怎样提升顾客受让价值

顾客受让价值(Customer de-livered value)是顾客总价值与顾客总成本之间的差额。顾客总价值是指顾客购买某种产品或服务所获得的全部价值,包括产品价值、服务价值、人员价值、形象价值等。顾客总成本是指顾客购买某种产品或服务所耗费的全部成本,包括货币成本、时间成本、精力成本、体力成本等。一般说来,顾客受让价值越大,顾客满意程度就越高,对企业就越忠诚。1997年以前,我国电力一直处于短缺状态,电力企业处在垄断经营的地位,“重发电、轻供电、不管用电”、“皇帝女儿不愁嫁”的思想长期占据着一些电力企业经营者的头脑。电力企业缺少…     

"深度经济"与顾客终身价值管理

在顾客资产日益重要的情况下,顾客终身价值(LTV)概念为企业重新认识与顾客的关系提供了新的视角。实施LTV型经营必须从战略层面考虑问题,不能短期地模仿,要构建防止顾客流失的有效经营体制。顾客终身价值与深度经济正成为企业管理新的思路和模式。     

加油站顾客让渡价值研究

顾客让渡价值是指顾客总价值与顾客总成本之差,顾客总价值包括产品价值、服务价值、人员价值和形象价值等,顾客总成本包括货币成本、时间成本、精神成本和体力成本等.加油站作为成品油销售企业的销售终端,直接面对广大顾客,是把握顾客让渡价值的核心经营单位,因此,尤其要注重提高顾客让渡价值.加油站可通过改进产品、服务、人员素质与形象,提高顾客的总价值;通过降低销售成本,减少顾客购买产品的时间、精力耗费,降低货币与非货币成本,而提供更多的顾客让渡价值.     

浅谈资产经营

浅谈资产经营李书勤沈阳飞机工业集团公司１资产经营的涵义与特点企业资产是资产经营的对象。我国的《企业会计准则》对企业资产的定义是：“资产是企业拥有或者控制的能以货币计量的经济资源，包括各种财产、债权和其他权利”。并对企业资产作了如下分类：流动资产——指...     

中外企业的品牌资产差异及管理建议——基于CBRQ量表的实证研究

中国本土企业普遍存在着品牌资产薄弱的问题，引起了学术界的广泛关注．但迄今仍缺少基于消费者关系视角的测量评价与分析。本研究使用中国消费者一品牌关系质量（CBRQ）量表，从高低两种关系水平情境检验并解释了中外企业品牌资产的差异．识别了国产品牌的“局部优势”。研究发现，国外品牌与国产品牌相比．明显地具有更高的“社会价值表达”评价和“溢价支付意愿”。而“社会价值表达”对“溢价支付意愿”具有最大的影响力。在很大程度上解释了为什么消费者不愿意为国产品牌支付溢价的原因。针对上述研究结论，本文对本土企业如何提升溢价定价能力提出了管理建议。     

价值链视阈下的顾客受让价值理论重构

顾客价值是关系营销时代学术界和企业界关注的焦点,科特勒提出的顾客受让价值理论是企业实行客户关系管理的重要基础理论之一.首先,简要回顾了顾客受让价值理论的演化进程.然后,通过理论分析发现顾客受让价值理论在3个方面存在明显不足:它没有揭示顾客期望的形成过程,缺乏对顾客价值层次性的认识;顾客受让价值中的总顾客价值是一个静态的概念,忽视了顾客价值的动态性;它主要是交易为导向性的,没有将企业与顾客之问长期的关系考虑在内.最后,从价值链的角度出发,借助顾客价值链思想,构建了基于顾客价值链的顾客受让价值模型,并提出了进一步完善顾客受让价值理论的思路.     

