CH03E 中山大学吴柏林教授Kotler营销管理第11版绝密资料.docx

CH03E 中山大学吴柏林教授Kotler营销管理第11版绝密资料.docx

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CH03E中山大学吴柏林教授Kotler营销管理第11版绝密资料

Chapter3—BuildingCustomerSatisfaction,Value,andRetention

Overview

Today’scustomersfaceagrowingrangeofchoicesintheproductsandservicestheycanbuy.Theyaremakingtheirchoiceonthebasisoftheirperceptionsofquality,service,andvalue.Companiesneedtounderstandthedeterminantsofcustomervalueandsatisfaction.Customerdeliveredvalueisthedifferencebetweentotalcustomervalueandtotalcustomercost.Customerswillnormallychoosetheofferthatmaximizesthedeliveredvalue.

Customersatisfactionistheoutcomefeltbybuyerswhohaveexperiencedacompanyperformancethathasfulfilledexpectations.Customersaresatisfiedwhentheirexpectationsaremetanddelightedwhentheirexpectationsareexceeded.Satisfiedcustomersremainloyallonger,buymore,arelesspricesensitive,andtalkfavorablyaboutthecompany.

Amajorchallengeforhigh-performancecompaniesisthatofbuildingandmaintainingviablebusinessesinarapidlychangingmarketplace.Theymustrecognizethecoreelementsofthebusinessandhowtomaintainaviablefitbetweentheirstakeholders,processes,resources,andorganizationcapabilitiesandculture.Typically,high-performingbusinessesdevelopandemphasizecross-functionalskillsratherthanfunctionalskills（overallprojectmanagementandresultsversusfunctionalstrengths（bestengineers,andsoon.）.Theyalsobuildtheirresourcesintocorecapabilitiesthatbecomecorecompetencies,distinctiveabilities,andcompetitiveadvantages.Thisalongwithacorporatecultureofsharedexperiences,stories,beliefs,andnormsuniquetotheorganizationarethekeystotheirsuccess.

Tocreatecustomersatisfaction,companiesmustmanagetheirvaluechainaswellasthewholevaluedeliverysysteminacustomer-centeredway.Thecompany’sgoalisnotonlytogetcustomers,butevenmoreimportantlytoretaincustomers.Customerrelationshipmarketingprovidesthekeytoretainingcustomersandinvolvesprovidingfinancialandsocialbenefitsaswellasstructuraltiestothecustomers.Companiesmustdecidehowmuchrelationshipmarketingtoinvestindifferentmarketsegmentsandindividualcustomers,fromsuchlevelsasbasic,reactive,accountable,proactive,andfullpartnership.Muchdependsonestimatingcustomerlifetimevalueagainstthecoststreamrequiredtoattractandretainthesecustomers.

Totalqualitymarketingisseentodayasamajorapproachtoprovidingcustomersatisfactionandcompanyprofitability.Companiesmustunderstandhowtheircustomersperceivequalityandhowmuchqualitytheyexpect.Companiesmustthenstrivetoofferrelativelyhigherqualitythantheircompetitors.Thisinvolvestotalmanagementandemployeecommitmentaswellasmeasurementandrewardsystems.Marketersplayanespeciallycriticalroleintheircompany’sdrivetowardhigherquality.

LearningObjectives

Afterreadingthischapterstudentsshould:

∙Knowwhatconstitutescustomervalueandsatisfaction

∙Knowhowleadingcompaniesorganizetoproduceanddeliverhighcustomervalueandsatisfaction

∙Knowhowcompaniescanretaincustomersaswellasattractcustomers

∙Knowhowcompaniescandeterminecustomerprofitability

∙Knowhowcompaniescanpracticeatotalqualitymarketingstrategy

ChapterOutline

I.Introduction

A.Chapterfocus

1.Howcompaniescanwincustomers

2.Howcompaniescanoutperformcompetitors

B.Marketingstartswithgoodproductsthatmeetaneed

1.Marketingcanhappenonlywhenthefirmhasacompetitivelysuperiorcustomervalue-deliverysystem

2.Acustomer-focusedfirmwithavaluemarketingorientationisessential

II.Definingcustomervalueandsatisfaction

A.Customerperceivedvalue

1.Customerdeliveredvalue

a）Differencebetweentotalcustomervalueandtotalcustomercostor“profit”tothecustomer

b）Totalcustomervalueistheexpectedbundleofbenefits

2.Totalcustomercost

a）Bundleofcostsconsumersexpecttoincurinevaluating,obtaining,andusingtheproductorservice

3.Customervalueassessment—weighingthevalueagainstallofthecosts

B.Totalcustomersatisfaction

1.Perceivedperformanceandexpectations,andhowtheycontributetooverallsatisfaction

2.Methodsoftrackingandmeasuringcustomersatisfaction（includescustomersatisfactionsurveys,ghostshopping,andlostcustomeranalysis）

III.Natureofhigh-performancebusinesses

A.Stakeholders

1.Customers,employees,suppliers,distributors

B.Processes

1.Workflowsthroughanorganizationtoachievecrossfunctionalskills

C.Resources

1.Labor,power,materials,machines,information,energy,andsoon,toachievecorecompetence,distinctiveability（ies）,andcompetitiveadvantage

