Building customer relationships

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Sup­port trans­la­tion: http://amzn.to/1Z7d5oc
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Build­ing cus­tom­er rela­tion­ships

The most import­ant part of the mar­ket­ing pro­cess is build­ing prof­it­able cus­tom­er rela­tion­ships.

Cus­tom­er rela­tion­ship man­age­ment (CRM)

The over­all pro­cess of build­ing and main­tain­ing prof­it­able cus­tom­er rela­tion­ships by deliv­er­ing super­i­or cus­tom­er value and sat­is­fac­tion.

Rela­tion­ship build­ing blocks: cus­tom­er value and sat­is­fac­tion

The key to build­ing cus­tom­er rela­tion­ships is to have cus­tom­er value and sat­is­fac­tion. Sat­is­fied cus­tom­ers are more likely to be loy­al.

Cus­tom­er value: the cus­tom­er buys from the cus­tom­er that offers the highest per­ceived value.

Cus­tom­er per­ceived value: the dif­fer­ence between total cus­tom­er value and total cus­tom­er cost.

Cus­tom­ers do not judge pro­duct val­ues accur­ately or object­ively (per­ceived value).

Cus­tom­er sat­is­fac­tion: the extent to which a product’s per­ceived per­form­ance matches a buyer’s expect­a­tions.

Dis­sat­is­fac­tion occurs when the per­form­ance of the pro­duct falls below expect­a­tions while the cus­tom­er is sat­is­fied if it matches of exceeds cus­tom­er expect­a­tions.

Highly sat­is­fied cus­tom­ers make repeat pur­chases and tell oth­ers about their good exper­i­ences with the pro­duct.

The pur­pose of mar­ket­ing is to gen­er­ate cus­tom­er value prof­it­ab­il­ity.

Cus­tom­er rela­tion­ship level and tools

A com­pany with low-mar­gin cus­tom­ers will seek to develop basic rela­tion­ships with them.

In mar­kets with few cus­tom­ers and high mar­gins, com­pan­ies will want to cre­ate full part­ner­ships with key cus­tom­ers.

Com­pan­ies are devel­op­ing cus­tom­er loy­alty and reten­tion prob­lems. For example cus­tom­ers offer fre­quency mar­ket­ing pro­grams which reward cus­tom­ers who buy fre­quently or in large quant­it­ies.

Another meth­od is club mar­ket­ing pro­grams which offer mem­bers spe­cial dis­counts and encour­age mem­ber com­munit­ies.

Com­pan­ies add struc­tur­al, fin­an­cial and social bene­fits to build cus­tom­er rela­tion­ships.

The chan­ging nature of cus­tom­er rela­tion­ships

Com­pan­ies nowadays are build­ing dir­ect and last­ing rela­tion­ships with selec­ted cus­tom­ers.

Relat­ing with more care­fully selec­ted cus­tom­ers

Com­pan­ies are nowadays tar­get­ing few­er and more prof­it­able cus­tom­ers. Com­pan­ies now use cus­tom­er prof­it­ab­il­ity ana­lys­is to tar­get win­ning cus­tom­ers by pam­per­ing them. Once they identi­fy them, firms cre­ate attract­ive offers to cap­ture these cus­tom­ers and earn their loy­alty (select­ive rela­tion­ship man­age­ment).

Relat­ing for the long-term

Com­pan­ies are using CRM to retain cur­rent cus­tom­ers and build long-term rela­tion­ships with them.

Build­ing the right rela­tion­ships with the right cus­tom­ers

Not all cus­tom­ers are loy­al and prof­it­able. Some loy­al cus­tom­ers can even be unprof­it­able. Com­pan­ies should:

“Keep the con­sist­ent big spend­ers and lose the errat­ic small spend­er­s”.

Cus­tom­ers can be clas­si­fied accord­ing to their prof­it­ab­il­ity and loy­alty:
 — Strangers: low prof­it­ab­il­ity and loy­alty;
 — But­ter­flies: prof­it­able but not loy­al;
 — True friends: prof­it­able and loy­al;
 — Barnacles: loy­al but not prof­it­able.

Dif­fer­ent types of cus­tom­ers require dif­fer­ent rela­tion­ship man­age­ment strategies. The goal is to build the right rela­tion­ships with the right cus­tom­ers.

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Appoġġ traduzz­joni: http://amzn.to/1Z7d5oc
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relazz­jon­iji­et tal-klijent bini

L-aktar parti import­anti tal-proċess ta kum­mer­ċ­jalizza­zz­joni hija bini ta’ relazz­jon­iji­et tal-klijent profit­tab­bli.

ġest­joni relazz­joni mal-klijent (CRM)

Il-proċess glob­ali ta bini u jinżam­mu relazz­jon­iji­et profit­tab­bli klijent bil­li jikkon­sen­jaw il-valur tal-klijent super­juri u sod­isfazz­jon.

blokki tal-bini Relazz­joni: valur tal-klijent u s-sod­isfazz­jon

Iċ-ċavetta għal bini ta relazz­jon­iji­et tal-klijent huwa li jkun il-valur tal-klijent u s-sod­isfazz­jon. kon­sumaturi sod­isfat­ti huma aktar probab­bli li jkunu leali.

valur tal-klijent: il-klijent jix­tri mill-klijent li jof­fri l-ogħla valur osser­vat.

Klijent valur osser­vat: id-dif­fer­en­za bejn il-valur tal-klijent totali u l-ispiża tal-klijent totali.

Klijenti ma imħallef valuri tal-pro­dott b’mod preċiż jew oġġet­tiva­ment (valur osser­vat).

