外文翻译营销管理：提升顾客价值和利润增长的战略.docx

附录：Market-Based management strategies for growingcustomer value and profitability(Partly)1. Customer Analysis and Value CreationIn developing a customer strategy for the Lexus, the Lexus marketing team starts with current customers. They conduct indepth interviews with current customers—many in the homes of the customers—to determine their likes and dislikes as well as their lifestyles. From this customer input and comparisons with competing luxury cars, the Lexus team identifies product improvements that range from more leg room to better fuel economy to a longer coat hook (customers complained that the conventional coat hook was not long enough to carry dry cleaning). They believe that product improvements that enhance product benefits are critical to delivering a superior customer value. To further build customer value, the Lexus marketing team seeks to also find a price that enhances customer value.1.1 A Day in the Life of a customerOne way to better understand customer needs is to become the customer. Although customers' descriptions of their needs are important customers do not always reveal(or think of) the frustrations they encounter in the purchase, use, and disposal of a product when asked. For example, to better understand how customers used their car trunks, Honda employees videotaped people loading groceries. Different cars, different consumers, and different grocery bags all affected how much car owners had to struggle to get the bags into their car trunk. Some arranged their plastic bags to keep them from tipping over, others paused to rest a bag on the edge of the trunk wall and then had to lift the lid again after it partly closed. Watching the videos, Honda engineers put themselves in the customers' shoes. They could see and feel users' experiences and envision better trunk designs.1.2 Empathic DesignVideotaping customer product use is one form of the empathic design. This in an observational approach to understanding customer needs and discovering customer problems and frustrations that arise when acquiring using, and disposing of a product, Intuit, market of the personal-finance software Quicken, has a Follow-Me-Home program. Product developers gain permission from first-time buyers to observe their initial experience with the software in their own homes. In this way, they learn what other software applications are running on the customer's system and how that software can interfere with or complement Quicken. Product developers can also see what other data files the customer refers to and accesses and whether they are on paper or in electronic form. From in-home observations, Intuit designers discovered that many small-business owners were using Quicken to keep their books; that discovery led to a whole new product line called Quick Books.Although actual observation might be preferred, it may not be possible to observe customers in many consumer, business, or industrial markets. As an alternative, one could develop two hypothetical videos. Video I requires a customer to describe the product he or she wants to buy and, in a sequence of scenes, the process he or she goes through in the acquisition, installation, use, maintenance, and disposal of the product. It is particularly important to note the parts of each scene that create customer problems or frustrations. Remember that Video I is not product specific; it is a narrative of the process the customer goes through in acquiring and using the product of interest. Video I describes a typical day in the life of a business's customer.Video I—the current processCost Customerproduction downtime andCustomer User Process Customer FrustrationCut the particleboard Saw blades wear out quicklyfrom excess gritsaw blade sharpening andreplacementBuild furnitureNeed to use thicker piecesLamination process to glue piecesProduce finished product Desired finish not achieved requires sanding for desired finishIn the ideal situation in this example the solution was pretty obvious. The customer wanted particleboard with less grit and available in thicker pieces. Less grit would significantly lower the associated cost of saw blades and sanding. Thicker pieces would eliminate the lamination process. The combined benefits of this customer solution would significantly reduce the furniture manufacturer 's costs as Video II summarizes.Video II—the desired processCustomer ProcessIdeal SolutionBenefit to CustomerCut the particleboardSaw blades last longerLess production downtimeto sizelower saw blade expensesBuild furnitureBuy thicker piecesEliminate lamination processproduce finished product smoother finishLess sanding required for finish2. Customer Benefits and Customer ValueMany companies' efforts to create increased customer benefits went beyond product-specific thinking. They each engaged in an analysis of the customer situation and the various problems encountered. W。