顾客视角下品牌资产评估理论梳理及展望

为了能更准确地分析和了解顾客视角下的品牌资产的评估方法,文章从品牌资产概念出发,通过文献的收集、整理,以及对国内外学者有关品牌资产维度、测量和应用研究成果的比较分析,得出目前品牌资产评估方法没有考虑到企业商业行为对品牌的影响等结论,并提出了今后的研究方向。文章希望对今后品牌资产评估的相关研究提供一定的理论依据。     

企业经营的价值构成与战略权衡

企业为顾客所提供的产品或服务的总价值由顾客价值与企业价值构成。相对于同业中的竞争者或历史上的企业自身，如果企业更能创造顾客价值，则可认为企业有当下经营优势；如果企业更能创造顾客价值与企业价值，则可认为企业有持续经营优势。顾客价值与企业价值是企业经营过程中既对立又统一的两个方面。如何跨期考虑顾客价值与企业价值之间的比例关系，是企业应该而且必须做出的战略权衡。     

基于顾客价值视角的住宅开发企业虚拟经营模式研究

优异的顾客价值是当今企业市场竞争力的丰要来源，在竞争日益激烈的住宅开发市场，不断创造和提供优异的顾客价值成为住宅开发企业成功绎营的关键要素。分析了顾客价值的内涵，探讨了顾客价值与企业虚拟经营之间的关系。在此基础上以顾客价值为中心，构建了基于顾客价值的住宅开发企业虚拟经营模式，为成功的运用这一模式，提出了相应的建议。     

战略新思维:价值创新

提升顾客价值——从顾客角度重新定义价值。顾客是一项产品或服务是否具有价值以及其所包含的价值量大小的仲裁者。所谓价值,可以被解释为产品或服务所具有的、能够满足顾客需求并且顾客愿意为之支付货币的一组属性。只有顾客感知利得减去顾客感知利失的差额部分越多,顾客享有的价值才越多,而对于如此经营的企业来说,他们的竞争力就越强。改变价值曲线——以超越竞争而赢得竞争。多数企业致力于在做同样事情上比竞争对手做得更好,用价值曲线来描述表现为众多企业在同样或类似的价值曲线上比拼。价值创新的企业应敏锐地对当前的价值提供方式…     

Linking customer lifetime value with shareholder value

The measurement of customer lifetime value has become a key issue for developing and maintaining long-term profitable customer relationships. It plays a significant role in customer acquisition and retention decisions. Given the growing importance of creating value for shareholders, market strategies have to be evaluated by their capacity to achieve this goal. Accordingly, both the acquisition and maintenance of customers must result in superior cash flows and augmented shareholder value. However, little attention has been paid to the link between customer lifetime value and shareholder value. The authors of this paper provide a conceptual framework for linking customer lifetime value to shareholder value. It is argued that customers have to be treated as assets that increase shareholder value by accelerating and enhancing cash flows, reducing cash flow volatility and vulnerability and increasing the residual value of the firm.     

Practices and functions of customer reference marketing — Leveraging customer references as marketing assets

This multiple-case study focuses on the practices and functions of customer reference marketing and on the ways through which customer references can be deployed as marketing assets. Analysis of 38 interviews with managers in four case companies suggests that customer references can be leveraged externally as marketing assets to (1) gain status-transfer effects from reputable customers, (2) signal passing a selection process, (3) concretize and demonstrate complex solutions, and (4) provide indirect evidence of experience, previous performance, technological functionality, and delivered customer value. Customer references can also be leveraged internally to (1) facilitate organizational learning, (2) advance offering development, (3) motivate personnel, and (4) develop understanding of customer needs, internal competencies, and delivered customer value. By identifying the practices and functions related to customer reference marketing, the paper deepens understanding of this highly relevant but relatively under-researched phenomenon and contributes to the literature on customer-based marketing assets.     

Driving shareholder value with customer asset management: Moving beyond customer lifetime value

Customer relationships can be conceptualized as market-based assets. Links have been shown between management of these assets and the creation of shareholder value. However, the business-to-business applications of customer asset management seem to lag behind the applications suggested in a business-to-consumer context. This occurrence is possibly related to an over-emphasis on customer lifetime value-based approaches that do not cover the complexities of business-to-business relationships. The authors posit that customer asset management applications should pay attention to all four drivers of shareholder value: revenue, cost, assets, and risk. Using as their basis a review of literature and the findings of an empirical research process consisting of three longitudinal case studies, the authors develop a conceptual framework, identify four research propositions, and outline 11 ways of managing business-to-business customer relationships for increased shareholder value. The findings from the case studies suggest that B2B firms are able to acknowledge all suggested shareholder value drivers. Findings also suggest that firms should develop customer portfolio models and differentiate their customer management concepts in order to move customer asset management beyond traditional acquisition–retention optimization.     

