Managing Customer Value Module Guide 2009

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某公司大客户销售谋略培训(英文版)

某公司大客户销售谋略培训(英文版)In today's highly competitive business environment, it is crucial for companies to nurture and maintain relationships with their major clients. These clients hold immense value, as they contribute significantly to the company's revenue and success. To ensure the long-term loyalty of these valuable clients, it is important for sales teams to possess effective strategies and techniques. Therefore, our company has designed a comprehensive training program to equip our sales representatives with the necessary skills to successfully engage and retain our major clients.1. Understanding Client Needs:The first step in selling to major clients is to thoroughly understand their needs and expectations. Our training program emphasizes the importance of conducting thorough research on each client. This includes studying their industry, their competitors, and identifying their pain points. By demonstrating a deep understanding of their business, we can tailor our sales approach to offer customized solutions that address their specific challenges.2. Building Strong Relationships:Developing strong relationships with major clients is critical as it creates trust and loyalty. Our training provides sales representatives with tools and techniques to build relationships based on mutual trust and respect. This includes effective communication skills, active listening, and empathy. Sales representatives are also taught how to cultivate relationships by providing value-added knowledge and support, going beyond just selling products or services.3. Offering Competitive Advantage:To ensure that our company stands out from competitors, our training program focuses on teaching sales representatives how to highlight our unique selling propositions and competitive advantages. By clearly articulating the value and benefits our products or services offer, we can differentiate ourselves in the market and enhance the perception of our major clients. This involves thorough knowledge of our products, their features, and the advantages they provide over competitors.4. Providing Exceptional Customer Service:Another key aspect of our training program is customer service excellence. Sales representatives are trained to provide prompt and effective support to major clients throughout the sales process and beyond. They learn how to proactively address any issues or concerns and provide timely solutions. By ensuring a positive customer experience, we can reinforce the loyalty and satisfaction of our major clients.5. Regular Communication and Feedback:To maintain a strong relationship with major clients, consistent communication is essential. Our training program emphasizes the importance of proactively engaging with clients through regular updates, newsletters, and monitoring their satisfaction. Sales representatives are trained to actively seek feedback and suggestions from clients, demonstrating our commitment to continuous improvement.By implementing these effective sales strategies, our sales representatives will be well-equipped to successfully engage andretain our major clients. This training program ensures that they possess the necessary skills to understand client needs, build strong relationships, highlight competitive advantages, provide exceptional customer service, and maintain regular communication. Through these efforts, we will secure the loyalty and long-term partnership of our major clients, enabling our company to thrive in the marketplace.6. Anticipating and managing objections:In the process of selling to major clients, it is inevitable that objections and concerns will arise. Our training program equips sales representatives with effective objection handling techniques to address client reservations and overcome any obstacles in the sales process. They learn to anticipate common objections and prepare persuasive responses that highlight the value and benefits our products or services offer. By effectively addressing objections, sales representatives can instill confidence in the client and move the sales process forward.7. Continual education and staying up to date:To effectively sell to major clients, our sales representatives must stay current with industry trends, market changes, and advancements in our products or services. Our training program emphasizes the importance of continual education and self-improvement. Sales representatives are encouraged to attend industry conferences, participate in webinars, and stay informed of the latest industry news. By constantly expanding their knowledge and skills, they can offer valuable insights and recommendations to major clients, positioning our company as a trusted advisor.8. Leveraging technology:In today's digital age, technology plays a significant role in salesprocesses. Our training program introduces sales representatives to the various tools and technologies available to enhance their effectiveness. This includes customer relationship management (CRM) software, sales automation tools, and data analytics platforms. Sales representatives are taught how to leverage these technologies to streamline their workflow, track client interactions, and gain insights into client behavior and preferences. By utilizing technology effectively, sales representatives can better understand and serve the needs of major clients, resulting in improved client satisfaction and retention.9. Collaboration with other departments:Selling to major clients often requires collaboration across different departments within our organization. Sales representatives are trained to work closely with colleagues in product development, marketing, and customer support to deliver a holistic and seamless experience to major clients. They learn how to effectively communicate client needs and feedback to these departments, ensuring that client expectations are met and any issues are promptly addressed. By fostering collaboration and teamwork, our company can provide a unified and comprehensive solution to our major clients, further strengthening our relationship with them.10. Continuous improvement and feedback loop:To remain competitive and continuously engage major clients, our sales representatives must be committed to continuous improvement. Our training program emphasizes the importance of seeking feedback from major clients and using it as a catalyst for improvement. Sales representatives are encouraged to regularlysolicit feedback from clients through surveys, meetings, and informal discussions. They learn to view client feedback as a valuable resource for identifying areas of improvement and implementing necessary changes. By continually evaluating and refining our sales strategies and approaches, we can better meet the evolving needs of our major clients and ensure their long-term loyalty.In conclusion, our comprehensive training program equips sales representatives with the necessary skills and strategies to effectively engage and retain our major clients. By understanding client needs, building strong relationships, highlighting our competitive advantages, providing exceptional customer service, maintaining regular communication, addressing objections, staying current with industry developments, leveraging technology, collaborating with other departments, and embracing continuous improvement, our sales representatives will be well-prepared to contribute to the success and growth of our company. With their enhanced capabilities, we can confidently approach major clients, secure their loyalty, and thrive in today's competitive business environment.。

项目管理工具与方法中英文版

xiex 最新资料，WORD文档，可下载编辑！目录TABLE OF CONTENTS背景Background了解本指南Understanding This Guide八模块企业发展阶梯The 8 Module Business Development Ladder模块一：了解你的企业Module 1: Understanding What Business You Are In概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................典型的模块一程序Typical Module 1 Program...................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块二:了解顾客、市场和产品Module 2: Understanding the Customers，Markets and Products概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives (30)工具Tools .............................................................................................................................................典型模块二程序Typical Module 2 Program.......................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块三:确定商业模式Module 3: Defining the Business Model概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................典型的模块三程序Typical Module 3 Program...................................................................................需完成的任务Tasks to Be Completed.................................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块四:员工授权Module 4: Team Empowerment46对企业业绩进行管理Managing Organisational Performance ............................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块五:市场营销战略计划Module 5: Strategic Marketing Plan概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools .............................................................................................................................................典型的模块五程序Typical Module 5 Program...................................................................................需完成的任务Tasks to Be Completed................................................................................................. 模块六:企业系统化Module 6: Business Independence 114概述Overview ......................................................................................................................................主要学习目标Key Learning Objectives ..............................................................................................工具Tools ........................................................................................................... 错误!未定义书签。

管理咨询工具-SME实用手册中英文版107P

最新资料，WORD文档，可下载编辑！SME实用手册SME Manual本手册指在帮助中小企业所有人在自己企业内建立操作手册。

The manual is designed to assist SME owners to implement an operations amnaul within their business.目录TABLE OF CONTENTS概述OVERVIEW ..................................................................................................................................................................... 经营手册Operations Manual ........................................................................................................................................................ 企业概述Business Overview ........................................................................................................................................................ 人力资源管理HUMAN RESOURCE MANAGEMENT ............................................................................................................ 雇佣政策Employment Policies .................................................................................................................................................... 员工记录Team Member Records ................................................................................................................................................. 招聘和选拔Recruitment and Selection ........................................................................................................................................ 业绩管理Performance Management ............................................................................................................................................ 培训Training ................................................................................................................................................................................. 沟通和激励Communication and Motivation................................................................................................................................ 职业健康和安全Occupational Health and Safety ........................................................................................................................ 客户服务CUSTOMER SERVICE ............................................................................................................................................... 服务标准Service Standards .......................................................................................................................................................... 顾客选择Customer Selection ....................................................................................................................................................... 顾客反馈Customer Feedback ....................................................................................................................................................... 市场营销MARKETING ............................................................................................................................................................... 企业识别Corporate Identity ......................................................................................................................................................... 战略营销Strategic Marketing ....................................................................................................................................................... 公共关系Public Relations ............................................................................................................................................................ 采购和存货管理PURCHASING AND STOCK MANAGEMENT ............................................................................................ 采购Purchasing ............................................................................................................................................................................. 存货管理Stock Management ........................................................................................................................................................ 行政管理ADMINISTRATION .................................................................................................................................................... 电话、信息和电子邮件Telephone, Messages and Email ........................................................................................................... 邮件和重要信函Mail and Couriers .............................................................................................................................................. 计算机和互联网Computers and the Internet ............................................................................................................................... 安全Security ................................................................................................................................................................................. 会计ACCOUNTING ................................................................................................................................................................ 应付账款Creditors ........................................................................................................................................................................ 应收账款Debtors .......................................................................................................................................................................... 银行往来账Bank Accounts .......................................................................................................................................................... 固定资产Fixed Assets .................................................................................................................................................................. 领导能力LEADERSHIP ..............................................................................................................................................................概述OVERVIEW经营手册Operations Manual经营手册的目的Purpose of the Operations Manual本经营手册旨在提供必要的资源, 以帮助员工改进工作表现, 并帮助企业达成目标。

