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1、Chapter2BuildingCustomerSatisfactionthroughQuality,Service,andValueMarketingManagementTenthEditionPhilipKotlerObjectivesDefinevalue&satisfaction-understandhowtodeliverthemThenatureofhigh-performancebusinessesHowtoattract&retaincustomersImprovingcustomerprofitabilityTotalqualitymanagement
2、DeterminantsofCustomerDeliveredValueImagevaluePersonnelvalueServicesvalueProductvalueTotalcustomervalueMonetarycostTimecostEnergycostPsychiccostTotalcustomercostCustomerdeliveredvalueSatisfactionisaperson’sfeelingsofpleasureordisappointmentresultingfromcomparingaproduct’sperceivedperform
3、ance(oroutcome)inrelationtohisorherexpectations.ResourcesOrganizationandaligning...HighPerformanceBusinessProcessesByimprovingcriticalbusiness...Stake-holdersSetstrategiestosatisfykey...MarginMarginTheGenericValueChainPrimaryActivitiesSupportActivitiesProcurementServ-iceTechnologyDevelop
4、mentHumanresourcemanagementFirminfrastructureInboundLogisticsOpera-tionsOut-boundLogisticsMarket-ingandsalesLeviStrauss’ Value-DeliveryNetworkCompetitionisbetweennetworks,notcompanies.Thewinneristhecompanywiththebetternetwork.DeliverySears(Retail)Levi’s(Apparel)OrderDeliveryOrderCustomer
5、DeliveryDuPont(Fibers)OrderDeliveryOrderMilliken(Fabric)SatisfiedCustomers:AreloyallongerBuymore(newproducts&upgrades)Spreadfavorableword-of-mouthAremorebrandloyal(lesspricesensitive)OfferfeedbackReducetransactioncostsLevelsofRelationshipMarketingManycustomers/distributorsMediumnumberofc
6、ustomers/distributorsFewcustomers/distributorsAccountableProactivePartnershipProactiveAccountableReactiveAccountableReactiveBasicorreactiveHighmarginMediummarginLowmarginInactiveorex-customersCustomerDevelopmentPartnersAdvocatesClientsRepeatcustomersFirst-timecustomersSuspectsProspectsDi
7、squalifiedprospectsCustomer/ProductProfitabilityAnalysisP1HighlyprofitableproductP2ProfitableproductP3LosingproductP4Mixed-bagproductProducts+++Highprofitcustomer+-Mixed-bagcustomer+--LosingcustomerC1C2C3CustomersTheProfitTriangleValuecreationCompetitiveadvantageInternalo
