Tài liệu tiếng Anh thương mại Chap003 Customer relationship management
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McGraw-Hill/Irwin CHAPTER 3: Customer Relationship Management 3-2 • Customer-focused marketing • Customer service • Customer satisfaction • Customer success • Developing customer relationship management strategy Overview of customer relationship management 3-3 • From perspective of the total supply chain – End user of product in consumer market – Company is customer in business market • From perspective of specific firm within a supply chain – Intermediate customer organizations exist between the firm and end users • From perspective of a logistics manager – Any delivery location • For example, consumer home’s, retail / wholesale businesses, receiving docks of manufacturing plants and warehouses Who is the customer? 3-4 • Customer needs and requirements are more basic than products and services • Different customers have different needs and requirements • Products and services become meaningful only when available and positioned from the customer’s perspective • Profit is more important than sales volume Basic principles of the marketing concept 3-5 Transactional vs. Relationship Marketing Transactional marketing is a traditional strategy with a focus on creating successful individual transactions between the company and its customers Relationship marketing is a new strategy with a focus on the development of long-term relations with key supply chain participants in an effort to develop and retain long-term preference and loyalty 3-6 • Micromarketing or one-to-one marketing recognizes that each individual customer may indeed have unique requirements – For example, Wal*Mart and Target are both mass merchandisers • However, their requirements to interact logistically with suppliers differs significantly Relationship marketing to a segment of one • One-to-one relationships can – Significantly reduce transaction costs – Better accommodate customer requirements – Move individual customer transactions into a matter of routine 3-7 • Discrepancy in space refers to the fact that the location of production activities and location of consumption are seldom the same • Discrepancy in time refers to the difference in timing between production and consumption • Discrepancy in quantity and assortment refers to the mismatch between customer demand and manufacturing supply – Customers seek small quantities and wide assortment – Firms specialize in large quantities of a limited assortment 3 discrepancies must be overcome to enable exchange of goods and services 3-8 Four generic supply chain service outputs eliminate discrepancies Spatial convenience is the amount of shopping time and effort will be required on the part of the customer Lot size is the number of units to be purchased in each transaction Waiting time is the amount of time the customer must wait between ordering and receiving products Product variety and assortment differs by supply chain Supermarkets may have over 35,000 items on the shelves Warehouse stores generally stock 8,000 to 10,000 items with only one brand and size of an item Convenience stores may stock only a few hundred items 3-9 • Supply chains provide a mix of services, both generic and custom, in order to accommodate a range of customer requirements • Each service mix can be configured to achieve one of the following levels of customer accommodation – Customer service – Customer satisfaction – Customer success Three levels of customer accommodation 3-10 • With the right amount • Of the right product • At the right time • And the right place • In the right condition • At the right price • With the right information Basic customer service provides customers [...]... need – A framework for choosing the appropriate customer specific strategies – Programs for customer relationship management 3-30 Framework for choosing a customer accommodation strategy using profit categories Table 3.4 Choosing Customer Accommodation Strategy 3-31 Customer relationship management has grown rapidly in recent years • Customer relationship management (CRM) is a process for improving the... Focus • • • • Customer Success Assess customer requirements Extend supply chain to include our customer s customer Provide value-added services for select customers Manage performance cycles and levels to address needs of each customer segment in the extended supply chain Level 2 Focus • • Assess customer perceptions of satisfaction Manage performance cycle levels to keep customers satisfied Customer Satisfaction... internal standards for performance cycles Customer Service 3-26 Achieving customer success requires knowledge of individual customer requirements • Not all customers have the same requirements • Know your customers’ processes • Determine how your capabilities can enhance your customers’ performance • Extend the supply chain boundaries to include nextdestination customer requirements • Introduce new performance... “satisfied” customers still are likely to defect • What satisfies one customer may not satisfy other, much less all, customers – There is a tendency by companies to treat all customers as being equal and identical 3-24 Low expectations always result in satisfied customers But what if customer requirements are not met? Figure 3.2 Satisfaction Is Not the Same as Happiness 3-25 3 levels of customer focus... Performance < Expectations, then Dissatisfaction “Customers will be satisfied if a supplier meets or exceeds the customer s expectations” 3-19 Customer expectations related to logistical performance from Table 3.2 • • • • • Reliability Responsiveness Access Communication Credibility • • • • • Security Courtesy Competency Tangibles Knowing the customer 3-20 How are customer expectations created? Click to edit... minimum standards that customer expect – For example, Federal Express introduced real-time tracking of shipment status • In response UPS and other parcel delivery firms added this service to their platform 3-23 Why customer satisfaction is not sufficient • Satisfied customers may not be happy with the supplier’s performance – Customer satisfaction focuses on expectations - not customer s real requirements... Stockout occurs when a firm has no product available to fulfill customer demand • Orders shipped complete requires shipping everything that a customer orders to count as a complete shipment 3-12 Operational performance deals with the time required to deliver a customer s order • Speed of the performance cycle is the elapsed time from when a customer established a need to order until the product is delivered... 3.1 Satisfaction and Quality Model 3-21 The model identifies gaps managers must fill to help satisfy their customers • Gap 1: Knowledge – Reflects management s lack of knowledge or understanding of customers • Gap 2: Standards – Exists when internal performance standards do not adequately reflect customer expectations • Gap 3: Performance – The difference between standard and actual performance • Gap... performance than can actually be provided • Gap 5: Perception – Customers sometimes perceive performance to be higher or lower than actually achieved • Gap 6: Satisfaction/Quality – When one or more gap exists customer perception is that performance does not meet expectations 3-22 Increasing customer expectations • Performance that meets customer expectations one year may result in extreme dissatisfaction... nextdestination customer requirements • Introduce new performance metrics • Develop value-added services for select customers 3-27 Customer success requires a comprehensive supply chain perspective Figure 3.3 Moving Towards Customer Success 3-28 Value-added services are a first step in achieving customer success • Value-added services refer to unique or specific activities that firms can jointly develop . reserved. McGraw-Hill/Irwin CHAPTER 3: Customer Relationship Management 3-2 • Customer- focused marketing • Customer service • Customer satisfaction • Customer success • Developing customer relationship management strategy Overview. range of customer requirements • Each service mix can be configured to achieve one of the following levels of customer accommodation – Customer service – Customer satisfaction – Customer success Three. significantly Relationship marketing to a segment of one • One-to-one relationships can – Significantly reduce transaction costs – Better accommodate customer requirements – Move individual customer