The operation of relationship marketing

Finding reasonable demand-meeting demand and ensuring customer satisfaction-and building customer loyalty constitute the trilogy of relationship marketing:

1. The measure of an enterprise's analysis of customer needs and whether the customer needs are met is the degree of customer satisfaction: a satisfied customer will bring tangible benefits to the enterprise (such as repeatedly buying the products of the enterprise) and intangible products (such as promoting the corporate image). Some marketing scholars put forward seven factors that lead to overall customer satisfaction and their relationships: desire, perceived performance, expectation, unanimous desire, unanimous expectation, attribute satisfaction and information satisfaction; Desire and perceived performance produce the same desire, expectation and perceived performance produce the same expectation, then attribute satisfaction and information satisfaction, and finally lead to overall satisfaction.

2. It can be seen from the model that the difference between expectation and desire and perceived performance is the source of satisfaction, so enterprises can adopt the following methods to obtain customer satisfaction: providing satisfactory products and services; Provide additional benefits; Provide information channels.

3. Customer retention: The essence of market competition is to compete for customer resources, maintain existing customers and reduce customer churn, which is more effective than winning new customers. Maintaining customers not only needs to maintain customer satisfaction, but also needs to analyze the ultimate reasons for customer satisfaction. So as to take targeted measures to maintain customers.

Gradient propulsion

Berry and Parasu Raman summarized three methods to establish customer value: first-level relationship marketing (frequent marketing or frequency marketing): the important means to maintain the relationship is to increase the financial benefits to the target public by using price incentives; Secondary relationship marketing: it is superior to price incentive in establishing relationships, increasing social benefits and additional economic benefits, mainly in the form of establishing customer organizations, including customer files, formal and informal clubs, customer associations, etc. Three-level relationship marketing: increase structural connections and attach financial and social benefits. Establishing a structured relationship with customers is valuable to related customers, but it cannot be obtained through other channels, which can increase the opportunity cost of customers turning to competitors and increase the income of customers turning from competitors to their own enterprises. Screening partners

Enterprises first screen out valuable partners who must establish relationships from all customers, and further confirm the important customers who want to establish relationship marketing. The principle of selecting important customers is not only the current profitability, but also the future development prospects. Enterprises can first choose five or 10 biggest customers for relationship marketing, and other customers can also choose if their business growth is unexpected.

Assign a relationship manager.

The key to establishing relationship marketing is to appoint a relationship manager to take charge of the selected partners. Enterprises should choose a competent relationship manager for each important customer. Generally, each relationship manager only manages one or several customers, and a general manager is assigned to manage the relationship manager. The relationship manager is responsible for the customer, is the gathering point of all customer information, and is the mobilizer of the company for customer service. Salespeople who serve customers should be trained in relationship marketing. The general manager is responsible for formulating the job responsibilities, assessment standards and resource support of the relationship manager, and improving the quality and efficiency of the relationship manager's work.

Make a work plan

In order to keep in touch and communicate with relevant parties, enterprises must make long-term and annual work plans respectively. The responsibilities of relationship managers should be defined in the plan, and their reporting relationship, objectives, responsibilities and evaluation criteria should be defined. Every relationship manager must also make a long-term, annual customer relationship management plan, and the annual plan should determine the objectives, strategies, specific action plans and required resources.

Understand the change of relationship

Enterprises should establish special departments to track the attitudes of customers, distributors, suppliers and other marketing system participants in order to understand the dynamic changes of relations. At the same time, enterprises measure their long-term needs through information feedback and customer relationship tracking, pay close attention to the changes of partners and understand their interests. On this basis, on the one hand, enterprises should adjust and improve the relationship marketing strategy to further consolidate the interdependent partnership; On the other hand, measures should be taken in time to eliminate the unstable factors in the relationship and the factors conducive to the common growth of the interests of all parties involved. In addition, through effective information feedback, enterprises will improve their products and services to better meet the market demand. The market model of relationship marketing summarizes the market activity scope of relationship marketing. In the concept of "relationship marketing", enterprises must handle the relationship with the following six sub-markets:

Supplier market

It is impossible for any enterprise to solve all the resources needed for its own production alone. In the actual process of resource exchange, the composition of resources is various, including at least people, money, materials, technology, information and so on. Therefore, it is reasonable to classify Payne's recruitment market as a supplier market. The relationship with suppliers determines the quantity, quality and speed of resources that enterprises can obtain. It takes about 8,000 to 65,438+0 spare parts to produce 65,438+0 vehicles. It is impossible for any enterprise to produce all parts by itself, and it is necessary to carry out professional division of labor and cooperative production through other suppliers. McDonnell Douglas Aircraft Company produced 100 passenger aircraft in 193, of which 18 important components were designed by suppliers, saving the company 200 million US dollars in production costs. It can be seen that enterprises and suppliers must form a close cooperation network and exchange necessary resources. In addition, the company's reputation in the market is partly due to its relationship with suppliers. For example, when IBM decided to use Microsoft's operating system on its personal computer, Microsoft's reputation in the software industry rose rapidly.

