Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

CHNG II TO DNG GI TRN, S THA MN V LNG TRUNG THNH CA KHCH HNG

Mc tiu ca chng: Gi tr v s tha mn ca khch hng l g? Lm th no m cc cng ty hng u c th to ra v phn phi chng n khch hng? iu g to nn kt qu cao trong kinh doanh? Lm th no cc cng ty c th thc hin ng thi vic thu ht khch hng mi v duy tr khch hng c? Lm th no cc cng ty gia tng kh nng sinh li ca khch hng? Lm th no cc cng ty thc hin vic qun tr cht lng ton b? Ngy nay, hu ht cc cng ty u phi ng u vi s cnh tranh gay gt trn th trng. Nh cp trong trong chng trc, cc cng ty c th vt tri hn i th cnh tranh nu h chuyn t trit l sn phNm v trit l bn hng sang trit l marketing. Trong chng ny, chng ta s xem xt mt cch chi tit v c th lm th no cc cng ty c th chim c cm tnh ca khch hng v tha mn h tt hn so vi i th cnh tranh. V cu tr li l: h phi tm hiu nhu cu v tha mn nhu cu ca khch hng mt cch tt nht. Ch nhng cng ty xem khch hng l trung tm ch khng phi l sn phNm th mi c c khch hng. V h s xy dng cc chnh sch Marketing mt cch hon ho, khng ch l cc chnh sch v sn phNm. C rt nhiu cng ty cho rng cng vic ca b phn marketing hay b phn bn hng ch yu l tm kim khch hng. N u h lm vic khng tt th cng ty s kt lun rng nhng ngi ca b phn marketing lm vic khng hiu qu. N hng tht ra, cng vic ca nhng ngi lm marketing khng ch l thu ht v duy tr khch hng. Mt n v marketing tt nht trn th gii khng th bn nhng sn phNm cht lng km v tht bi trong vic tha mn nhu cu ca mt ai . Mt b phn marketing ch c th t ra hiu qu trong mt cng ty m ton b phng, ban v nhn vin c thit k v thc thi mt h thng cung cp gi tr tt hn cho khch hng. Chng hn nh McDonald's. Mi ngy, trung bnh c khong 38 triu ngi gh vo 23.500 ca hng ca McDonald's trn 109 quc gia trn th gii. N gi ta khng t tp n mt i l duy nht bn McDonald n gin ch v h thch n hamburgers. Mt s nh hng ch bin hamburgers c th cung cp sn phNm vi mi v hp dn hn. N hng v ngi ta thch t tp li vi nhau ch khng n gin ch l n hamburgers. Trn ton th gii, h thng ny vn hnh vi mt tiu chuNn cao m McDonald gi l QSCV - n bao gm: cht lng (quality), dch v (service), v sinh (cleanliness), v gi tr (value). V McDonald thnh cng bi v n tng tc hiu qu vi cc nh cung cp, cc c s nhng quyn kinh doanh, nhn vin, v cc b phn khc nhm mang n nhng gi tr cao cho khch hng.1 Chng ny s m t v minh ho r rng trit l tp trung vo khch hng v thc hnh marketing gi tr ca cc cng ty.2

I. NNH NGHA GI TRN V S THO MN CA KHCH HNG

Cch y khong 40 nm, Peter Drucker quan st thy rng nhim v u tin ca mt cng ty l "to ra khch hng". N hng ngy nay, khch hng lun phi i mt vi s a dng
1 2

"Mac Attcks," USA Today; March 23, 1998, p.B1. See, for example,"Value Marketing : Quality,Service,and Fair Pricing Are the Keys to selling in the '90s," Business Week, N ovember 11,1991,pp.132-40.

