市場(chǎng)營銷 外文翻譯 外文文獻(xiàn) 英文文獻(xiàn) 顧客滿意策略與顧客滿意

------------------------------------------------------------------------市場(chǎng)營銷外文翻譯外文文獻(xiàn)英文文獻(xiàn)顧客滿意策略與顧客滿意外文翻譯：顧客滿意策略與顧客滿意營銷原文來源：《MarketingCustomerSatisfaction》譯文正文：自20世紀(jì)八十年代末以來,顧客滿意戰(zhàn)略已日益成為各國企業(yè)占有更多的顧客份額,獲得競(jìng)爭優(yōu)勢(shì)的整體經(jīng)營手段。一、顧客滿意策略是現(xiàn)代企業(yè)獲得顧客“貨幣選票”的法寶隨著時(shí)代的變遷,社會(huì)物質(zhì)財(cái)富的極大充裕,顧客中的主體———消費(fèi)者的需求也先后跨越了物質(zhì)缺乏的時(shí)代、追求數(shù)量的時(shí)代、追求品質(zhì)的時(shí)代,到了20世紀(jì)八十年代末進(jìn)入了情感消費(fèi)時(shí)代。在我國,隨著經(jīng)濟(jì)的高速發(fā)展,我們也已迅速跨越了物質(zhì)缺乏時(shí)代、追求數(shù)量的時(shí)代乃至追求品質(zhì)的時(shí)代,到今天也逐步邁進(jìn)情感消費(fèi)時(shí)代。在情感消費(fèi)時(shí)代,各企業(yè)的同類產(chǎn)品早已達(dá)到同時(shí)、同質(zhì)、同能、同價(jià),消費(fèi)者追求的已不再是質(zhì)量、功能和價(jià)格,而是舒適、便利、安全、安心、速度、躍動(dòng)、環(huán)保、清潔、愉快、有趣等,消費(fèi)者日益關(guān)注的是產(chǎn)品能否為自己的生活帶來活力、充實(shí)、舒適、美感和精神文化品位,以及超越消費(fèi)者期望值的售前、售中、售后服務(wù)和咨詢。也就是說,今天人們所追求的是具有“心的滿足感和充實(shí)感”的商品,是高附加值的商品和服務(wù),追求價(jià)值觀和意識(shí)多元化、個(gè)性化和無形的滿足感的時(shí)代已經(jīng)來臨。與消費(fèi)者價(jià)值追求變化相適應(yīng)的企業(yè)間的競(jìng)爭,也由產(chǎn)品競(jìng)爭、價(jià)格競(jìng)爭、技術(shù)競(jìng)爭、廣告競(jìng)爭、品牌競(jìng)爭發(fā)展到現(xiàn)今的形象競(jìng)爭、信譽(yù)競(jìng)爭、文化競(jìng)爭和服務(wù)競(jìng)爭,即顧客滿意競(jìng)爭。這種競(jìng)爭是企業(yè)在廣角度、寬領(lǐng)域的時(shí)空范圍內(nèi)展開的高層次、體現(xiàn)綜合實(shí)力的競(jìng)爭。它包括組織創(chuàng)新力、技術(shù)創(chuàng)新力、管理創(chuàng)新力、產(chǎn)業(yè)預(yù)見力、產(chǎn)品研發(fā)力、員工向心力、服務(wù)顧客力、顧客親和力、同行認(rèn)同力、社會(huì)貢獻(xiàn)力、公關(guān)傳播溝通力、企業(yè)文化推動(dòng)力、環(huán)境適應(yīng)力等等。這些綜合形象力和如何合成綜合持久的競(jìng)爭力,這就是CS策略所要解決的問題。CS時(shí)代,企業(yè)不再以“自己為中心”,而是以“顧客為中心”；“顧客為尊”、“顧客滿意”不再是流于形式的口號(hào),而是以實(shí)實(shí)在在的行動(dòng)為基礎(chǔ)的企業(yè)經(jīng)營的一門新哲學(xué)。企業(yè)不再以質(zhì)量達(dá)標(biāo),自己滿意為經(jīng)營理念,而是以顧客滿意,贏得顧客高忠誠度為經(jīng)營理念。企業(yè)經(jīng)營策略的焦點(diǎn)不再以爭取或保持市場(chǎng)占有率為主,而是以爭取顧客滿意為經(jīng)營理念。因此,營銷策略的重心不再放在競(jìng)爭對(duì)手身上而是放在顧客身上,放在顧客現(xiàn)實(shí)的、潛在的需求上。當(dāng)企業(yè)提供的產(chǎn)品和服務(wù)達(dá)到了顧客事先的期望值,顧客就基本滿意；如果遠(yuǎn)遠(yuǎn)超越顧客的期望值,且遠(yuǎn)遠(yuǎn)高于其他同行,顧客才真正滿意；如果企業(yè)能不斷地或長久地令顧客滿意,顧客就會(huì)忠誠。忠誠的顧客不僅會(huì)經(jīng)常性地重復(fù)購買,還會(huì)購買企業(yè)其它相關(guān)的產(chǎn)品或服務(wù)；忠誠的顧客不僅會(huì)積極向別人推薦他所買的產(chǎn)品,而且對(duì)企業(yè)競(jìng)爭者的促銷活動(dòng)具有免疫能力一個(gè)不滿意的顧客會(huì)將不滿意告訴16-20個(gè)人,而每一個(gè)被告知者會(huì)再傳播給12-15個(gè)人。這樣,一個(gè)不滿意者會(huì)影響到二、三百人。在互聯(lián)網(wǎng)普及的今天,其影響則更大。據(jù)美國汽車業(yè)的調(diào)查,一個(gè)滿意者會(huì)引發(fā)8筆潛在的生意,其中至少有一筆會(huì)成交。而另一項(xiàng)調(diào)查表明,企業(yè)每增加5%的忠誠顧客,利潤就會(huì)增長25%-95%。一個(gè)企業(yè)的80%的利潤來自20%的忠誠顧客；而獲取一個(gè)新顧客的成本是維持一個(gè)老顧客成本的6倍。所以,美國著名學(xué)者唐·佩珀斯指出:決定一個(gè)企業(yè)成功與否的關(guān)鍵不是市場(chǎng)份額,而是在于顧客份額。于是,企業(yè)紛紛通過廣泛細(xì)致的市場(chǎng)調(diào)研、與消費(fèi)者直接接觸、顧客信息反饋等方式來了解顧客在各方面的現(xiàn)實(shí)需求和潛在需求。