外文翻译---用新方法保持顾客忠诚

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1、毕业论文（设计） 外文翻译 一、 外文原文 标题 ： Let Go of Old Ideas to Hold on to Your Customers 出处： Moore, Terry. Let Go of Old Ideas to Hold on to Your Customers .American Banker, 2010(12), 175(189) One of the most important things any company can do to help ensure its survival is invest in practices that create consu

2、mer loyalty and good customer service is the foundation on which businesses can build satisfactory relationships with clients. Creating an environment that is friendly and welcoming for customers, provides the goods and services they need in a timely manner and operates in a way that is convenient f

3、or the customer is a model any business should use. Customer Loyalty and Customer Satisfaction Creating customer loyalty begins with companies that invest time and effort into making sure customers leave interactions feeling a sense of satisfaction, whether its because they received a good deal or w

4、ere able to resolve an issue. Satisfied customers are more likely to return to the business, spend more money there and encourage others to do business there as well. Whether its a retail business or a restaurant, any company should work toward creating consumer loyalty. Customer service is the most

5、 important part of building strong relationships with customers. Employees are the human face and voice of the company, and a bad experience can drive customers away. Investing in customer service training and education should be of primary importance to business owners and managers. There are many

6、ways to teach employees how to greet and help customers, as well as how to solve problems. Customer Service Education Employee Training Training employees in proper customer service can involve extended training sessions, especially for new employees. Customer service education helps to set up defin

7、ed expectations for employee behavior, including models of greeting and aiding customers, learning the chain of command among employees and creating a team of employees with a shared goal. Employee training should focus on generating a positive atmosphere and setting clear goals for employees. Addit

8、ionally, managers and supervisors should receive training in conflict management to help mitigate disputes between employees, as well as deal with customer problems. Managers and supervisors should also engage directly in ongoing customer service education by monitoring and rewarding positive intera

9、ctions with customers, problem-solving and hard work. Holding regular meetings to discuss problems and answer questions is a good time to publicly commend employees who are performing well. Have employees develop a mission statement or an employee motto that can be displayed behind a counter or in t

10、he break room. Develop a mission statement that focuses on building relationships, providing good service and creating a positive atmosphere for employees and customers alike. Creating an employee motto is a simple way to provide concrete reinforcement of the customer service training sessions and r

11、emind employees of the attitude required in creating a successful business. Building Customer Loyalty Customer Satisfaction Surveys Establishing customer loyalty is one of the most important parts of engaging in customer service training and education. Good employees will help to draw customers back

12、 to a business for its products and services, and ensuring that each experience is positive will help keep individuals using the business on a regular basis. Encourage customers to leave feedback on their experiences to help determine if there are any areas of customer service that are lacking. Onli

13、ne customer satisfaction surveys are easy to set up and use, and providing a venue for communication between the customers and the business is a simple way to build trust and loyalty. The feedback given in satisfaction surveys can also highlight areas of the business that are performing especially w

14、ell. Benefits of Social Networking for Businesses Companies that use social networking and use it well are able to generate brand loyalty and consumer loyalty, as well as invest in direct communication with customers and connect with potential customers. Outlets like Twitter, Facebook and LinkedIn p

15、rovide real-word and real-time interaction with customers and other businesses, making them ideal tools. Social networking can also humanize a company and give it a more personalized feeling for shoppers. Customers can communicate directly with the company through comments on Facebook and Twitter, a

16、s well as receive individual replies to their questions. This is a simple but effective way to create trust in the company, and encourage consumer loyalty. Customers who feel as though they have direct influence and communication with a company may be more likely to shop there in the future. Buildin

17、g customer loyalty starts from the ground up. Creating a solid, well-informed team of employees who know how to ensure each customer has a positive experience is a basic way to keep customers satisfied and coming back to the business. Expanding customer service into social networking and direct comm

18、unication with consumers is a way to embrace the technology that many of todays shoppers have at their fingertips, and get them invested in interactions with the company. Gauging Customer Loyalty Getting new customers is expensive, which is why sensible marketers toil to keep the ones theyve already

19、 got - and to get them buying as often as possible. As such, loyalty programs have become a conspicuous part of the marketing landscape. But how do consumers feel about such programs? Sixty-nine percent of respondents said most of their own experience with such programs has been pretty good, and 10

20、percent said theyve been very satisfied. Half said a program membership either strongly motivates my repeat business or visits (21 percent) or is usually a big factor in my decision making (30 percent). But, the report has less favorable news as well: In fact, 32 percent of respondents felt that pro

21、gram participation held little to no value while 37 percent felt individual rewards had even less to offer by way of value. Do these negative sentiments reflect a lapse in communication on the part of loyalty marketers, or is the problem that many of the programs really arent valuable? Its both, say

22、s Liz Miller, who was involved with the study in her role as vp of programs and operations for the CMO Council. Listen, there are a lot of programs out there that only exist because of some brands viewing loyalty programs through what I call a Field of Dreams lens - the if you build it, they will co

23、me mentality. So, they build this program, investing millions in it, and then they pepper the consumer with junk. Or, they dont pepper them with anything and just let consumers pile on points into a fantasy account that does nothing. What is worse is the lure of savings only to realize you cant get

24、to them because you can only do it on the second Tuesday of the sixth week of the month. On this last point, 38 percent of respondents included too many conditions or restrictions among their top complaints about loyalty programs Membership has been growing Whatever misgivings consumers have about l

25、oyalty programs, though, this doesnt seem to stop them from signing up. Our research shows 67.7 percent of consumers belonged to loyalty programs in 2009, a 19 percent increase over 2007, when 57 percent of consumers belonged to one, says Kelly Hlavinka, a partner in Colloquy, a firm that provides r

26、esearch and other services to the loyalty-marketing field. Activity in some key demographic segments is up even more, Hlavinka adds. Just to name two, participation by young adults has soared 32 percent, and women age 25-49 are up 29 percent. Another statistic, from Colloquys census of loyalty-progr

27、am participants, points to the ambivalence many consumers bring to these relationships. Colloquys census does indicate a critical gap - that the average U.S. household has enrolled in 14 programs, yet only participated in 6.2 of them, says Hlavinka. So clearly, most loyalty-program operators need to

28、 be thinking about how to enhance their value proposition for their most profitable customers. In addition, much more can and should be done to enhance the relevance of program communications and the recognition benefits for a companys most profitable customers. Its important, after all, to remember

29、 that consumers true loyalty is to themselves, and they tend to judge a loyalty program on the dollar-and-cents benefits it provides. Thats reflected in one of the CMO Council reports observations about how consumers react to such programs: Unfortunately, theyve been programmed to expect the fundamental discounts and free products, and marketers will be hard-pressed to wean them off such a deep dependence on them and respond to more experiential rewards.