客戶忠誠(chéng)度培養(yǎng)策略

        公司在考慮開(kāi)展業(yè)務(wù)時(shí)，無(wú)一例外都會(huì)希望能夠得到客戶的積極響應(yīng)。

　　咨詢公司Beyond Philosophy近期對(duì)全球2，160家公司的8,000位客戶體驗(yàn)專業(yè)人員進(jìn)行了調(diào)查，結(jié)果顯示，雖然許多公司投入大量資金，用于研究和改善客戶體驗(yàn)，結(jié)果卻令人大失所望。通過(guò)該項(xiàng)調(diào)查所提供的路線圖，任何公司均可以招攬新客戶，培養(yǎng)回頭客。

　　Beyond Philosophy的市場(chǎng)調(diào)研總監(jiān)史蒂芬•沃爾頓認(rèn)為，在客戶體驗(yàn)投入方面，來(lái)自零售業(yè)、銀行業(yè)、科技行業(yè)和電信業(yè)的公司居于前列。但調(diào)查結(jié)果顯示，在前10位開(kāi)支大戶中，僅有一家公司進(jìn)入成功案例榜排名前10。

　　這些公司的做法有哪些可取之處?同樣重要的是，它們的做法存在哪些問(wèn)題?

　　“給豬抹口紅”——空忙一場(chǎng)

　　惠普(HP)和戴爾(Dell)在用戶體驗(yàn)開(kāi)支大戶中名列前十——而且效果也還不錯(cuò)，但沃爾頓認(rèn)為，考慮到它們投入的成本和精力，最終效果并不盡如人意。那它們究竟有哪些敗筆呢?

　　沃爾頓表示，兩家公司提供的都是標(biāo)準(zhǔn)產(chǎn)品，“確實(shí)兌現(xiàn)了產(chǎn)品標(biāo)牌上的承諾。”這兩家規(guī)模龐大的公司無(wú)一例外地投入了大量資金，用來(lái)研究客戶心理，但基本都是從易用性、功能性的角度出發(fā)，因此充其量只是查漏補(bǔ)缺，只能算是“事后諸葛亮”而已。沃爾頓認(rèn)為，從顧客的角度來(lái)看，“毫無(wú)驚喜。豬抹上口紅也還是豬。

　　“度量衡”陷阱

　　沃爾頓認(rèn)為，其他公司的錯(cuò)誤之處在于深陷“度量衡險(xiǎn)境”。之所以出現(xiàn)這種情況，通常是由于軟件公司跳出來(lái)毛遂自薦，說(shuō)服這些大公司，要想改善客戶體驗(yàn)就得衡量與客戶的每一次互動(dòng)。另外一家在開(kāi)支大戶中名列前十的公司——匯豐銀行(HSBC)便深受其害。

　　這種方法的問(wèn)題在于，雖然公司會(huì)衡量客戶的忠誠(chéng)度，但卻很少根據(jù)結(jié)果采取相應(yīng)的行動(dòng)。原因何在?沃爾頓稱，對(duì)希望在職場(chǎng)搞“拉幫結(jié)派”的經(jīng)理人來(lái)說(shuō)，替代實(shí)際行動(dòng)的測(cè)量行為有可能成為他們的救命稻草。他說(shuō)，經(jīng)理人打著調(diào)查客戶忠誠(chéng)度的旗號(hào)就可以籠絡(luò)一大批人歸自己領(lǐng)導(dǎo)。但“只給豬稱重，是不可能讓豬減肥的”，必須付諸實(shí)際行動(dòng)。

　　就上述情況而言，只有客戶調(diào)查或員工調(diào)查，而沒(méi)有任何的實(shí)際行動(dòng)，比根本不進(jìn)行調(diào)查的影響還要惡劣。邀請(qǐng)受訪者表達(dá)不滿，但卻不采取相應(yīng)對(duì)策，只會(huì)進(jìn)一步激怒受訪者。

　　What company doesn't want customers to have a positive reaction when they think about doing business with it?

　　But despite spending significant sums on studying and improving customer experience, many companies are simply not seeing results, according to a recent survey of 8,000 customer experience professionals in 2,160 companies globally by consultancy Beyond Philosophy. The findings provide a road map any company can use to court new and repeat customers.