依靠對(duì)企業(yè)滿意忠誠的銷售、服務(wù)人員,定期、定量地對(duì)顧客滿意度進(jìn)行綜合測(cè)定,以便準(zhǔn)確地把握企業(yè)經(jīng)營中與“顧客滿意”目標(biāo)的差距及其重點(diǎn)領(lǐng)域,從而進(jìn)一步改善企業(yè)的經(jīng)營活動(dòng)。依靠高親和力的企業(yè)文化、高效率的人文管理和全員共同努力,不斷地向顧客提供高附加值的產(chǎn)品,高水準(zhǔn)的親情般的服務(wù),以贏得顧客不斷變化和提升的滿意度,贏得更多的顧客份額。如海爾始終把顧客需求放在第一位,站在顧客的角度考慮產(chǎn)品開發(fā)、設(shè)計(jì),提供個(gè)性化、人性化實(shí)用產(chǎn)品,從拉幕式彩電到最新推出的“換臺(tái)不晃眼彩電”,從小小神童洗衣機(jī)到手搓式洗衣機(jī),從小王子冰箱到“智慧眼”變頻空調(diào),從17個(gè)小時(shí)制出“邁克冷柜”到售后一條龍星級(jí)服務(wù),無一不是為滿足顧客需求而提供的令其滿意的超值產(chǎn)品和服務(wù)。又如微軟的每一種產(chǎn)品都集中了世界上最優(yōu)秀的開發(fā)人員,推出比顧客想要的還要好的產(chǎn)品,同時(shí)形成全球化銷售的規(guī)模經(jīng)濟(jì),把價(jià)格降到最低。而這正是微軟20年來成功的秘決。綜上所述,情感消費(fèi)時(shí)代,決定生產(chǎn)經(jīng)營何種產(chǎn)品和提供什么樣服務(wù)的權(quán)力已不再屬于企業(yè),而是屬于消費(fèi)者,衡量企業(yè)效率以及存在價(jià)值的決定權(quán)轉(zhuǎn)移到了顧客手中,企業(yè)應(yīng)盡量迎合顧客,超值滿足顧客,以盡可能地從顧客那里獲得“貨幣選票”。而CS策略正是獲取這種選票的制勝法寶。二、顧客滿意營銷策略的主要步驟第一,在企業(yè)文化層面上確立以顧客為中心,顧客利益至上,以顧客滿意為目標(biāo)的經(jīng)營理念。CS理論中的顧客指的是內(nèi)部員工和外部顧客(包括經(jīng)銷商、批發(fā)商、代理商、最終消費(fèi)者和原材料供應(yīng)商、合作者等),顧客滿意包括員工和外部顧客的滿意,顧客忠誠亦然。企業(yè)成功的機(jī)制在于顧客滿意與忠誠,員工是顧客滿意和忠誠的關(guān)鍵人員。員工對(duì)企業(yè)的滿意度和忠誠度是顧客對(duì)企業(yè)產(chǎn)品和服務(wù)滿意度和忠誠度的基礎(chǔ),顧客滿意度和忠誠度是員工行為的必然結(jié)果。沒有員工的滿意與忠誠,就不可能創(chuàng)造出令顧客滿意的產(chǎn)品和提供超值服務(wù),顧客自然就不滿意不忠誠,離企業(yè)而去。當(dāng)員工滿意與忠誠時(shí)就會(huì)在與顧客接觸中以極大的熱情投入自己的智力資本,創(chuàng)造性地為顧客服務(wù),并能及時(shí)發(fā)現(xiàn)顧客需求動(dòng)向,及時(shí)提升產(chǎn)品和服務(wù)的附加值,緊緊抓住顧客的心,令其滿意。聯(lián)邦快遞發(fā)現(xiàn),當(dāng)內(nèi)部員工滿意率提高到85%時(shí),他們的顧客滿意率高達(dá)95%,且企業(yè)的利潤也就十分樂觀。在這里員工的態(tài)度決定著一切。因此,企業(yè)必須將顧客滿意的經(jīng)營理念滲透于員工的頭腦中,體現(xiàn)在管理中,對(duì)員工忠誠,以他們研發(fā)產(chǎn)品、制造產(chǎn)品、提供營銷服務(wù)令顧客滿意。如九頭鳥”,員工得到的教育是一切以顧客為中心是企業(yè)經(jīng)營的最高原則。顧客是恩人,是朋友,是老師,是顧客給了我們工作的機(jī)會(huì),工作的價(jià)值,工作的樂趣和工作的意義。我們應(yīng)該發(fā)自內(nèi)心地真誠地感謝顧客,顧客的滿意就是我們的工作目標(biāo),為顧客創(chuàng)造最有價(jià)值的產(chǎn)品和服務(wù)是我們的最高目標(biāo)。在此原則指導(dǎo)下,寧愿讓自己吃虧不能讓顧客吃虧已成為“九頭鳥”員工的行為準(zhǔn)則。讓顧客感到在“九頭鳥”消費(fèi)是一種享受,是一種物超所值的享受。顧客在付出成本后,對(duì)自己的消費(fèi)有一個(gè)期望值,而消費(fèi)者最后得到的消費(fèi)在其心中也會(huì)有一個(gè)評(píng)價(jià)的標(biāo)準(zhǔn)來衡量,如果物超所值,他以后就會(huì)再來,如物有所值,他以后可能會(huì)再來；否則,消費(fèi)者將不會(huì)再來。所以,“九頭鳥”的目的就是為消費(fèi)者提供物超所值的產(chǎn)品和服務(wù)。有如此經(jīng)營理念及其指導(dǎo)下的令顧客滿意營銷,“九頭鳥”紅火于京城就不難理解了。第二,讓顧客參與產(chǎn)品設(shè)計(jì)與研發(fā)。企業(yè)以顧客為中心,經(jīng)過市場(chǎng)細(xì)分,廣泛的調(diào)研了解目標(biāo)公眾的需求和價(jià)值,站在顧客的角度考慮產(chǎn)品開發(fā)、設(shè)計(jì),提供個(gè)性化、人性化的高附加值的產(chǎn)品和服務(wù),是正確的,但必須讓用戶一起參與產(chǎn)品設(shè)計(jì)。利用互聯(lián)網(wǎng)和CAD技術(shù)與顧客建立有效的溝通和信息交流,及時(shí)掌握顧客的各種需求信息和顧客價(jià)值,鼓勵(lì)各種信息來源渠道對(duì)顧客信息庫進(jìn)行及時(shí)的更新。經(jīng)過分析、總結(jié),了解顧客的本質(zhì)需求,并使顧客本質(zhì)需求信息成為企業(yè)各個(gè)部門的共享資源。以此設(shè)計(jì)產(chǎn)品,提供令顧客滿意的服務(wù)。現(xiàn)在,許多公司采用一種名為:“產(chǎn)品配置器”的系統(tǒng)來幫助用戶一起參與產(chǎn)品設(shè)計(jì)。