外文翻譯--顧客價值戰(zhàn)略在公司的競爭力

1、<p>　　1830單詞，3100漢字</p><p>　　出處：Li M. The Customer Value Strategy in the Competitiveness of Companies[J]. International Journal of Business & Management, 2009, 4(2).</p><p><b>　　原

2、文 </b></p><p>　　The Customer Value Strategy in the Competitiveness of Companies</p><p>　　Author: Maohua Li</p><p>　　By the in-depth development of economic globalization in re

3、cent years, market competition has become the focus of the fight against various companies. The survival and development of companies is not only depending on its own resources, but also relying on more value-oriented co

4、nsumers. For companies around the world, their tasks are not only to take a variety of measures to deal with market risk, but also to keep pace with the trend of the times and make appropriate adjustments on the strategy

5、 </p><p>　　Since the 1970s, scholars and business managers continue to explore the new approaches which adapt to the changes in the marketing, from product-centered focus on product quality to "customer

6、-oriented” on customer satisfaction and loyalty. Until 1990s, by putting forward the concept of customer value, marketing concept reaches a whole new level. </p><p>　　The value concept seems to be one of the

7、 most recent and most popular trends. In recent years, customer value has become a major focus among strategy researchers and practitioners as an essential element of a firm’s competitive strategy. Ravald and Grnroos, 19

8、96 Customer value and customer benefit are key concepts in marketing as well as operations management the emphasis in airline management seems to lie on cost management and traditional quality management customer value c

9、oncepts in passenger</p><p>　　Understanding what buyers value within a given offering, creating value for them, and then managing it over time have long been recognized as essential elements of every market

10、oriented firm’s core business strategy Drucker, 1985, Porter, 1998; Desarbo, Jedidi and Sinha, 2001. Companies are searching for new and better ways to create value and differentiate their market offerings to attract and

11、 keep customers and make a profit Bendapudi, Leone 2003. Many firms have been interested in Customer Va</p><p>　　In the academic literature, value has been conceptualized in various ways. In most places, cus

12、tomer value has been defined as a tradeoff between customer-perceived quality and customer-perceived price. Perceived quality, in turn, has been conceptualized as buyers’ “judgment about a product’s overall excellence or

13、 superiority” Zeithaml, 1988, and perceived price is defined as the consumers’ subjective perception of the objective price of the product Jacoby and Olson, 1977 </p><p>　　With the rapid development of techn

14、ology, new products are constantly emerging. At the same time, customers are highly expected for products and services. Companies must commit themselves to design, manufacture and deliver products, and to provide custome

15、rs with value beyond the competitors, they can obtain a competitive advantage for sustainable development in the fierce market competition. From the strategic height of the company, study the issues of customer value str

16、ategy and competitiveness</p><p>　　Compared with the traditional concept of marketing, the innovation of customer value is that the company stands in the customers’ perspective of the value of products and s

17、ervices. This value is not determined by the company, but by the actual customer perception. In this sense, the customer value is customer perceived value. It is the balance between perceived benefits obtaining and missi

18、ng. American scholar Treacy and Wiersema described Customer Value as: the proceeds customer get minus the su</p><p>　　Companies which focus on customer satisfaction concern how to satisfy the customers who b

19、uy their products and services, rather than concern the competitors and their customers. This type of relationship between the company and customers is often static, say, one-sided “please". And, through this "

20、please" to obtain loyalty to their product in existing customers. Companies which focus on the match of customer value and competitiveness tend to provide values to target customers beyond the value of</p>&l

21、t;p>　　Different customers buy different values. Enterprise, due to its own limited resources and capacity, cannot do all the things for all customers. With the value standards and expectations of customers increased,

22、companies can stay ahead only through advance action. The special customer value needs the best mode of operation to achieve. Therefore, a successful business is always based on its selection of the target customers for

23、value positioning </p><p>　　Customers can be roughly divided into three types, but for different customers have different types of customer value positioning model: 1 Customers are interest in the up-to-date

24、, modern products. The products of their choices reflect the fashion tastes they pursue and the desire of special technology. Enterprises which meet the needs of these customers orient the value on Product Leadership, su

25、ch as Microsoft, HP, Intel, Sony, and so on. 2 Customers prefer to cost-effective products and servic</p><p>　　Companies to provide products or services for these customers committed to improving Customer In

