1、 1 外文翻译 原文 The Customer Value Strategy in the Competitiveness of Companies Material Source: www.ccsenel.org/journal.html Author: Maohua Li By the in-depth development of economic globalization in recent years, market competition has become the focus of the fight against various companies. The surviv
2、al and development of companies is not only depending on its own resources, but also relying on more value-oriented consumers. For companies around the world, their tasks are not only to take a variety of measures to deal with market risk, but also to keep pace with the trend of the times and make a
3、ppropriate adjustments on the strategy and tactics of the company to deal with all problems arising from the fierce competition. With the thinking of “customer-oriented“ deeply rooted in the marketing field, customer value has been regarded as a new source of companies competitive advantage. Therefo
4、re, customer value strategy has become an important part of companies strategic development strategy. Since the 1970s, scholars and business managers continue to explore the new approaches which adapt to the changes in the marketing, from product-centered focus on product quality to “customer-orient
5、ed” on customer satisfaction and loyalty. Until 1990s, by putting forward the concept of customer value, marketing concept reaches a whole new level. The value concept seems to be one of the most recent and most popular trends. In recent years, customer value has become a major focus among strategy
6、researchers and practitioners as an essential element of a firms competitive strategy. (Ravald and Grnroos, 1996) Customer value and customer benefit are key concepts in marketing as well as operations management the emphasis in airline management seems to lie on cost management and traditional qual
7、ity management customer value concepts in passenger air transport, becomes clear that there have been changing focuses not necessarily always driven by customer needs but more by technical and market influences. Understanding what buyers value within a given offering, creating value for them, and th
8、en managing it over time have long been recognized as essential 2 elements of every market oriented firms core business strategy (Drucker, 1985, Porter, 1998; Desarbo, Jedidi and Sinha, 2001). Companies are searching for new and better ways to create value and differentiate their market offerings to
9、 attract and keep customers and make a profit (Bendapudi, Leone 2003). Many firms have been interested in Customer Value. In the academic literature, value has been conceptualized in various ways. In most places, customer value has been defined as a tradeoff between (customer-perceived) quality and
10、(customer-perceived) price. Perceived quality, in turn, has been conceptualized as buyers “judgment about a products overall excellence or superiority” (Zeithaml, 1988), and perceived price is defined as the consumers subjective perception of the objective price of the product (Jacoby and Olson, 197
11、7). With the rapid development of technology, new products are constantly emerging. At the same time, customers are highly expected for products and services. Companies must commit themselves to design, manufacture and deliver products, and to provide customers with value beyond the competitors, the
12、y can obtain a competitive advantage for sustainable development in the fierce market competition. From the strategic height of the company, study the issues of customer value strategy and competitiveness which match with competitive advantages and growth advantages, will contribute to the strategic
