客户终身价值细分与客户关系战略

客户终身价值是客户在与企业关系保持期间贡献给企业所有利润的贴现值。它包括客户的当前价值、未来价值、经济价值、非经济价值。本文根据客户终身价值的大小和类别,对客户进行二维交叉细分,同时提出了对应的客户关系类型、关系战略和关系重点,希望能为企业的客户关系管理提供一些有益的借鉴。     

基于客户价值的目标营销

企业如何确定高价值客户和低价值客户，即如何依据客户价值对客户进行区分，是企业获得持续竞争力的基础。本客户价值是指客户带给企业的利润，通过客户给企业带来的销售收入与企业得到此项销售收入对应的成本来衡量。     

基于终身价值的客户细分与关系战略选择

本文在回顾客户贡献价值量化研究方法的基础上,提出客户终身价值理论是企业经营哲学的一次升华,并按照客户终身价值的大小和类别,对客户进行二维交叉细分,将客户划分为盈利的大客户、忠诚的老客户、有增值潜力的客户、有战略意义的客户、低价值客户,同时提出了对应的关系类型、关系战略和关系重点,为企业的客户关系管理实践提供一些有益的借鉴和参考。     

企业客户关系管理

客户关系管理（CRN），是指一个公司在设计它的市场营销策略和营销体系时集中注意力于顾客发展，及向顾客递交最优越价值的管理。即通过完善的客户支持平台、客户交互平台、企业生产平台，最大限度地实现顾客交付价值、顾客一生价值，以使公司替在客户诚客户，不断拓展产品市场和利润空间。     

论数字化整合营销

数字化整合营销模式是指从客户价值出发，以客户占有率为中心，运用现代信息技术和管理信息系统，通过与每个客户的互动对话，与客户逐一建立持久、长远的双赢关系，为客户提供定制化的产品和服务，从而实现企业利润和满足顾客需求目标的一系列营销活动过程。其实质是客户战略，其活动都是围绕着客户来展开的。数字化整合营销可以概括为“一四二”模式：一个中心即客户占有率；四个手段即营销技术数字化、客户关系互动化、产品服务定制化和沟通响应适时化，二个目标即实现企业利润和满足顾客需求。     

基于客户贡献度的物流企业服务补救策略研究

本文以客户的利润贡献、企业的服务成本和客户的影响力为依据,在对客户价值正确评价的基础上,对客户进行了细分和定位,并且根据每种客户群的特点,制定了相应的服务补救策略,以便能够更有效地利用企业的资源实施补救服务,实现客户满意和客户忠诚.     

顾客终身价值量化模型研究述评

客户关系管理最基本的问题是量化顾客终身价值。顾客终身价值量化的三种模型——顾客保持模型、顾客转移模型和最优化模型在运用时要考虑顾客与企业关系的类型。模型要解决的交易流、利润流的量化和顾客资产的最优化问题套用了“净现值”模式,但各自在分解影响因素方面存在差异。由于模型的一般性和抽象性特征,很多假设与实际情况不符,需要修正与补充。未来可在现金流时点的确定、传统的顾客盈利性计算方法、间接价值与企业顾客资产的测算等方面展开研究。     

网络环境下顾客忠诚及其维系

网络在改变顾客价值观的同时，也使企业能够突破时间和空间的限制，在更大市场范围内进行资源的配置与整合。但值得思考的是在网络条件下如何挽留客户，提高客户的忠诚度，从而最终给企业带来利润。本文在剖析企业网络建设中顾客忠诚建设与维系所面临的实际问题的基础上。根据网络客户具有的两面性特点提出了几点思考。     

客户关系管理刍议

客户关系管理的目标是通过建立客户关系、识别客户、细分客户、优选客户、创造客户价值,进而提高客户的忠诚度,使其成为企业真正可靠的、稳定的利润来源.     

面向服务——价值链的企业财务管理

经济结构转型升级的必然趋势是服务业在国民经济中的比重越来越大。以服务——价值链为导向的企业财务管理日益受到学术界和实务界的关注，其内容主要包括确认客户价值、创造客户价值、挖掘企业利润增长空间、评估服务价值、作业基础定价、评估服务成本和评估额外服务的成本六个方面。     

Using a customer-Level marketing strategy to enhance firm performance: A review of theoretical and empirical evidence

It is becoming increasingly apparent from the literature that marketers need to consider customer-level information when they generate a marketing strategy for the firm. In this article, the authors develop a customer-focused framework that uses a marketing strategy with an overall objective of maximized financial performance. This strategy is driven by seven customer-level marketing tactics and shows how actual customer data can be used to generate an actionable marketing strategy leading to optimal levels of profitability, customer equity, and shareholder value. In addition, the authors discuss a successful implementation of this strategy for several business-to-business and business-to-consumer firms and offer insights as to how to customize an implementation strategy for any firm, along with presenting potential challenges a firm may encounter during the implementation process. Several suggestions for future research are offered to explore and harness this newly available evidence. V. Kumar (VK) (vk@business.uconn.edu) is the ING Chair Professor of Marketing and the executive director of the ING Center for Financial Services at the University of Connecticut. He spends his time by transferring his knowledge (however little it may be) to his two daughters about customer lifetime value, diffusion models, forecasting sales and market share, retailing, and marketing strategy. J. Andrew Petersen (apetersen@business.uconn.edu) is a doctoral candidate in marketing at the University of Connecticut. His research interests include customer lifetime value, word-of-mouth effects, and customer-level marketing strategy. His research has been published inMarketing Research Magazine and theJournal of the Academy of Marketing Science.     