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

trong la chn mua hng t mt chui cc sn phNm, cc nhn hiu, gi c v nh cung cp. V vn l lm th no khch hng thc hin s la chn ca mnh? Khch hng s c tnh v la chn ci g mang n cho h nhiu gi tr nht. Khch hng lun c gng ti a ha gi tr trong gii hn v chi ph, kin thc, s di chuyn v thu nhp ca h. H t ra mt s k vng v gi tr v hnh ng t c iu . V sn phNm c p ng c gi tr k vng hay khng s nh hng n s tha mn v tc ng n vic mua li ca khch hng. 1. nh ngha gi tr 1.1 Gi tr cho khch hng (Customer value) Khch hng ngy cng i hi cao hn, nhng g m khch hng mong i khng cn n gin l cht lng cao hay gi thp, do vy cc t chc cn ch trng n vic to dng nhng gi tr m khch hng s c c khi s dng sn phNm v dch v ca t chc. Gi tr cung cp cho khch hng l s khc bit gia tng gi tr v tng chi ph ca khch hng. Tng gi tr khch hng l ton b li ch m khch hng mong i nhn c t sn phNm hay dch v. Tng chi ph ca khch hng l ton b chi ph m khch hng b ra nh gi, mua, s dng, v loi b mt sn phNm hay dch v. N hng gi tr m t chc c th mang n cho khch hng c chia lm 2 loi c bn l gi tr chc nng v gi tr tm l. - Gi tr chc nng: l nhng tin ch xut pht t cht lng v nhng c tnh c mong i ca sn phNm hay dch v. Cc gi tr chc nng s c to ra thng qua cc yu t gi, s tin dng, tnh sn c v cng ngh khi khch hng s dng sn phNm dch v. N hng gi tr chc nng rt d b sao chp. Cc i th cnh tranh cng s h gi hoc s dng cng mt cng ngh v vy mang n cho khch hng nhng gi tr chc nng l cn thit nhng khng th to ra li th cnh tranh cho t chc. - Gi tr tm l: N hng gi tr tm l th thng kh sao chp hn v n khng nhn mnh n yu t gi. Gi tr s c to ra mi khi khch hng cm nhn h c cho n, h quan trng v c qu trng. T chc c th to ra gi tr khi h s dng nhng lao ng c nng lc, thn thin v c ch. N hng gi tr c th to ra nhng cm xc cho khch hng mi l nhng gi tr bn vng. Vic to dng nhng gi tr tm l cho khch hng v c bn l khc vi vic to dng nhng gi tr chc nng thng qua vic h gi, gia tng s tin li v cng ngh. C hai loi gi tr ny u quan trng. Tuy nhin, nhng mi quan h khch hng tht s khng th to thnh nu ch da trn nhng gi tr chc nng. Quan h khch hng yu cu s kt ni cm xc gia t chc v nhng khch hng ca h. Gi tr tm l s bn vng hn nhng li kh c c. Gi tr t khch hng Gi tr t khch hng (Lifetime Value - LTV, hay Customer Lifetime Value - CLV) l nhng gi tr m t chc nhn li t khch hng khi khch hng c t chc tho mn. Trc ht phi k n nhng gi tr v mt kinh t, c th l kh nng sinh li ca khch hng, n ph thuc rt nhiu vo s gn b ca khch hng, cng gn b lu di vi t chc, khch hng cng em li cho t chc nhiu gi tr hn. Gi tr v mt kinh t ca khch hng c th chia lm 3 phn: gi tr qu kh l nhng gi tr c nhn thy cho dn thi im ny, gi tr hin ti l nhng gi tr tng lai khch hng c th mang li cho t chc, gi tr tim tng - cc hot ng marketing c th khin cho khch
2

