外文翻譯--顧客價(jià)值戰(zhàn)略在公司的競(jìng)爭(zhēng)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(jià)值戰(zhàn)略在公司的競(jìng)爭(zhēng)力</p><p>　　作者:Maohua Li</p><p>　　近幾年,隨著全球經(jīng)濟(jì)的不斷深入發(fā)展,市場(chǎng)競(jìng)

41、爭(zhēng)已成為各公司之間斗爭(zhēng)的焦點(diǎn)。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(dǎo)向。對(duì)于全世界的公司來(lái)說(shuō),他們的任務(wù)不僅僅是采取各種措施來(lái)處理市場(chǎng)危機(jī),而要跟上時(shí)代的腳步并制定出合適的公司戰(zhàn)略和戰(zhàn)術(shù)上的調(diào)整來(lái)處理所有那些不斷上升的激烈的競(jìng)爭(zhēng)。隨著以顧客為導(dǎo)向思想在市場(chǎng)上的不斷深入發(fā)展,顧客價(jià)值已被作為企業(yè)一種新的競(jìng)爭(zhēng)優(yōu)勢(shì)的資源。因此,顧客價(jià)值戰(zhàn)略已經(jīng)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(jì)70年代,學(xué)者和企業(yè)管理者不斷探索的適應(yīng)了市場(chǎng)變化的新方法,從以產(chǎn)品為中心的客戶滿意度和忠誠(chéng)度對(duì)產(chǎn)品質(zhì)量的關(guān)注“客戶為本”直到20世紀(jì)90年代,提出了顧客價(jià)值的觀念,營(yíng)銷(xiāo)觀念達(dá)到了一個(gè)全新的水平。 </p><p>　　價(jià)值的概念似乎是最近最流行的趨勢(shì)之一。近年來(lái),顧客價(jià)值作為一家公司競(jìng)爭(zhēng)策略的一個(gè)基本要素,在戰(zhàn)略研究者和實(shí)踐者中已成為了一個(gè)主要關(guān)注的焦點(diǎn)。(Ravald,Grnroos

43、,1996)客戶價(jià)值和客戶利益是關(guān)鍵的概念,市場(chǎng)營(yíng)銷(xiāo)以及運(yùn)營(yíng)管理中的航空公司管理的重點(diǎn)似乎對(duì)傳統(tǒng)的成本管理和質(zhì)量管理客戶價(jià)值的觀念在于客運(yùn)航空運(yùn)輸,變得清晰,出現(xiàn)了不斷變化的重點(diǎn)并不一定總是根據(jù)顧客的需要驅(qū)動(dòng),但更受技術(shù)和市場(chǎng)的影響。了解為給定的買(mǎi)家提供什么價(jià)值,為他們創(chuàng)造價(jià)值,然后隨著時(shí)間的推移,它的管理一直作為每一個(gè)市場(chǎng)導(dǎo)向的企業(yè)的核心業(yè)務(wù)戰(zhàn)略的基本要素確認(rèn)(Drucker,1985;Poter,1998; Desarbo,Jedi

44、di and,Sinha,2001)。公司正在尋找新的,更好的市場(chǎng)辦法來(lái)創(chuàng)造價(jià)值和差異化的市場(chǎng)產(chǎn)品,來(lái)吸引留住顧客,創(chuàng)造利潤(rùn)Bendapudi,Leone 2003。 </p><p>　　許多公司已對(duì)顧客價(jià)值產(chǎn)生了興趣,在學(xué)術(shù)文獻(xiàn)中,價(jià)值已經(jīng)以各種不同的方式被定義。在大多數(shù)地方,顧客價(jià)值已被定義為一種(顧客感知的)質(zhì)量和(顧客感知的)價(jià)格之間的權(quán)衡。感知品質(zhì)反過(guò)來(lái)又被定義為購(gòu)買(mǎi)者“判斷一個(gè)產(chǎn)品的整體表現(xiàn)優(yōu)秀或優(yōu)

45、勢(shì)”Zeithaml, 1988,感知價(jià)格被定義為顧客對(duì)產(chǎn)品客觀價(jià)格的主觀感受Jacoby and Olson, 1977。 </p><p>　　隨著技術(shù)的快速發(fā)展,新產(chǎn)品也不斷涌現(xiàn)。同時(shí),顧客對(duì)產(chǎn)品和服務(wù)的期望也高。公司必須自我保證產(chǎn)品的設(shè)計(jì)、制造和發(fā)送,并且以比競(jìng)爭(zhēng)者高的價(jià)值提供給顧客,這樣公司才能在激烈的競(jìng)爭(zhēng)中獲得持續(xù)發(fā)展的競(jìng)爭(zhēng)優(yōu)勢(shì)。從公司戰(zhàn)略的角度,研究顧客價(jià)值戰(zhàn)略和將競(jìng)爭(zhēng)優(yōu)成長(zhǎng)優(yōu)勢(shì)結(jié)合起來(lái)的競(jìng)爭(zhēng)有助于