Sod­isfazz­jon tal-klijent: il-punt sa liema l-pro­ductâ € ™ s per­ċepita prestazz­joni logħbi­et buy­erâ € ™ s aspettat­tivi.

Nuqqas ta sod­isfazz­jon iseħħ meta l-prestazz­joni tal-pro­dott jaqa’ taħt l-aspettat­tivi waqt il-klijent ikun sod­isfatt jekk taq­bel mat tad taqbeż l-aspettat­tivi tal-klijenti.

kon­sumaturi sod­isfat­ti ħafna jagħm­lu xiri ripe­tuti u għid oħra­jn dwar l-esper­jen­zi tajbin tagħhom mal-pro­dott.

L-iskop ta mar­ket­ing hu li tiġġen­era profit­tab­biltà valur tal-klijent.

liv­ell relazz­joni mal-klijent u l-għod­da

Kumpan­ni­ja ma klijenti’ marġini baxx se tfit­tex li tiżvi­lup­pa relazz­jon­iji­et bażiċi magħhom.

Fi swieq bi ftit kon­sumaturi u l-marġini għol­ja, il-kumpan­iji se tkun trid toħ­loq sħu­biji­et sħiħa mal-klijenti ewlen­in.

Kumpan­iji qed jiżvi­lup­paw lealtà tal-klijent u taż-żam­ma prob­lemi. Per eżem­pju klijenti jof­fru pro­gram­mi ta mar­ket­ing ta’ frek­wen­za li l-klijenti li jix­tru frek­wente­ment jew fi kwantitaji­et kbar premju.

Met­odu ieħor huwa mar­ket­ing pro­gram­mi klabb li jof­fru l-mem­bri skontiji­et speċ­jali u jinkor­aġġixxu komunitaji­et mem­bri.

Kumpan­iji żid bene­fiċċji strut­tur­ali, fin­an­zjarji u soċ­jali biex jib­nu relazz­jon­iji­et tal-klijent.

In-nat­ura li qed tin­bidel tal relazz­jon­iji­et tal-klijent

Kumpan­iji llum huma bini ta relazz­jon­iji­et diret­ti u dejjiema mal-klijenti magħżu­la.

Li għand­ha x’taqsam mal-klijenti magħżu­la b’aktar reqqa

Kumpan­iji llum huma mmir­ati anqas u aktar profit­tab­bli klijenti. Kumpan­iji issa jużaw analiżi tal-profitt klijent li jim­mir­aw lejn kon­sumaturi rebbieħa minn pam­per­ing min­nhom. Ladar­ba dawn jiden­ti­fikawhom, dit­ti joħolqu offer­ti attraenti biex jaqb­du dawn il-klijenti u jaqil­għu lealtà tagħhom (ġest­joni relazz­joni selet­tiva).

Relata­ta għall-per­i­jodu fit-tul

Kumpan­iji qed jużaw CRM li jżom­mu l-klijenti kur­renti u jib­nu relazz­jon­iji­et fit-tul magħhom.

Nib­nu r-relazz­jon­iji­et tajbin mal-klijenti dritt

Mhux klijenti koll­ha huma leali u profit­tab­bli. Xi klijenti leali jista anke jkun mingħajr profitt. Kumpan­iji għand­hom:

â € œKeep l spend­ers kbar kon­sist­enti u jitil­fu l spend­er­sâ € żgħar erratiku.

Klijenti jist­għu jiġu kklas­si­fikati skond il-prof­it­ab­biltà tagħhom u l-lealtà:
 — Bar­ran­in: prof­it­ab­il­ità baxxa u l-lealtà;
 — Friefet: profit­tab­bli iżda mhux leali;
 — Ħbieb Veru: prof­it­ab­bli u leali;
 — Lepas: leali iżda mhux profit­tab­bli.

Tipi dif­fer­enti ta klijenti jeħtieġu strateġiji dif­fer­enti ta’ ġest­joni relazz­joni. L-għan huwa li jin­bena-relazz­jon­iji­et tajbin mal-klijenti dritt.


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Onder­steun­ing ver­tal­ing: http://amzn.to/1Z7d5oc
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ver­houd­ings gebou kliënt

Die belan­grikste deel van die bemark­ing­s­proses is die bou van winsgewende ver­houd­ings met klante.

Cus­tom­er Rela­tion­ship Man­age­ment (CRM)

Die alge­hele proses van die bou en instand­houd­ing van winsgewende ver­houd­ings met klante deur die lew­er­ing van die beste moont­like waarde en bevredi­ging.

Ver­houd­ing boustene: kliënt waarde en bevredi­ging

Die sleutel tot die bou van ver­houd­ings met klante is om waarde en tevre­de kliën­te te hê. Tevre­de kliën­te is meer geneig lojaal te wees.

Waarde vir die kliënt: die kliënt koop van die kliënt wat die hoog­ste waar­gen­ome waarde bied.

Kliënt waar­gen­ome waarde: die ver­skil tussen totale waarde vir kliën­te en totale kliënt koste.

Kliën­te nie die produk waardes akkur­aat of objek­tief (waar­gen­ome waarde) oordeel.

Klant­tevre­d­en­heid: die mate waar­toe n pro­ductâ € ™ s beskou prestas­ie by n buy­erâ € ™ s ver­wagtinge.

Ontevre­d­en­heid ont­staan wan­neer die prestas­ie van die produk val onder ver­wagt­ing ter­wyl die kliënt is tevre­de as dit ooreen­stem met van meer as ver­wagtinge van die kliënt.