13、 decision-making of the company. In todays increasingly competitive global markets, building customer loyalty and retaining profitable customers is a critical component in any companys success. Compared with the traditional concept of marketing, the innovation of customer value is that the company s
14、tands in the customers perspective of the value of products and services. This value is not determined by the company, but by the actual customer perception. In this sense, the customer value is customer perceived value. It is the balance between perceived benefits obtaining and missing. American sc
15、holar Treacy and Wiersema described Customer Value as: the proceeds customer get minus the sum of its cost on products and services. To some extent, proceeds form the value. The value refers to products or services to enhance the customer experience or performance. The cost includes the spending on
16、purchase and maintenance, as well as the spending on extension, effort and errors on their time and energy. The visible and invisible costs offset the value. At every stage of customer satisfaction, customer loyalty to customer value, companies have focused on different aspects. Product quality, ser
17、vice quality, price, brand image and 3 relations between customer and company constitute a source of customer value. Companies which focus on customer satisfaction concern how to satisfy the customers who buy their products and services, rather than concern the competitors and their customers. This
18、type of relationship between the company and customers is often static, say, one-sided “please“. And, through this “please“ to obtain loyalty to their product in existing customers. Companies which focus on the match of customer value and competitiveness tend to provide values to target customers be
19、yond the value of the competitors based on the value of positioning themselves. And customers are more willing to maintain interaction with companies in order to obtain their largest perceived value. As a result, strive for customer satisfaction, customer loyalty is only the tactical issues in marke
20、ting, the creation of customer value is the strategic issues to obtain lasting competitive advantage. It should be noted that the customer value is not deny the customer satisfaction and customer loyalty, but to expand and develop customer satisfaction and customer loyalty in the new situation of ma
21、rket competition. It provides a new concept and method for companies to make its strategic choice and enhance their competitiveness. It is a new source for companies to obtain competitive advantages. Different customers buy different values. Enterprise, due to its own limited resources and capacity,
22、 cannot do all the things for all customers. With the value standards and expectations of customers increased, companies can stay ahead only through advance action. The special customer value needs the best mode of operation to achieve. Therefore, a successful business is always based on its selecti
23、on of the target customers for value positioning. Customers can be roughly divided into three types, but for different customers have different types of customer value positioning model: (1) Customers are interest in the up-to-date, modern products. The products of their choices reflect the fashio n
24、 tastes they pursue and the desire of special technology. Enterprises which meet the needs of these customers orient the value on Product Leadership, such as Microsoft, HP, Intel, Sony, and so on. (2) Customers prefer to cost-effective products and services, and have special requests for the conveni
25、ent purchase and high quality service. The enterprises which aim at this target group of customers orient the value on Operational (3) Customers hope to get exactly what they need, even if it was required to pay a higher price or to wait a little longer. Companies to provide products or services for
