The operation of customer perceived value 1. Value exploration: enterprises should cultivate a value-oriented corporate culture and analyze and understand the value needed by customers with the concept of relationship marketing.
2. Value structure: Enterprises should first establish the positioning of service brands. Before establishing and pricing the services or products provided by enterprises, they should take the results of customer surveys as the basis and evaluate them with value as the theme.
3. Communication value: service brands should communicate and educate their established values to customers, strategic partners, internal employees and the public.
4. Organization and training of delivering value: Enterprises can creatively design different roles for each employee, so that they can jointly create value, manage and operate the market and participate in the brand value chain, while enterprises can provide training to equip all participants to ensure that they have the ability to deliver value to customers.
By managing customers' efforts to improve their perceived value, customers will pay less effort and physical strength, and they can spend in a more comfortable way, whether psychologically or physically.
6. Enterprises should try their best to maintain the original customers, partners and employees, so as to ensure that the transmission of value is more economical and effective.
Cultivation of Customer Perceived Value
Cultivating the core competitiveness of enterprises based on customer value is to integrate the internal and external resources of enterprises, provide customers with expected value and create the industrial organization and management form of the future market through the analysis and prediction of customer expected value and environment. To cultivate the core competitiveness of enterprises based on customer value, we must first identify and understand the expected value of customers in the target market. By cultivating enterprises' industrial insight, we can go beyond the existing products and markets, find the value areas that customers have always attached importance to, and establish superior skills in these areas. Therefore, the construction of enterprise's core competitiveness is a management process of inspection, analysis, discovery and innovation.
1, analyze the situation of competitors.
The core competitiveness of enterprises in the market is essentially to provide higher customer perceived value than competitors, and customer perceived value competition is the essence and basic platform of competition among enterprises. Because, the significance of enterprise existence lies in meeting customer demand, or enterprise can be regarded as a customer value creation system; The final result of enterprise output is the customer perceived value of enterprise market supply; Customers choose to buy the best supplier's market products based on value perception. By studying competitors, we can understand the characteristics of this industry and the possible customer subsets of existing products and services of enterprises, so as to make accurate market positioning.
2. Research and identify the perceived value of target customers, and find out the value areas that customers are most concerned about.
According to the empirical research of WolfgangUaga and others, the driving factors of customer value can actually be divided into three categories: product-related characteristics, such as product consistency, product characteristics, product range and ease of use; Service-related features, such as reliability and agility of supply, technical support, quick response, product innovation and technical information; Features related to promotion, such as image, personal relationship, company reliability, public-private relationship, upstream integration, etc. In the investigation of customers, it is found that among the driving factors of customer value, the positive role of quality is far greater than that of price, the former is 63.3%, and the latter is 36.7% (that is, in the industrial market, customers pay more attention to quality and are relatively less sensitive to price). Among the specific elements of product quality, product consistency is the strongest driving force, which is 19.8%, followed by product technical characteristics, ease of use and finished product range, which are 18.4%, 4.9% and 3.0% respectively; Among the service-related features, delivery speed and reliability are the strongest drivers, accounting for 7.8%, followed by technical support and application, quick service and response, product innovation and technical information provision, indicating that the importance of their driving ability is 6.8%, 6.5%, 3.7% and 2.3% respectively. Among the factors related to promotion, the company's reliability is the strongest, accounting for 6.9%, followed by personal relationship and IS0900 1 certification, accounting for 4. 1% and 2.9% respectively. Therefore, excellent customer perceived value cannot be created and transmitted only by product quality. We must deeply understand customers and their preferences, constantly interact with customers, identify the key drivers of customer value and their dynamic changes, and clearly know how customers choose when purchasing products. It is necessary to find out the most important value areas for customers and investigate where these value areas are affected ... >>
Question 2: How to improve your value among customers? How can enterprises improve customer value? Enterprises only need to do it.
Whether the product of an enterprise pays attention to "quality" or wins by "quantity" in sales. How much weight do customers hold in the minds of enterprises and operators?
Whether the products produced can provide very full service. If you can only provide services for five products, then only make five products to provide better services.
Whether to stick to the promise, apologize if you should apologize, and admit your mistakes frankly. As an operator, paying attention to customers, he dares to write on the back of his business card that he will accept market feedback for 24 hours and actively respond to claims disputes and troubles caused by products.
