcustomervalueisthoughttoaffectthreelevelsofcustomerchoice:

1）thechoicetobuyornotbuy,2）thechoiceofproductclassortype,and3）thechoiceofspecificbrand.Behavioralevidencesupportsthecontentionthatthethreetypesofchoicesdonotoccursimultaneously.Situationalandindividualeffectsmayinfluencetheorderoftheprocess.

Consumerresearchsupportsthenotionthatchoicebehaviorisinfluencedbythecustomer’svalueperceptions.Therefore,itisimportanttounderstandwhatthesevalueperceptionsare.Sheth,etal.developedatheoreticalmodelthatpositsfivevaluesthatdrivecustomerchoice.Functionalvalueistheperceivedutilitythatderivesfromaproduct’sphysical,utilitarian,orfunctionalattributes.Socialvalueisderivedfromanalternativesassociationwithanidentifieddemographic,socioeconomic,cultural,orethnicgroup.Emotionalvaluederivesfromtheabilityofanalternativetoarouseanemotionaloraffectivestate.Epistemicvalueisacquiredbyanalternativeastheresultofitsabilitytoarousecuriosity,providenovelty,and/orsatisfyadesireforknowledge.Finally,conditionalvaluederivesfromthespecificsituationorcontextofthepurchasedecision.Thismodelformsthefoundationforthefollowingdiscussionofcustomervaluedrivers.

B.CustomerValueDrivers

WhenIntelCorporationdecidedtoignoreitscustomers’concernsaboutafloating-pointproblemwithitsPentiumprocessor,itlearnedaveryimportantlessonaboutcustomervalue.Intelhadspentseveralyearseffectivelypositioningitsmicroprocessorsas“the”microprocessortobuywithits“IntelInside”positioningstrategy.Thisisanotableachievementforacomputer-chipsupplierthatwasinaderiveddemandposition,dependentonthesuccessoftheOEM’smarketingstrategy.WhenIntelrefusedtoaddresscustomersconcerns,italloweditspositioningstrategytobackfire.IntelInsidecametorepresent“ProblemsInside”forsomeusers.ThecustomerrebellionforcedIntelintoaproductrecallthatcostthecompanyover$500millionandbruiseditsrelationshipswithcustomers.IntellearnedthatcustomeremotionsandIntel’simageareimportantvaluedrivers.

Inordertobuildeffectivemarketingstrategycompaniesmustfirstunderstandthefactorsthatdrivecustomerperceptionsofvalue.TheValueEquation（whereperceivedvalue=perceivedbenefit÷deliveredprice）isausefulheuristicforemphasizingthatacustomer’svalueperceptionsaredependentonthetradeoffsbetweentheperceivedbenefitsofferedbytheproductofferingatthedeliveredprice.Marketersmustunderstandwhatthesetradeoffsareandhowtheyshouldinfluencethedesignofeachelementofthefirm’svaluecreationanddeliveryprocesses（e.g.productdesign,manufacturing,distribution,communications,price,etc.）.Therefore,itisofparamountimportancetounderstandwhatthecustomers’valuedriversareandhowimportanteachistothepurchasedecision.

Customervaluedriversarethedecision-relatedattributesthatareperceivedbythecustomertobethemostimportanttothechoiceprocess.Assuch,valuedriversarebasedonthebuyer’sbeliefsabouttheproductandthecompanyinadditiontothebuyer’smotivationsandthebuyingsituation.Thecustomer’seconomic;performanceandsuppliervalueperceptionsaretheembodimentofstronglyheldbeliefsandattitudesthatmakeupabrand’simage.Astrongbrandimageisamajorinfluenceontheactualdecisiontopurchase.

Itisusefultoconceptualizevaluedrivers（brandimages）intermsofdecision-criticalbrandassociations,whicharelinkedinmemorytoabrandoracompany.Brandassociationsareperceptionscreatedthroughexperienceandbyacquiringsecondaryinformationfromallsources.Abuyer’sperceptionsabouthis/herpersonalmotivationsfitthesamegeneralmodel.Theseattributionsmayresultfromself-perceptionsaboutpastbehaviorand/orevaluationsofexternalstimuli.

Amarketer’sknowledgeofbrandimagesisextremelyusefulstrategicallyfortheeffectivepositioningofabrandinthebuyer’smind.Customervaluedriversshould:

•Facilitatetheprocessingandretrievalofproductinformation.Valuedriverssummarizecustomerbeliefsabouttheproductorfirm.

•Providethebasisfordifferentiation.Customersmustperceivethatacompany’sproductissuperiortothecompetitionontherelevantvaluedriver（s）.

•Createpositiveattitudesandfeelings.Positiveattitudesreducecounterarguingandaredifficultforcompetitorstoovercome.Providethereasontobuy.Valuedriversprovidespecificreasonstobuyinadditiontocredibilityandconfidenceinthebrand.

Itisimportanttonotethatalargebodyofresearchexistsonconsumerdecisionprocessesandchoicemodels.Althoughitisnotthepurposeofthispapertoconductareviewofthisresearch,itisimportanttonotethatitsupportsthenotionthatcustomersareabletochoosebetweenproductalternativesbasedonperceivedvalue.Inmanycases,buyersareabletosimplifytheprocesstojustafewattributes,orevenoneattributethatdeliversthemostperceivedcustomervalue.

Thefollowingdiscussionwilldescribeeachofthefivemajorcustomer-valuedriverclassesthatinfluencecustomerdecision-makingandbehavior.Taxonomyofindividualvaluedriversforeachvalue-driverclasswillthenbepresented.

1）Economic-valuedrivers:

Economic-valuedriversarebasedonthebuyer’sperceptionsaboutthecostofacquiring,owning,installing,using,anddisposingofaproductorservice.EconomicvalueisassociatedwithSheth’sfunctionalvalue,whichindirectlydealswithpricingandcostsissues.

2）Performance/FunctionalValue.Performancevalueisbasedonthebuyer’sperceptionsoftheutilitytobederivedfromthefunctionalspecificationsassociatedwithaproductoraservice.ThisvaluedriverisassociatedwithSheth’sfunctionalvalue.

3）Buyer’sPerceptionsabouttheSupplier:

Thebuyer’sperceptionsaboutthesupplierareamajorfactoringainingacceptanceforabrand.Whereeconomicandperformancevaluecanbeinfluencedrelativelyrapidlybychangesinpriceandproductdesign,ittakesmuchlongerto