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

hng hng ng nhit tnh hn. Cc t chc cn xc nh ng gi tr m t chc s nhn li c t khch hng. o lng gi tr ca mi khch hng hay nhm khch hng l cn thit quyt nh mc u t pht trin cc mi quan h khch hng. Tuy nhin, c rt nhiu t chc khng th nh gi khch hng ca mnh mt cch chnh xc, thng thng l h mc phi mt s li ,chng hn nh u t qu nhiu vo nhng khch hng khng c kh nng sinh li cao, hay khng du t ng mc vo nhng khch hng c gi tr cao lm lng ph ngun lc mt cch khng cn thit. Mi t chc c th p dng mt cch thc o lng gi tr t khch hng khc nhau. Mt s t chc o lng gi tr ca khch hng trn mi giao dch, vi h nhng khch hng c gi tr l nhng khch hng m mi ln giao dch ca h t chc u thu c li nhun. Mt s khc li o lng gi tr khch hng bng cch tng hp cc giao dch ca khch hng trong mt khon thi gian nht nh c th l theo tng qu hoc tng nm. Tuy nhin o lng gi tr khch hng trong mt thi gian ngn, t chc s khng th nhn ra c th ca tng nhm khch hng, c th trc mt h khng em li nhiu nhng v di hn h l nhng khch hng c kh nng sinh li rt cao. N goi ra nh gi s gn b v kh nng sinh li tht s ca khch hng, t chc c th s dng 4 yu t c bn: - Chi ph thu ht: nhng khon chi ph dng thu ht khch hng, bao gm chi ph marketing nh chi ph qung co, c ng v chi ph bn hng. - Li nhun: tng li nhun khch hng to ra cho t chc thng qua vic mua sn phNm v dch v. - Chi ph: N hng chi ph cung cp sn phNm v dch v cho khch hng. - di ca cc mi quan h: khong thi gian khch hng gn b vi t chc. Gi tr v mt kinh t ca mi khch hng khng ch l em li cho t chc nhiu li nhun hn m h cn c th gip t chc tit kim chi ph do hiu qu ca vic ct gim chi ph qung co v chi ph giao dch. Cng vi nhng gi tr v mt kinh t, nhng khch hng trung thnh cng chnh l phng tin truyn thng tt nht ca cng ty, nhng nhn xt tt ca khch hng vi mi ngi s gip nng cao uy tn v hnh nh ca t chc. D l gi tr cho khch hng hay gi tr ca khch hng th t chc cng ng vai tr tc ng ch yu, t chc phi to ra cho khch hng nhng gi tr m h mong i ng thi cng phi ch ng lm cho khch hng tr nn c gi tr hn vi t chc ng vi nhng g t chc mong mun. Mt v d minh ho r rng cho cc khi nim ny. Gi s rng mt cng ty xy dng mun mua mt chic my ko. H c th s mua n t cng ty Caterpillar hoc Komatsu. V khi , ngi bn s m t cc thuc tnh ring bit ca sn phNm ca h cho ngi mua so vi nhng ngi cnh tranh. N gi mua ngh: h mun mua mt chic my ko s dng trong cng vic xy dng ca mnh. H mun mt chic my ko ng tin cy v cht lng, bn, nng sut cao, v gi phi chng. H so snh gia hai chic my ko v quyt nh rng Caterpillar cung cp sn phNm vi gi tr cao hn da trn nhng tiu chuNn . V ngi mua cng nhn thc c nhng khc bit v dch v i km nh phn phi tn ni, hng dn s dng v bo tr - v quyt nh rng Caterpillar cung cp dch v tt hn. V ngoi ra, h cn nhn thy rng nhn vin Caterpillar c kin thc v nhit tnh hn. Cui cng, ngi mua nh gi cao hnh nh ca Caterpillar. N gi
3