When the enterprise grows bigger, priority should be given to whether the service scope has been expanded.
In business, we should take our customers seriously. No matter what happens, we should consider the problem from the customer's standpoint. Never forget to thank customers for their support to the enterprise.
? How to expand enterprise assets, only consider how to satisfy customers.
In order to survive and develop in the industry, enterprises must meet two standards:
1. What customers want to buy must be provided: what customers and customers want.
2. Must withstand the competition: What do enterprises need to do to withstand the competition?
Enterprises will be recognized by the public if they do this.
Question 3: How to improve service quality and customer value? Strategies for improving customer satisfaction based on customer perception.
Customer satisfaction is a level in the state of customer experience, which comes from the comparison between the performance or output envisaged by customers for a product or service of an enterprise and their expectations. In other words, "satisfaction" is not only the customer's intuitive satisfaction with the service, service attitude, product quality and price, but also the deeper meaning is the matching degree between the products and services provided by the enterprise and the customer's expectations and requirements. Therefore, customers are satisfied with the products and services of enterprises to varying degrees. I believe that only by constantly improving customer satisfaction can we maintain and enhance our market competitiveness, have more loyal customers and gain more customer value, so that enterprises can have a solid foundation for survival and development.
According to my satisfaction research project for many years, the influence of satisfaction on customer loyalty will last for four years, and it will take four years to make the relationship between customers and enterprises close (satisfaction and loyalty). However, if customers are dissatisfied for four consecutive years, there is a high probability that customers will leave the network, and with the intensification of market competition, the future cycle will be shorter; The impact of business processes on satisfaction will last for two years. If a business process satisfies customers, it will generally last for two consecutive years. It has a positive impact on overall satisfaction. Conversely, dissatisfaction with individual business processes will also affect overall satisfaction for two consecutive years. Therefore, I think it is necessary to devote myself to the study of customer satisfaction for a long time.
The strategy of improving customer satisfaction will be launched from three aspects: finding the deficiency of customer service, designing a service improvement plan and promoting the implementation of the plan; first, finding the deficiency of customer service.
(a) First, recognize the basic factors that affect customer satisfaction.
The four most important factors that affect the evaluation of customer satisfaction are products, prices, channels and competitors. Of course, these factors are reflected through customer service.
1, product: determined by the performance, opening and maintenance of the product;
2. Price: determined by the product price (cost performance/payment convenience/billing accuracy, etc.). ); 3. Channel: determined by the account manager and other customer service channels;
4. Competitors: determined by competitors' products, tariffs, channels, etc. (2) Secondly, analyze the main manifestations of customer churn.
Customer demand can not be effectively met (satisfaction) is often the most critical factor leading to the loss of corporate customers, specifically in:
1. The products and services of enterprises are unstable and the interests of customers are damaged. Product quality is the guarantee of customers' interests. If the interests of customers are damaged, information will be lost to enterprises.
2. Enterprises lack innovation and customers are empathetic. Any product has its own life cycle. With the maturity of the market and the increase of product price transparency, the benefit space brought by products to customers is often smaller and smaller. If enterprises can't innovate in time, customers will find another way;
3. Weak sense of internal service. The arrogant attitude of employees, the problems raised by customers can not be solved in time, the consultation is ignored, the complaints are not handled, and the inefficiency of service personnel is also an important factor that directly leads to the loss of customers;
4. Employees jumped ship and stole customers. The influence of the enterprise itself on customers is relatively weak. Once the business personnel change jobs, the old customers will follow. This brings about the enhancement of competitors' strength.
(c) Collect customer satisfaction and service deficiencies again.
1. research methods: questionnaire survey (telephone interview and questioning) and in-depth interview with key figures. 2. Data sources: diagnostic research data, enterprise management documents, network, competitor information and other second-hand materials.
3. Model application:
Second, design a service improvement plan.
(A) first of all, improve customer service awareness
Customer service perception will change with the content and quality of products and services provided by enterprises. Therefore, the management of customer service perception should be strengthened, and a closed-loop mechanism of service perception evaluation, service perception commitment, service perception realization and service perception guarantee should be formed to make customer perception controllable.
1, service perception assessment: mining service shortcomings and measuring internal resources and capabilities.