26、 these customers committed to improving Customer Intimacy, such as Honda, British Airways, and so on. They 4 meet the special needs of customers, while customers take loyalty to the company products and services in return. The core competencies of enterprises cannot create a profit directly, only to
27、 change it to meet the customers needs of products and services while in the true sense. The orientation of customer value strategy needs to match with the competitiveness of enterprises. Enterprises need to engage in each of the value creation in the value chain to make the final products and servi
28、ces available to customers, the performance of activities constitute the basic elements of competitive advantage, while the focus of activities in different value orientation companies will be different: the leader of the products focus on innovation-oriented activities, Operational Excellence-orien
29、ted companies focus on reducing costs in the process of supply chain and internal operations, and the pursuit of Customer Intimacy companys focus is to meet customer service and delivery. However, the focus of an event does not mean the neglect of other activities. In other activities, they should a
30、t least meet the standard of their industry. Enterprises which value positioning on operational excellence are to provide customers with cost-effective products and high-quality services. Their competitive platform must include an effective management of supply chain, efficient inventory and logisti
31、cs management. In order to obtain the profit based on low price, enterprises must first obtain cost advantages. The cost is arising from the activities in the value chain, and the activities which impact the cost are linked to each other. Factors that driving the cost are structural determinant of t
32、he cost of certain activity, it varies to the degree of control. Factors driving the cost determine the cost of certain activities, reflecting any contact or relationship which impacts the cost of acts. Enterprises set up its status of relative costs by cumulating each of the cost benefit in the maj
33、or spreading activities. The formation of the cost advantage is due to more efficiently engage in specific activities over competitors. In the real operating practice, many companies control the cost has not only limited to each segment of specific manufacturing process, but more in the link between
34、 each activity in the value chain. (1) Make a wide range of survey prior to the design of new products for customers, to ensure the function of products simple but practical, so as to avoid an increase in cost but customers do not need the advanced functions. (2) To maintain the operations simplifie
35、d. Most of the Operational Excellence enterprises are the typical to resist diversification. For example, Dell in the United 5 States avoids the broad diversification of products, but focuses on the services and logistics of small variety of goods, which can control the cost and afford the customer
36、a lower price. (3) Through the development of external relations, especially the relationship between the supplier to cut costs. For example, Chrysler was only to put pressure on suppliers before, require them to lower prices. Later, the companys management has changed the practice. They invite supp
37、liers to put forward proposal of improving on cost, which focused on cost rather than price. As a result, they create win-win cooperation between the two companies and establish Supplier Cost Reduction Effort (SCORE), and the company links the suppliers recommendations and the result with their rewa