即在計(jì)算機(jī)里存放了所有產(chǎn)品模塊的最新信息,并隨時(shí)更換,營銷人員在銷售現(xiàn)場(chǎng)通過因特網(wǎng),根據(jù)用戶需要或與用戶一起配置出其所需要的能滿足其價(jià)值的產(chǎn)品。上海通用公司生產(chǎn)的汽車令經(jīng)營商和用戶非常滿意,就是因?yàn)樽層脩粢黄饏⑴c了產(chǎn)品的設(shè)計(jì)。而海爾無論是為四川農(nóng)民生產(chǎn)的能洗地瓜的洗衣機(jī),為上海用戶生產(chǎn)的“小王子冰箱”,還是換臺(tái)不晃眼的彩電,海爾的“智慧眼”變頻空調(diào),星級(jí)一條龍售后服務(wù)等,都是依據(jù)用戶的需要,吸收了顧客參與產(chǎn)品設(shè)計(jì)的建議,而設(shè)計(jì)開發(fā)的令顧客滿意的富有人性化的超值商品和服務(wù),自然就贏得了更多顧客的芳心。第三,提供令顧客滿意的全程服務(wù)和個(gè)性服務(wù)。全程服務(wù)是針對(duì)顧客的購物與消費(fèi)每一環(huán)節(jié)所進(jìn)行的細(xì)致而又深入的服務(wù),心的服務(wù)。全程服務(wù)就是消費(fèi)者從產(chǎn)生消費(fèi)欲望那一刻起到商品使用價(jià)值耗盡為止的整個(gè)過程,對(duì)消費(fèi)者的細(xì)心呵護(hù),使消費(fèi)者與自己的品牌緊密相連,讓消費(fèi)者享受文化、享受服務(wù)、感受理念、感到受益,心甘情愿地消費(fèi)你的產(chǎn)品或服務(wù),令消費(fèi)者在每一個(gè)層面都感到完全滿意,并能贏得客戶的忠誠。銷售階段———保證顧客得到必須及時(shí)優(yōu)質(zhì)的服務(wù),售前咨詢培訓(xùn)參與,傳遞知識(shí)信息,創(chuàng)造購物需求,令顧客理性選擇,幫助顧客購買自己實(shí)用稱心的商品；售中支持提供方便,最大限度地發(fā)揮商品功能,讓顧客體味到溫情和價(jià)值；售后增值反饋回訪服務(wù),使顧客感受到溫馨和真情。如一老太太買的海爾空調(diào),回家途中被黑心司機(jī)拉跑了,海爾得知后,立即免費(fèi)給老太太送去一臺(tái)海爾新空調(diào),并決定以后送貨到位。內(nèi)蒙一用戶因家中失火,將剛買的海爾冰箱燒壞,海爾接電后從計(jì)算機(jī)服務(wù)網(wǎng)絡(luò)中查到該用戶詳細(xì)住址,派專人專車用4天時(shí)間趕到為其修好冰箱。這種超值服務(wù)必然贏得顧客超期望值的滿意。在如今情感消費(fèi)時(shí)代,人們追求“心的滿足感和充實(shí)感”的商品,是高附加值極富個(gè)性化價(jià)值的商品,追求價(jià)值觀和意識(shí)多元化、個(gè)性化和無形的滿足感。因此,企業(yè)不再將注意力投入于全體消費(fèi)者的一般需求差異上,應(yīng)針對(duì)追求各異的個(gè)性消費(fèi)者,量體裁衣,設(shè)計(jì)并開發(fā)企業(yè)的產(chǎn)品及服務(wù)項(xiàng)目,以適應(yīng)當(dāng)今個(gè)性化和多樣化的消費(fèi)趨勢(shì)。面對(duì)越來越復(fù)雜的消費(fèi)傾向,企業(yè)要駕馭顧客需求,進(jìn)行個(gè)性化營銷,關(guān)鍵在于建立顧客資料庫與顧客信息反饋系統(tǒng),進(jìn)行客戶關(guān)系管理,不斷收集了解消費(fèi)者的要求和偏好的變化,以及對(duì)企業(yè)新的期望,以便更好地為顧客提供個(gè)性化服務(wù)。第四,培育顧客忠誠。在餐飲業(yè),滿意顧客中品牌轉(zhuǎn)換者的比例竟高達(dá)60%到80%。這說明滿意的顧客并不一定能成為忠誠顧客。而一個(gè)企業(yè)80%的利潤來自20%的忠誠顧客,營銷顧客集AracatureCorp.的總裁LarryLight在AdvertisingAge雜志上說,從忠誠顧客身上得到的收益是非忠誠顧客的9倍。沃爾瑪之所以能夠持續(xù)增長成為500強(qiáng)的老大,根本原因在于它吸引客戶忠誠的經(jīng)營能力。顧客忠誠是來自顧客感受到的、通過雙向溝通所傳遞的價(jià)值和相互關(guān)系,是通過企業(yè)不懈地提供超值產(chǎn)品或服務(wù)而取得的。要使顧客忠誠,企業(yè)最高管理層必須有長期不懈的決心和資金支持,對(duì)企業(yè)的忠誠顧客進(jìn)行界定,了解顧客的需求是怎樣形成的,他們離去的原因是什么,買了誰的產(chǎn)品,為什么?認(rèn)識(shí)并創(chuàng)建顧客忠誠的激勵(lì)因素。培育忠誠顧客的營銷方法有兩種:一是要妥善解決顧客的抱怨。只要妥善地處理顧客報(bào)怨,82%的顧客會(huì)再度購買商品。妥善處理顧客報(bào)怨,要求企業(yè)確立一套良好的人性化的“報(bào)怨管理”制度。第一,樹立“顧客的報(bào)怨,是給企業(yè)最好的禮物,對(duì)改善企業(yè)的經(jīng)營管理有好處”的觀念；第二,企業(yè)必須確立有效的報(bào)怨處理政策和制度,并訓(xùn)練員工,正確對(duì)待顧客報(bào)怨,站在顧客的角度處理顧客報(bào)怨的問題；第三,處理顧客的部門要輪換,以便各業(yè)務(wù)單位都能及時(shí)了解顧客的滿意度,并獲得處理顧客報(bào)怨的經(jīng)驗(yàn)；第四,建立所有顧客報(bào)怨資料庫,以便及時(shí)處理并防止公關(guān)危機(jī)的發(fā)生。二是建立忠誠顧客數(shù)據(jù)庫。只有通過數(shù)據(jù)庫進(jìn)行跟蹤調(diào)查分析,才能確切知道企業(yè)擁有的顧客份額會(huì)增加多少,達(dá)到某一份額需要多久。忠誠顧客數(shù)據(jù)庫的核心是關(guān)聯(lián)數(shù)據(jù)庫,它由一系列記錄營銷項(xiàng)目不同側(cè)面的子庫組成。