In the evaluation stage of service perception, the focus is on the mining of service shortcomings, while understanding internal resources and capabilities, and exploring operable and targeted improvement measures. Finding service shortcomings can change the evaluation of low satisfaction to high satisfaction, reduce negative evaluation and promote the improvement of service satisfaction; Understand the current situation of internal resources and capabilities of enterprises, including human resources and capabilities, such as the number and professional capabilities of account managers, the number and capabilities of service directors, media resources and capabilities, and media that can disseminate product information and service commitments ... >>
Question 4: How to improve customers' values and want customers to spend more! ?
Question 5: How to improve customer relationship from the perspective of customer value? Whether it is customer experience management (CEM) or customizing products or services according to customers' preferences, CRM is not a new concept at all. For a long time, the cognitive and opinion leaders in the industry have always emphasized the importance of customer experience and put forward such suggestions. Whether it is customer experience management (CEM) or customizing products or services according to customers' preferences, it is not a new concept at all. For a long time, the cognitors and opinion leaders in the industry have always emphasized the importance of customer experience, and put forward such advice: enterprises should respect customers and choose ways that customers are willing to accept to interact with them in the process of contacting customers, otherwise the customer relationship may run counter to each other. CEM has attracted more and more attention, which is justified. Tools such as customer relationship management (CRM) system have developed quite well, providing a platform for enterprises to create a more pleasant and controllable customer experience at a lower cost. However, the conceptual confusion surrounding CEM is still everywhere. What is CEM? In Cognizant, CEM is defined as using technical means to design, realize and continuously improve the way and comfort when customers interact with different links of enterprise management, so that customers can get the expected results in the way and time they choose. CEM uses the "outside-in" method to make it different from the traditional customer relationship management. For example, CEM takes the customer's perspective as the starting point to observe problems, while CRM takes the organizational perspective as the starting point (from the inside out). CEM and CRM are not mutually exclusive systems, but two complementary aspects that can create value for users. In fact, CEM plays an important role in the whole CRM strategy of enterprises. By providing a positive, predictable and profitable experience, CEM has transformed CRM from a transactional or tactical scope to a more strategic and customer-worthy scope-restoring the original intention of CRM. The effect of many early CRM implementations is disappointing, because the implementers mistakenly believe that technology alone can bring enterprises closer to customers. Nowadays, enterprises use CRM to understand customers' preferences, and help formulate relevant strategies to connect customer service, marketing activities, sales activities and customer loyalty, thus making the goal of "building a customer-oriented organization" a reality. In the above strategic vision, CEM is a part of it, helping enterprises to enhance the customer experience at every contact point and constantly surpass it. Excellent customer experience can win lasting opportunities for enterprises in the highly competitive market. Once CEM is successfully implemented, the stable customer relationship obtained is far from the traditional customer loyalty. Customers will become advocates of enterprises and brands. These customer claims can promote sales growth, so they are precious. They are willing to buy products again, try new products from the same supplier, and talk with others (whether online or face to face) about their pleasant experiences in your company. Customer advocates will give constructive feedback and always take the initiative to fill in company surveys or receipts, thus helping enterprises to further improve the quality of products and services. A good CEM can not only improve the business of the enterprise, but also make the enterprise invincible even in the period of economic fluctuation. It is necessary, but not enough, to establish a customer-oriented organization and create excellent customer experience by using technical means. You must build a truly customer-oriented organization. This process involves establishing a brand-new system, process and governance structure, so as to truly respect customers and form valuable interaction with them. First, set up the position of customer director or vice president in charge of customer experience at the top of the company. This relatively new position will help ensure that customers and shareholders get the same value. After all, an organization that can't provide customer value can't bring value to shareholders for a long time. In addition, unfortunately, there are still few organizations that can attract customers or customer advocates to become members of the company's top leadership team. Because one of the best ways to understand the customer experience is to "become a customer"-this is also the essence of CEM's "outside-in" method. Our suggestion is-you should stand in the customer's point of view. It is necessary to make management and employees feel the experience of ordinary customers and institutionalize this practice. Customer-oriented, the core of which is to maximize ... >>
Question 6: How to improve the product value When the physical attribute value of a commodity cannot be improved, we can increase the psychological value chip of the customer, so that the trading balance will tilt to the customer's purchase value side, thus improving the transaction rate. There are many ways to improve the psychological value of commodities, and different industries need to explore according to their own characteristics. Here is a method that can be basically used in the market.