顾客价值链探析

顾客不仅仅是“经济人”、“消费人”,更是“生活人”,消费行为是其生活活动中的一个环节。研究顾客需求、顾客价值,制定有效的营销战略应该从顾客生活角度出发。生活价值追求形成顾客生活价值链;往往某一生活活动由若干种消费活动组成,各相关消费形成顾客追求生活价值的一个“组合消费价值链”;而某一消费行为是其中一个基本组成单元,单项消费的各有关环节组成“单项消费价值链”,与其他相关生活、消费行为紧密关联。企业的产品经营可以通过顾客价值链营销,提升顾客有关生活价值体系的整体价值水平,来营造良好的产品生态环境,提高顾客满意度和产品营销水平。     

Becoming a preferred customer one step at a time

A preferred customer is a buying organization who receives better treatment than other customers from a supplier, in terms of product quality and availability, support in the sourcing process, delivery or/and prices. The decision to become a preferred customer implies a continuous commitment by the purchaser to a complex, expensive and often uncertain process. It is important to use a strategic approach, as well as appropriate tactics. Based on well-known models on the development of buyer-supplier relationship, on customer portfolio analysis and on the emergent literature in customer attractiveness and preferred customer status, we suggest four steps to become – and remain – a preferred customer: initial attraction, performance, engagement and sustainability. The process takes the perspective of a buyer willing to obtain the preferential status and focuses on the strategies and tactics that could influence the supplier's decision of granting this status. The proposed process considers that the supplier is continuously comparing the value offered by the customer to its expectations, and to the value offered by other customer relationships.     

Marketing competencies and the sources of customer value in business markets

This introduction to the special issue discusses the notion of marketing competencies in buyer-supplier relationships, and the role these competencies play in creating value for the customer. Existing work on the role of competencies in industrial marketing has two main foci. The first, established approach deals with competencies as inputs to organizational processes, and seeks to establish in how far marketing competencies such as customer relationship management, channel design, etc. lead to superior financial returns. The second, emerging, approach focuses on the marketing of competencies as a source for customer value. This article uses supply and demand side perspectives to look at these two approaches and suggests a typolology involving four distinct value-creation strategies. Recent literature is discussed and implications for advancing the application of resource-based thinking to industrial marketing are provided.     

System supplier's customer strategy

The article addresses the management of dynamic customer relationships in large-scale, complex system business. It combines the existing knowledge on system business, high-tech services and buyer-seller relationships with an international multiple case study. As a result, we produce a framework model, which provides the answers to the following critical questions: What are the key activities through which a system supplier provides value for the customer? What are the system supplier's roles for the customer? How does the customer's strategy and capabilities influence the customer's need for the supplier's activities and its evaluation of potential suppliers? And, how does the stage of the supplier-customer relationship and the system's technology cycle influence the customer's perceived need for the supplier's activities? In sum, the framework model provides a major theoretical contribution to more profoundly understand and manage complex system supplier-customer relationships.     

企业价值来源及其理论研究

随着时代变化 ,价值来源的范围不断扩大。本文从企业角度 ,对劳动价值理论、资本价值理论、客户价值理论的基本思想和价值产生机理进行了阐述 ,指出三种价值理论是一个完整的体系 ,只是在不同时期、不同企业 ,主体地位不同而已。从劳动价值理论、资本价值理论为主转向客户价值理论为主 ,将成为指导企业发展的必然走势。     

绿色价值:顾客感知价值的新维度

本文探讨顾客对绿色产品的感知价值维度。以绿色化妆品为例，提出顾客感知价值包括功能价值、情感价值、社会价值、绿色价值和感知付出五个维度的假设。通过设计测量绿色产品顾客感知价值的量表．并通过问卷调查的方式收集数据。对数据进行探索性和验证性因子分析．验证了顾客对绿色产品的感知价值因子中存在包括绿色价值维度在内的五个维度的假设；最后．对研究结果的理论和实际意义进行了总结，并指出未来的研究方向。