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论文编号：	2238
作者编号：	041925
上传时间：	2010/5/26 11:28:35
中文题目：	顾客资产管理能力及其培育研究
英文题目：	Customer Equity；Customer Equity Management Capabilities；Customer Acquisition；Customer Retention；Customer Life Value
指导老师：	许晖
中文关键字：	顾客资产 顾客资产管理能力 顾客获取 顾客维系 顾客终身价值
英文关键字：	Customer Equity；Customer Equity Management Capabilities；Customer Acquisition；Customer Retention；Customer Life Value
中文摘要：	超强竞争环境下，信息沟通渠道愈加饱和，产品质量和服务特征日渐趋同，竞争的加剧，导致顾客在产品、服务、渠道、沟通等方面的选择空间增大，企业对顾客的争夺空前激烈，因为顾客角色发生了重大转变，以前的顾客只是企业被动的采购者和单纯的交易者，现在的顾客已经发展成为企业战略资源中的关键组成部分，他们实际上扮演着企业新产品和新服务的共同开发者、企业的合作者、价值的共同创造者以及知识与能力的共同开发者等多重角色。顾客这些愈来愈重要的价值，突显了顾客中心时代的到来。 顾客资产这一无形资产已变成企业最重要的战略性资产。近年来，理论界关于顾客资产的研究变得越来越热，顾客资产是企业所有的顾客终身价值折现现值的总和，这一观念已经广为学者们所接受。而在实践中，一场强调通过高盈利顾客的识别、获取、维系和销售提升等营销努力来提升顾客资产价值的风潮正在悄然兴起，作为资源和能力组合的企业应具备什么样的顾客资产管理能力才能在超强竞争的市场环境中最大化顾客资产的价值，一直以来是企业界和学术界在不断寻找和探讨的课题。 霍根，勒门和拉斯特曾认为顾客资产管理能力包括为识别、发起、培养和维系盈利性顾客关系所需要的所有技能，但它们没有对此进行具体分析。本文在结合国内外学者在顾客资产管理方面研究成果的基础上，从顾客知识管理、顾客获取、顾客基础细分、盈利性顾客维系和交叉销售提升等五个方面对顾客资产管理能力的构成做了一下初步分析，并以提出命题的方式探讨了五个顾客资产管理能力之间的相互影响关系。之后，本文从企业顾客导向的企业文化、顾客导向的企业战略和以顾客为中心的组织结构三个方面探讨了顾客资产管理能力培育的支持体系。最后，本文从顾客资产管理能力的五个方面详细探讨了顾客资产管理能力的培育途径。
英文摘要：	Under the hyper-competition environment, the information communication channels become increasingly saturated, the quality of products and the characteristics of service become increasingly similar. With the competition becoming increasingly fierce, customers have more and more choices among the products, services, channels, and communications. So the contest of customer acquisition among the firms becomes fiercer, because the role of customer has changed. Before, the customer is only the passive purchaser and bargainer, but now, they have become the key parts of the firm’s strategic resources. In fact, they are taking multiply roles, for example, the co-developer of new product and new service, cooperator of the firm, also co-creator of the value, and the co-developer of knowledge and capabilities. All these important values of customer make the coming of customer era more and more clearly. Customer equity, which is considered as intangible assets of the firms, has become most important strategically assets and the more and more researches have focused on this field. So the view, that customer equity is the total of the discounted lifetime values summed over all of the firm’s customers, is identified by more and more scholars. But in the practice, the wind, which through emphasizing the identification, acquisition, and retention of high profitable customers and add-on selling etc marketing efforts to increase the value of customer equity, has stealthily blown. As the combination of resources and capabilities, what customer equity management capabilities should the firms possess, so as to maximize the value of customer equity in the hyper-competition marketing environment, is the question for the practitioners and academy to be searched and discussed all the time. Hogan, Lemon, and Rust argued that customer equity management skills include all of the skills needed to identify, initiate, develop, and maintain profitable customer relationships. Based on the literatures of domestic and foreign scholars’, this paper gives an initial analysis on the content of customer equity management capabilities from five aspects: customer knowledge management, customer acquisition, customer segmentation, profitable customer retention, and cross-selling and so on. Then we discussed the relationships among these five aspects in the form of proposition. Then this paper discussed the support system about the cultivation of customer equity management capabilities from customer focused culture, strategy, and organization structure. At last, this paper detailed discussed the ways about the cultivation of customer equity management capabilities from the five aspects hereinbefore.
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