　　According to Steven Walden, research director at Beyond Philosophy, companies in retail, banking, technology, and telecommunications tend to spend the most on so-called customer experience initiatives. Yet of the top 10 spenders, only one made a top 10 list of successes, according to the survey.

　　What are companies doing right and, just as importantly, what are they doing wrong?

　　‘Lipstick on a pig'

　　HP (HPQ) and Dell (DELL) are two of the top 10 spenders on customer experience – and they do a fair job, but not what you would expect based on the cost and effort, Walden argues. What haven't they figured out?

　　Both companies provide a standard product that "does what it says on the tin," Walden says. They both have big organizations and spend dollars on thinking about the customer, but this is mainly from the perspective of usability, functionality, and fixing what's broken. From a customer perspective, "there's no wow there," Walden says, it's more about "putting lipstick on a pig."

　　A case of 'measurementitis'?

　　Other companies get it wrong by resorting to "measurementitis," says Walden. This often happens when a software vendor comes knocking and convinces a company that the way to improve customer experience is to measure every interaction with its customers. HSBC, another top 10 spender, is guilty of this, Walden says.

　　The problem with this approach is that companies will measure loyalty but then won't act on their findings. Why would they do this? Measurement instead of real action can be a draw for managers who want to create fiefdoms, Walden says. You can build a sizable team under you just by measuring things, but "you can't make a pig thin by weighing it," he says.

　　Customer surveys – or employee surveys, for that matter -- that result in no action are much worse than having no survey at all. It just fuels anger to ask people to state their complaints and take no action based on the results.

　改弦易張才是正道

　　而美國(guó)運(yùn)通(American Express)的狀況則截然相反。作為開(kāi)支大戶中的一員，這家公司正處在上升期，這在很大程度上是由于公司致力于在客戶致電時(shí)，讓客戶有“良好的感覺(jué)”。沃爾頓稱，公司已經(jīng)開(kāi)始行動(dòng)，阻止客戶的流失。

　　另外一家開(kāi)支大戶是美國(guó)蓋普公司(Gap)，它甚至將“客戶體驗(yàn)”這一術(shù)語(yǔ)加入到店內(nèi)職員的頭銜里，不過(guò)目前，這一舉措尚未能明顯改善公司的形象。

　　在眾多開(kāi)支大戶中，唯有沃達(dá)豐公司(Vodafone)進(jìn)入了Beyond Philosophy最受贊賞公司排行榜。它是如何做到的?據(jù)沃爾頓表示，這家公司通過(guò)贊助一級(jí)方程式(Formula 1)賽車活動(dòng)為公司保持了良好的品牌形象。

　　沃爾頓稱：“沃達(dá)豐公司自上而下，一切業(yè)務(wù)都圍繞客戶體驗(yàn)展開(kāi);這是公司的文化，也是公司的DNA。雖然沃達(dá)豐與惠普類似，并非是很突出的創(chuàng)新性企業(yè)，但沃達(dá)豐的業(yè)務(wù)開(kāi)展總是以客戶體驗(yàn)這個(gè)明確的目的為基礎(chǔ)。與之相反的是，惠普只是將客戶體驗(yàn)視為一個(gè)程序。”

　　用好情感營(yíng)銷策略

　　如果說(shuō)有哪家公司以少量的投入便獲得了最佳的效果，人選非樂(lè)購(gòu)(Tesco)莫屬。這是因?yàn)?ldquo;它與客戶建立了牢固的關(guān)系，使客戶擁有家人般的感覺(jué)。”

　　樂(lè)購(gòu)的做法與沃爾瑪(Wal-Mart)截然不同。目前，面對(duì)消費(fèi)者和市場(chǎng)，沃爾瑪一直難以明確自己的定位。沃爾頓稱，甚至家庭美元百貨公司(Family Dollar Stores)也已經(jīng)認(rèn)識(shí)到，作為零售商，價(jià)格戰(zhàn)只能吸引一部分客戶。客戶對(duì)公司的感受至關(guān)重要。