First, shape the product and brand culture.
Culture is the soul of goods and brands. Without the soul of culture, a commodity can only be sold by its physical value. On the contrary, it may create a miracle whose value exceeds the cost of goods by several times or even dozens of times. Take Xiangyun Torch as an example. It is said that each Xiangyun torch handed down now can be sold for 1 20,000 yuan. Is the material rare? No, it's very common. The manufacturing materials of Xiangyun torch are general metal materials and environmentally friendly plastics. Is it rare? No, there are as many torchbearers as there are, with an unlimited number of torchbearers exceeding 65,438+10,000. Then why is it so valuable? Because the torch carries the culture and the soul of sports, without these, if we simply infer from the cost method, it may only be worth a few dollars. Starbucks, Nike, Chanel and other brands are using brand and product culture to earn several times higher premium than other brands.
A bottle of mineral water costs tens of dollars, will you frown? Because even a brand-name mineral water like Wahaha is no more than a bottle of 1.5 yuan. Imported mineral water costs only 3-5 yuan. However, Evian mineral water is an exception, mainly because of its rich and attractive brand culture: Evian mineral water comes from the hinterland of Alps where snow melts all the year round and Shan Yu gathers. After 15 years of natural filtration and layer-by-layer mineralization and natural purification of glacial sand, Evian water was formed ... 1789 A French nobleman won kidney calculi. One day, when he walked to a nearby town, he accidentally drank the local spring water, which was sweet and smooth, so he took some local water and insisted on drinking it. After a while, he was surprised to find that his illness had miraculously recovered. This anecdote spread quickly, and experts made special analysis and research on it, and proved the curative effect of Evian water. Since then, a large number of people have flocked to Evian town to experience the magic of Evian water, and doctors even included it in prescriptions. Charles Louis Napolé on Bonaparte and his queen have a special liking for mineral water in Evian Town. 1864 was officially named Evian town, and Evian mineral water also went to the world. How's it going? After listening to this story, do you think it tastes a little different after drinking Evian mineral water? A more expensive price is acceptable? This is the power of culture, and the best way to express the culture of a commodity or brand is to convey it through brand stories like Evian mineral water, because it is easy to be accepted and remembered by consumers.
Second, improve the quality of goods.
Many goods have other functions besides physical attributes, functions and values, especially luxury goods or expensive goods, such as famous cars, jewels and watches. They are not only simple means of transportation, decorations or timing tools, but also have the function of expressing and even publicizing individual taste and status. For this kind of goods, it is very important to emphasize the taste. Rolls-Royce used to highlight its taste and value at a high price, which was not only expensive, but also had strict requirements on the identity of the buyer. Even if the unqualified customer pays twice the price, the manufacturer will not sell it. In this way, the number of owners is effectively controlled, and the product has become a high-end luxury that very few people are qualified to own. This retrograde strategy of increasing the value of goods by raising prices and buying thresholds not only makes rich profits, but also makes consumers flock to it. It can be seen that the promotion of value is not necessarily achieved by lowering the price, but improving the taste of goods is an effective way to enhance value. There are many ways to improve the taste, but the key is to combine the characteristics of the industry and goods for refining. The following three aspects can be used for reference: 1, improving commodity quality-excellent commodity quality is one of the basic elements to support taste. I believe that even if the appearance is luxurious and beautiful, it is difficult to associate the pipe with high taste without smoking a few mouthfuls; 2. Strengthening the appearance is also a key factor in shaping the taste of goods. It is not only beautiful in appearance, but also exquisite in workmanship, which is what consumers who pay attention to taste are most concerned about; 3. Taste can be linked to personality, because everyone doesn't want to be labeled blindly, so personalized goods can often be favored by consumers who are sensitive to taste and fashion.
Three. Inject emotion into commodities ... >>
Question: How does CRM maximize customer value? The definition of customer relationship management is: in order to improve the core competitiveness, enterprises use the corresponding information technology and Internet technology to coordinate the interaction between enterprises and customers in sales, marketing and service, so as to enhance their own management means and provide innovative and personalized customer interaction and service for customers. Its ultimate goal is to attract new customers, retain old customers and turn existing customers into loyal customers in order to increase market share.