忠誠顧客數(shù)據(jù)庫,可以為員工及時(shí)提供超值服務(wù)所需的資料；為收集所有與顧客有關(guān)的細(xì)節(jié)資料創(chuàng)造條件；強(qiáng)化同顧客的快捷聯(lián)系；為開發(fā)新產(chǎn)品和提供新的服務(wù)創(chuàng)造條件；與顧客進(jìn)行長期互動(dòng)的雙向溝通,以便為其提供潛在需求的、似曾想到又非想到的滿足其期望價(jià)值的產(chǎn)品或服務(wù)。MarketingCustomerSatisfactionSincethe20thcentury,sincethelateeighties,thecustomersatisfactionstrategyisincreasinglybecomingbusinesshasmorecustomerssharetheoverallbusinesscompetitiveadvantagemeans.First,customersatisfactionstrategyistogetamodernenterprisecustomers,"moneyvotes"magicweaponWiththechangingtimes,thegreatabundanceofmaterialwealthofsociety,customersinthemain---consumerdemandacrossthematerialhasalackoftime,thenumberoftimesthepursuit,thepursuitofqualitytimetotheeightiesofthe20thcenturyenteredtheeraoftheendconsumersentiment.InChina,withrapideconomicdevelopment,wehaverapidlybeyondthephysicalabsenceofthetimes,thepursuitofthenumberoftimesandeventhepursuitofqualityandageofemotionstodaygraduallyintotheconsumerera.Spendingtimeintheemotion,thecompany'ssimilarproductshavealreadyreachedthesametime,homogeneous,withtheenergy,thesameprice,consumersarenolongerpursuethequality,functionalityandprice,butthecomfort,convenience,safety,comfort,speed,jumpaction,environmentalprotection,clean,happy,fun,etc.,consumersareincreasinglyconcernedabouttheproductwhetherfortheirownlifeenergy,enrich,comfort,beautyandspiritualquality,andexceedconsumerexpectationsinthepre-sale,sale,after-salesserviceandadvice.Inotherwords,peopletodayarelookingforisa"psychologicalsatisfactionandasenseoffulfillment,"thecommodity,highvalueaddedgoodsandservices,thepursuitofvaluesandsenseofdiversity,individuality,andtheintangiblesatisfactionofthetimehascome.Andconsumersadapttochangesinthevalueofthepursuitofcompetitionbetweenenterprises,butalsofromproductcompetition,pricecompetition,technologicalcompetition,advertisingcompetition,brandimagedevelopmentofcompetitiontothecurrentcompetition,creditcompetition,culturalcompetitionandservicecompetition,competitionthatcustomersatisfaction.Thiscompetitionistheenterprisewideangle,wide-fieldspace-timewithinthecontextofhigh-level,reflecttheoverallstrengthofthecompetition.Itincludesorganizationalinnovation,technologicalinnovation,managementinnovation,industryforesight,R&Dforce,employeeengagement,customerserviceability,customeraffinity,peerrecognitionability,communitycontributionstoforce,publicrelationsanddisseminationofcommunicationskills,corporateculturedrive,environmentaladaptation,andsoforth.Theseintegratedimageoftheforceandthesynthesisofintegratedsustainablecompetitiveness,whichisCSstrategytosolvetheproblem.CStimes,companiesnolonger"ownthecenter,"butto"customer-centric";"customer","customersatisfaction"isnolongeramereformalityoftheslogan,butrealactiontobasisofanewbusinessphilosophyof.Enterprisesnolongerqualitystandards,theirsatisfactionwiththemanagementidea,butincustomersatisfaction,gaincustomerloyaltyforthebusinessphilosophyofhigh.Thefocusisnolongerbusinessstrategytogainormaintainmarketshare,mainly,butasforcustomersatisfactionforthebusinessphilosophy.Therefore,themarketingstrategyofcompetitorswhofocusnotonbutonclients,onthecustomersactualandpotentialneeds.Whenthecompanyprovidesproductsandservicestothecustomer'spriorexpectations,customerswillbebasicallysatisfied;iffarexceedcustomerexpectations,andfarhigherthanothercolleagues,customersreallysatisfied;ifcompaniescancontinuouslyorforalongtimethecustomerssatisfaction,customerloyaltywillbe.Loyalcustomerswillnotonlyregularlyrepeatpurchase,butalsootherrelatedbusinessestopurchaseproductsorservices;loyalcustomerswillnotonlyactivelyrecommendtootherstobuyhisproducts,andpromotionalactivitiesofcompetitorsontheenterprisehastheimmunityofadissatisfieddissatisfiedcustomerswilltell16-20individuals,andeachonewastoldwhowillthenspreadto12-15individuals.Thus,adissatisfiedpersonwillaffecttwoorthreehundredpeople.TodayinthepopularityoftheInternet,itsimpactisevengreater.AccordingtotheU.S.autoindustrysurvey,asatisfactionwillunleashthepotentialofbusiness8document,whichwillbeatleastatransaction.Anothersurveyshowedthateveryincreaseof5%ofenterprisecustomerloyalty,andprofitswillgrow25%-95%.80%ofacompany20%oftheprofitsfromloyalcustomers;whilethecostofobtaininganewcustomeristomaintaina6timesthecostofoldcustomers.Therefore,theAmericanscholarTangpeiposithat:thedecisionwhetherornotthekeytothesuccessofanenterpriseisnotmarketshare,butrathercustomershare.Asaresult,enterpriseshavebeenthroughanextensiveanddetailedmarketresearch,directcontactwithconsumers,customerfeedback,etc.tounderstandtherealityinallaspectsofcustomerneedsandpotentialneeds.Relyontheloyaltybusinesssalessatisfaction,servicepersonnel,regular,comprehensivequantitativedeterminationofcustomersatisfactioninordertoaccuratelygraspthebusinesswith"customersatisfaction"thegapbetweenobjectivesandpriorityareas,tofurtherimprovethebusinessactivities.Relyonthecorporatecultureofhighaffinity,highlyefficientmanagementandfullhumantomakejointeffortstoprovidecustomerswithhighvalue-addedproducts,highlevelsoffamily-likeservicetowincustomerschangingandupgradingsatisfaction,winmoresharemanycustomers.SuchasHaieralwaysputcustomerneedsfirst,standinthecustomerpointofviewofproductdevelopment,design,personalized,humanizedusefulproducts,fromthepull-screenTVstothelatestreleaseof"TaiwandoesnotblinkofaneyeforcolorTV",smallhandrubasmallchildprodigywashingmachinewashingmachines,smallrefrigeratorsPrinceto"wisdomeye"inverterairconditioner,thesystem17hoursfroma"Mikefreezer"toafter-sale-stopstarservicetomeetcustomerneedsandbothareprovidedtothesatisfactionThevalueofproductsandservices.AnotherexampleisMicrosoft'sproductsarefocusedoneachoftheworld'smosttalenteddeveloperstointroduceevenbetterthantheproductscustomerswant,whiletheformationofglobalsalesofeconomyofscale,thelowestprice.ThisisMicrosoft'ssecretofsuccessin20years.Insummary,emotionalconsumerera,decidedwhatkindofproductsandproductionmanagementservicestoprovidewhatthepowersarenotpartofabusiness,itisconsumers,measuringthevalueofenterpriseefficiencyandtheexistenceofthedecisionshiftstothehandsofcustomers,theenterpriseshouldcatertothecustomer,valuetosatisfycustomersinordertogetasmuchaspossiblefromthecustomer"moneyvotes."TheCSstrategyisthemagicweaponforwinningsuchavote.Second,customersatisfaction,themainstepsinmarketingstrategyFirst,toestablishthelevelofcorporateculturecustomer-centric,customerinterestsfirst,andcustomersatisfactionasthegoalofphilosophy.CStheoryinthecustomerreferstointernalstaffandexternalcustomers(includingdistributors,wholesalers,agents,thefinalconsumerandrawmaterialsuppliers,partners,etc.),customersatisfaction,includingstaffandexternalcustomersatisfaction,customerloyaltyisalsoHowever.Mechanismforbusinesssuccessiscustomersatisfactionwithloyalty,employeesatisfactionandcustomerloyaltyarekeypersonnel.Employeesofthecompany'ssatisfactionandloyaltyareproductsandservicesforenterprisecustomerssatisfactionandloyaltybasedoncustomersatisfactionandloyaltyaretheinevitableresultofemployeebehavior.Noemployeesatisfactionandloyalty,itisimpossibletocreatesatisfiedcustomerstoprovidevalueproductsandservices,thecustomernaturallydissatisfiedanddisloyal,awayfromtheenterprise.Whentheemployeesatisfactionandloyaltywithcustomerswhenthecontactwillbewithgreatenthusiasmintotheirintellectualcapital,creativecustomerservice,andtotimelydetectionoftrendsincustomerdemand,timelyproductandservicevalue-added,firmlygraspliveintheheartsofcustomers,tohissatisfaction.FedExfoundthatwheninternalstaffsatisfactionrateto85%,theircustomersatisfactionrateof95%,andalsoveryoptimisticaboutcorporateprofits.Heredeterminestheattitudeofallemployees.Therefore,companiesmustbecustomersatisfactionofbusinessphilosophypermeatesthemindsofstaff,reflectedinthemanagementofemployeeloyaltytotheirR&Dproducts,manufactureproducts,providemarketingservicestosatisfiedcustomers.Ifninebirds,"theeducationofallemployeesreceivecustomer-centricisthehighestbusinessprinciples.Customersarebenefactor,afriend,ateacher,acustomergaveustheopportunitytowork,thevalueofwork,funandworksignificanceofthework.Weshouldsincerelythankfromthehearttocustomerssatisfactionisouraim,tocreatethemostvalueforthecustomersofproductsandservicesisourhighestgoal.Undertheguidanceofthisprinciple,wouldratherloseyourselfcannotlosecustomershasbecomea"ninebird"codeofconductforemployees.sothatcustomersareinthe"9Firstbird"consumptionisapleasure,issuchagreatpleasure.Customerstopaycostsonanexpectedvaluetheirconsumption,andconsumersendupspendingatitsheartwillhaveastandardevaluationtomeasure,ifthevalueformoney,hewillcomebacklater,suchasvalueformoney,heprobablywillcomeagain;Otherwise,consumerswillnotcomeback.Therefore,"9Bird"istoprovideconsumersvalueformoneyproductsandservices.thereissuchabusinessphilosophyofcustomersatisfactionundertheguidanceofmarketing,"ninebird"fireinthecapitalisnotdifficulttounderstand.Second,customersparticipateinproductdesignanddevelopment.Customer-centriccompany,throughmarketsegmentation,targetawiderangeofresearchtounderstandthepublic'sneedsandvalues,standingcustomerpointofviewofproductdevelopment,design,personalized,personalizedvalue-addedproductsandservices,iscorrect,butmustallowuserstojoinproductdesign.UseoftheInternetandCADtechnologywithcustomerstoestablisheffectivecommunicationandinformationexchange,needstograspthecustomerinformationandcustomervalue,toencourageavarietyofinformationsourcesonthecustomerinformationdatabasefortimelyupdates.Afteranalysis,theconclusionaboutthenatureofcustomerneeds,andtotheenterprisecustomerdemandinformationnatureofvariousdepartmentstoshareresources.Thisdesignproducts,providecustomersatisfactionservices.Now,manycompaniesuseaservicecalled:"ProductConfigurator"systemtohelpuserswiththeparticipationofproductdesign.Thatisstoredinthecomputerwherethelatestinformationforallproductmodules,andreplacedatanytime,marketingpersonnelinthesalessiteontheInternet,accordingtouserneedsoruserconfigurationwithoutitneedstomeettheirvalueproducts.ShanghaiGMproducescarsthatoperatorsandusersareverysatisfied,becauseusersjointheproductdesign.HaierWhetheritisforfarmersinSichuanproductionofwashingmachinestowashsweetpotatoes,usersinShanghaiproductionof"TheLittlePrincefridge",orchangechannelswithoutdazzlingcolorTV,Haier's"wisdomeye"inverterairconditioner,star-stopafter-salesservice,etc.arebasedontheneedsofusers,customersparticipateinproductdesignincorporatestherecommendationsofthedesignanddevelopmentofcustomersatisfactionintherichhumanityofthevalueofgoodsandservices,naturally,wonmoreheartsandmindsofcustomers.Third,toprovideafullservicecustomersatisfactionandpersonalizedservice.Fullserviceisforcustomersshoppingandconsumptioncarriedoutbyeveryaspectoftheservicesdetailedanddeep,theheartoftheservice.Fullserviceistheconsumerdesireforconsumptionfromthemomentofproductionvalueofgoodsrunoutofplayuntilthewholeprocess,withcaretoconsumers,soconsumersarecloselylinkedwiththeirbrandssothatconsumersenjoytheculture,enjoytheserviceexperienceconceptwastobenefitconsumerswillinglyyourproductsorservices,consumersateverylevelarefullysatisfied,andtowincustomerloyalty.Salesstage---toensurethatcustomersreceivetimelyandqualityservicesto,participationintrainingpre-consultation,transferknowledgeandinformation,createshoppingneeds,socustomersrationalchoice,practicalhelpcustomersbuytheirownnicheproducts;salesupporttheprovisionofconvenienttomaximizeplayproductfeatures,customersappreciatethewarmthandvalue;feedbackre-salevalue-addedservices,allowingcustomerstofeelthewarmthandtruth.IfawomanboughtaHaierairconditioning,homerunpulledthedriveronhiswaytobeblackheart,andHaierwasinformedimmediatelyafterthewomanfreetosendanewHaierairconditioning,anddecidedafterthedeliveryplace.InnerMongolia,thehomeofauserduetofire,willburnjustboughttheHaierrefrigerators,Haieraccessservicesfromthecomputerafterpowerfoundintheuserdetailsofthenetworkaddress,sentbythecararrivedin4daystofixtheirrefrigerator.Thisvaluemustwinthecustomerservicesatisfactionoverexpectations.Intoday'seraofemotionalconsumption,thepursuitof"Heartofsatisfactionandasenseoffulfillment"ofgoods,ishighlypersonalizedvalue-addedvaluegoods,thepursuitofvaluesandawarenessofdiversity,individuality,andintangiblesatisfaction.Therefore,enterpriseswillnolongerputattentiontoallthegeneralneedsofdifferentconsumers,weshouldpursuedifferentpersonalityforconsumers,tailor,designanddevelopmentofenterpriseproductsandservicestomeettheindividualandthediversityoftoday'sconsumertrends.Propensitytoconsumethefaceofincreasinglycomplex,enterprisesmustmanagecustomerdemandforpersonalizedmarketing,thekeyliesinestablishingacustomerdatabaseandcustomerinformationfeedbacksystemforcustomerrelationshipmanagement,continuedtocollectunderstandingofconsumerneedsandpreferenceschange,andnewexpectationsofthebusinesstobetterprovidecustomerswithpersonalizedservice.

Fourth,fostercustomerloyalty.Intherestaurantindustry,customersatisfactioninthebrandswitching,theproportionisashighas60%to80%.Thisindicatesthatsatisfiedcustomersbecomeloyalcustomersdonotnecessarily.80%oftheprofitsofanenterprisefrom20%ofcustomerloyalty,marketing,customerAracatureCorp.'sPresident,LarryLightsaidinAdvertisingAgemagazine,fromtheloyalcustomerswhoreturnanon-loyalcustomersare9times.Wal-Marthasbeenabletocontinuetogrowas500Boss,simplybecauseitisthemanagementcapacitytoattractcustomerloyalty.Customerloyaltyisperceivedfromthecustomer,deliveredthroughthetwo-waycommunicationbetweenthevalueandt