part 1 產品中心化向客戶中心化發(fā)展
-Traditional steps in running a business…
The goal of the firm is to maximize shareholder value
Maximum profits through volume and cost reductions
Market share as a key performance indicator
Growth through extending the product
Product-oriented organizational structure
The competitive advantage: product expertise
!! This is the product-centric approach to business…
-graphic
part 2 Cracks in the product-centric approach（產品中心化的缺陷）
Technology-enabled product development -》 commoditization（商品化）
Technology-enabled delivery-》retail saturation（零售飽和）
Technology-enabled information flow -》smart customers（聰明的顧客）
Globalization（全球化）
Deregulation（規(guī)則弱化）
Customers want “end-to-end solutions,” which may require products/services from multiple vendors（客戶需求全面）
Information systems enable customer-level tracking（信息發(fā)展）
part 3 以數(shù)據為依托的業(yè)務模式CUSTOMER CENTRICITY
Harrah’s
Tesco
part 4 為直銷歡呼三聲
-Three cheers for direct marketing!
The individual customer is the unit of analysis
Know who their customers are and what they buy
Aim to determine marketing communication based on past?purchases
Constantly determine (and leverage) individual customer?value
-書籍推薦
part 5 哪家公司采用客戶中心化思想
Walmart：不了解任意一個客戶，無客戶忠誠度培養(yǎng)方案秩彤，但了解客戶整體叔扼，了解地域差異事哭；沒有想過做直銷商，而是以產品為中心瓜富，批量生產鳍咱，降低成本，提高質量与柑；app里有欲購買的商品總價谤辜，既可以節(jié)省計算時間，又能讓沃爾瑪了解客戶价捧。
Apple：典型的“性能優(yōu)勢”企業(yè)丑念，不會花過多時間分析市場，得到客戶需求以及去認真分析市場細分干旧，了解客戶潛在的需求可能渠欺，其重點是產品的專業(yè)知識，利用已開發(fā)產品椎眯，來弄清下一個要開發(fā)的產品挠将，所以其是一個“產品中心化”的公司，而且做得最好编整。
Starbucks：有趣的矛盾體舔稀，微觀上說，星巴克及咖啡零售商都是以客戶為中心的掌测，但如果去了不同地區(qū)的星巴克内贮，你的興趣取向就不被了解，你的過去并不被熟知汞斧，但星巴克通過一些技術夜郁，了解你曾經的選擇。
Nordstrom：連鎖店粘勒，有一個人曾退輪胎（Nordstrom并不賣）竞端，但公司退款了。愚蠢還是以客戶為中心庙睡？要考慮顧客的在此購買商品的期望值芭逝，一切取決于客戶的價值郎嫁，未來價值昼牛，客戶的終身貢獻價值奄容，如果看不到客戶價值，或是很低啡邑，則會禮貌拒絕贱勃。nordstrom顯然選擇的對象過多，服務的群體過廣，從而失去了很多機會募寨，沒有估算顧客的未來價值族展，但現(xiàn)在信息時代，ta可以收集數(shù)據以分析拔鹰。
part 6 客戶中心化的概念
-What is customer centricity ?
Customer centricity is a strategy that aligns a?company’s development/delivery of its products/services around the current and future needs of a?select set of customers in order to maximize their?long-term financial value to the firm.（指定客戶類別，與產品中心化的不能選擇類別不同贵涵，因其想擴大市場列肢，但客戶中心化指定客戶是很難與大多企業(yè)相容的，成本會增加宾茂；專注于將選定的客戶長期價值收益最大化瓷马，IBM的推薦其他公司產品，即使對自身產品有影響跨晴，但得到的信任與客戶忠誠度是可觀的欧聘；思維轉變，能給客戶帶來什么樣的價值端盆，而不是在市場中推出什么新的產品）
Customer centricity requires the company to be?willing and able to change its organizational design,performance metrics, and employee/distributor?incentive structures to focus on this long-run value?creation/delivery process.（客戶中心化怀骤，要求我們要有前瞻性，不僅要為現(xiàn)存客戶提供服務焕妙、產品蒋伦，還要通過數(shù)據分析，得出哪些人是潛在客戶可以爭确偃怠痕届；不僅要計算給了客戶什么產品，也要保證在那個同時末患，有沒有提高客戶的終身價值研叫，增強與客戶間的關系，便能創(chuàng)造本身也許并不可能的購買璧针，但這需要信心嚷炉、數(shù)據以及模型；前瞻類的激勵模式很奏效陈莽；客戶中心化要求我們向前看渤昌，找出有價值的客戶，做一些準備走搁，使客戶了解我們有了詳細的準備独柑，這就是可期待的投資）
part 7 生活在客戶中心化世界里
The goal of the firm is to maximize shareholder value
Celebrate customer heterogeneity: distinguish the profitable?customers from the less profitable ones（提倡客戶的異質性）
Focus on future profitability (customer lifetime value顧客永久價值) rather?than past profits
Success arises through enhanced (and/or more efficient)customer acquisition, retention, and development（客戶獲取，客戶保留私植，客戶開發(fā)）
Customer-centric organizational structure
The competitive advantage – “relationship expertise” with?respect to focal customers
part 8 對客戶中心化的更多反思（顧客中心化悖論忌栅，一多宜俱多）
Customer centricity does NOT suggest that “nonfocal”?customers should be ignored or “fired;” to the?contrary, it is important to have a healthy proportion?of such customers to add a high degree of stability?and robustness to the overall customer base. (Think?of them like cash in an investment portfolio.)
Taking this idea further, there is a paradox of customer centricity: the more that a firm tightens?its central focus on a select group of customers, the?more it needs its “non-focal” customers to stabilize?the overall mix.
part 9 與客戶中心化相關的問題
- Who is the customer? Can your organization come up with?a single, consensus ? answer to this question, or can you at?least reconcile the roles/relationships of the different?potential customers?（寶潔公司顧客定位為零售商，應確定自己的客戶群）
- What are the major barriers to account for? Develop a?comprehensive list, ranked by the importance/difficulty of?each barrier.（面臨的問題，也許收集數(shù)據難索绪，或者是遇到監(jiān)管問題）
- What resources can you utilize to overcome these?barriers?（能夠引出什么資源來解決面臨的問題或借此掌握先機）
- Thoughts about what competitors are doing in this area?
- Does it make sense for your organization to become?customer centric? If so, what should be your immediate?goals and medium-term expectations?
