外文翻譯---用新方法保持顧客忠誠

1、<p>　　畢業(yè)論文（設(shè)計）外文翻譯 </p><p><b>　　一、外文原文 </b></p><p>　　標(biāo)題：Let Go of Old Ideas to Hold on to Your Customers</p><p>　　出處：Moore, Terry. Let Go of Old Ideas to Hold on

2、to Your Customers .American Banker, 2010(12), 175(189)</p><p>　　One of the most important things any company can do to help ensure its survival is invest in practices that create consumer loyalty and good cu

3、stomer service is the foundation on which businesses can build satisfactory relationships with clients.</p><p>　　Creating an environment that is friendly and welcoming for customers, provides the goods and s

4、ervices they need in a timely manner and operates in a way that is convenient for the customer is a model any business should use.</p><p>　　Customer Loyalty and Customer Satisfaction</p><p>　　Cr

5、eating customer loyalty begins with companies that invest time and effort into making sure customers leave interactions feeling a sense of satisfaction, whether it’s because they received a good deal or were able to reso

6、lve an issue.  Satisfied customers are more likely to return to the business, spend more money there and encourage others to do business there as well. Whether it’s a retail business or a restaurant, any company sho

7、uld work toward creating consumer loyalty.</p><p>　　Customer service is the most important part of building strong relationships with customers. Employees are the human face and voice of the company, and a b

8、ad experience can drive customers away. Investing in customer service training and education should be of primary importance to business owners and managers. There are many ways to teach employees how to greet and help c

9、ustomers, as well as how to solve problems.</p><p>　　Customer Service Education – Employee Training</p><p>　　Training employees in proper customer service can involve extended training sessions,

10、 especially for new employees. Customer service education helps to set up defined expectations for employee behavior, including models of greeting and aiding customers, learning the chain of command among employees and c

11、reating a team of employees with a shared goal.</p><p>　　Employee training should focus on generating a positive atmosphere and setting clear goals for employees. Additionally, managers and supervisors shoul

12、d receive training in conflict management to help mitigate disputes between employees, as well as deal with customer problems.</p><p>　　Managers and supervisors should also engage directly in ongoing custome

13、r service education by monitoring and rewarding positive interactions with customers, problem-solving and hard work. Holding regular meetings to discuss problems and answer questions is a good time to publicly commend em

14、ployees who are performing well.</p><p>　　Have employees develop a mission statement or an employee motto that can be displayed behind a counter or in the break room. Develop a mission statement that focuses

15、 on building relationships, providing good service and creating a positive atmosphere for employees and customers alike. Creating an employee motto is a simple way to provide concrete reinforcement of the customer servic

16、e training sessions and remind employees of the attitude required in creating a successful business.</p><p>　　Building Customer Loyalty – Customer Satisfaction Surveys</p><p>　　Establishing cust

17、omer loyalty is one of the most important parts of engaging in customer service training and education. Good employees will help to draw customers back to a business for its products and services, and ensuring that each

18、experience is positive will help keep individuals using the business on a regular basis.</p><p>　　Encourage customers to leave feedback on their experiences to help determine if there are any areas of custom

19、er service that are lacking. Online customer satisfaction surveys are easy to set up and use, and providing a venue for communication between the customers and the business is a simple way to build trust and loyalty. The

20、 feedback given in satisfaction surveys can also highlight areas of the business that are performing especially well.</p><p>　　Benefits of Social Networking for Businesses</p><p>　　Companies tha

21、t use social networking and use it well are able to generate brand loyalty and consumer loyalty, as well as invest in direct communication with customers and connect with potential customers. Outlets like Twitter, Facebo

22、ok and LinkedIn provide real-word and real-time interaction with customers and other businesses, making them ideal tools. Social networking can also humanize a company and give it a more personalized feeling for shoppers

23、.</p><p>　　Customers can communicate directly with the company through comments on Facebook and Twitter, as well as receive individual replies to their questions. This is a simple but effective way to create

24、 trust in the company, and encourage consumer loyalty. Customers who feel as though they have direct influence and communication with a company may be more likely to shop there in the future.</p><p>　　Buildi

25、ng customer loyalty starts from the ground up. Creating a solid, well-informed team of employees who know how to ensure each customer has a positive experience is a basic way to keep customers satisfied and coming back t

26、o the business. Expanding customer service into social networking and direct communication with consumers is a way to embrace the technology that many of today’s shoppers have at their fingertips, and get them invested i