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

mua da vo cc nhn t: sn phm, dch v, nhn s, v hnh nh cng ty cho rng Caterpillar cung cp tng gi tr khch hng cao hn. Vn t ra l liu cng ty c mua chic my ko ca Caterpillar? iu ny khng quan trng. H s xem xt tt c cc chi ph b ra khi thc hin vic mua bn vi Caterpillar v Komatsu. Tng chi ph thc t tht ra lun ln hn chi ph v tin bc. N h Adam Smith nghin cu cch y hn hai th k: "Gi c tht s ca bt k mt hng ho no u bao gm cng sc v n lc c c n". N goi s tin khch hng b ra mua hng, h cn tiu tn thi gian, cng sc v c tinh thn. N gi mua nh gi nhng chi ph ny km vi chi ph v tin bc c c nim y v ton b chi ph h s phi b ra. V sau khi tnh ton k chi ph, ngi mua thy rng tng chi ph m h b ra ln hn tng gi tr m Caterpillar cung cp cho h. V nu tht s nh vy, ngi mua s chn mua my ko ca Komatsu. C ngha l ngi mua s chn mua sn phNm t ngi cung cp gi tr cao nht cho h. By gi chng ra s s dng nhng hiu bit v qu trnh ra quyt nh ca ngi mua gip Caterpillar thnh cng trong vic cho bn my ko ca mnh. Caterpillar c th ci tin vic cung ng ca mnh theo 3 cch. Th nht, cng ty c th tng tng gi tr ca khch hng thng qua vic ci tin v sn phNm, dch v, nhn vin, v/hoc hnh nh cng ty. Th hai, c th gim cc chi ph khng lin quan n tin bc nh thi gian mua hng, cng sc, v tinh thn. Th ba, n c th gim chi ph v tin bc cho ngi mua. Gi s Caterpillar cho rng, ngi mua s nhn thy Caterpillar cung cp mt gi tr ng gi 20.000$. Hn th na, gi s chi ph sn xut chic my ko ca Caterpillar l 14.000$. iu ny c ngha l Caterpillar kim c mt khong li nhun l 6.000 USD ( 20.000 USD tr i 14.000 USD). Caterpillar cn ra gi khong t 14.000 USD n 20.000 USD. N u gi di 14.000 USD th Caterpillar s l. Cn nu gi trn 20.000 USD th n cng s t o thi mnh ra khi th trng. Vic Caterpillar nh gi bao nhiu s nh hng n vic n s mang li cho khch hng mt gi tr bao nhiu v thu li bao nhiu. Chng hn, nu gi l 19.000 USD c ngha l n cung cp cho khch hng mt gi tr 1.000 USD v em li cho mnh 5.000 USD. Caterpillar nh gi cng thp ng ngha vi vic n mang li cho khch hng mt gi tr cng cao, do , to nn mt ng c mua hng cao hn. iu cho thy, Caterpilar mun thnh cng trong vic bn hng th phi cung cp cho khch hng mt gi tr cao hn Komatsu. c th l mt con s c th hoc l mt t l. N u tng gi tr khch hng l 20.000$ v tng chi ph khch hng l 16.000$ th khch hng s c cung ng mt gi tr l 4.000 USD (mt con s c th, chnh lc gia tng gi tr v tng chi ph) tng ng vi t l 1,25 (mt t l). T l c s dng so snh gi l t l gi tr - gi c. 3 Mt s nh kinh doanh cho rng tin trnh ra quyt nh ca ngi mua phn tch trn l qu nng v l tr. H c th a ra mt s v d rng ngi mua cha chc mua hng t ngi cung cp gi tr cao nht. Gi s khch hng chn mua my ko ca Komatsu. Khi chng ta s gii thch nh th no ? V di y l 3 cu tr li hp l : 1. N gi mua c th b p lc phi mua hng vi gi thp nht. Do , h s khng th la chn sn phNm mang li cho h gi tr cao nht. V nhim v ca nhn vin bn hng ca Caterpillar lc ny l thuyt phc ngi qun l ca cng ty mua rng nu mua vi mc gi thp s mang li cho khch hng li nhun di hn thp hn. 2. N gi mua s thi vic trc khi cng ty anh ta nhn ra rng chi ph vn hnh my ko ca Komatsu t hn Caterpillar. C th anh ta s n trong mt thi gian ngn, v li ch c
3

See Irwin P.Levin and Richard D.Johnson,"Estimating Price-Quality Tradeoffs Using Comparative Judgments,"Journal of Consumer Research, June 11,1984,pp.593-600.

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

nhn ca anh ta l ln nht. V nhim v lc ny ca nhn vin bn hng ca Caterpillar l thuyt phc nhng ngi khc trong cng ty ca khch hng rng h mang li cho khch hng mt gi tr di hn cao hn. 3. N gi mua mun thit lp mt mi quan h di hn vi nhn vin bn hng ca Komatsu. Trong trng hp ny, nhn vin bn hng ca Caterpillar phi trnh by cho ngi mua hng thy rng my ko ca Komatsu s mang li nhiu phin toi khi vn hnh, v tiu tn rt nhiu nhin liu v thng xuyn phi sa cha. Cc v d trn ch r rng: ngi mua phi chu rt nhiu sc p v c khuynh hng la chn phng n no c th mang li li ch cho bn thn h hn l cho cng ty. Tuy vy, vic cc i ha gi tr cho khch hng l tiu ch c cc nh cung ng s dng rt nhiu. V y l mt s cch thc cc cng ty thng s dng: th nht, ngi bn phi xc nh tng gi tr v tng chi ph ca khch hng khi mua hng ca cng ty cng nh i vi tng i th cnh tranh hiu r v s la chn ca h. Th hai, vi nhng ngi bn thiu kh nng cung ng gi tr cao cho khch hng th c hai s la chn. N gi bn s n lc tng tng gi tr cho khch hng hoc gim tng chi ph ca khch hng. Tng tng gi tr cho khch hng bng cch cng c hay ci thin sn phNm, dch v, nhn s, v hnh nh ca cng ty. V gim chi ph cho ngi mua bng cch gim gi, n gin ho vic mua hng v phn phi hng ho, bo hnh sn phNm. Gi tr sn phNm Gi tr dch v Gi tr v nhn s Gi tr v hnh nh Gi mua Chi ph thi gian Chi ph cng sc Chi ph tinh thn Hnh 2.1 Xc nh gi tr c phn phi cho khch hng 2. S tha mn ca khch hng Vic khch hng c tha mn hay khng sau khi mua hng ph thuc vo vic h so snh gia li ch thc t ca sn phNm vi nhng k vng trc khi mua. S tha mn l cm gic d chu hoc c th l tht vng pht sinh t vic ngi mua so snh gia li ch thc t ca sn phNm v nhng k vng ca h. nh ngha ny ch r rng, s tha mn l s so snh gia li ch thc t cm nhn c v nhng k vng. N u li ch thc t khng nh k vng th khch hng s tht vng. Cn nu li ch thc t p ng vi k vng t ra th khch hng s tha mn. N u li ch thc t
5