38、rds. The use of SCORE method is a great success, either in cost-cutting or trust and confidence building between Chrysler and suppliers. From a theoretical point of view, the definition of customer value is not unified in the academic community. We need to do further research. In addition, we need t
39、o do research on the relationship between customer value and related concept, such as relations between customer value and customer satisfaction, customer loyalty and customer maintenance, etc. In addition, with the development of the Internet, online shopping has become a daily shopping approach. I
40、n this particular background of shopping, the difference between customer spending behavior, customer value and the traditional shopping also need to do further research in the academic community. At the same time, with the formation of global economic integration, it is also needed to do further re
41、search on whether it has impacted on perceiving customer value of different cultural background. 译文 顾客价值战略在公司的竞争力 资料来源 : www.ccsenel.org/journal.html 作者： Maohua Li 近几年，随着全球经济的不断深入发展，市场竞争已成为各公司之间斗争的焦点。公司的生存和发展不仅仅依靠他们自己的资源，而更多的是以顾客为导向。对于全世界的公司来说，他 们的任务不仅仅是采取各种措施来处理市场危机，而要跟上时代的脚步并制定出合适的公司战略和战术上的调整来处理所有
42、那些不断上升的激烈的竞争。随着以顾客为导向思想在市场上的不断深入发6 展，顾客价值已被作为企业一种新的竞争优势的资源。因此，顾客价值战略已经成为了企业战略发展的重要组成部分。 自 20 世纪 70 年代，学者和企业管理者不断探索的适应了市场变化的新方法，从以产品为中心的客户满意度和忠诚度对产品质量的关注“客户为本”直到 20 世纪 90 年代，提出了顾客价值的观念，营销观念达到了一个全新的水平。 价值的概念似乎是最近最流 行的趋势之一。近年来，顾客价值作为一家公司竞争策略的一个基本要素，在战略研究者和实践者中已成为了一个主要关注的焦点。（ Ravald,Grnroos,1996）客户价值和客户
43、利益是关键的概念，市场营销以及运营管理中的航空公司管理的重点似乎对传统的成本管理和质量管理客户价值的观念在于客运航空运输，变得清晰，出现了不断变化的重点并不一定总是根据顾客的需要驱动，但更受技术和市场的影响。了解为给定的买家提供什么价值，为他们创造价值，然后随着时间的推移，它的管理一直作为每一个市场导向的企业的核心业务战略的基本要素确认（ Drucker,1985;Poter,1998; Desarbo,Jedidi and,Sinha,2001）。公司正在寻找新的，更好的市场办法来创造价值和差异化的市场产品，来吸引留住顾客， 创造利润 (Bendapudi,Leone 2003)。 许多公司
44、已对顾客价值产生了兴趣，在学术文献中，价值已经以各种不同的方式被定义。在大多数地方，顾客价值已被定义为一种（顾客感知的）质量和（顾客感知的 ） 价格之间的权衡。感知品质反过来又被定义为购买者“判断一个产品的整体表现优秀或优势” (Zeithaml, 1988),感知价格被定义为顾客对产品客观价格的主观感受 (Jacoby and Olson, 1977)。 随着技术的快速发展，新产品也不断涌现。同时，顾客对产品和服务的期望也高。公司必须自我保证产品的设计、制造和发送，并且以比竞争者高的价值提供给顾客，这样公司才能在激烈的竞争中获得持续发展的竞争优势。从公司战略的角度，研究顾客价值战略和将竞争优
45、成长优势结合起来的竞争有助于公司作出战略决策。在今天不断增长的竞争的全球市场上，建立顾客忠诚度和利润顾客是任何公司成功的一个至关重要的组成部分。 与传统的市场概念相比，顾客价 值的创新之处是产品和服务的价值是站在顾客的角度。这价值不是由公司决定的，而是由顾客的期望所决定的。在这个意义上，顾客价值就是顾客的感知价值。它是感知利得和感知损失的余额。美国教授特里西和威尔斯玛把顾客价值定义为：顾客得到的收益减去它产品和服务上的成本。从某种意义上说，就是价值中得到的收益。这价值是指产品或服务来增加顾客的经历或绩效。这成本包括花在购买产品和维修上的费用和其他的一些费用，劳动力和他们时间和精力上的损失等等。
46、这种可见的和不可见的成本抵消了价值。在每一个顾客满意度的舞台上，顾客忠诚度对顾客的价值，7 公司已经把注意力重点放在不同的方面。产品品质、服务质量、价格、品牌、顾客与公司的关系构成了顾客价值的一个资源。 对注重顾客满意度的公司应关注如何满足那些买他们产品和服务的顾客，而不是关注竞争对手和他们的客户。公司与客户之间的关系往往是静态的类型，比如，片面的“请”，而且通过这种“请”来获取顾客对他们产品的忠诚度。将顾客价值和竞争力相匹配的公司往往提供给目标顾客的价值在基于自身价值定位的基础上超过了竞争者的价值，而顾客更愿意与企业保持相互合作，以获取他们的最大感知价值。因此，努力让顾客满意，顾客忠诚只是营
47、销战 术问题，顾客价值的创造是企业保持持久的竞争优势是战略问题。应该指出的是，顾客价值不是否认顾客满意度和顾客忠诚度，而是在市场竞争的新形势下扩大和发展顾客满意度和顾客忠诚度。它为企业做出战略选择和提高他们的竞争力提供了一个新的概念和方法。这是一个为企业获取竞争优势的新来源。 不同顾客买不同的价值。企业由于自身的资源和能力有限，无法做到对所有顾客的所有东西，随着价值标准和顾客的期望值增加，公司可以保持领先只有通过提前行动。特殊的顾客价值需要最佳的运作模式。一个成功的企业总是根据它的目标顾客选择来价值定位。 客户大 致可以分为三种类型，但对于不同的客户有不同的客户价值定位模型。（ 1）顾客对时尚
48、的、现代的产品感兴趣，他们选择的产品反映了他们追求时尚的品味和特殊技术的渴望。企业在产品的领先地位上定位满足这些顾客的 价值，像微软、惠普、英特尔，索尼等。（ 2）客户喜欢物廉价美的成品和优质的服务，对方便购买和优质的服务有特殊的需求。在企业在这个目标客户群的目标定位方面的业务价值。（ 3）客户希望得到的确实是他们需要的，即使他们需要付出更高的价格或等更长的一段时间。企业为顾客提供产品和服务致力于提高客户亲密度，像本田、英国航空公司等 。他们满足客户的特殊需求，同时客户忠诚于他们的产品和服务作为回报。 企业的核心竞争力不能直接创造利润，只能改变为真正意义上满足顾客对产品和服务的要求。顾客价值的
49、战略定位需要配合企业的竞争力。企业需要从事价值链中创造价值，将每个最终产品和服务提供给客户，活动的绩效构成竞争优势的基本要素，而不同价值取向的公司活动的重点不同：对创新性活动的重点是产品领先，卓越经营型公司的重点放在减少供应链和内部操作流程的成本，以及追求顾客亲密度的公司重点是满足顾客产品服务和支付。然而以这事为重点并不意味着忽视其他活动，其他活动， 他们至少应该满足他们行业的标准。 价值定位于卓越运营的企业要提供给顾客价廉物美产品和优质服务。他们的平台必须包括有效的供应链管理、存货管理和物流管理。为了获得基于低价8 的利益，企业必须首先获得成本优势，成本产生于价值链的各种活动中，影响成本的活动都是相互联系的。操纵成本的因素是有某些成本活动的结构所决定的。成本驱动因素决定了某些活动的费用，反映影响其行为的成本任何联系或关系。 企业在主要的传播活动通过积累成本效益来成立它的相对成本低位。这样形成的成本优势比从事特定的活动来超过其竞争者更有效。在真正的运营操作过程中，很多企业控制成本不仅仅限制于生产制造过程中特定的某一段，而更多的是将价值链中的各种活动联系起来。 （ 1）制作新产品前，为客户设计一系列的调查，以确保产品的简单而使用的