Single market

Internal marketing originated from the idea that employees are regarded as the internal market of enterprises. If any enterprise wants to satisfy external customers, it must first satisfy internal employees. Only employees who are satisfied with their jobs can provide better services to external customers with higher efficiency and benefit, and finally make external customers feel satisfied. The internal market is not only the marketing staff of the enterprise marketing department and other service personnel who directly provide services to external customers, it includes all enterprise employees. Because in the production process of creating value for customers, the inefficiency or low quality of any link will affect the final customer value.

Competitor market

In the competitor market, the main purpose of enterprise marketing activities is to strive for cooperation with competitors who complement their own resources and realize knowledge transfer, resource sharing and more effective utilization. For example, in some technology-intensive industries, more and more enterprises cooperate with competitors in research and development. This strategic alliance can share huge product development costs and risks. There are indications that modern competition has developed into "cooperative competition", and achieving "win-win" results in competition is the most ideal strategic choice.

Dealer market

In the distributor market, the support of retailers and wholesalers is very important for the success of products. IBM once spent 1 100 million dollars to advertise its PCjr, but the result ended in failure. The reason is that as a third-party supplier and retailer who opposes products, IBM has invested a lot of resources to win customers, but neglected to establish positive relationships with individuals or organizations that play a key role in product sales, such as retailers and distributors. What kills PCjr is the market infrastructure such as dealers.

Customer market

Customers are the foundation of the existence and development of enterprises, and the essence of market competition is the competition for customers. The latest research shows that enterprises must pay attention to retain customers and cultivate and develop customer loyalty while striving for new customers. For example, the cost of winning a new customer is often six times that of retaining an old customer. Enterprises can better meet customers' needs, increase customers' trust and close relationships through database marketing and developing membership relations.

Influencer market

Financial institutions, news media, government, community, consumer rights protection organizations, environmental protection organizations and other social pressure groups will have an important impact on the survival and development of enterprises. Therefore, it is necessary for enterprises to regard it as a market and make marketing strategies with public relations as the main means. Other benefits: the value of delivery

Consumers' purchase choice revolves around two interests, one is the core interest of the product itself, and the other is the additional interest brought by the purchase time, place, quantity and brand. Overall customer value includes all the benefits that customers get in the process of purchase and consumption. The overall customer cost includes not only the monetary cost paid by the customer, but also the expected time, physical and mental cost of the buyer. In the mathematical sense, customer delivered value is the difference between overall customer value and overall customer cost. Relationship marketing can increase customer delivered value.

Improve the perception of value: Most enterprises are influenced by complementary products to some extent. The so-called complementary products refer to the products used by customers and enterprise products together. This makes enterprises should consider whether it is profitable to control complementary products.

Cost measurement: customer analysis

1. Customer profitability: Relationship marketing involves attracting, developing and maintaining relationships with customers, and its central principle is to create "real customers". These customers are not only willing to establish a sustained and long-term relationship with the enterprise, but also willing to carry out voluntary publicity for the enterprise. The customer base of an enterprise may be very different in the way of using products, the quantity of purchases, the importance of functions and so on. Therefore, we need to analyze the following aspects of customer quality: purchasing demand relative to the company's ability, customer's growth potential, customer's internal bargaining power and customer's price sensitivity. Whenever possible, companies should sell their products to the most profitable customers.

2. Customer retention cost: kotler studied the customer retention cost and put forward the following four steps to measure it: measuring the customer retention rate, that is, the ratio of customers who have repeated purchases; Identify various reasons for customer churn and calculate the customer churn rate; Estimate the profits lost by the enterprise due to unnecessary customer loss; As long as the cost of maintaining customers is less than the lost profits, enterprises should pay the cost of reducing customer churn rate.

3. Daniel Chamikall analyzed the principle of "leaky bucket" in this way: when the environment is relaxed, enterprises do not pay attention to maintaining customers, so that customers flow away like water in a leaky bucket, so that when a buyer's market is formed, enterprises will be punished. The cost of offensive marketing is greater than that of defensive marketing. Therefore, the most successful companies should repair the holes in the barrels to reduce the loss of customers.