呼叫中心最重要的5个管理指标(KPI)

How Does YOUR Call Center Stack Up?Call Center KPI’sThe Five Most Important Performance Indicatorsfor Customer Service Call Centers(Part 2 of a 6-part Series on Call Center Benchmarking)By Jeff Rumburg and Eric ZbikowskiManaging Partners at:IntroductionToday’s call center technologies and reporting packages make it easy to capture copious amounts of performance data. Most call center managers can tell you everything from last month’s average speed of answer to yesterday’s average handle time. But what does it all mean? If my abandonment rate goes up, but my cost per call goes down, is that good or bad? Is my call center performing better this month than it was last month? Despite all the data that call center managers have at their fingertips, most cannot answer a very basic question: How is my call center performing? Perhaps worse, many call center managers are unaware of the critical role – beyond mere measurement – that Key Performance Indicators (KPI’s) can and should play in the call center. This includes the ability to track and trend performance, identify, diagnose, and correct performance problems, and to establish performance goals and assign accountability for achieving the goals.An increasing number of progressive call centers recognize that when it comes to performance metrics, less really is more! They have discovered the 80/20 rule as it applies to call center performance measurement. These world-class call centers have learned that the effective application of just five KPI’s is all that is required for measuring, managing, and continuously improving their call center performance.In this article, MetricNet (), a leading source of online benchmarks and a pioneer in call center benchmarking, identifies and defines the five most important performance metrics for customer support call centers. They provide benchmark ranges for these metrics, and offer a creative approach for combining these metrics into a single, all-inclusive measure of call center performance.The Mighty Power of MetricsMany of us have heard the sage advice “You can’t manage what you don’t measure.” This is particularly true in the call center, where effective performance measurement is not just a necessity, but a prerequisite for effective decision-making. Despite the widespread belief in this statement, few call centers use KPI’s to their full potential. In fact MetricNet’s research, gathered from literally thousands of call center benchmarks, suggests that the vast majority of call centers use metrics to track and trend their performance – but nothing more! Unfortunately, in this mode, a call center misses the real value of performance measurement by failing to exploit the diagnostic capabilities of KPI’s.The true potential of KPI’s can only be unlocked when they are used holistically, not just to measure performance, but also to:Track and trend performance over timeBenchmark performance vs. industry peersIdentify strengths and weaknesses in the call centerDiagnose and understand the underlying drivers of performance gapsPrescribe actions to improve performanceEstablish performance goals for both individuals and the call center overallIn short, performance measurement and management is a critical discipline that must be mastered for any call center that aspires to world-class performance.A simple example will serve to illustrate how this discipline is applied. MetricNet recently worked with a 500+ seat bank call center that was struggling with low levels of customer satisfaction. A quick benchmark of the KPI’s showed that the bank’s First Contact Resolution (FCR) – the number of contacts resolved on initial contact with the customer – was low, at only 71%. Given the strong correlation between FCR and Customer Satisfaction (Figure 1 below), the bank initiated a number of initiatives designed to increase the FCR. These included more agent training hours, and the implementation of performance goals for FCR. As a result, over a period of eight months the bank realized a substantial increase in FCR, and hence customer satisfaction (Figure 2 below).The Five Most Important Call Center MetricsThe average customer service call center tracks more than 25 metrics. A list of the most common metrics is shown below (Figure 3). This is a classic example of quantity over quality, where call centers falsely assume that they are doing something productive and good by tracking all of these metrics. The vast majority of these metrics, however, are only marginally relevant – at best! The five that really matter are as follows: Cost per callCustomer SatisfactionFirst Contact Resolution RateAgent UtilizationAggregate Call Center PerformanceThese five metrics represent the 80/20 rule when it comes to call center performance: 80% of the value you receive from performance measurement and management in your call center can be derived from these five simple metrics!How do we know these are the most important metrics? Is it a hunch? Suspicion? An academic exercise? No, it’s none of the above. We know that these are the five metrics that matter most because the empirical evidence from more than a thousand call center benchmarks supports this conclusion. But let us explain why these metrics are socritically important.One goal of every business is to achieve the highest possible quality at the lowest possible cost. It stands to reason, therefore, that cost and quality should be measured on an ongoing basis. In fact, many would argue that cost and quality are the only two things that really matter. In a call center, the most effective cost metric is cost per contact, and the best indicator of quality is customer satisfaction. With this premise in mind, it’s relatively easy to come up with the next two metrics on our list: First Contact Resolution (FCR), and Agent Utilization.Earlier in this article, we talked about the importance of using metrics as a diagnostic tool to improve performance. So we have to ask ourselves, if customer satisfaction is one of the “foundation metrics” in the call center, how can we affect it? How can we improve it? Put another way, if customer satisfaction is suffering, what is the diagnosis?Well, it turns out that customer satisfaction is affected by a whole range of other performance variables, including Average Speed of Answer (ASA), Call Quality, and Handle Time, to name just a few. But the single biggest driver of customer satisfaction – by far – is FCR! The strong correlation between these two metrics was illustrated earlier in Figure 1. Nine times out of ten when customer satisfaction needs to improve, this can be achieved by increasing the FCR. This is why world-class call centers pay so much attention to this metric. They engage in a variety of tactics to continuously improve FCR, including agent training, investments in knowledge bases, and agent incentives tied toimprovements in FCR.But what about Cost per Call, the other foundation metric in the call center? It is common knowledge that labor, i.e. personnel, is the single biggest expense in the call center. In fact, for the average call center, 67% of all costs are labor related: salaries, benefits, incentive pay, and contractors. By definition, then, labor costs are the greatest lever we have to reduce the cost per call.The best measure of labor efficiency is agent utilization. Because labor costs represent the overwhelming majority of call center expenses, if agent utilization is high, the cost per call will inevitably be low. Conversely, when agent utilization is low, labor costs, and hence cost per call, will be high. This is illustrated in Figure 4 below.Just as world-class call centers are obsessive about maintaining a high FCR, they are equally committed to keeping their agent utilization rates high. This, in turn, has the effect of minimizing cost per call as illustrated above. That said, high utilization rates taken to the extreme, can actually increase your costs by driving agent turnover rates higher. Whenever utilization numbers approach 80% - 90%, that call center will see relatively high agent turnover rates because they are pushing the agents too hard. Extremely high utilization leads to burnout, and that, in turn, leads to turnover. Turnover is one of the most costly things that a call center can experience. In order to proactively manage agent turnover, best-in-class contact centers focus on “career pathing,” training, and time off phones to work on projects. The more time spent off the phones, the more training agents receive, and the more career coaching they have, thelower the turnover will be. This has to be leavened, of course, with the need to keep agents productive on the phones.The formula for determining agent utilization is somewhat complicated. It factors in the length of the work day, break times, vacation and sick time, training time and a number of other factors. But there is an easy way to approximate agent utilization without going to all this trouble:Let’s say, for example that the agents in a particular call center handle an average of1,250 calls per month at an average handle time of 5 minutes. Additionally, these agents work an average of 21 days per month, and their work day is 7.5 hours after subtracting lunch and break times. The simplified utilization formula above would work out to the following:Once again, this is not a perfect measure of agent utilization, but it is quick and easy, and gets you within 5% of the true agent utilization figure.We have now discussed four of the five metrics that are most important for managing a call center. What about the fifth metric? What is aggregate call center performance, and how do we measure it? Can a single measure really tell us the overall performance of our call center? The answer is yes, but as the name suggests, it involves aggregating a number of measures to come up with a combined score for call center performance. MetricNet’s research shows that establishing a single, overall score for your call center is critical. We call this measure the Balanced Score because it truly does communicate a balanced picture of call center performance. This is a mechanism that utilizes the key measures tracked in a call center, including such things as cost per call, ASA and call abandonment rate, and rolls them into a single, aggregate measure of call center performance.The value of this metric, when tracked over time, is that it enables call centers to determine whether overall performance is improving or declining. Oftentimes, when a call center attempts to communicate its performance to other stakeholders in the business, particularly to lay people who do not understand call center operations, they quickly become overwhelmed by the minutia of such measures as speed-of-answer and abandonment rate, and they are confused as to how to interpret the results. They are likely to focus in on one, easily-understood measure like abandonment rate or first-call resolution rate, and draw conclusions about overall call center performance from these two (relatively unimportant) measures. This is a classic case of “missing the forest for the trees”. It is therefore absolutely critical to communicate the overall performance of the call center, and the Balanced Score does that for you. It allows the aggregation of a whole series of measures, the normalization of those measures, and the creation a singleall-encompassing indicator of call center performance on a monthly basis. In this way, the call center can track its overall performance, and, in any given month, may see costs go up or customer satisfaction go down or speed of answer increase, but these individual measures take on a secondary level of importance because the Balanced Score provides a more complete and accurate portrait of call center performance.Figure 5 below illustrates how the Balanced Score is determined.Figure 6 below illustrates the Balanced Score for one call center over a twelve month period. Notice how you can see at a glance which months had improving performance (the balanced score goes up), and which months had declining performance (the balanced score goes down). The good news for this call center is that the overall trend is in a positive direction.Metrics that Don’t Matter (as much)Some of the most commonly tracked metrics in the call center, including ASA and Call Abandonment Rate, did not make the cut of the top five. Why is this? Have we missed something? Why are ASA and Call Abandonment Rate, which are so widely followed in this industry, not included in the top five? The answer is simple…they just don’t matter! That’s right; these metrics which are the foundation of so many service level agreements have almost no impact on customer satisfaction. Worse yet, as these metrics are pushed lower (i.e., lower ASA and lower Call Abandonment Rates) the cost per call increases geometrically! These facts fly in the face of almost all call center wisdom, which holds that ASA and Call Abandonment Rate should be driven as low as possible.If nothing else, in this paper we hope to shatter the myth that ASA and Call Abandonment Rate are important metrics. The reality is that these measures can yield unintended results if pushed too low. They will increase your costs without any corresponding increase in customer satisfaction. In the next section of this article, we will provide some guidelines for appropriate ASA and Call Abandonment Rate targets. And, as you probably suspect, they are higher than you might think.As we stated earlier in this article, these conclusions are based on empirical evidence. Figures 7, 8, 9, and 10 below show how little these two metrics affect customersatisfaction, yet how much they can increase your costs if driven too low.Please keep in mind that ASA and Call Abandonment Rate are not the only “low value” metrics tracked by many call centers. Figure 3 above shows 25+ of the most common metrics tracked by call centers, and the vast majority of these metrics fall into the same category as ASA and Call Abandonment: they add little if any value. Again, if you keep in mind the 80/20 rule of call center performance measurement, and focus on the five metrics identified in the previous section, you can operate your call center very efficiently and effectively.Benchmark Performance RangesAs a company that provides online benchmarks to companies worldwide, and across all major industries, MetricNet relies extensively on benchmarking to establish performance goals and targets for its call center clients. For the five most important call center metrics, Figure 11 below provides a number of valuable benchmarks that may be useful in establishing performance targets for your call center.ConclusionMost call centers commit two major mistakes when it comes to performance measurement: 1) they track too many metrics, and 2) they do not exploit the full potential of their performance metrics as a diagnostic tool.In this article we have shown that you can effectively track and trend your call center performance using just five KPI’s. The two “foundation metrics” that every call center should track on an ongoing basis are Cost per Call and Customer Satisfaction. The nexttwo metrics in the top five are the ones that have the greatest influence on cost and customer satisfaction: Agent Utilization and First Contact Resolution. And the final metric, what we call an aggregate metric because it provides an overall measure of call center performance, is the Balanced Score.These five metrics not only allow you to effectively measure your call center performance, but they enable you to:Track and trend performance over timeBenchmark performance vs. industry peersIdentify strengths and weaknesses in the call centerDiagnose and understand the underlying drivers of performance gapsPrescribe actions to improve performanceEstablish performance goals for both individuals, and the call center overall When it comes to call center measurement and management, less really is more! By tracking just five KPI’s, and using these KPI’s diagnostically to affect positive change in the call center, the job of guiding your call center towards world-class performance can be greatly simplified.Due to space limitations, this article barely begins to scratch the surface on the topic of call center performance metrics. In subsequent articles, MetricNet will continue its series on Successful Benchmarking for the Call Center, with articles on:Benchmarking Peer Group Selection: How to Ensure a Fair, Apples-to-Apples Comparison in Your Call Center BenchmarkThe Benchmarking Performance Gap: Diagnosing the Causal Factors Behind Your Call Center’s Performance GapsThe Cost vs. Quality Tradeoff: How Benchmarking Can Help You Achieve the Right Balance Between Cost and Quality in Your Call CenterThe Benchmarking Payoff: How to Build a Hard-Hitting Action Plan From Your Call Center BenchmarkStay tuned for next month’s article!About the AuthorsThe authors of this article, Jeff Rumburg and Eric Zbikowski, are both Managing Partners at MetricNet, the premier provider of performance metrics, benchmarks, performance reports, and scorecards for corporations worldwide.Jeff Rumburg is a co-founder and Managing Partner at MetricNet, LLC. Jeff is responsible for global strategy, product development, and financial operations for the company. As a leading expert in benchmarking and re-engineering, Mr. Rumburg authored a best selling book on benchmarking, and has been retained as a benchmarking expert by such well-known companies as IBM, Bank of America, and General Motors. Prior to co-founding MetricNet, Mr. Rumburg was president and founder of The Verity Group, an international management consulting firm specializing in IT benchmarking. While at Verity, Mr. Rumburg launched a number of syndicated benchmarking services that provided low cost benchmarks to more than 1,000 corporations worldwide. Mr. Rumburg has also held a number of positions of increasing responsibility at META Group, and Gartner, Inc. As a vice president at Gartner, Mr. Rumburg led a project team that reengineered Gartner's global benchmarking product suite. And as vice president at META Group, Mr. Rumburg's career was focused on business and product development for IT benchmarking. Mr. Rumburg's education includes an M.B.A. from the Harvard Business School, an M.S. magna cum laude in Operations Research from Stanford University, and a B.S. magna cum laude in Mechanical Engineering. He is author of A Hands-On Guide to Competitive Benchmarking: The Path to Continuous Quality and Productivity Improvement, and has taught graduate-level engineering and business courses.Eric Zbikowski is a co-founder and Managing Partner at MetricNet, LLC. Eric oversees all of worldwide sales, marketing and operations, and assists in the direction of MetricNet's global enterprise. Mr. Zbikowski is a knowledgeable leader with nearly 15 years experience in operational management, customer service and performance benchmarking. Previously, he was The Director of Operations, Worldwide Sales and Services at MicroStrategy - a leading enterprise software company. There, he ran worldwide sales operations and assisted in the execution of an overall sales strategy. Prior to that, he was Director of Sales and Marketing at The Corporate Executive Board - a global research firm focusing on corporate strategy for senior executives. Previously, he was a Vice President of Consulting at META Group - a leading information technology research and advisory services firm, where he helped create and launch META Group's Call Center Benchmark for Energy Utilities and fulfilled numerous help desk, call center and customer satisfaction engagements for Fortune 2000 companies. Prior to joining META Group, Mr. Zbikowski worked at The Bentley Group, A TSC Company, where he managed and directed the Information Services Division, focusing primarily on customer satisfaction, competitive analysis and performance benchmarking. Mr. Zbikowski also spent 3 1/2 years at Gartner Group, where he was well-published in performance benchmarking. There, he served as a regular speaker at conference seminars and co-created/launched a quality-management, customer-satisfaction benchmarking service used by CIOs of Fortune 500 companies. Mr. Zbikowski is also extensively involved in the community and is Co-Founder and Vice Chairman of The Board and Chairman of The Development Committee at The Computer Corner, a nonprofit community technology center in Washington DC. The Computer Corner continues to be rated "one of the finest small charities Greater Washington has to offer" by The Catalogue for Philanthropy. Mr. Zbikowski graduated cum laude in Economics from The Wharton School at the University of Pennsylvania, with a dual concentration in entrepreneurialmanagement and marketing.For More InformationFor more information on MetricNet, go to , e-mail us at info@, or call us at 703-992-7559.。

