مدیریت موفق ارزش مشتری : درس های کلیدی و روندهای در حال ظهور
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|2604||2013||15 صفحه PDF||سفارش دهید|
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Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : European Management Journal, Volume 31, Issue 1, February 2013, Pages 1–15
In the past decade, firms have paid increasing attention to customer value management (CVM). Through customer-centric management systems, firms aim to maximize customer value. In this article, we put forth six important lessons that firms can employ for successful CVM, integrating available research knowledge and best practices: (1) use CVM to improve business performance; (2) ensure that CVM is more customer driven than IT driven; (3) adopt customer lifetime value as a core metric; (4) invest in strong analytical capabilities; (5) understand the key drivers of customer acquisition, customer retention, and customer expansion; and (6) manage channels to create customer value.
Table options Although multiple literature overviews on CVM and specifically customer lifetime value have appeared in the past (e.g., Blattberg et al., 2008, Kumar et al., 2006 and Verhoef et al., 2007) this article differs from prior reviews by having a stronger managerial focus. We do so by providing six key-lessons, which we first theoretically discuss and offer insights from marketing science. Importantly, we then use examples from practice to illustrate these lessons. Furthermore, our overview has a broader scope by not only focusing on CLV, but also considering other relevant topics in CVM, such as multi-channel-customer management and customer experience management.
نتیجه گیری انگلیسی
It is an exciting time for customer value management. New models and the extensive availability of data make it possible to implement the six key lessons described herein relatively easily. The overarching theme across the six lessons is, however, that firms can only outperform competition when they implement customer-centric strategies. Strong analytical departments can provide the required input (i.e., drivers of loyalty) for developing these strategies, and firms can evaluate these strategies using customer-focused metrics, such as CLV. Firms can also use these metrics to instigate changes in culture. New technologies and channels can further facilitate customer–firm interactions and successfully create value for both the customer and the firm. In summary, we believe that when firms adopt a customer-centric approach to CVM and are willing to invest in customer intelligence, they can achieve a strong competitive advantage resulting in stronger market performance. How can firms achieve this? First, CVM really can and does improve business performance. Second, all CVM initiatives should be customer driven rather than IT driven. Third, to succeed in implementing CVM, firms should adopt CLV as a core metric. Fourth, firms should invest in strong analytical capabilities; these will be critical over the next few decades. Fifth, firms must understand the drivers of customer acquisition, customer retention, and customer expansion. Sixth, multichannel management is a key factor to creating customer value.