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

47、本。從某種意義上說(shuō),就是價(jià)值中得到的收益。這價(jià)值是指產(chǎn)品或服務(wù)來(lái)增加顧客的經(jīng)歷或績(jī)效。這成本包括花在購(gòu)買(mǎi)產(chǎn)品和維修上的費(fèi)用和其他的一些費(fèi)用,勞動(dòng)力和他們時(shí)間和精力上的損失等等。這種可見(jiàn)的和不可見(jiàn)的成本抵消了價(jià)值。在每一個(gè)顧客滿意度的舞臺(tái)上,顧客忠誠(chéng)度對(duì)顧客的價(jià)值,公司已經(jīng)把注意力重點(diǎn)放在不同的方面。產(chǎn)品品質(zhì)、服務(wù)質(zhì)量、價(jià)格、品牌、顧客與公司的關(guān)系構(gòu)成了顧客價(jià)值的一個(gè)資源。 </p><p>　　對(duì)注重顧客滿意度的

48、公司應(yīng)關(guān)注如何滿足那些買(mǎi)他們產(chǎn)品和服務(wù)的顧客,而不是關(guān)注競(jìng)爭(zhēng)對(duì)手和他們的客戶。公司與客戶之間的關(guān)系往往是靜態(tài)的類(lèi)型,比如,片面的“請(qǐng)”,而且通過(guò)這種“請(qǐng)”來(lái)獲取顧客對(duì)他們產(chǎn)品的忠誠(chéng)度。將顧客價(jià)值和競(jìng)爭(zhēng)力相匹配的公司往往提供給目標(biāo)顧客的價(jià)值在基于自身價(jià)值定位的基礎(chǔ)上超過(guò)了競(jìng)爭(zhēng)者的價(jià)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(jià)值。因此,努力讓顧客滿意,顧客忠誠(chéng)只是營(yíng)銷(xiāo)戰(zhàn)術(shù)問(wèn)題,顧客價(jià)值的創(chuàng)造是企業(yè)保持持久的競(jìng)爭(zhēng)優(yōu)勢(shì)是戰(zhàn)略問(wèn)題。

49、應(yīng)該指出的是,顧客價(jià)值不是否認(rèn)顧客滿意度和顧客忠誠(chéng)度,而是在市場(chǎng)競(jìng)爭(zhēng)的新形勢(shì)下擴(kuò)大和發(fā)展顧客滿意度和顧客忠誠(chéng)度。它為企業(yè)做出戰(zhàn)略選擇和提高他們的競(jìng)爭(zhēng)力提供了一個(gè)新的概念和方法。這是一個(gè)為企業(yè)獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的新來(lái)源。 </p><p>　　不同顧客買(mǎi)不同的價(jià)值。企業(yè)由于自身的資源和能力有限,無(wú)法做到對(duì)所有顧客的所有東西,隨著價(jià)值標(biāo)準(zhǔn)和顧客的期望值增加,公司可以保持領(lǐng)先只有通過(guò)提前行動(dòng)。特殊的顧客價(jià)值需要最佳的運(yùn)作模式

50、。一個(gè)成功的企業(yè)總是根據(jù)它的目標(biāo)顧客選擇來(lái)價(jià)值定位。</p><p>　　客戶大致可以分為三種類(lèi)型,但對(duì)于不同的客戶有不同的客戶價(jià)值定位模型。(1)顧客對(duì)時(shí)尚的、現(xiàn)代的產(chǎn)品感興趣,他們選擇的產(chǎn)品反映了他們追求時(shí)尚的品味和特殊技術(shù)的渴望。企業(yè)在產(chǎn)品的領(lǐng)先地位上定位滿足這些顧客的 價(jià)值,像微軟、惠普、英特爾,索尼等。(2)客戶喜歡物廉價(jià)美的成品和優(yōu)質(zhì)的服務(wù),對(duì)方便購(gòu)買(mǎi)和優(yōu)質(zhì)的服務(wù)有特殊的需求。在企業(yè)在這個(gè)目

51、標(biāo)客戶群的目標(biāo)定位方面的業(yè)務(wù)價(jià)值。(3)客戶希望得到的確實(shí)是他們需要的,即使他們需要付出更高的價(jià)格或等更長(zhǎng)的一段時(shí)間。企業(yè)為顧客提供產(chǎn)品和服務(wù)致力于提高客戶親密度,像本田、英國(guó)航空公司等。他們滿足客戶的特殊需求,同時(shí)客戶忠誠(chéng)于他們的產(chǎn)品和服務(wù)作為回報(bào)。 </p><p>　　企業(yè)的核心競(jìng)爭(zhēng)力不能直接創(chuàng)造利潤(rùn),只能改變?yōu)檎嬲饬x上滿足顧客對(duì)產(chǎn)品和服務(wù)的要求。顧客價(jià)值的戰(zhàn)略定位需要配合企業(yè)的競(jìng)爭(zhēng)力。企業(yè)需要