跨境电子商务汉译英题目

跨境电子商务汉译英题目VI. Translate the following paragraph from Chinese to English.(20points)1、重视消费者的未来购买行为，这样现有消费者将获得适当的资源和信息。

2、通过直邮、网站、免费电话及顾客服务部与消费者保持沟通。

3.就出口贸易而言，出口单证是出口货物推定交付的凭证，是结汇工具。

4.这是一个非常简单的概念:卖家销售，亚马逊发货。

5.亚马逊开始试行“管理客户参与度”的新功能，即通过电子邮件向客户进行新产品营销和促销。

答案：六、将以下段落从中文翻译成英文。

（20分）1. Value consumers' future purchasing behavior, so that existing consumers will get appropriate resources and information.2. Keep communication with consumers through direct mail, website, free phone number and customer service department.3. As far as export trade is concerned, export documents are the proof of constructive delivery of export goods and a means of foreign exchange settlement.4. This is a very simple concept: seller sales, Amazon delivery.5. Amazon is experimenting with new features to "managing customer engagement," which markets and promotes new products to customers via email.。

Customer-Relationship-Manageme

Market News CRM Exploit Virtual Value Chains Next Week: EB Planning RosettaNet vs. ebXML
e-Business Application Architecture
Supply Chain Mgmt
Selling Chain Mgmt
Customer Database
Data Mining
Cross-selling Better Target Marketing Market Research
Increased ARPU Cost reductions More targeted communications New customer insights Early warning system
Source: Dowling (2002)
The Eight Building Blocks of CRM
8. CRM Metrics
3. Valued Customer
Experience
4. Organizational
Collaboration
1. CRM Vision
2. CRM Strategy
5. CRM Processes
7. CRM Technology
6. CRM Information
Consistency across channels Employee empowerment and compensation Employee skills/training Cross-functional roles Involvement of partners Minimal transfers Link to value proposition