Total CRM system: fine management of the whole sales process, seize every business opportunity, welcome to try it out.
Question 8: How to improve customer delivered value? Customer delivered value refers to the difference between total customer value and total customer cost. The total customer value refers to a set of benefits that customers expect when purchasing products or services, which consists of product value, service value, person value and value of the image, and each value change has an impact on the total value; Customer total cost refers to the time, spirit, physical strength and monetary funds paid by customers to buy a product, which can be divided into two categories: monetary cost and time cost, spiritual cost and material cost. When customers buy products, they always want to minimize the related costs, including money, time, spirit and physical strength, and at the same time, they want to get more practical benefits from them, so that their needs can be met to the maximum extent. Therefore, when customers buy products, they often compare and analyze them from two aspects: value and cost, and choose the product with the highest value and the lowest cost, that is, the product with the highest "customer delivered value" as the priority. In order to win the competition and attract more potential customers, enterprises must provide customers with more "customer delivered value" products than competitors, thus improving customer satisfaction and purchasing more products of their own enterprises. In other words, it is of great significance to establish a correct concept of "customer delivered value" for strengthening marketing management and improving the economic benefits of enterprises. (1) Customer delivered value is affected by total customer value and total customer cost. Because the components of total customer value and total cost and their influence changes are not independent, but interact and influence each other. Therefore, the change of a certain value factor not only affects the increase or decrease of other related value factors, thus affecting the total cost of customers, but also affects the delivered value of customers; or vice versa, Dallas to the auditorium Therefore, when making various marketing decisions, enterprises should comprehensively consider the relationship between the factors that constitute the total customer value and the total cost, and provide customers with more products with customer delivered value at lower production and marketing costs. (2) Different customer groups have different expectations of product value and pay different attention to various costs. Enterprises should design and increase the total customer value and reduce the total customer cost according to the demand characteristics of different customers, so as to improve the practical value of products. In short, enterprises should strive to provide products with strong practical value according to the different needs of customers in different market segments, so as to increase the actual income of their purchases, reduce their purchase costs and meet the needs of customers to the maximum extent. (3) In order to win customers, defeat competitors and consolidate or improve the market share of enterprise products, enterprises often adopt the strategy of maximizing customer delivered value. Pursuing the maximization of customer delivered value often leads to the increase of cost and the decrease of profit. Therefore, in marketing practice, enterprises should grasp a reasonable boundary and should not unilaterally pursue the maximization of customer delivered value to ensure that the benefits brought by implementing customer delivered value exceed the increased costs. In other words, the delivered value of enterprise customers should be based on the principle of realizing the business objectives of the enterprise.
Question 9: How to improve business ability and tap customer value in frequent customer contact "How to tap potential customer value from existing customers"
First, refined customer management
1, the impact of refined marketing on customer resources
2. Space for improving sales and marketing returns.
3. Improve the effect of refined marketing.
5. Effective communication of refined marketing feedback rate.
6. Mining sales opportunities in old customer data.
Second, the key customer relationship service management
1, Key Customer Service Skills
Maintain service frequency
Change the service form
Avoid transitional services
2. Personalized service skills for key customers
What is personalized service?
The form of personalized service
3. Effective visits to key customers
Clarify the purpose of the visit
Make a visit plan
Customer visit steps
Information collection and arrangement
4. Effectively manage key customer files.
Contents of customer files
Update of customer files
Customer information analysis
Third, how to maintain customer relationship and improve customer satisfaction.
1, key account dynamic management strategy
Change passive service into active care
Turn recommended products into demand discovery.
Helping customers can create value.
2. Dynamic management of competitors
Information collection of competitors
Information analysis of competitors
Information feedback from competitors
3. Change passive service into active management.
Response service-passive problem solving
Proactive service-proactive problem finding
4. Early warning and prevention of customer churn
Customer churn symptom sharing
Establish customer early warning mechanism
5. Dynamic management of customer information
Active collection
Accurate judgment
Timely response
Fourth, how to tap the core concepts and potential values of key customers?