D.Organizationandorganizationalculture

1.Structuresandpolicies.CorporateCultureisthesharedexperiences,stories,beliefs,andnormsthatcharacterizeanorganization

IV.Deliveringcustomervalueandsatisfaction

A.Valuechain

1.Usedasatoolforidentifyingwaystocreatemorevalue,includestheninevalue-creatingactivities

B.Value-deliverynetwork

1.Tobesuccessfulafirmhastolookforcompetitiveadvantagesbeyonditsownoperations

2.Buildingabetternetworkcanbeahighlysuccessfuldifferentiationtacticthatleadstogreatercustomersatisfaction

V.Attractingandretainingcustomers

A.Attractingcustomers

1.Becominghardertoplease,smarter,moredemanding,andlessforgiving

B.Computingthecostoflostcustomers

1.Computecustomerdefectionrate（4-stepprocess）andstepstoreducethedefectionrate

C.Needforcustomerretention

1.Costofattractinganewcustomerisfivetimesthatofretainingasatisfiedcurrentcustomer

D.Measuringcustomerlifetimevalue

1.Detailsdevelopedinthetext

E.Customerrelationshipmanagement（crm）:

thekey—lifetimecustomerequity

1.Themaindriversofcustomerequity

a）Valueequity

b）Brandequity

c）Relationshipequity

2.Theresultisanintegrationofvaluemanagement,brandmanagement,andrelationshipmanagement

3.ThelevelsofinvestmentinCRMbuildingmovefrombasicmarketing（sell）topartnershipmarketing

F.Formingstrongcustomerbonds:

thebasics

1.Addingfinancialbenefits—frequencymarketingprogramsandclubmarketingprograms

2.Addingsocialbenefits—individualizeandpersonalizecustomerrelationships

3.Addingstructuralties—helpcustomersmanagethemselves

VI.Customerprofitability,companyprofitability,andtotalqualitymanagement

A.Measuringprofitability

1.Theultimatetestofaprofitablecustomeris

a）Aperson,household,orcompanythatovertimeyieldsarevenuestreamthatexceedsbyanacceptableamountthecompany’scoststreamofattracting,selling,andservicingthecustomer

b）Acompanyshouldnotattempttopursueandsatisfyallcustomers

B.Increasingcompanyprofitability

1.Basedonsustainablecompetitiveadvantage（Porter）

2.However,atbestitmaybeleverageableadvantage

VII.Implementingtotalqualitymanagement

A.TotalQualityMarketing（TQM）—qualityisthekeytoeverythingelse

1.Mostcustomerswillnolongeracceptortolerateaveragequalityperformance

2.Thereisanintimateconnectionamongproductandservicequality,customersatisfaction,andcompanyprofitability

B.Roleofmarketingnowis

1.Extendedbeyondexternalmarketingactivities

2.Includesinternalmarketingrolestoactasthecustomer’swatchdogwithintheorganization

VIII.Summary

Lecture—CreatingCustomerRelationshipsthatLast

ThislectureisintendedforusewithChapter3,“BuildingCustomerSatisfaction,Value,andRetention.”Thefocusisontheincreasinglypowerfulroleofcustomersinthemarketingprocessandtheneedformarketerstoprovidevaluethatexceedscustomerexpectations.Theconceptofrelationshipmarketingisalsopresentedforfurtherdiscussion,providingalinkwithotherareasofthetext.

TeachingObjectives

∙Helpstudentstobetterunderstandthechangingroleofthecustomerintoday’smarketplace

∙Toexplaintheconceptsofproductandservicequalityastheycontributetoperceivedvalueforthecustomer

∙Topresentspecificmethodswherebymarketerscanengageinvalue-creatingactivities

Discussion

Introduction

Inthecontemporarymarketplace,itishardtobelievetherewaseveratimewhencustomerswerenottreatedasanintegralpartoftheexchangeprocess.Priorchaptersconsidersomeofthemanyshiftstakingplaceintoday’smarketingenvironment.Competitioninthemarketplace,alongwithadvancingtechnology,affordscustomerstheabilitytolearnsignificantlymoreabouttheproductstheywillconsiderpurchasing.

Thesamefactorsalsohavecreatedboththeneedandtheopportunityformarketerstoknowtheircustomersonamorepersonallevel.Ever-increasingcompetitionhasforcedmarketerstoseekouttheinformationnecessarytoprovidecustomerswiththeproductsandservicestheytrulydesire.Technology,whenusedtocreateacustomerdatabase,isonewaymarketersareansweringtothisnewtrend.Productdevelopmentwillbediscussedinalaterchapter;fornow,wewillfocusonbuildingsatisfactionthroughcustomerrelationshipdevelopmentactivities.

TheconceptofperceivedvalueisbasedonKotler’sexplanationofcustomerdeliveredvalue.Customers,likemarketers,seektoprofitfromanexchange.Perceivedvalueisaptlynamedbecauseitsupportsthenotionthatthecustomerandnotthemarketerdeterminevalue.Themarketer’sresponsibilityistocreatevalue,inbothproductandservicequality,thatleadtoincreasedsatisfactionandencourageahighperceivedvalue.

Forexample,serviceexcellenceisdeterminedbycustomerperceptionsandmotivatedbycustomerneeds.KenBlanchard,authorofTheOneMinuteManag