1、1830 单词 ， 3100 汉字 出处： Li M. The Customer Value Strategy in the Competitiveness of CompaniesJ. International Journal of Business & Management, 2009, 4(2). 原文 The Customer Value Strategy in the Competitiveness of Companies Author: Maohua Li By the in-depth development of economic globalization in rece
2、nt years, market competition has become the focus of the fight against various companies. The survival 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 variet
3、y of measures to deal with market risk, but also to keep pace with the trend of the times and make appropriate 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 f
4、ield, customer value has been regarded as a new source of companies competitive advantage. Therefore, 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 t
5、o the changes in the marketing, from product-centered focus on product quality to customer-oriented” 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
6、and most popular trends. In recent years, customer value has become a major focus among strategy 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 man
7、agement the emphasis in airline management seems to lie on cost management and traditional quality 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 influ
8、ences. Understanding what buyers value within a given offering, creating value for them, and then managing it over time have long been recognized as essential elements of every market oriented firms core business strategy Drucker, 1985, Porter, 1998； Desarbo, Jedidi and Sinha, 2001. Companies are se
9、arching for new and better ways to create value and differentiate their market offerings to 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
10、, customer value has been defined as a tradeoff between customer-perceived quality and 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
11、 subjective perception of the objective price of the product Jacoby and Olson, 1977 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 d
12、eliver products, and to provide customers with value beyond the competitors, they 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 wit
13、h competitive advantages and growth advantages, will contribute to the strategic 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 traditio
14、nal concept of marketing, the innovation of customer value is that the company stands 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.
15、 It is the balance between perceived benefits obtaining and missing. American scholar 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 en
16、hance the customer experience or performance. The cost includes the spending on 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 c
17、ustomer value, companies have focused on different aspects. Product quality, service quality, price, brand image and 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 product
18、s and services, rather than concern the competitors and their customers. This 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 custo
19、mer value and competitiveness tend to provide values to target customers beyond 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 c
20、ustomer satisfaction, customer loyalty is only the tactical issues in marketing, 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 de
21、velop customer satisfaction and customer loyalty in the new situation of market 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 d
22、ifferent values. Enterprise, due to its own limited resources and capacity, 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
23、to achieve. Therefore, a successful business is always based on its selection 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-d
24、ate, modern products. The products of their choices reflect the fashion 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-effec
25、tive products and services, and have special requests for the convenient 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
26、wait a little longer. Companies to provide products or services for these customers committed to improving Customer Intimacy, such as Honda, British Airways, and so on. They meet the special needs of customers, while customers take loyalty to the company products and services in return The core comp
27、etencies of enterprises cannot create a profit directly, only to 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
28、creation in the value chain to make the final products and services 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
29、 on innovation-oriented activities, Operational Excellence-oriented 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
30、 neglect of other activities. In other activities, they should at 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 effec
31、tive management of supply chain, efficient inventory and logistics 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 othe
32、r. Factors that driving the cost are structural determinant of the 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
33、relative costs by cumulating each of the cost benefit in the major 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
34、 of specific manufacturing process, but more in the link between 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 th
35、e advanced functions. 2 To maintain the operations simplified. Most of the Operational Excellence enterprises are the typical to resist diversification. For example, Dell in the United States avoids the broad diversification of products, but focuses on the services and logistics of small variety of
36、goods, which can control the cost and afford the customer 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 compan
37、ys management has changed the practice. They invite suppliers 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 rewards. 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