Measuring and managing customer value[外文翻译]

标题：Measuring and managing customer value原文：Keywords: value, management , customer satisfaction , marketingAbstractCustomer value management (CVM) aims to improve the productivity of marketing activity, and the profitability of business by identifying the value of different customer segments and aligning marketing strategies, plans and resourcing accordingly. There are two complementary approaches to CVM. The first attempts to measure and evaluate the perceived value placed on goods/services by customers. This information is used as the basis of continuous review and improvement of those goods/ services. The second approach measures the value of specific customers,or customer segments, to the organization and uses this to tailor marketing activity. Addressed together these approaches ensure that both sides of a business relationship gain added value. This paper explains the concept of CVM and key issues in using it to drive more effective marketing activityIntroductionThere are two complementary approaches t o measuring and exploiting customer value. The first seeks to identify the value’’ per ceived by customers of the organ iz ation’s goods and/or services. Where such value is better’’ or higher’’than the perceived value of compe titors’ offer ings, the organization has the potential to succeed in the mark etplac e. However, where customers place a higher value on competi tors’offerings, the organization needs to take some action t o maintain competi tiveness.The second approach is to measure the value that a customer (or a category of customer) brings into the organization and use this as the basis of, for example, targeted marketing campaigns. This can work in two ways: using the knowledge of high valu e customers to offer them additional information or incentive to maintain their loyalty, or offering incentives to the low er value customers to try and move them into the high value category.Customer satisfactionSince we have (allegedly) been through a quality revolution’’,products and services delivered to customers should be of appropriate quality, and we should have satisfied customers. Of course, the issue is not quite so simple. Raising quality —assuming it is done at all —can simple raise expe ctation levels; the net result may be no change in satisfaction levels. And, if course, satisfaction is not only based on perceived quality even if we define that as widely as possible; it is influenced by other factors —especially price.Value can be defined simply as the ratio of perceived benefit to perceived cost.Any simplistic approach to custome r satisfaction measurement thatfails to recognize the concept of value is likely to fail. It can be useful to ask customers to expr ess their satisfaction and many organizations do theseusing simple questionnaires with equally simple scoring systems. However,the y tend to give a snapshot of the custome r perception, and using such simple data as the basis of any time series is too uns ophistic ated to use asthe basis of real, hard decision making. A recognition of this limitation hasgiven rise to the concepts of customer value’’(CV)and customer value manag ement’’ (CVM)If we are to use CVM strategically, the firs t task is to identify the strategically impo rtant product/markets within each business unit; these are naturally the products/markets that will be prioritized. The next task is to understand what is important to the custome r base within those produc t/market s.At the most basic level, CVM relies on enhanced measurement of customer satisfaction incorporating price and valu e factors. Thus, CVM measures not just satisfaction’’ with a product or service —i.e. the measure of quality’’—but also relates this satisfaction to the price paid to arrive at a measure of perceived valu e.It is necessary but not sufficient for effec tive CVM to measure the value perceptions of customers with our products/services; to gather a true picture, it is also necessary to measure the value perceptions of comp etitors’ customers toarrive at compara tive assessments of value within a given mark et.The customer value approach thus attempts to identify how people evaluate competi ng offerings —assuming that when they make their purchasing decisions, they do so wi th value’’as a key driver. This approach to value management also recognizes that it is essential in identifying the competitive value proposition’’ for a specific market segment, to examine the key non-price drivers of custome r value relative to price. Once those key value drivers are identified, customer perceptions of company performance on these drivers becomes the means by which all competitors can be plotted on a competi tive matrix to understand positioning within the produc t/market.This requires the determination of answers to three basic questio ns:(1) What are the key factors that custo mers value when they choose bet ween competing offerings in the marketplac e?(2) How is the organization’s performance rated on each factor relative to each of the main com petitors?(3) What is the relative importance or weighting assigned (presumabl y intuitively) by customers to each of the se components of customer value?It is then possible to construct a weighte d index of customer value for the company and its competitors and construct the competi tive m atrix.A breakdown of this analysis by customer type also allows the organization to assess the loyalty of the various parts of the custome r base —and the degree to which that part of the customer base is vulnerable to compe titive intrusion. The model can be further exten ded to assess and include quality metrics to complete the assessment of product attribut es and their effect on customer satisfac tion.This stage of analysis aims to arrive at a shared understanding and agreement on the key product, service and price purcha se criteria that influence custome rs’ purc hasin g and loyalty decisions. The next stage is to work towards an action plan to move forward and improve, since this assessment of the nature of the competitive position within the marketplace can then lead to a re-focusing of marketing campaigns, a better unders tanding of the potential of particularacquisitions, and even re-prioritizing of capital invest ment. Thus CVM becomes the heart of organizational strategy, using this improved understanding of customer satisfaction to maximize the value delivered to target markets, to gain strategic advantage and to enhance profitabi lity.Much of the customer-related informat ion may arise as a result of questionnaires and surveys. Obviously, if we are to use the results to drive strategic decision making, these must be well designed (with outside, expert help) and systematically issued and analyzed. It is obviously important to prioritize customers in key markets —either because they are growing or shrinking, where the potential for gain is highest. It is useful to maintain a core set of questions —to ensure some comparison over time —but the inclusion of new, fresh questions also helps to keep the attention of those completing the surve y.To monitor and manage the surve y/fieldwork quality effectively (especially when undertaken by an external agency), it is important to consider the methodology and the quality standards that will be adopted (including the procedures for eliminating/ minimizing sampling and non-non-sampling errors).Since we wish to repeat the data coll ection at regular intervals, it is of course important t o recognize that customers (and especial ly potential customers) may resen t questionnaires presented at frequent int ervals. This can be prevented by using different samples from the same constituent groups. Since questionnaires and surveys are often best carried out in tandem with less structured ways of gathering information, a focus group’’approach can be used both to collect data and to reward contributors for their participation —perhaps simply by givin g them a good dinner.Data miningThe alternative approach to customer value —that of identifying high value customers or customer categories—requires a n organization to evaluate collected data on past transactions to identify such customers. For large organizations, with a large customer base, this probably needs a data warehouse/ data mining approach —as the basis of database m arketing.A data warehouse is simply a repository for relevant business data. While tradi tional databases primarily store current operatio nal data, data warehouses consolidate data from multiple operational and external sources in order to attain an accurate, consolidated view of customers and the b usiness.Database marketing involves, first, the identification of market segments contai ning customers or prospects with high profit potential and, second, the building and execution of marketing campaigns that favorably impact the behavior of these individuals.The first task —that of identifyin g appropriate market segments —requ ires significant data about prospective custo mers and their buying behaviors. In theory, more data is the basis of better knowledge. In practice, however, very large data stores make analysis and understanding very diffi cult. This is where data mining software comes in. Data mining software automates the pro cess of searching large volumes of data (us ing standard statistical techniques as well as advanced technologies such as decision tre es and even neural networks) to find patterns that are good predictors of —in this case —purchasing behavio rs.Data mining, by its simplest definition, automates the detection of relevant patte rns in a database. For example, a pattern might indicate that married males with children are twice as likely to drive a particular sports car as married males with no children. If you are a marketing manager for a car (or car supp lies/ accessories) manufacturer, this somewhat surprising pattern could be very valua ble.However, data mining is not magic, nor is it a new phenomenon. For many years, statisticians have manually mined d atabases looking for statistically significant patterns. Today, the process is automated. Data m ining uses well-established statistical and m achine learning techniques to build models tha t predict customer behavior. The te chnolo gy enhances the procedure by automating the mining process, integrating it wi th comme rcial data warehouses, and pres enting it in a relevant way for business use rs.The leading data mining products, such as those from companies like SAS andIBM, are now significantly more than just mod eling engines employing powerful algorithms. The y now address broader business and techn ical issues, such as their integration into compl ex information technology envi ronments.If the appropriate source information exists in a data warehouse, data mining can extra ct it and use it to model customer activity. The aim is to identify patterns relevant to current business problems. Typical questions that data mining could be used to answer are :•Which of our customers are most likely to terminate their cell-phone contract?•What is the probability that a customer will purchase multiple items from our catalogue if we offer some form of incenti ve?•Which potential customers are most likely to respond to a particular free g ift promotio n?Answers to these questions can help ret ain customers and increase campaign response rates, which, in turn, increase buying, cross- selling and return on inve stment.The hype around data mining, when it was first advanced as a commercial software proposition, suggested that it would el iminate the need for statistical analysts to build predictive models. As ever, the hype failed to recognize reality. The value of such an analyst cannot be automated out of exist ence.Analysts are still needed to assess m odel results and validate the reasonability’’ of the model predictions; the effectiveness of the entire procedure is dependent on the quali ty of the predictive model, itself dependent on the quality of data collected. The compl exity of the model created typically depends on a number of factors, such as database size, the number of variables known about each customer, the kind of data mining algorit hms used (a variable of the software adopted) an d the modeler’s experience. Since data mining software lacks the human experience and intuition to recognize the difference between a relevant and an irrelevant correlation, statist ical analysts remain in high demand.Data mining helps marketing profes sionals improve their understanding of the behav ior of their customers and potential customers. This, in turn, allows them to target m arketing campaigns more accurately and to align campaigns more closely with the needs, wants and attitudes of customers and prospects.The behavioral models within the so ftware are normally very simple. The pred iction provided by a model is usually called a score. A score (typically a numerical value) is assigned to each record in the database and indicates the likelihood that the custome r whose record has been scored will exhibit a particular behavior.After mining the data, the results are fed into campaign management software that manages the campaign directed at the def ined market segments. In this example, the numerical values that indicate likely attrition may be used to select the most appropriate prospects for a targeted marketing campaign.出处：George Evans: Measuring and managing customer value Work study V olume 51.Number 3.2002.pp.134-139标题：测量与管理客户价值译文：关键字：价值，管理，客户满意度，市场营销摘要客户价值管理（CVM）的目的是通过识别不同客户群的价值来提高营销活动的生产率和企业的赢利能力并调整营销战略，计划和配置相应的资源。

