Kotler Keller. Marketing Management 14e

Transcription

1 Phillip Kevin Lane Kotler Keller Marketing Management 14e

2 Crea%ng Long- term Loyalty Rela%onships

3 Discussion Ques%ons 1. What are customer value, sa%sfac%on, and loyalty, and how can companies deliver them? 2. What is the life%me value of customers, and how can marketers maximize it? 3. How can companies apract and retain the right customers and cul%vate strong customer rela%onships? 4. What are the pros and cons of database marke%ng? Slide 3 of 34

4 Customer Value, Sa%sfac%on, and Loyalty Holis&c Marke&ng Inform Engage Energize Slide 4 of 34

5 Tradi%onal Organiza%on vs. Customer- Oriented Organiza%on Slide 5 of 34

6 Customer Perceived Value Economic Customer- perceived Value Evalua%ng Func%onal Obtaining Using Psychological Disposing Total Customer Benefit Total Customer Cost Slide 6 of 34

7 Customer- perceived value Determinants of Customer Perceived Value Total customer benefit Product benefit Services benefit Personal benefit Image benefit Total customer cost Monetary cost Time cost Energy cost Psychological cost Slide 7 of 34

8 Value Concepts - Caterpillar Worth to farmer: $20,000 Profit Price Customer Value $6,000 $20, ,000 19,000 $1,000 4,000 18,000 2,000 3,000 17,000 3,000 2,000 16,000 4,000 1,000 15,000 5, ,000 6,000 Cost to produce: $14,000 Slide 8 of 34

9 Choice Processes and Implica%ons Friends with salesperson Lowest purchase price wins. Slide 9 of 34

10 Steps in a Customer Value Analysis Identify major attributes and benefits that customers value Assess the qualitative importance of different attributes and benefits Assess the company s and competitor s performances on the different customer values against rated importance Examine ratings of specific segments Monitor customer values over time Slide 10 of 34

11 Customer Loyalty A deeply held commitment to rebuy or repatronize a preferred product or service in the future despite situa%onal influences and marke%ng efforts having the poten%al to cause switching behavior. - - Oliver

12 Value Proposi%on Volvo Core posi&oning: Safety Other benefits: Good performance Design Environmentally friendly Slide 12 of 34

13 Sa%sfac%on A person s feelings of pleasure or disappointment that result from comparing a product s perceived performance to (or outcome) to expecta%ons.

14 Customer Sa%sfac%on Expecta%ons Slide 14 of 34

15 Customer Expecta%ons Expecta%ons Previous purchases Friends advice Marketers / compe%tors Slide 15 of 34

16 Monitoring Sa%sfac%on Influence of Customer Sa&sfac&on Measurement Techniques Customer Complaints Slide 16 of 34

17 Measurement Techniques Customer Loss Rate Surveys Mystery Shopper Slide 17 of 34

18 Influence of Customer Sa%sfac%on Customer sa&sfac&on Speed of communica&on Slide 18 of 34

19 Customer Complaints 25% Dissa&sfied 5% Complain 54% - 70% Buy again if resolved 95% If resolved quickly Tell 5 people 95% Stop buying Tell 11 people Slide 19 of 34

20 Product and Service Quality Quality is the totality of features and characteris%cs of a product or service that bear on its ability to sa%sfy stated or implied needs. Slide 20 of 34

21 Product and Service Quality Performance Conformance Quality Sa%sfac%on Profitability Slide 21 of 34

22 Maximizing Customer Life%me Value 20% of Customers 80% of Profits Customers Slide 22 of 34

23 Customer Profitability Customer Profitability Analysis Profitable Unprofitable Slide 23 of 34

24 A Profitable Customer A person, household, or company that over %me yields a revenue stream exceeding by an acceptable amount the company s cost stream for aprac%ng, selling, and serving that customer.