27、n interactions with the company. </p><p>　　Gauging Customer Loyalty</p><p>　　Getting new customers is expensive, which is why sensible marketers toil to keep the ones they've already got --

28、and to get them buying as often as possible. As such, loyalty programs have become a conspicuous part of the marketing landscape. But how do consumers feel about such programs? Sixty-nine percent of respondents said most

29、 of their own experience with such programs has been "pretty good," and 10 percent said they've been "very satisfied." Half said a program membership either "strongly </p><p>　　M

30、embership has been growing</p><p>　　Whatever misgivings consumers have about loyalty programs, though, this doesn't seem to stop them from signing up. "Our research shows 67.7 percent of consumers b

31、elonged to loyalty programs in 2009, a 19 percent increase over 2007, when 57 percent of consumers belonged to one," says Kelly Hlavinka, a partner in Colloquy, a firm that provides research and other services to th

32、e loyalty-marketing field. "Activity in some key demographic segments is up even more," Hlavinka adds. "Just to name two, p</p><p>　　Another statistic, from Colloquy's "census" o

33、f loyalty-program participants, points to the ambivalence many consumers bring to these relationships. "Colloquy's census does indicate a critical gap -- that the average U.S. household has enrolled in 14 p

34、rograms, yet only participated in 6.2 of them," says Hlavinka. "So clearly, most loyalty-program operators need to be thinking about how to enhance their value proposition for their most profitable customers. I

35、n addition, much more can and should be</p><p>　　It's important, after all, to remember that consumers' true loyalty is to themselves, and they tend to judge a loyalty program on the dollar-and-cents

36、 benefits it provides. That's reflected in one of the CMO Council report's observations about how consumers react to such programs: "Unfortunately, they've been programmed to expect the fundamental disco

37、unts and free products, and marketers will be hard-pressed to wean them off such a deep dependence on them and respond to more experiential rewards</p><p>　　Citing the Key Benefits</p><p>　　Inde

38、ed, when respondents were asked to cite the three key benefits of loyalty-program membership, the top vote-getter (66 percent) was "discounts and savings," with "better deals and offers" the runner-up

39、 (43 percent). Filling out the top five were "free products or premiums" (38 percent), "perks and privileges" (36 percent) and "cash back" (33 percent). Significantly fewer mentioned "r

40、ecognition and appreciation" (18 percent) or "more individualized attention" (12 percent).</p><p>　　But if "individualized attention" ranks low on the hierarchy of things consumers v

41、alue about loyalty programs, that doesn't keep them from taking umbrage at an excess of not-so-individualized attention. When asked to identify the "top issues or concerns you have had with loyalty and rewards p

42、rogram memberships," No.1 on the list (cited by 44 percent of respondents) was "receive too much spam e-mail and junk mail."</p><p>　　Liz Miller tells a tale of her own recent experience in th

43、is regard. "Just the other day I got an offer to get a credit card that would attach to my airline frequent-flyer card," she says. "I got two e-mails about it, one from the credit-card company and another

44、from the airline. Both told me about the fabulous offers and savings I could achieve, and even offered special bonuses if I joined. Then, I got three different mailings in my mailbox: one to Liz, one to Lisa and another

45、to Elizabeth. Not</p><p>　　L apses in use of Customer Date</p><p>　　The report says loyalty programs generate lots of data about members, but often not in a way that helps them address members a

46、s individuals. "One of the greatest deficiencies the study identified was in the collection and utilization of this customer information," says the report. "Marketers largely gather fundamental demographic

47、 information and transaction histories while only about a third captured personal or product preferences from program members." This leads to a situation in which consum</p><p>　　Seeking Programs to joi

48、n</p><p>　　Still, past disappointments with loyalty programs don't dissuade consumers from joining new ones. In this regard, Hlavinka cites a striking figure from Colloquy's 2009 research: "16.4

49、 percent of the general population was actively looking for a rewards program to join," she says, "indicating the value of such programs has clearly taken hold." And there's no doubt that companies wil

50、l keep plugging away at such programs. "Marketers see the promise of loyalty-program payoff, says Miller, adding in </p><p>　　標(biāo)題：用新方法保持顧客忠誠</p><p>　　任何公司想要在競爭中獲勝該做的最重要的事情是：投資于可以建立顧客忠誠的項目和提供

51、能夠與建立顧客滿意關(guān)系的良好客戶服務(wù)。</p><p>　　創(chuàng)造一個良好友善的環(huán)境，及時為顧客提供他們所需要的產(chǎn)品和服務(wù)，并且在操作過程中最大限度的為顧客提供方便，這是每個公司應(yīng)當(dāng)采用的模型。</p><p><b>　　顧客忠誠和顧客滿意</b></p><p>　　顧客忠誠開始于公司投入時間和努力去確保給顧客留下互動的滿意感，無論是因為他們

