客户忠诚度培养策略

        公司在考虑开展业务时，无一例外都会希望能够得到客户的积极响应。

　　咨询公司Beyond Philosophy近期对全球2，160家公司的8,000位客户体验专业人员进行了调查，结果显示，虽然许多公司投入大量资金，用于研究和改善客户体验，结果却令人大失所望。通过该项调查所提供的路线图，任何公司均可以招揽新客户，培养回头客。

　　Beyond Philosophy的市场调研总监史蒂芬•沃尔顿认为，在客户体验投入方面，来自零售业、银行业、科技行业和电信业的公司居于前列。但调查结果显示，在前10位开支大户中，仅有一家公司进入成功案例榜排名前10。

　　这些公司的做法有哪些可取之处?同样重要的是，它们的做法存在哪些问题?

　　“给猪抹口红”——空忙一场

　　惠普(HP)和戴尔(Dell)在用户体验开支大户中名列前十——而且效果也还不错，但沃尔顿认为，考虑到它们投入的成本和精力，最终效果并不尽如人意。那它们究竟有哪些败笔呢?

　　沃尔顿表示，两家公司提供的都是标准产品，“确实兑现了产品标牌上的承诺。”这两家规模庞大的公司无一例外地投入了大量资金，用来研究客户心理，但基本都是从易用性、功能性的角度出发，因此充其量只是查漏补缺，只能算是“事后诸葛亮”而已。沃尔顿认为，从顾客的角度来看，“毫无惊喜。猪抹上口红也还是猪。

　　“度量衡”陷阱

　　沃尔顿认为，其他公司的错误之处在于深陷“度量衡险境”。之所以出现这种情况，通常是由于软件公司跳出来毛遂自荐，说服这些大公司，要想改善客户体验就得衡量与客户的每一次互动。另外一家在开支大户中名列前十的公司——汇丰银行(HSBC)便深受其害。

　　这种方法的问题在于，虽然公司会衡量客户的忠诚度，但却很少根据结果采取相应的行动。原因何在?沃尔顿称，对希望在职场搞“拉帮结派”的经理人来说，替代实际行动的测量行为有可能成为他们的救命稻草。他说，经理人打着调查客户忠诚度的旗号就可以笼络一大批人归自己领导。但“只给猪称重，是不可能让猪减肥的”，必须付诸实际行动。

　　就上述情况而言，只有客户调查或员工调查，而没有任何的实际行动，比根本不进行调查的影响还要恶劣。邀请受访者表达不满，但却不采取相应对策，只会进一步激怒受访者。

　　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.

　改弦易张才是正道

　　而美国运通(American Express)的状况则截然相反。作为开支大户中的一员，这家公司正处在上升期，这在很大程度上是由于公司致力于在客户致电时，让客户有“良好的感觉”。沃尔顿称，公司已经开始行动，阻止客户的流失。

　　另外一家开支大户是美国盖普公司(Gap)，它甚至将“客户体验”这一术语加入到店内职员的头衔里，不过目前，这一举措尚未能明显改善公司的形象。

　　在众多开支大户中，唯有沃达丰公司(Vodafone)进入了Beyond Philosophy最受赞赏公司排行榜。它是如何做到的?据沃尔顿表示，这家公司通过赞助一级方程式(Formula 1)赛车活动为公司保持了良好的品牌形象。

　　沃尔顿称：“沃达丰公司自上而下，一切业务都围绕客户体验展开;这是公司的文化，也是公司的DNA。虽然沃达丰与惠普类似，并非是很突出的创新性企业，但沃达丰的业务开展总是以客户体验这个明确的目的为基础。与之相反的是，惠普只是将客户体验视为一个程序。”

　　用好情感营销策略

　　如果说有哪家公司以少量的投入便获得了最佳的效果，人选非乐购(Tesco)莫属。这是因为“它与客户建立了牢固的关系，使客户拥有家人般的感觉。”

　　乐购的做法与沃尔玛(Wal-Mart)截然不同。目前，面对消费者和市场，沃尔玛一直难以明确自己的定位。沃尔顿称，甚至家庭美元百货公司(Family Dollar Stores)也已经认识到，作为零售商，价格战只能吸引一部分客户。客户对公司的感受至关重要。

　　说到这个问题，我们可以看看在调查中前三家最受尊敬的公司，它们分别是：苹果公司(Apple)、亚马逊公司(Amazon)和扎珀斯(Zappos)。沃尔顿说，它们的共同之处在于，都有魅力非凡的领袖，并且产品与交付过程都充满活力。他们采取的方法颇为先进，但又不落俗套——他们不仅倾听消费者的心声，而且主动引导客户需求。他们充满了创造力，从来不会因为深陷各种分析数据而无法自拔。沃尔顿认为，这些公司之所以如此受捧，是因为它们尊重客户的个人感受，并重视和客户之间的情感联结，而这种情感不仅会使客户与公司紧密相连，而且会让他们心甘情愿地购买这些公司的产品。

　　苹果公司在最受赞赏公司排名中位列榜首。对它而言，问题在于这家公司能付延续已故CEO史蒂夫•乔布斯对细节的极度关注。

　　沃尔顿认为，很明显，与大型公司相比，小公司更容易建立客户个人感受和情感纽带。但在上世纪90年代，苹果并未能入选最受赞赏公司名单。既然乔布斯能做到，其他CEO也能做到。他们缺少的只是方法。他们还需要做到心无旁骛，保持专注，同时争取他人对这个愿景的支持，并保证公司相关人员各司其责。

　　本文作者爱丽诺•布洛斯罕是董事会咨询机构价值联盟和公司治理联盟(The Value Alliance and Corporate Governance Alliance，http://thevaluealliance.com)首席执行官。

　　译者：阿龙/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.