　　說(shuō)到這個(gè)問(wèn)題，我們可以看看在調(diào)查中前三家最受尊敬的公司，它們分別是：蘋(píng)果公司(Apple)、亞馬遜公司(Amazon)和扎珀斯(Zappos)。沃爾頓說(shuō)，它們的共同之處在于，都有魅力非凡的領(lǐng)袖，并且產(chǎn)品與交付過(guò)程都充滿活力。他們采取的方法頗為先進(jìn)，但又不落俗套——他們不僅傾聽(tīng)消費(fèi)者的心聲，而且主動(dòng)引導(dǎo)客戶需求。他們充滿了創(chuàng)造力，從來(lái)不會(huì)因?yàn)樯钕莞鞣N分析數(shù)據(jù)而無(wú)法自拔。沃爾頓認(rèn)為，這些公司之所以如此受捧，是因?yàn)樗鼈冏鹬乜蛻舻膫€(gè)人感受，并重視和客戶之間的情感聯(lián)結(jié)，而這種情感不僅會(huì)使客戶與公司緊密相連，而且會(huì)讓他們心甘情愿地購(gòu)買這些公司的產(chǎn)品。

　　蘋(píng)果公司在最受贊賞公司排名中位列榜首。對(duì)它而言，問(wèn)題在于這家公司能付延續(xù)已故CEO史蒂夫•喬布斯對(duì)細(xì)節(jié)的極度關(guān)注。

　　沃爾頓認(rèn)為，很明顯，與大型公司相比，小公司更容易建立客戶個(gè)人感受和情感紐帶。但在上世紀(jì)90年代，蘋(píng)果并未能入選最受贊賞公司名單。既然喬布斯能做到，其他CEO也能做到。他們?nèi)鄙俚闹皇欠椒?。他們還需要做到心無(wú)旁騖，保持專注，同時(shí)爭(zhēng)取他人對(duì)這個(gè)愿景的支持，并保證公司相關(guān)人員各司其責(zé)。

　　本文作者愛(ài)麗諾•布洛斯罕是董事會(huì)咨詢機(jī)構(gòu)價(jià)值聯(lián)盟和公司治理聯(lián)盟(The Value Alliance and Corporate Governance Alliance，http://thevaluealliance.com)首席執(zhí)行官。

　　譯者：阿龍/汪皓

　　Turning a new leaf

　　By contrast, American Express (AXP), another top spender, is on its way up largely because they are concentrating their efforts on providing a "good feel" when customers call. The company has begun to stem its loss of customers, says Walden.

　　The Gap (GPS), another top spender, has even put the term "customer experience" into the titles of its in-store workers, but that has yet to improve the company's image.

　　Vodafone (VOD) is the only top spender that also made the most admired ranking in Beyond Philosophy's survey. How did they do it? According to Walden, they maintain a great brand image through their sponsorship of the Formula 1 auto racing events.

　　"Customer experience is at the heart of everything they do; it's in the culture and DNA of the organization. It comes from the top down. Like HP, Vodafone may not be massively innovative, but they operate from this clear statement of intent -- in contrast to HP, where customer experience is a program," Walden says.

　　Using emotion well

　　Who does it really well without spending a ton? Tesco (TESO) makes it because of "the strength of the relationship they create with the customer, as if you are part of their family," Walden says.

　　This contrasts with Wal-Mart (WMT), which is currently having trouble defining itself to customers and the marketplace. Even Family Dollar Stores (FDO), Walden says, recognizes that price alone won't draw all the customers a retailer needs. How customers feel about the company matters.

　　Which brings us to the top three most admired companies: Apple (AAPL), Amazon (AMZN), and Zappos. What do all three have in common? Charismatic leaders with a young feel to the product and delivery, Walden says. They have maverick, cutting edge approaches -- and don't just listen to customers, they lead them. They are creative and don't get bogged down in analytics, he says. Customers love these companies because of the personal feel and emotional connection they provide, Walden says, and emotions not only connect you to the company, it makes you want to buy from them as well.

　　For Apple, the most admired in the survey, the question will be whether they can replicate the explicit attention to detail the late CEO Steve Jobs instilled.

　　Clearly, it's easier to create personal feel and emotional connection in a small company rather than a large one but, Walden says, Apple in the 1990s would not have made the most admired list. Jobs set out to change that – and CEOs can. They just need to know how – and maintain that focus, gaining support for their vision and holding everyone associated with the company accountable.

　　Eleanor Bloxham is CEO of The Value Alliance and Corporate Governance Alliance (http://thevaluealliance.com), a board advisory firm.