26、timacy, such as Honda, British Airways, and so on. They meet the special needs of customers, while customers take loyalty to the company products and services in return </p><p>　　The core competencies of ent

27、erprises cannot create a profit directly, only to change it to meet the customer's needs of products and services while in the true sense. The orientation of customer value strategy needs to match with the competitiv

28、eness of enterprises. Enterprises need to engage in each of the value creation in the value chain to make the final products and services available to customers, the performance of activities constitute the basic element

29、s of competitive advantage, while th</p><p>　　Enterprises which value positioning on operational excellence are to provide customers with cost-effective products and high-quality services. Their competitive

30、platform must include an effective management of supply chain, efficient inventory and logistics management. In order to obtain the profit based on low price, enterprises must first obtain cost advantages. The cost is ar

31、ising from the activities in the value chain, and the activities which impact the cost are linked to each other. Factor</p><p>　　1 Make a wide range of survey prior to the design of new products for customer

32、s, to ensure the function of products simple but practical, so as to avoid an increase in cost but customers do not need the advanced functions. </p><p>　　2 To maintain the operations simplified. Most of the

33、 Operational Excellence enterprises are the typical to resist diversification. For example, Dell in the United States avoids the broad diversification of products, but focuses on the services and logistics of small varie

34、ty of goods, which can control the cost and afford the customer a lower price. </p><p>　　3 Through the development of external relations, especially the relationship between the supplier to cut costs. For ex

35、ample, Chrysler was only to put pressure on suppliers before, require them to lower prices. Later, the company's management has changed the practice. They invite suppliers to put forward proposal of improving on cost

36、, which focused on cost rather than price. As a result, they create win-win cooperation between the two companies and establish </p><p>　　Supplier Cost Reduction Effort SCORE, and the company links the suppl

37、ier's recommendations and the result with their rewards. The use of SCORE method is a great success, either in cost-cutting or trust and confidence building between Chrysler and suppliers </p><p>　　From

38、a theoretical point of view, the definition of customer value is not unified in the academic community. We need to do further research. In addition, we need to do research on the relationship between customer value and r

39、elated concept, such as relations between customer value and customer satisfaction, customer loyalty and customer maintenance, etc. In addition, with the development of the Internet, online shopping has become a daily sh

40、opping approach. In this particular background of shopp</p><p><b>　　譯文 </b></p><p>　　顧客價值戰(zhàn)略在公司的競爭力</p><p>　　作者:Maohua Li</p><p>　　近幾年,隨著全球經濟的不斷深入發(fā)展,市場競

41、爭已成為各公司之間斗爭的焦點。公司的生存和發(fā)展不僅僅依靠他們自己的資源,而更多的是以顧客為導向。對于全世界的公司來說,他們的任務不僅僅是采取各種措施來處理市場危機,而要跟上時代的腳步并制定出合適的公司戰(zhàn)略和戰(zhàn)術上的調整來處理所有那些不斷上升的激烈的競爭。隨著以顧客為導向思想在市場上的不斷深入發(fā)展,顧客價值已被作為企業(yè)一種新的競爭優(yōu)勢的資源。因此,顧客價值戰(zhàn)略已經成為了企業(yè)戰(zhàn)略發(fā)展的重要組成部分。 </p><p>

42、;　　自20世紀70年代,學者和企業(yè)管理者不斷探索的適應了市場變化的新方法,從以產品為中心的客戶滿意度和忠誠度對產品質量的關注“客戶為本”直到20世紀90年代,提出了顧客價值的觀念,營銷觀念達到了一個全新的水平。 </p><p>　　價值的概念似乎是最近最流行的趨勢之一。近年來,顧客價值作為一家公司競爭策略的一個基本要素,在戰(zhàn)略研究者和實踐者中已成為了一個主要關注的焦點。(Ravald,Grnroos

43、,1996)客戶價值和客戶利益是關鍵的概念,市場營銷以及運營管理中的航空公司管理的重點似乎對傳統(tǒng)的成本管理和質量管理客戶價值的觀念在于客運航空運輸,變得清晰,出現了不斷變化的重點并不一定總是根據顧客的需要驅動,但更受技術和市場的影響。了解為給定的買家提供什么價值,為他們創(chuàng)造價值,然后隨著時間的推移,它的管理一直作為每一個市場導向的企業(yè)的核心業(yè)務戰(zhàn)略的基本要素確認(Drucker,1985;Poter,1998; Desarbo,Jedi