52、實現(xiàn)一次交易還是因為能夠解決一個問題。滿意的顧客比較可能再次購買，他們會在同一家店或公司花費更多的錢，也會介紹認(rèn)識的人來交易。無論是零售商還是餐廳，都應(yīng)該致力于創(chuàng)建顧客忠誠。</p><p>　　顧客服務(wù)是建立穩(wěn)固的顧客關(guān)中最重要的一部分。員工是公司的門面，不好的購物經(jīng)歷會使顧客缺失。顧客服務(wù)的培訓(xùn)和教育的投入對公司的老板和管理者而言是至關(guān)重要的。以下給出一些教員工該怎樣跟顧客打招呼和怎樣幫助顧客，以及怎么樣去解

53、決問題的方法：</p><p>　　顧客服務(wù)教育——員工培訓(xùn)</p><p>　　培訓(xùn)員工學(xué)習(xí)適當(dāng)?shù)目蛻舴?wù)包括延長培訓(xùn)時間，尤其是新員工的培訓(xùn)期。顧客服務(wù)教育有助于設(shè)定員工行為的期望，它包括問候模型和幫助顧客、學(xué)習(xí)一系列員工準(zhǔn)則，以及創(chuàng)建一個致力于同一個目標(biāo)的工作團隊。</p><p>　　員工培訓(xùn)改制利于制造一種積極的氣氛和為員工制定明確的目標(biāo)，還有就是經(jīng)理和主

54、管應(yīng)該加強沖突管理以減少員工間的分歧，以及處理好顧客問題。</p><p>　　經(jīng)理和主管應(yīng)該通過直接參與監(jiān)管促進顧客服務(wù)教育，從而達(dá)到顧客積極互動，問題有效解決，員工努力工作的良好效果。通過舉行例行會議來討論和回答問題，例行會議是表揚表現(xiàn)良好員工的好時機。</p><p>　　讓員工們創(chuàng)立一條可以在柜臺后邊或者休息室展示的工作宣言或者座右銘。一條致力于創(chuàng)建顧客關(guān)系、提供高質(zhì)量的產(chǎn)品和服務(wù)

55、、創(chuàng)建員工與員工之間和員工與顧客之間甚至顧客與顧客之間的積極向上的氛圍的工作宣言。創(chuàng)立員工座右銘是有利于加強顧客服務(wù)培訓(xùn)期間員工凝聚力及維持成功生意所需的員工態(tài)度的一個比較簡單的方法。</p><p>　　建立顧客忠誠——顧客滿意調(diào)查</p><p>　　建立顧客忠誠是實施和進行顧客服務(wù)培訓(xùn)和教育的最重要的組成部分的其中之一。好的員工會幫助留住顧客，是他們再次購買該產(chǎn)品或者服務(wù)，而且確保每

56、次購物經(jīng)體驗是積極方面的能夠是個人消費者把本公司的產(chǎn)品作為基本日用品長期使用。</p><p>　　鼓勵顧客反饋信息有助于發(fā)現(xiàn)所提供的服務(wù)在哪些地方存在不足。在網(wǎng)上進行消費者滿意調(diào)查是較為方便和有效的途經(jīng)，而且它為廠商與顧客溝通交流提供了一個平臺，易于贏得信任與忠誠。滿意度調(diào)查所得到的反饋信息同樣能夠突出公司表現(xiàn)最為優(yōu)秀的地方。</p><p>　　社會網(wǎng)絡(luò)給企業(yè)帶來的利益</p&g

57、t;<p>　　懂得利用社會網(wǎng)絡(luò)及充分利用網(wǎng)絡(luò)的公司能夠產(chǎn)生品牌忠誠和顧客忠誠，他們會直接與顧客交流，與潛在顧客聯(lián)系。像Twitter、Facebook、 和 LinkedIn這樣的站點成為他們與顧客及其它廠商之間進行實時、開誠布公的互動交流的理想工具。社會網(wǎng)絡(luò)使企業(yè)更為人性化，給顧客帶來更為人性化的感覺。</p><p>　　顧客可以通過在Twitter和Facebook上評論直接與企業(yè)進行交流，