25 Customer- Product Profitability Analysis Slide 25 of 34

26 68 The Caterpillar doesn t know: Posizionamento Strategico Customer- Product CONFIDENTIAL Profitability Analysis Mercato: Portafoglio Clienti Analisi ABC A CLT Profittevoli SOGLIA MAX = (Costi Struttura + Costi Diretti + Interessi + Tasse)/ N CLT Attivi = Ipotesi: ~ 45% di tasse ,7534 FATTURATO Cliente B CLT Time Consuming SOGLIA MIN = (Costi Struttura)/ N CLT Attivi = ,16 C CLT Dispersivi A CLT Profittevoli SOGLIA MAX = 77 CLIENTI 525 B CLT Time Consuming = 118 SOGLIA MIN C CLT Dispersivi = 330 Massimo Copyright Merlino 2012 Giovanni Pearson Caruso Educa%on, Inc. Publishing as Pren%ce Hall Giovedì 10 Maggio Slide of 34

27 67 The Caterpillar doesn t know: Posizionamento Strategico Customer- Product CONFIDENTIAL Mercato: Portafoglio Prodotti Analisi ABC Profitability Analysis ANALISI ABC PRODUTTIVA N Totale Prodotti N Totale ITEM N Totale CLIENTI 525 CLASSE A 50% Fatturato ,67 N Prodotti N Item N Clienti ,9% ,81% 15 2,86% I Prodotti che appartengono a questa categoria, probabilmente sono già prodotti su basi frequenti. Iniziare un ciclo a frequenza e volumi fissi. Opportunità: produrre a flusso continuo. Obiettivo: proteggere questo gruppo di prodotti dalle distrazioni derivanti dagli altri prodotti. CLASSE B 95% Fatturato ,57 N Prodotti* N Item* N Clienti* ,5% ,13% ,81% Categoria (45%: B - A) su cui concetrare gli sforzi di miglioramento continuo. Verificare se esistono fasi produttive in comune con la categoria A per produrli nel medesimo ciclo CLASSE C 99% Fatturato ,19 N Prodotti* N Item* N Clienti* ,2% ,18% ,86% Prodotti che aggiungono complessità senza incrementare il valore per il cliente. Focalizzarsi sulla riduzione della complessità, fin dalla Di.Ba. CLASSE [D] 1% Fatturato ,15 N Prodotti* N Item* 323 9,8% ,81% Qual è il valore di questi prodotti per l'azienda Arditi? Nel considerare i costi/benefici, includere anche la complessità derivante dalla gestione di questi prodotti. Valutare se il cliente è disponibile ad un aumento di prezzo, per renderli più profittevoli. 216 N Clienti* 41,14% Massimo Merlino Giovanni Caruso *: Grandezze Cumulate Giovedì 10 Maggio 2012 Slide 27 of 34

28 Cul%va%ng Customer Rela%onships Customer Informa&on Differen%ate Customize Personalize Share Slide 28 of 34

29 Customer Rela%onship Management (CRM) Personalizing Marke&ng Customer Empowerment Customer Reviews & Recommenda&ons Slide 29 of 34

30 Personalizing Marke%ng Slide 30 of 34

31 One- to- One Marke%ng Iden&fy prospects and customers Differen&ate customers Interact with each customer Customize Slide 31 of 34

32 Customer Empowerment Brand Evangelists Slide 32 of 34

33 Customer Reviews/Recommenda%ons Create Buzz Nega&ve reviews Customer ra&ngs Slide 33 of 34

34 Customer Reten%on Acquiring new customers costs 5x more than retaining current customers The average company loses 10% Of its customers yearly Reducing customer defec%ons by 5% can increase profits from 25% to 85% Slide 34 of 34

35 APrac%ng and Retaining Customers Manage customer base Reduce Defec&ons 1. Define and measure 2. Determine causes 3. Compare CLV to costs Reten&on Dynamics Slide 35 of 34

36 The Marke%ng Funnel Slide 36 of 34

37 Building Loyalty Interact with customers Create ins&tu&onal &es Develop loyalty programs Slide 37 of 34

38 Databases & Database Marke%ng Customer databases Name, address, telephone # Purchase history Demographics Psychographics Mediagraphics Data mining Data Warehouses Slide 38 of 34