1. Understand the sales status and reasons of key customers.
2. Help customers analyze the performance comparison before and after purchase.
3. Learn to help customers improve their competitiveness.
4. Make good use of communication skills to understand the potential needs of customers.
5. Deal with the problem in a satisfactory direction.
6. Analyze customer feelings and improve service skills.
7. Pay full attention to any questions and suggestions put forward by customers.
8. It is better to speak well than to do well, so as to improve your execution.
9. Arguing is the stupidest behavior.
Question 10: How to improve service quality and make customers more satisfied? 1. Customer value Customer satisfaction depends on its perceived customer value. Customer value emphasizes that banks should pay attention to customer needs and use their own competitive advantages to provide target customers with value beyond their competitors. There is an interactive relationship between customers and banks. Customer value is a kind of perceived value, which is an overall evaluation of the performance of products or services after weighing the perceived benefits and the costs they can pay when obtaining products or services. Different customers have different perceived values for the same product or service due to different knowledge and experience; The same customer will have different value perceptions at different times. This shows that customer value is obviously dynamic and personalized. Customer value is the result of comprehensive consideration and the difference between total customer value and total customer cost. The total customer value is a series of values that customers get from specific products and services, including human value, product value, service value and value of the image. Customer total cost refers to the time, psychology, physical strength and monetary funds paid by customers when purchasing a product or service, including monetary cost, time cost, material cost and psychological cost. Under the restriction of certain search cost and limited knowledge, flexibility and income, customers form an expectation and act accordingly to judge whether they are satisfied or not and whether to buy again. The customer's purchase decision is not driven by a single factor. When designing, creating and providing value for customers, banks should be customer-oriented and take customers' perception of value as the decisive factor. Consider the gains and losses of customer perception. Perceived benefits can be understood as the benefits that customers get from the improvement of performance and experience, including physical factors, service factors and technical support related to product use, while perceived benefits and losses can be understood as the costs and corresponding risks that customers pay for products and services. When customers perceive value, their relationship with banks is also within their evaluation scope, and a good and sustained relationship can increase their value. Second, the intensification of competition between service quality and customer satisfaction makes it difficult for banks to effectively distinguish their competitors in products. More and more banks pay attention to service, hoping to improve customer satisfaction and enhance customer relationship through perfect service. In the study of service profit chain, experts from Harvard Business School in the United States discussed the variables that affect profits and their relationships. They found that higher service quality can lead to higher customer satisfaction, thus higher customer loyalty, and ultimately higher revenue growth and profit margin. Service has become the main way for banks to seek differentiation and win competitive advantage. Service is aimed at customers and is an activity that can bring valuable benefits or satisfaction to customers. Therefore, the quality of service should be decided by the customer. From the customer's point of view, the connotation of quality should be defined according to the service quality perceived by customers, not the quality degree perceived by bank insiders. Customer perceived service quality is the gap between the service quality experienced by customers and the expected quality. The quality of customer experience is a kind of interactive quality, which will bring an experience at every "critical moment" when customers contact with banks. Good service experience will bring higher satisfaction, and long-term customer satisfaction will make customers form a friendly attitude towards banks and enhance customer loyalty. The differences between customers sometimes make it unclear to banks what is the key factor for customers to perceive the service quality of the industry. Banks should be able to tap the characteristics that customers care about and make clear the direction of resource use. The design of customer perceived service quality includes the design of communication quality within banks and between banks and service systems related to service processes. The dialogue between banks and external customers can help banks understand and improve their services by choosing appropriate communication combinations, such as advertisements, important customer meetings and customer suggestion groups, so as to improve their image. Internal communication is mainly through internal publications and staff meetings. To ensure the consistency and continuity of service delivery. The design of the service system focuses on making customers feel the care of the bank. When customers come into contact with banks, they will inevitably come into contact with at least one of the four items (queuing system, payment system, maintenance system, reservation system, claims system, etc.). ), production materials (service facilities, equipment, written materials that customers must fill in) and other customers. The design of the bank should ensure the convenience, comfort and psychological satisfaction of these contacts. Third, the improvement of customer satisfaction 1, select target customers. You must aim at the bull's-eye before shooting to get good results. The same is true for banks facing customers. Not all customers have to accept bank services. Like Philip? Kotler said that "every income is not a profit", which is too much ... >>