58、他們還會得到相對應(yīng)的答復(fù)。這是一個建立信任的簡單卻十分有效的方法，有利于顧客忠誠。對顧客而言，那些他們對其有直接影響力和他們可以直接與之進行交流的企業(yè)會更可能成為他們再次光顧的企業(yè)。</p><p>　　建立顧客忠誠，從基層開始。 建立一個懂得如何確保每一個顧客都有積極的體驗的穩(wěn)定的、消息靈通的工作團隊是保持顧客滿意使其重復(fù)購買的最基本的方法。而把顧客服務(wù)延伸至網(wǎng)絡(luò)上與顧客直接進行交流是充分利用一種技術(shù)技術(shù)，這種

59、技術(shù)是許多購物者所掌握的并且運用于與公司的互動交流中。</p><p><b>　　顧客忠誠度的測量</b></p><p>　　獲取新顧客的成本是十分昂貴的，這就是為什么明智的賣家會想法設(shè)法留住他們已有的顧客，且盡量是他們盡可能多的購買。這樣忠誠計劃成為市場領(lǐng)域顯而易見的一部分。然而顧客對忠誠計劃的感覺又是怎樣的呢？百分之六十九的調(diào)查對象表示他們所經(jīng)歷的關(guān)于這項計劃

60、大部分體驗是非常棒的，百分之十的人說他們很滿意。參與此次計劃的人中有百分之五十的人不是認(rèn)為這是他們重復(fù)購買或者訪問的最大動力就是認(rèn)為這是他們購買的最大影響因素。但是，這次報告中也有不盡如人意的地方：事實上有百分之三十二的人認(rèn)為參與這樣的項目毫無價值和意義；百分之三十七的人覺得實際上所獲得的個人利益低于商家所要提供的價值。</p><p>　　這些消極情緒是否反映忠誠賣家缺少有效的溝通，亦或是大部分的忠誠計劃根本毫

61、無價值。</p><p>　　莉斯.米勒說兩者皆有之，她是這項忠誠計劃的副主席，同時也是營銷管理者協(xié)會的主要經(jīng)營者。值得注意的是，許多忠誠計劃之所以存在是因為一些品牌把顧客忠誠看做是夢寐以求的結(jié)果——只要建立了忠誠，他們就會來的心態(tài)。因此，他們創(chuàng)建了這個計劃，并投入數(shù)百萬的成本，然后他們再三向顧客提問。或者他們不詢問顧客，只是讓顧客凈做些沒用的幻想。更為糟糕的是你之所以儲蓄是因為你只能在規(guī)定的時間才能買到它們。最

62、后的一種觀點是百分之三十八的人選擇“太多情況和條件限制”作為他們最為不滿的因素。</p><p><b>　　會員的增加</b></p><p>　　忠誠計劃中不乏存在各種疑慮的顧客，但是疑慮并不能阻止他們參與。我們的研究表明2009年有百分之六十七點七的顧客參與該項目，與2007年相比增加了十九個百分點，當(dāng)時有百分之五十七的顧客忠誠于一個公司，科洛柯公司的合伙人凱利

63、.拉維佳說到?？坡蹇鹿臼且患覟橹艺\營銷提供調(diào)研及其他服務(wù)的公司。我只列舉兩個公司，年輕的參與者就猛增了百分之三十二，其中25歲到49歲的女性增加到百分之二十九。</p><p>　　另一項來自科洛柯公司的顧客忠誠計劃的民意調(diào)查數(shù)據(jù)指出了許多顧客給該項計劃帶來的矛盾?？坡蹇抡{(diào)查并沒有指出一個重要的不足即平均每個美國家庭在14個項目登記了，但是實際參與的只有6.2個，拉維佳說。這樣就清楚了，忠誠計劃的實施者應(yīng)該考慮

64、加強對最有價值的顧客的價值界定，同時有要加強計劃信息的關(guān)聯(lián)性和提高對為公司貢獻(xiàn)最大的顧客的識別效益。</p><p>　　去記住對他們真正忠誠的顧客及判斷忠誠計劃是否能夠到來真正的利益是至關(guān)重要的。這個在市場管理者協(xié)會的一次調(diào)研發(fā)現(xiàn)中顯示出來了，這個發(fā)現(xiàn)是關(guān)于顧客對忠誠計劃的反應(yīng)：不幸的是他們期望最大限度的折扣及免費商品，那么商家就很難使他們從這樣對折扣和免費的依賴中轉(zhuǎn)向?qū)ζ漭^為有利的反應(yīng)，從而獲得回報。<

