مقاله امرالد: برنامه ریزی برای ارزش مشتری رقابتی

عنوان انگلیسی مقاله:

Planning for competitive customer value

ترجمه عنوان مقاله: برنامه ریزی برای ارزش مشتری رقابتی

رشته: بازاریابی

سال انتشار: ۲۰۱۳

تعداد صفحات مقاله انگلیسی: ۲۲ صفحه

منبع: Emerald

نوع فایل: pdf

دانلود اصل مقاله

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Purpose: Good quality planning methodologies were developed in the last decades of the twentieth century that are still widely used. But competition is getting harsher and harsher and the search for more effective approaches to planning for competitive customer value can never stop. The purpose of this paper is to offer an alternative method for planning for customer value that is the result of his long experience with large organizations, both in manufacturing and service.

Design/methodology/approach: The paper summarizes the approaches followed and the results reached. It also rationalizes such experience with the support of figures. Such process may require mental efforts to overcome conventional thinking in managing for quality, which should be accepted. A preliminary condition is understanding the author’s quality vision, which quite often is at odds with traditional visions. For that reason the first part of the paper is dedicated to the illustration of the quality‐related concepts that are at the basis of the following discussions. Such concepts are based on the systems view of the organization, on a definition of quality as both doing the right things and doing things right, on accepting that the word quality is neutral and acquires a positive or negative meaning only when associated with the concept of value. The above concepts are not accepted by all quality experts today.

Findings: The following are the most significant conclusions: the “customer‐perceived value vs, performance” curves look rather different from those that are mostly used today; consequently, the “quality life‐cycle” presents some significant differences if compared with the Kano Model; extensive use should be made of time‐related curves, which happen to be the most significant in relation to planning; proximity to users (not just own customers) is more important than questionnaires in relation to critical planning decision; both satisfiers and dissatisfiers are important to understand customer/stakeholder perception; the proposed combination algorithm for the two may look conceptually difficult to those who look for simple solutions; but sometimes difficulties look unavoidable.

Originality/value: The paper is original inasmuch as it challenges conventional wisdom in this area. But, if the experience of the author finds confirmation in a wider context, it can be of significant value for those companies that operate in high competitive sectors. It can also stimulate organizational innovation in the fundamental area of value creation.

Keywords: Customer proximity, Customer satisfaction, Customer value, Fitness for purpose, Planning, Product qualities, Innovation, Business planning

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Planning for customer value cannot be done in global, generic terms. Whatever the product[1] offered to the market, value planning should be done in specific, analytical terms. Customer value perception is in fact a complex construct of the specific satisfactions and dissatisfactions, related to the different “qualities” exhibited by the product, each of them associated with different levels of importance and value expectation. Rarely users[2] – consumers in particular – follow rational, rigorous and conscious processes to combine the different elementary satisfaction and dissatisfaction perceptions into a global value judgment. Only the most careful customers – the B2B in particular – manage to resolve the product’s fitness for use into its components, to make more rational purchasing choices. But, even if the user does not, the producer is bound to do that. The more the producer is able to unfold those product qualities the target users are interested in – and the values expectations
associated with them – the more it will be able to satisfy users’ (even latent) expectations.

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