Customer Operations Manager 客服运营经理工作职责与职位要求

Customer Operations Manager 客服运营经理工作职责与职位要求（经典版）编制人：__________________审核人：__________________审批人：__________________编制单位：__________________编制时间：____年____月____日序言下载提示：该文档是本店铺精心编制而成的，希望大家下载后，能够帮助大家解决实际问题。

文档下载后可定制修改，请根据实际需要进行调整和使用，谢谢!并且，本店铺为大家提供各种类型的经典范文，如规章制度、岗位职责、管理办法、总结报告、工作计划、合同协议、条据书信、策划方案、演讲致辞、其他范文等等，想了解不同范文格式和写法，敬请关注!Download tips: This document is carefully compiled by this editor. I hope that after you download it, it can help you solve practical problems. The document can be customized and modified after downloading, please adjust and use it according to actual needs, thank you!Moreover, our store provides various types of classic sample texts, such as rules and regulations, job responsibilities, management methods, summary reports, work plans, contract agreements, document letters, planning plans, speeches, other sample texts, etc. If you want to learn about different formats and writing methods of sample texts, please pay attention!Customer Operations Manager 客服运营经理工作职责与职位要求职位描述：JOB PURPOSEThe main responsibility of this role is to provide strategic view and implement the full value chain for driving customer eXperience within China and spread further into the APAC countries.This will include working with different level and functions within the organization and at Group level to drive such customer eXperience behavior to everyone in the organization through the tools and systems that is already available and create new ones to better drive performance.When driving customer eXperience，it will also incorporate driving business eXcellence throughout the organization.Besides driving the customer eXperience，additional management role includes Materials planning，production planning and EXport Customer Service.This position is key to the bridging the customer eXpectations into the organization practices and key KPIs to be managed and eXcelledWith all in mind，this position will also provide strategic plans to the GM to leading the organization in providing the best customer eXperienceKEY TASKS / ACCOUNTABILITIESoManages and controls departmental budgets & KPIs管理&控制部预算&KPI指标oManaging and leading the Production Planning and Inventory Control team管理和领导生产计划与库存控制团队oManaging and leading the EXport Customer Service team 管理和领导出口客户服务团队oEnsures inventory levels are suitable for the business 确保库存量满足业务需求oInventory and shortages are reviewed with proper action plans对于库存及短缺采取适当的措施oEnsures Lead time are at a minimum level to meet customer eXpectation确保在最短时间实现交付，满足客户期望oEnsures complains or issues are analyse and dealt with efficiently with improvement plans implemented and monitored in China确保投诉或问题都能得到有效地分析及处理，并实施跟踪改进计划oManaging & driving the Business EXcellence program管理&驱动卓越业务管理oDevelops practical and efficient policies and procedures 发展实际和有效的政策和程序oDevelop Strategies，implement to drive Great Customer EXperience发展战略推动伟大的用户体验oMonitors performance，investigates issues and puts the relevant corrective action plans together.监督各项表现、调查问题并提出相关纠正计划oComply with company HSE requirements遵守公司HSE规范oManaging Customer Orders that could be produced locally or Globally管理国内外的客户订单COMPETENCIESEssentialoLeader ship & Team Spirit领导力&团队精神oEXcellent communication skills良好的沟通能力oIntegrity正直oSense of responsibility责任感oStrong strategic & Logical thinker强有力的战略与逻辑思考能力oStrong Customer Service sense强烈的客户服务意识oOut of BoX thinker开放性思考能力oDetailed and Analytical 注重细节&善于分析oStrong capability in Change ManagementoAbility to communicate with all levels within organisation善于与组织内所有级别进行沟通DesirableoGood Knowledge of logistics management，international trade，management and economics.熟悉物流管理，国际贸易，管理和经济。

职场英语二册unit2客户服务意识

Ask open-ended questions
Probe further to understand customer needs by asking open-ended questions that encourage detailed responses.
Paraphrase and confirm
complaints.
Standardizing service procedures
03
Establishing clear and consistent service standards to
ensure quality customer experiences.
Establish good customer relationship management
1 2 3
Collecting customer feedback
Regularly soliciting customer feedback to identify areas of improvement.
Segmenting customers
Understanding different customer segments and tailoring services to their needs.
01
02
03
Personalized service
Tailoring services to individual customer preferences and needs.
Cross-selling and upselling
Proactively suggesting additional products or services that might interest customers.