65、/p><p><b>　　獲取主要利益</b></p><p>　　實際上，當(dāng)調(diào)查對象被問及指出成為忠誠計劃成員的三個主要好處是什么時，最多人選擇的選項是折扣優(yōu)惠，占百分之六十六；百分之四十三的人選擇更好的產(chǎn)品和服務(wù)僅次于第二位。而前五依次為百分之三十八的人選擇免費品或者獎品、百分之三十六的人選擇額外補貼和特權(quán)、百分之三十三的人選擇現(xiàn)金回扣，而選擇認(rèn)知和欣賞及關(guān)注個性化需

66、求的人較少，分別占百分十八和百分之十二。</p><p>　　但是如果個性化關(guān)注在忠誠計劃中的排名比較低，就會導(dǎo)致過剩的非個性化關(guān)注。當(dāng)受訪者被問及在顧客忠誠計劃中最有爭議和最為關(guān)心的是什么時？排在第一的是收到太多的垃圾郵件和電子信息。</p><p>　　莉斯.米勒講述了一個她親身經(jīng)歷的關(guān)于這方面的一個故事：幾天之前她收到一個通知，讓她去取一張與她常用航空會員卡相聯(lián)系的信用卡，她收到了兩

67、封郵件通知，一封來自信用卡公司，一封來自航空公司，兩封信都告知我我可以得到難以置信的優(yōu)惠和待遇，如果我參與的話甚至還可以得到一份特別獎金。再后來我在郵箱里看到三封不同的郵件，一封收件人是莉斯，另一封是麗莎，第三封則是伊麗莎白。我不知道誰是麗莎，但是她能夠得到比莉斯更多的好處。問題是我已經(jīng)有卡了，事實上我已經(jīng)被較少的節(jié)省，較低的回報，及較少的獎金所欺騙了。因此消費者已經(jīng)知道任何有關(guān)節(jié)省的計劃你都會因為其夸張與吹噓付出代價，而且你將要支付一

68、些通過你手機傳來的不相關(guān)的費用。</p><p><b>　　顧客數(shù)據(jù)的無效使用</b></p><p>　　一項報到指出忠誠計劃會產(chǎn)生許多關(guān)于成員的數(shù)據(jù)，但是通常情況下不能幫助商家區(qū)別出個性化。報到還指出該計劃最大的不足之處就是顧客信息的收集和利用方面。商家大量的收集基本的圖標(biāo)信息和；歷史數(shù)據(jù)，但是這些成員的資料中只有三分之一的資料能夠捕捉個人或產(chǎn)品偏好信息。這就導(dǎo)

69、致了這樣一種情形：消費者往往覺得這些忠誠計劃總是給他們提供許多他們不感興趣的信息。米勒說：顧客真正想要的，更確切的說顧客直接要求的是與他們進行交易的公司在開始時所使用的交流方式應(yīng)該使他們感到并不是完全的陌生。相反，顧客感覺是那個品牌僅僅只是通過收集詳細(xì)的聯(lián)系信息去從而發(fā)大量的垃圾郵件、垃圾信息去進行無關(guān)的促銷活動。無論是好還是壞，消費者的忠誠是不容易受到忠誠計劃的影響的，這種忠誠只是一種測試。在市場營銷管理者協(xié)會的民意調(diào)研中，百分之五十

70、四的人說當(dāng)某品牌的產(chǎn)品或者服務(wù)沒有達(dá)到他們的要求時他們放棄成為會員的資格。不切實際的期望同樣也扮演著這樣一個角色：消費者總是感覺他們應(yīng)該得到比賣家愿意并能夠提供的好處和回報。米勒指出是營銷滋生貪婪，而現(xiàn)在我們得去滿足它。因此，我們創(chuàng)建一個所謂的值得你們忠誠的計劃。但是我們又怎么知道為什么忠誠的顧客想</p><p><b>　　尋找項目去加入</b></p><p>

71、　　過去對忠誠項目的失望并沒有阻止顧客加入新的忠誠項目。在這方面拉維佳從科洛柯2009年的研究中引用了一組驚人的數(shù)字：百分之十六點四的普通大眾積極尋求有價值的項目參與。她表示現(xiàn)已明確把握住了一些有價值的項目。商家看到了忠誠項目帶來的好處，在這樣的背景下，許多人推測美國航空公司的忠誠項目比其自身更有價值。然而這個項目之所以擁有如此高的價值是因為顧客的高度評價。在市場營銷管理者協(xié)會的一個開放式問卷調(diào)查中，受訪者被要求說出他們認(rèn)為的最好的項目