44、di and,Sinha,2001)。公司正在尋找新的,更好的市場辦法來創(chuàng)造價值和差異化的市場產品,來吸引留住顧客,創(chuàng)造利潤Bendapudi,Leone 2003。 </p><p>　　許多公司已對顧客價值產生了興趣,在學術文獻中,價值已經以各種不同的方式被定義。在大多數地方,顧客價值已被定義為一種(顧客感知的)質量和(顧客感知的)價格之間的權衡。感知品質反過來又被定義為購買者“判斷一個產品的整體表現優(yōu)秀或優(yōu)

45、勢”Zeithaml, 1988,感知價格被定義為顧客對產品客觀價格的主觀感受Jacoby and Olson, 1977。 </p><p>　　隨著技術的快速發(fā)展,新產品也不斷涌現。同時,顧客對產品和服務的期望也高。公司必須自我保證產品的設計、制造和發(fā)送,并且以比競爭者高的價值提供給顧客,這樣公司才能在激烈的競爭中獲得持續(xù)發(fā)展的競爭優(yōu)勢。從公司戰(zhàn)略的角度,研究顧客價值戰(zhàn)略和將競爭優(yōu)成長優(yōu)勢結合起來的競爭有助于

46、公司作出戰(zhàn)略決策。在今天不斷增長的競爭的全球市場上,建立顧客忠誠度和利潤顧客是任何公司成功的一個至關重要的組成部分。 </p><p>　　與傳統(tǒng)的市場概念相比,顧客價值的創(chuàng)新之處是產品和服務的價值是站在顧客的角度。這價值不是由公司決定的,而是由顧客的期望所決定的。在這個意義上,顧客價值就是顧客的感知價值。它是感知利得和感知損失的余額。美國教授特里西和威爾斯瑪把顧客價值定義為:顧客得到的收益減去它產品和服務上的成

47、本。從某種意義上說,就是價值中得到的收益。這價值是指產品或服務來增加顧客的經歷或績效。這成本包括花在購買產品和維修上的費用和其他的一些費用,勞動力和他們時間和精力上的損失等等。這種可見的和不可見的成本抵消了價值。在每一個顧客滿意度的舞臺上,顧客忠誠度對顧客的價值,公司已經把注意力重點放在不同的方面。產品品質、服務質量、價格、品牌、顧客與公司的關系構成了顧客價值的一個資源。 </p><p>　　對注重顧客滿意度的

48、公司應關注如何滿足那些買他們產品和服務的顧客,而不是關注競爭對手和他們的客戶。公司與客戶之間的關系往往是靜態(tài)的類型,比如,片面的“請”,而且通過這種“請”來獲取顧客對他們產品的忠誠度。將顧客價值和競爭力相匹配的公司往往提供給目標顧客的價值在基于自身價值定位的基礎上超過了競爭者的價值,而顧客更愿意與企業(yè)保持相互合作,以獲取他們的最大感知價值。因此,努力讓顧客滿意,顧客忠誠只是營銷戰(zhàn)術問題,顧客價值的創(chuàng)造是企業(yè)保持持久的競爭優(yōu)勢是戰(zhàn)略問題。

49、應該指出的是,顧客價值不是否認顧客滿意度和顧客忠誠度,而是在市場競爭的新形勢下擴大和發(fā)展顧客滿意度和顧客忠誠度。它為企業(yè)做出戰(zhàn)略選擇和提高他們的競爭力提供了一個新的概念和方法。這是一個為企業(yè)獲取競爭優(yōu)勢的新來源。 </p><p>　　不同顧客買不同的價值。企業(yè)由于自身的資源和能力有限,無法做到對所有顧客的所有東西,隨著價值標準和顧客的期望值增加,公司可以保持領先只有通過提前行動。特殊的顧客價值需要最佳的運作模式