《市场营销学(第11版)》教材各章节主要名词英汉对照

《市场营销学（第11版）》教材各章节主要名词英汉对照Part 1: Defining Marketingand the Marketing Process P. 8 Chapter 1: Marketing: Creating and Capturing Customer Value P. 81.Marketing市场营销2.Needs需要3.Wants欲望4.Demands需求5.Marketing offering市场供给物6.Marketing myopia营销近视症7.Exchange交换8.Market市场9.Marketing management 营销管理10.Production concept 生产观念11.Product concept产品观念12.Selling concept销售观念13.Marketing concept市场营销观念14.Societal marketing concept社会营销观念15.Customer relationship management 客户关系管理16.Customer-perceived value顾客感知价值17.Customer satisfaction顾客满意18.Customer-generated marketing消费者自主营销19.Partner relationship management 合作伙伴关系营销20.Customer lifetime value顾客终身价值21.Share of customer顾客份额22.Customer equity顾客资产23.Internet互联网24.Globalization 国际化25.Marketing process营销过程Chapter 2: Company and Marketing Strategy: Partnering to Build Customer Relationships P. 3626.Strategic planning战略规划27.Mission statement企业使命28.Business portfolio业务组合29.Portfolio 投资组合，有价证券30.Portfolio analysis 投资组合分析31.Growth-share matrix 成长占有率矩阵32.Product/market expansion grid产品/市场扩展矩阵33.Market development市场开发34.Product development产品开发35.Diversification多元化36.Downsizing 精简37.Value chain价值链38.Value delivery network价值传递网络39.Marketing strategy营销战略40.Market segmentation市场细分41.Market targeting目标市场定位42.Positioning市场定位43.Differentiation 差异化44.Marketing mix营销组合45.SWOT analysis SWOT分析，态势分析发，优劣势分析法46.Marketing implementation营销执行47.Marketing control 营销控制48.Marketing audit营销审计49.Return on marketing investment （or marketing ROI）营销投资收益率Part 2: Understanding the Marketplace and Consumers P. 58 Chapter 3: Analyzing the Marketing Environment P. 5850.Marketing environment 市场环境51.Microenvironment微观环境52.Macroenviroment宏观环境53.Marketing intermediaries营销中间商54.Public公众55.Demography 人口统计56.Baby boomers婴儿潮世代57.Generation X X世代lennials（or Generation Y）千禧世代（Y世代）59.Economic environment经济环境60.Engel’s laws恩格尔法则61.Natural environment自然环境62.Technological environment技术环境63.Political environment政治环境64.Cultural environment文化环境Chapter 4: Managing Marketing Information to Gain Customer Insights P. 8265.Customer insights顾客洞察力66.Marketing information system （MIS）市场信息系统67.Internal database内部数据库68.Marketing intelligence营销情报69.Exploratory research探索性调研70.Descriptive research描述性调研71.Causal research因果性调研72.Secondary data二手数据mercial online database商业在线数据库74.Observational research观察式调研75.Ethnographic research民族志调研76.Survey research询问式调研77.Experimental research实验室调研78.Focus group interviewing 焦点小组访谈79.Online marketing research 在线营销调研80.Online focus group在线焦点小组81.Sample样本82.Customer relationship management （CRM）客户关系管理83.Questionnaire 调查问卷Chapter 5: Understanding Consumer and Business Buyer Behavior P. 10884.Culture文化85.Subculture亚文化86.Social class 社会阶层87.Group 团队88.Opinion leader 意见团队89.Online social networks 在线文化网络90.Lifestyle 生活方式91.Personality 个性92.Motive（Drive）动机（驱动力）93.Perception感知94.Learning学习95.Belief信念96.Attitude态度97.Cognitive dissonance 认知失调98.New product 新产品99.Adoption process 采用过程100.Business buyer behavior 产业购买者行为101.Derived demand 派生需求102.Straight rebuy 直接重购103.Modified rebuy 修订重购买104.New task 新任务105.Systems selling（or solutions selling）系统销售（解决方案营销）106.Buying center 采购中心107.Value analysis 价值分析Part 3: Designing a Customer-DrivenMarketing Strategy and Mix P. 138 Chapter 6: Customer-Driven Marketing Strategy: Creating Value for Target Customers P. 138108.Market segmentation 市场细分109.Market targeting（targeting）目标市场选择110.Differentiation 差异化111.Positioning 市场定位112.Geographic segmentation 地理细分113.Demographic segmentation 人口细分114.Age and life-cycle segmentation 年龄和生命周期细分115.Gender segmentation 性别细分116.Income segmentation 收入细分117.Psychographic segmentation 心里细分118.Behavior segmentation 行为细分119.Occasion segmentation 时机细分120.Benefit segmentation 利益细分121.Customer loyalty 顾客忠诚度122.Intermarket segmentation 跨国市场细分123.Target market 目标市场124.Undifferentiated （mass）marketing 无差异营销（大众营销）125.Differentiated （segmented）marketing 差异化营销（细分营销）126.Concentrated （）marketing 集中营销（利基营销）127.Micromarketing 微观营销128.Local marketing 地区营销129.Individual marketing 个性化营销130.Production position 产品定位petitive advantage 竞争优势132.Value proposition 价值主张133.Positioning statement 定位陈述Chapter 7: Products, Services, and Brands: Building Customer Value P. 164134.Product 产品135.Service 服务136.Customer product 消费品137.Convenience product 便利品138.Shopping product 选购品139.Specialty product 特殊品140.Unsought product 非渴求品141.Industrial product 产业用品142.Social marketing 社会营销143.Product quality 产品质量144.Brand 品牌145.Packaging 包装146.Product line 产品线147.Product mix （or product portfolio）产品组合148.Brand equity 品牌资产149.Store brand （or private brand）中间商品牌（自有品牌）150.Co-branding 合作品牌151.Line extension 产品延伸线152.Brand extension 品牌延伸153.Service intangibility服务的无形性154.Service inseparability服务的不可分离性155.Service variability服务的易变性156.Service perishability服务的易逝性157.Service-profit chain服务利润链158.Internal marketing 内部营销159.Interactive marketing 互动营销Chapter 8: Developing New-Product and Managing the Life-Cycle P. 192 160.New-product development 新产品开发战略161.Idea generation 产生创意162.Idea screening 筛选创意163.Product concept 产品观念164.Concept testing 概念测试165.Marketing strategy development 营销战略开发166.Business analysis 商业分析167.Product development 产品开发168.Test marketing 试销mercialization 商业化170.Customer-centered new-product development 以顾客为中心的新产品开发171.Team-based new-product development 基于团队的新产品开发172.Product life cycle 产品生命周期173.Style 风格174.Fashion 时尚175.Fad 热潮176.Introduction stage 导入期177.Growth stage 成长期178.Maturity stage 成熟期179.Decline stage 衰退期Chapter 9: Pricing:Understanding and Capturing Customer Value P. 212 180.Price价格181.Value-based pricing 价值导向定价182.Good-value pricing 最优价值定价183.Value-added pricing 价值增值定价184.Cost-based pricing 成本导向定价185.Fixed costs 固定成本186.Valuable costs 变动成本187.Total costs 总成本188.Cost-plus pricing 成本加成定价189.Break-even pricing （target profit pricing）盈亏平衡定价（目标利润定价）190.Target costing 目标成本法191.Demand curve 需求曲线192.Price elasticity 价格弹性193.Market-skimming pricing 市场撇脂定价194.High-definition television （HDTV）高清电视195.Market-penetration pricing 市场渗透定价196.Optional-product pricing 附属产品定价197.By-product pricing 副产品定价198.Product bundle pricing 产品捆绑定价199.Discount 折扣200.Allowance 折让201.Segmentation pricing 细分定价202.Psychological pricing 心理定价203.Reference pricing 参考定价204.Promotional pricing 促销定价205.Geographical pricing 地理定价206.Dynamic pricing 动态定价Chapter 10: Marketing Channels: Delivering Customer Value P. 242 207.Value delivery network 价值传递网络208.Marketing channel （distribution channel）营销渠道（分销渠道）209.Channel level 渠道层级210.Direct marketing channel 直接营销渠道211.Channel conflict 渠道冲突212.Conventional distribution channel 传统分销渠道213.Vertical marketing system （VMS）垂直营销系统214.Corporate VMS公司VMS（垂直营销系统）215.Contractual VMS 合同式VMS （垂直营销系统）216.Franchise organization 特许经营组织217.Administered VMS 管理式VMS （垂直营销系统）218.Horizontal marketing system 水平营销系统219.Multichannel distribution system 多渠道分销系统220.Disintermediation 去中介化221.Marketing channel design 营销渠道设计222.Intensive distribution 密集分销223.Exclusive distribution 独家分销224.Selective distribution 选择性分销225.Marketing channel management 营销渠道管理226.Marketing logistics （physical distribution）营销物流（物流）227.Supply chain management 供应链管理228.Distribution center 分销中心229.Intermodal transportation 多式联运230.Integrated logistics management 整合物流管理231.Third-party logistics （3PL）provider 第三方物流供应商Chapter 11: Retailing and Wholesaling P. 262232.Retailing 零售233.Specialty store 专卖店234.Department store 百货商店235.Supermarket 超级市场236.Convenience store 便利店237.Superstore 超级商店238.Category killer 品类杀手239.Service retailer 服务零售店240.Discount store 折扣商店241.Off-price retailer 廉价零售店242.Independent off-price retailer 独立廉价零售商243.Factory outlet 工厂直营店244.Warehouse club 仓储俱乐部245.Chain store 连锁店246.Franchise 特许经营247.Shopping center 购物中心248.Wheel-of-retailing concept 零售轮转理论249.Wholesaling 批发250.Wholesaler 批发商251.Merchant wholesaler252.Broker253.Agent254.Manufacturer’s sales branches and offices 制造商的销售分发机构和办事处Chapter 12: Communicating Customer Value: Advertising and Public Relations P. 294255.Promotion mix （Marketing Communication Mix）营销组合（营销沟通组合）256.Advertising 广告257.Sales promotion 销售促进258.Personal selling 人员推销259.Public relations 公告关系260.Direct marketing 直复营销261.Integrated marketing communication （IMC）整合营销沟通262.Push strategy 推式战略263.Pull strategy 拉式战略264.Advertising objective 广告目标265.Advertising budget 广告预算266.Affordable method 量力而行法267.Percentage-of-sale method 销售百分比法petitive-parity method 竞争对等法269.Objective-and-task method 目标任务法270.Advertising strategy 广告战略271.Madison & Vine 麦迪逊大街和好莱坞藤街272.Creative concept 创意概念273.Execution style 创作文体274.Advertising media 广告媒体275.Return on advertising investment 广告投资收益率276.Advertising agency 广告代理商277.Public relation 公共关系Chapter 13: Personal Selling and Sales Promotion P. 324278.Personal selling 人员推销279.Salesperson 销售人员280.Sale force management 销售队伍管理281.Territorial sales force structure 地域型销售组织机构282.Product sales force structure 产品型销售组织机构283.Customer sales force structure 顾客型销售组织机构284.Outside sales force （or field sales force）外部销售队伍（现场销售队伍）285.Inside sales force 内部销售队伍286.Team selling 团队销售287.Sales quota 销售定额288.Selling process 销售过程289.Prospection 寻找线索290.Preapproach 事先调查291.Approach 接触访问292.Presentation 展示293.Handling objection 排除异议294.Closing 完成交易295.Follow-up 后续工作296.Sales promotion 销售促进297.Customer promotions 消费者销售促进298.Event marketing 事件营销299.Trade promotion 贸易销售促进300.Business promotions 商业销售促进Chapter 14: Direct and Online Marketing: Building Direct Customer Relationships P. 348301.Direct marketing 直复营销302.Customer database 顾客数据库303.Direct-mail marketing 直接邮寄营销304.Catalog marketing 目录营销305.Telephone marketing 电话营销306.Direct-response television marketing 电视直销307.Online marketing 在线营销308.Internet 互联网309.Click-only companies 点击企业（即在线交易公司）310.Click-and-mortar companies 虚实结合营销311.Business-to-customer （B2C）online marketing 企业对消费者的在线营销312.Business-to-business （B2B）online marketing企业对企业的在线营销313.Customer-to-customer （C2C）online marketing消费者对消费者的在线营销314.Customer-to-business （C2B）online marketing消费者对企业的在线营销315.Corporate （or brand）Web site 公司（品牌）网站316.Marketing Web site 营销网站317.Online advertising 在线广告318.Viral marketing 病毒营销319.Online social networks 在线社交啊网络320.Spam 垃圾邮件Part 4: Extending Marketing P. 372Chapter 15: The Global Marketplace P. 372321.Global marketplace 全球市场322.Global firm 跨国公司323.Economic community 经济共同体324.Americanization 美国化325.Exporting 出口326.Joint venturing 组建合资公司327.Licensing 许可经营328.Contract manufacturing 合同制造329.Management contracting 合同管理330.Joint ownership 合同所有331.Direct investment 直接投资332.Standardized global marketing 全球标准化营销333.Straight product extension 直接产品延伸334.Product adaptation 产品适应335.Product invention 产品创新munication adaptation 沟通适应337.Whole-channel view 整渠道视野Chapter 16: Sustainable Marketing: Social Responsibility and Ethics P. 394 338.Consumerism 消费者保护主义339.Environmentalism 环境保护主义340.Environmental sustainability 环境可持续发展341.Enlightened marketing 远见营销342.Consumer-oriented marketing 消费者导向营销343.Customer-value marketing 顾客价值营销344.Innovative marketing 创新营销345.Sense-o-mission marketing 使命感营销346.Societal marketing 社会营销347.Deficient product是不完善的产品348.Pleasing products 令人愉快的产品349.Salutary products 有益的产品。