Technology-driven service strategy

Advancements in technology are radically transforming service, and increasingly providing the underlying basis for service strategy. In this paper, we develop a typology and positioning map for service strategy, in the context of rapid technological change, and outline the process for firms to position or reposition their service strategies. Which strategy to choose is based on the degree to which customer demand is heterogeneous, and the degree to which potential customer lifetime value varies across customers. This results in four strategies: the McService strategy that is standardized and transactional, the Relational Service strategy that is standardized and relational, the Customized Transaction strategy that is personalized and transactional, and the Adaptive Personalization strategy that is personalized and relational. We provide firms a roadmap for identifying a “sweet spot” strategy in relation to a segment’s realized or potential customer lifetime value, combined with the firm’s technological capabilities. Because technological capabilities inevitably advance, firms will tend to move from standardized to personalized and from transactional to relational over time, implying that firms should be alert to technological opportunities to personalize their relationships with customers. Our strategic framework also produces a useful bridge from marketing practice to the conceptual evolution of the service literature, showing how the historical trends toward continuing customer relationships and co-productive personalization should drive strategic thinking in service.     

整合客户关系管理:打造商业银行的竞争力

通过对整合客户关系管理及其运作过程的介绍 ,指出了我国商业银行应对其客户资源进行整合 ,以此克服客户关系管理的种种缺陷。在此基础上 ,提出了商业银行实施整合客户关系管理所应进行的重点工作 ,从而达到保留现有客户和发掘潜在客户并提高商业银行盈利能力 ,打造其竞争力的目的。     

服务质量差异化条件下的双边市场定价策略研究

双边市场中的平台可以提供有质量差异的多种服务,原来的双边市场文献考虑了平台提供单种服务的定价策略等,本文研究了垄断和竞争情况下提供两种服务的平台的定价策略,研究发现垄断平台先提供高质量后提供低质量服务时高质量服务定价最高,并且平台利润相对于平台同时提供质量差异服务时要高。在一个提供高质量服务的平台和一个低质量服务的平台的竞争中,研究发现高服务质量平台倾向于提高服务质量,而在一定条件下低服务质量平台愿意将服务质量维持在一个比较低的水平上。本文接着研究了提供质量差异服务的在位平台和提供单种服务的进入平台的“在位进入”的情况,研究表明两边用户之间的网络外部性强度、服务质量参数在对于进入平台利润的影响中均存在拐点,在拐点两边对于平台利润的影响是相反的,用户中的高端和低端用户的比例对于进入平台选择何种质量标准的影响重大。     

基于顾客让渡价值的医药零售业顾客满意度研究

本文从顾客让渡价值的角度,在问卷调查的基础上,借助统计学软件,分析了各个因子重要性和满意度及不同背景消费者对各个因子的差异性,进行了相关分析,建立了顾客总体满意度的回归模型,提出了提高顾客满意度的相应对策.     

基于顾客满意的企业社会责任与其绩效关系的实证研究

文章通过运用一个概念模型并提出一些假设：企业社会责任部分地通过顾客满意这个中间变量影响其市场价值；企业社会责任与其市场价值的关系依赖于企业产品质量或创新能力。实证研究表明。顾客满意在企业社会责任和其市场价值之间能够起到中介效应；企业能力在企业社会责任与其市场价值之间能够发挥调节效应。     

Customer value impact of sales contests

Although firms spend more than $26 billion annually on sales contests, no empirical research has investigated the effects of contests on individual customers. While some short-term firm effects of contests have been documented, the impact on long-term customer value has remained a matter of speculation. This research investigates the long-term customer impact of sales contests, by applying the customer value framework. We add to previous research that has used customer value of marketing programs by employing the acquired, retained, and add-on framework to segment customers based on their purchase history. We develop hypotheses drawing on theories in the buyer behavior, customer loyalty, and sales management domains. By disaggregating the overall customer value into initial and subsequent components, we demonstrate a greater long-term value per customer in the retained customer cohort and lower short-term and long-term value per customer among the two other cohorts (acquired and add-on customers). There is no adverse impact on other drivers of customer value such as customer churn and purchase frequency. While our study focuses on individual customer effects, we note the significantly higher volume of customers during the contest leads to a positive aggregate-level assessment. We conclude by discussing the implications of our findings for managers and researchers.     

自然垄断行业实行薄利多销的可行性分析

对薄利多销的经济学涵义指出了实行薄利多销的理论依据:商品需求是富有弹性的;该商品必须具有潜在的消费者;商品的生产成本必须是不变的或至少不能上升。因此自然垄断行业同样可以采用薄利多销的手段来增加销售收入。     

Measuring and maximizing customer equity: a critical analysis

Customer equity, the asset value of customers, can be measured using different aggregate- and disaggregate-level approaches. The authors compare how customer equity is measured and maximized under various approaches. We find that, in the disaggregate-level approach, customer lifetime value is maximized by implementing customer-level strategies such as optimal resource allocation, purchase sequence analysis and balancing acquisition and retention spending. At the aggregate-level, improving the drivers of customer equity maximizes customer equity. A comparison of different aggregate approaches shows that, while an emphasis on retention is a common feature across approaches, conceptual differences in terms of accounting for existing customers and prospects, acquisition, and the projection period exist across the different approaches. The authors propose a hybrid approach, which addresses the issues and challenges in existing approaches and helps firms to measure and manage customer equity.