50、。一個成功的企業(yè)總是根據它的目標顧客選擇來價值定位。</p><p>　　客戶大致可以分為三種類型,但對于不同的客戶有不同的客戶價值定位模型。(1)顧客對時尚的、現代的產品感興趣,他們選擇的產品反映了他們追求時尚的品味和特殊技術的渴望。企業(yè)在產品的領先地位上定位滿足這些顧客的 價值,像微軟、惠普、英特爾,索尼等。(2)客戶喜歡物廉價美的成品和優(yōu)質的服務,對方便購買和優(yōu)質的服務有特殊的需求。在企業(yè)在這個目

51、標客戶群的目標定位方面的業(yè)務價值。(3)客戶希望得到的確實是他們需要的,即使他們需要付出更高的價格或等更長的一段時間。企業(yè)為顧客提供產品和服務致力于提高客戶親密度,像本田、英國航空公司等。他們滿足客戶的特殊需求,同時客戶忠誠于他們的產品和服務作為回報。 </p><p>　　企業(yè)的核心競爭力不能直接創(chuàng)造利潤,只能改變?yōu)檎嬲饬x上滿足顧客對產品和服務的要求。顧客價值的戰(zhàn)略定位需要配合企業(yè)的競爭力。企業(yè)需要

52、從事價值鏈中創(chuàng)造價值,將每個最終產品和服務提供給客戶,活動的績效構成競爭優(yōu)勢的基本要素,而不同價值取向的公司活動的重點不同:對創(chuàng)新性活動的重點是產品領先,卓越經營型公司的重點放在減少供應鏈和內部操作流程的成本,以及追求顧客親密度的公司重點是滿足顧客產品服務和支付。然而以這事為重點并不意味著忽視其他活動,其他活動,他們至少應該滿足他們行業(yè)的標準。 </p><p>　　價值定位于卓越運營的企業(yè)要提供給顧客

53、價廉物美產品和優(yōu)質服務。他們的平臺必須包括有效的供應鏈管理、存貨管理和物流管理。為了獲得基于低價的利益,企業(yè)必須首先獲得成本優(yōu)勢,成本產生于價值鏈的各種活動中,影響成本的活動都是相互聯系的。操縱成本的因素是有某些成本活動的結構所決定的。成本驅動因素決定了某些活動的費用,反映影響其行為的成本任何聯系或關系。 </p><p>　　企業(yè)在主要的傳播活動通過積累成本效益來成立它的相對成本低位。這樣形成的成本優(yōu)

54、勢比從事特定的活動來超過其競爭者更有效。在真正的運營操作過程中,很多企業(yè)控制成本不僅僅限制于生產制造過程中特定的某一段,而更多的是將價值鏈中的各種活動聯系起來。(1)制作新產品前,為客戶設計一系列的調查,以確保產品的簡單而使用的功能,以避免客戶并不需要的高級功能的成本增加。(2)為了保持操作簡化,卓越經營的企業(yè)大多是典型的據多元化。例如,在美國戴爾避免了廣泛產品多樣化,把重點放在一些品種少的商品的服務和物流上,能控制成本并給客戶一個較低

55、的價格。(3)通過外部關系的發(fā)展,特別是供應商之間的關系,以降低成本。例如,克萊斯勒之前只是對供應商施加壓力,要求他們降價,后來公司的管理改變了做法。他們邀請供應商提出了成本降價提案,這是對成本而不是價格的重點改進建議。因此,他們創(chuàng)造了雙贏兩家公司之間的合作建立。供應商降低成本的努力(評分),與本公司聯系的供應商的建議,并用自己的結果作為回報。該評分法的使用是一個巨大的成功,無論是在削減成本或信任與克萊斯勒和供應商之間建立的信任。 &l

56、t;/p><p>　　從理論角度,顧客價值定義在學術界是不統(tǒng)一的,我們需要進一步研究。除此之外,我們需要研究顧客價值與相關概念的聯系,像顧客價值和顧客滿意度的聯系,顧客忠誠度與顧客的維護之間的聯系等等。除此之外,隨著因特網的發(fā)展,網上購物已經成為了一種日常購物方式。在這種特殊的購物背景下,顧客消費行為、顧客價值和傳統(tǒng)的購物之間的不同也需要在學術界做進一步的研究。同時,隨著全球經濟一體化的形成,關于不同的文化背景是否影