顾客价值

We are witnessing an amazing transformation in organizations. Driven by more demanding customers, 1 global competition, and slow-growth economies and industries, many are on a journey, searching for new ways to achieve and retain competitive advantage. Nearly two decades ago, quality management became popular, and managers learned how to improve the quality of both their organization's products 2 and internal operations processes. These efforts brought important performance improvements (Garvin 1983; Leonard and Sasser 1982), but, ironically,
tive advantage. More and more managers lament that product innovation and quality no longer provide the basis for a competitive edge (Butz and Goodstein 1996). Some organizations have turned inward again by trying to improve performance through more encompassing structure and process changes. Downsizing, restructuring, and reengineering have emerged as popular management tools for creating "lean and mean" organizations. Unfortunately, experience is mixed as to whether these tools have delivered on their promise. The way organizations do work may change but still do not have the desired itnpact on bottomline performance (Hall, Rosenthal, and Wade 1993). Quality improvements and organizational tinkering continue, but so do the external market-based pressures that gave rise to them. Consequently, the search for advantage goes on, and so it is important to ask where organizations will look next for sources of advantage. Instead of the same focus on internal processes and structure, the next major management transformation likely will come as organizations turn more of their attention outward to markets and customers. Consistent with this prediction, there are no shortages of calls for organizations to reorient strategy toward superior customer value delivery (Band 1991; Day 1990; Gale 1994; Naumann 1995). These advocates typically point to one or more of four kinds of evidence to support their position: (1) widely publicized success stories of companies that manage this way (e.g., AT&T, Federal Express, Xerox, Eastman Chemical Company); (2) analysis of Profit Impact of Marketing Strategy (PIMS) data that show a strong relationship between quality, market share, and profitability (Gale 1994); (3) studies finding a positive relationship between market orientation and organizational performance (e.g., Jaworski and Kohli 1993; Narver and Slater 1990); and (4) analyses of costs demonstrating that customer retention is substantially less expensive than customer acquisition (e.g., Birch 1990). The issue does not seem to be whether an organization should compete on customer value delivery, but rather how it should do it. Everyone seems to agree on two things. First, adopting a customer value delivery orientation requires organizations to learn extensively about their markets and target customers. Deciding how to compete on superior customer value delivery raises difficult questions, such as the following: (1) what exactly do customers value? (2) Of all the things customers value, on which ones should we focus to achieve advantage? (3) How well do customers think we deliver that value? (4) How will what customers value change in the future? Second, managers must translate customer learning into superior performance with customers. For instance, an organization's internal processes for delivering value must be brought in line with what customers value. Marketing thought has advocated this outward, customer-focused philosophy for managing organizations for a long time (Day 1994). Arguments in favor of managing toward customers are persuasive, and frameworks exist that describe conceptually how managers should develop customer-focused competitive advantage (e.g., Day 1990; Day and Wensley 1988; Slater and Narver 1995). Yet this

学术英语(管理)含课后答案Unit2

Unit 2 Marketing
Text A
Critical reading and thinking
Beyond text
—
4 Cs vs. 4 Ps With the birth of the Customer age in the 1990s Robert F. Lauterborn proposed the 4 Cs to replace 4 Ps.
In summary, marketing is: a) discovering and giving consumers what they want and need, and b) doing this at a profit.
Translate these definitions of Marketing.
The 4 Ps Theory in Marketing
• Professor Jerome McCarthy of Michigan State University wrote a book in the 1950s and defined the 4 Ps of marketing: product, place, price and promotion. • Prof. Philip Kotler of Northwestern University further established the 4P's theory of marketing mix in his 1967 book Marketing Management: Analysis, Planning, Control (1st Edition)
推出新产品歇业发货品牌经理电子商务网站unit2marketingtextbcriticalreadingandthinkingspecializedvocabularyvirtualtestdriveindepthadsglobalpowerhousebeautycarehealthcarehomecareheadquarterssuperiorproducts深度广告具有全球影响力的企业美容护肤品医疗保健品家用护理品企业总部虚拟试驾卓越产品unit2marketingtextbcriticalreadingandthinkingspecializedvocabularyproductdevelopmentglobalexpansionrangeofproductdominateacategoryiconicbrandsdiscountstoreproducttestinglocation全球扩张系列产品在某一品类中占据主导地位偶像级品牌折扣店产品测试试销试用等产品开发选址unit2marketingtextbcriticalreadingandthinkingspecializedvocabularyupccodeoffshoremanufacturingoutdoorbillboardstorewindowdisplaylogooverlybrandedsubbrands离岸制造户外广告牌橱窗展示标识徽标品牌建设过度的子品牌通用产品码

(全面版)顾客关系管理方案英文版

(全面版)顾客关系管理方案英文版Customer Relationship Management Plan (Comprehensive Version)In today's competitive business landscape, maintaining strong relationships with customers is essential for long-term success. A well-developed Customer Relationship Management (CRM) plan can help businesses effectively manage interactions with both current and potential customers. This comprehensive document outlines the key components of a successful CRM plan.1. Understanding Customer Needs- Conduct market research to identify customer preferences and trends.- Use data analytics to segment customers based on demographics, behavior, and preferences.- Develop buyer personas to better understand the needs and expectations of different customer segments.2. Building Customer Relationships- Implement personalized communication strategies to engage with customers on a one-to-one basis.- Utilize multiple communication channels, such as email, social media, and phone calls, to reach customers.- Provide excellent customer service to build trust and loyalty.3. Customer Data Management- Implement a CRM system to centralize customer data and interactions.- Regularly update and maintain customer records to ensure accuracy.- Use data analytics to track customer behavior and preferences.4. Customer Engagement Strategies- Develop loyalty programs and rewards to incentivize repeat purchases.- Offer personalized recommendations and promotions based on customer preferences.- Encourage customer feedback and reviews to improve products and services.5. Monitoring and Evaluation- Set Key Performance Indicators (KPIs) to measure the effectiveness of the CRM plan.- Conduct regular reviews and analysis to identify areas for improvement.- Adjust strategies based on feedback and performance metrics.ConclusionA well-executed CRM plan can help businesses build stronger relationships with customers, increase customer satisfaction, and drive revenue growth. By understanding customer needs, engaging with customers effectively, managing customer data efficiently, implementing customer engagement strategies, and monitoring performance, businesses can create a successful CRM plan that delivers long-term value.。

客户动态管理英语

客户动态管理英语Customer Dynamic ManagementCustomer dynamic management refers to a set of strategies and practices that businesses employ to effectively manage and engage with their customers over time. It involves continuously monitoring, analyzing, and responding to customer interactions, behaviors, and preferences in order to build long-term relationships, increase customer satisfaction, and drive business growth.The key aspects of customer dynamic management include:1. Customer profiling and segmentation: Analyzing customer data to understand their characteristics, needs, and behaviors, and dividing them into distinct segments for personalized marketing and service.2. Customer lifecycle management: Mapping the journey of customers from acquisition to retention and loyalty, identifying opportunities for upselling and cross-selling, and implementing strategies to nurture and retain customers.3. Customer engagement and communication: Establishing effective channels of communication with customers, such as email, social media, and mobile apps, to provide personalized offers, promotions, and valuable content.4. Customer feedback and投诉 management: Actively seeking customer feedback, promptly addressing complaints, and using the insights gained to improve products, services, and customer experience.5. Analytics and insights: Utilizing data analytics tools to gain insights into customer behavior, preferences, and trends, enabling businesses to make informed decisions and optimize their marketing and customer service efforts.6. Loyalty program management: Developing and managing loyalty programs to encourage customer repeat purchases, reward loyalty, and enhance customer retention.7. Partnership and collaborations: Forging strategic partnerships with other businesses or organizations to expand the reach and offerings for customers.By implementing customer dynamic management, businesses can proactively adapt to changing customer needs and market dynamics, delivering personalized experiences, and building strong, long-lasting customer relationships. This ultimately leads to increased customer loyalty, higher customer lifetime value, and sustainable business growth.。