52、從事價(jià)值鏈中創(chuàng)造價(jià)值,將每個(gè)最終產(chǎn)品和服務(wù)提供給客戶,活動(dòng)的績(jī)效構(gòu)成競(jìng)爭(zhēng)優(yōu)勢(shì)的基本要素,而不同價(jià)值取向的公司活動(dòng)的重點(diǎn)不同:對(duì)創(chuàng)新性活動(dòng)的重點(diǎn)是產(chǎn)品領(lǐng)先,卓越經(jīng)營(yíng)型公司的重點(diǎn)放在減少供應(yīng)鏈和內(nèi)部操作流程的成本,以及追求顧客親密度的公司重點(diǎn)是滿足顧客產(chǎn)品服務(wù)和支付。然而以這事為重點(diǎn)并不意味著忽視其他活動(dòng),其他活動(dòng),他們至少應(yīng)該滿足他們行業(yè)的標(biāo)準(zhǔn)。 </p><p>　　價(jià)值定位于卓越運(yùn)營(yíng)的企業(yè)要提供給顧客

53、價(jià)廉物美產(chǎn)品和優(yōu)質(zhì)服務(wù)。他們的平臺(tái)必須包括有效的供應(yīng)鏈管理、存貨管理和物流管理。為了獲得基于低價(jià)的利益,企業(yè)必須首先獲得成本優(yōu)勢(shì),成本產(chǎn)生于價(jià)值鏈的各種活動(dòng)中,影響成本的活動(dòng)都是相互聯(lián)系的。操縱成本的因素是有某些成本活動(dòng)的結(jié)構(gòu)所決定的。成本驅(qū)動(dòng)因素決定了某些活動(dòng)的費(fèi)用,反映影響其行為的成本任何聯(lián)系或關(guān)系。 </p><p>　　企業(yè)在主要的傳播活動(dòng)通過(guò)積累成本效益來(lái)成立它的相對(duì)成本低位。這樣形成的成本優(yōu)

54、勢(shì)比從事特定的活動(dòng)來(lái)超過(guò)其競(jìng)爭(zhēng)者更有效。在真正的運(yùn)營(yíng)操作過(guò)程中,很多企業(yè)控制成本不僅僅限制于生產(chǎn)制造過(guò)程中特定的某一段,而更多的是將價(jià)值鏈中的各種活動(dòng)聯(lián)系起來(lái)。(1)制作新產(chǎn)品前,為客戶設(shè)計(jì)一系列的調(diào)查,以確保產(chǎn)品的簡(jiǎn)單而使用的功能,以避免客戶并不需要的高級(jí)功能的成本增加。(2)為了保持操作簡(jiǎn)化,卓越經(jīng)營(yíng)的企業(yè)大多是典型的據(jù)多元化。例如,在美國(guó)戴爾避免了廣泛產(chǎn)品多樣化,把重點(diǎn)放在一些品種少的商品的服務(wù)和物流上,能控制成本并給客戶一個(gè)較低

55、的價(jià)格。(3)通過(guò)外部關(guān)系的發(fā)展,特別是供應(yīng)商之間的關(guān)系,以降低成本。例如,克萊斯勒之前只是對(duì)供應(yīng)商施加壓力,要求他們降價(jià),后來(lái)公司的管理改變了做法。他們邀請(qǐng)供應(yīng)商提出了成本降價(jià)提案,這是對(duì)成本而不是價(jià)格的重點(diǎn)改進(jìn)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(yīng)商降低成本的努力(評(píng)分),與本公司聯(lián)系的供應(yīng)商的建議,并用自己的結(jié)果作為回報(bào)。該評(píng)分法的使用是一個(gè)巨大的成功,無(wú)論是在削減成本或信任與克萊斯勒和供應(yīng)商之間建立的信任。 &l

56、t;/p><p>　　從理論角度,顧客價(jià)值定義在學(xué)術(shù)界是不統(tǒng)一的,我們需要進(jìn)一步研究。除此之外,我們需要研究顧客價(jià)值與相關(guān)概念的聯(lián)系,像顧客價(jià)值和顧客滿意度的聯(lián)系,顧客忠誠(chéng)度與顧客的維護(hù)之間的聯(lián)系等等。除此之外,隨著因特網(wǎng)的發(fā)展,網(wǎng)上購(gòu)物已經(jīng)成為了一種日常購(gòu)物方式。在這種特殊的購(gòu)物背景下,顧客消費(fèi)行為、顧客價(jià)值和傳統(tǒng)的購(gòu)物之間的不同也需要在學(xué)術(shù)界做進(jìn)一步的研究。同時(shí),隨著全球經(jīng)濟(jì)一體化的形成,關(guān)于不同的文化背景是否影