客户价值管理模式(PPT 11)英文

(d) Actual price (or cost) (e) Fair Value Price = (a) + (average price, 140 ) (f) Total value advantage = (e)-(d)
22
22
-34
22
-34
0
2
2
2
-9
2
0
2
13
2
-8
-8
0
23
-64
53
-35
Introduction to Customer Value Management
Customer Value Yields Big Dividends
From anywhere… to anyone
Wireless Telecom Company
Heavy Equipment Dealership
17 40 120 160 137 200
30 37 25 54 85 130 84 122 155
Attrib. Value
6.8 12.0
9.6 10.0
7.6
9.0
6.4 25.0
7.0 16.0
2.8 14.0
7.0 14.0
6.6
98.3
30 100.0
110 100.0
140
-1.7
58.5032
Underground Mining Equipment
Manufacturer / Distributor
• 50% reduction in customer churn
• Doubled sales revenue – from $250M to $500M+

Managing Customer Expectations

Managing Customer ExpectationsBy David Gail ThompsonIn a recent coaching session an issue came to light regarding a customer compliant. Services were provided and the customer was HAPPY with the results, however the expected level of communication did not meet the customer's expectations. Luckily the customer was a personality type D and shared the disappointment.The conversation went something like this:Client: I was just told that our customer was happy with the quality of service that we provided but was not happy with the lack of communications.Coach: What do you mean by "lack of communication"?Client: He thought that we did not keep him in the loop.Coach: So you didn't talk with him about what you were doing.Client: No, that's not true. We talked with him every time he called, but he was always one step ahead.Coach: What do you mean by "one step ahead"?Client: Just about the time I was ready to call him and let him know the status, he called asking.Coach: So was the service taking longer than normal?Client: No, it was a normal job.Coach: What I hear you saying is that you were performing your services normally and customer was more aggressive than your normal.Client: Yes, I guess that is what I'm saying.Coach: Let's go back to the beginning. When you were taking on the job, you explained your normal course of business and asked if that was going to meet his expectations?Client: What?Coach: When you were talking with him at the very beginning you must have said something like, "Normally it takes us a couple of hours to diagnosis the problem, obviously we will call you to let you know the severity of the problem, the cost and time to fix it, and typically we will then order the parts, communicating with you at the following stages (list) of the repair. Will that meet your expectations? Client: No.Coach: Ok, what did you tell him?Client: We will call to get approval when we know what the cost to repair will be, to get approval, and again when the repair is complete.Coach: And he was satisfied with that?Client: Well, obviously he wasn't or we wouldn't be talking about it.Coach: Do you think this is just an over demanding customer?Client: No, I am lucky I learned about his disappointment. Had he been a personality type S, I would have never learned about it.Coach: What do you mean?Client: Based on what I have learned from you about personality types, 40% of thepopulation are type S and they will not complain to me, however they will tell all of their friends of a bad experience.Coach: Do you see that something needs to change?Client: Well, I guess. How did you phrase that you used that ended with "Will that meet your expectations?"Is this uncommon? No, it is normal. The problem with normal is that you don't create raving fans. Neutral or disappointed customers continue to shop for businesses who create raving fans. Raving fans not only continue to do business in the future, they also tell their friends about the level and quality of service. Raving fans become clients.The key is to ask, after explaining "normal", ask if "normal" meets expectations. If the response is negative, bland or unconvincing ask what else you can do.。

华美达质量管理及评估手段(中英文双语)

23% of our guests on average experience a problem during their stay. 至少23%的客人在酒店居住期间会遭遇问题。
Guests who have problems in other areas of the hotel often look to the Front of House staff for solutions. 客人在酒店其他地方碰到的问题，经常会找前线的员工来帮助解决。
Soliciting Guest Feedback 2QA 恳求得到客人2QA 的反馈。
“Making The Change” 改变
2QA 的三步骤 2QA Three Distinct Phases
• Phase 1: Collecting Customer Feedback • 第1阶段：收集顾客反馈
but what can be improved.
我们并不是在问客人他是否感到满意而是有何可改进之处。
Question 2
During your stay, which hotel employee (if any) has provided you
with above average service? 当您光临酒店时，您是否觉得有员工服务特别突出。 We want to obtain feedback on outstanding performance of certain employees for recognition. 我们想收集来自对员工优质服务认可的客人反馈。
因此酒店的目标是：不仅要得到感到非常满意或非常不
满意的客人的反馈，同时还要得到位于两者之间的大部分的客人的反馈。

客户需求管理英语作文

客户需求管理英语作文Customer relationship management (CRM) is a critical aspect of modern business operations. In this essay, we will explore the importance of managing customer needs effectively and how it can lead to business success.Understanding Customer NeedsThe first step in customer needs management is understanding what the customer wants. This involves active listening and gathering information through surveys, feedback forms, and direct interactions. It's essential to segment customers based on their needs and preferences to tailor the products and services accordingly.Implementing CRM SystemsA CRM system is a valuable tool for managing customer data and interactions. It allows businesses to track customer history, preferences, and interactions with the company. This data can then be used to personalize communications and offers, leading to higher customer satisfaction and loyalty.Customization and PersonalizationCustomers appreciate when a company takes the time to understand their unique needs and preferences. Personalizing the customer experience can be as simple as addressing acustomer by name in an email or as complex as customizing a product to meet specific requirements.Continuous ImprovementCustomer needs are not static; they evolve over time. Businesses must be agile and continuously seek feedback to improve their offerings. Regularly reviewing customer satisfaction surveys and adapting to the findings can help a company stay ahead of the competition.Building Trust and LoyaltyEffective management of customer needs builds trust and loyalty. When customers feel heard and valued, they are more likely to become repeat customers and recommend the business to others. This word-of-mouth marketing is invaluable and can significantly impact a company's growth.Challenges and SolutionsDespite the benefits, managing customer needs can be challenging. Businesses may face issues such as conflicting customer demands or resource limitations. Solutions can include prioritizing customer needs based on profitability and long-term value, and investing in technology that streamlines the process.ConclusionIn conclusion, managing customer needs is a dynamic processthat requires ongoing attention and adaptation. By understanding and responding to customer needs, businesses can foster strong relationships, increase customer satisfaction, and ultimately, drive business success. The implementation of CRM systems, customization, continuous improvement, and building trust are all key components of effective customer needs management.。

顾客价值理论

顾客价值理论三、顾客价值理论综述早在1954年，彼得德鲁克就指出，顾客购买和消费的决不是产品，⽽是价值。

特⾥? ?布⾥顿和戴安娜?拉萨利认为，⼀切消费都以价值为基础，价值包括⽣理层⾯、感情层⾯、智⼒层⾯和精神层⾯。

波特在其著名的竞争优势理论体系中也指出，竞争优势归根结底来源丁企业为顾客创造的超过竞争对⼿的价值。

也认为，价值是感知到的利益与价格之间的⽐率，这⾥的价格包括购买的价格以及诸如获得、运输、安装、定购、还有失败的风险等。

这些学者并没有直接使⽤“顾客价值” ⼀词，⽽是使⽤了“价值” ⼀词，但他们表述的却是顾客价值的含义。

虽然他们没有对顾客价值做详细的研究，但他们引⼊了这⼀概念的雏形。

泽瑟摩尔在其所做的开创性研究中⾸次将顾客价值定义为“顾客所能感知到的利益与其获取产品或服务所付出的成本进⾏权衡后对产品或服务效⽤的整体评价”。

其后，顾客价值理论的研究逐步为西⽅营销学者和企业经理⼈共同关注的焦点领域，并被视为竞争优势的新来源。

（⼀）、顾客价值理论的演进1、科特勒的顾客让渡价值理论科特勒在他著名的《营销管理》第⼋版中开始引⼊顾客价值的概念，但他没有直接使⽤“顾客价值” ⼀词，⽽是应⽤了“顾客让渡价值”作为概念。

他指出，所谓顾客让渡价值是指总顾客价值与总顾客成本之差。

即顾客让渡价值总顾客价值⼀总顾客成本此处，顾客总价值是顾客购买某⼀产品或服务所获得的所有利益，它包括产品价值、服务价值、⼈员价值和形象价值。

顾客总成本是指顾客为了购买某⼀产品或服务所耗费的时间、精神、体⼒以及所⽀付的货币资⾦等，它包括货币成本、时间成本、精神成本和体⼒成本，如图所⽰。

顾客在选购产品时，往往从价值与成本两个⾯进⾏⽐较分析，以顾客让渡价值最⼤的产品或服务作为优先选择的对象。

如下图（1）:藉⼒成本时I可成本货币成本图（1）顾客让渡价值⽰意图①资料来源菲利普?科特勒营销管理第版中译本中国⼈民⼤学出版社由丁科特勒在提出顾客是价值最⼤化的追求者时，有⼀系列假定前提，然⽽这些假定前提是⽐较脆弱易变的。