Tng gi tr ca khch hng Gi tr dnh cho khch hng

Tng chi ph ca khch hng

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

cao hn k vng ca khch hng th s to ra hin tng tha mn cao hn hoc l tha mn vt qu mong i. N hiu cng ty hng n t c mc tha mn cao hn cho khch hng bi i khi nu ch tha mn thi th khch hng rt d chuyn sang la chn mt nhn hiu khc. i vi nhng khch hng c tha mn vt tri s mong i th xc sut chuyn i nhn hiu l rt thp. Tha mn cao hn hay tha mn vt tri s k vng s to ra mt s cam kt i vi nhn hiu. Chnh iu to nn lng trung thnh ca khch hng. N gi qun l cp cao ca Xerox tin rng mt khch hng c tha mn cao hn hay mt khch hng c tha mn vt tri s mong i s ng gi gp 10 ln so vi mt khch hng c tha mn bnh thng. V mt khch hng c tha mn cao hn s trung thnh vi Xerox lu hn v mua nhiu sn phNm hn l mt khch hng c tha mn bnh thng. N gi mua to dng nhng k vng ca h v sn phNm, dch v nh th no? Chnh l t nhng kinh nghim mua hng trc y, t bn b, nhng li khuyn ca gii chuyn mn, t nhng thng tin hay nhng ha hn ca cc nh cung cp. N u ngi lm Marketing gieo mt k vng qu cao, ngi mua s rt d b tht vng. Chng hn, cch y vi nm, Holiday Inn trin khai mt chin dch c tn gi l "Khng c g phi ngc nhin". V trong khi khch lu tr cn ang phi i mt vi hng lot cc rc ri th cng ty phi rt lui chin dch ny. Tuy nhin, nu cng ty t ra k vng qu thp, th s khng hp dn khch hng (mc du h s tha mn sau khi mua hng). N gy nay, nhng cng ty thnh cng thng gia tng k vng v n lc tng li ch thc t nh k vng t ra. N hng cng ty ny hng n TCS - S tha mn ton b ca khch hng (Total customent satisfaction). Chng hn nh Xerox, h lun hng n s tha mn ton b ca khch hng v s n b nhng ph tn cng nh s tht vng ca khch hng nu c trc trc trong vng 3 nm sau khi mua. Cigna qung co: "Chng ta chng bao gi tha mn 100%, bn cng vy thi "( We'll never be 100% satisfied until you are, too ). S tha mn vt mong i mang li nhng hiu ng tch cc sau: Saturn. Vo cui nhng nm 1980, Saturn (loi xe mi nht ca General Motors) thay i quan h ngi mua-ngi bn bng kiu giao dch mi cho ngi mua xe: xe c bn vi gi c nh (khng phi cch nh gi ba bi truyn thng), m bo giao hng trong vng 30 ngy, nu khng s gi tin li cho khch hng, nhn vin bn hng c tr lng theo nh k (khng theo sn phNm nh trc). Mt khi giao dch c thc hin thnh cng, i ng nhn vin thc hin giao dch s ng quanh v khch hng mi v chp mt kiu nh k nim, mi ngi ci rt vui v. L k nim 5 nm thnh lp cng ty ti tr s chnh Tennessee c tham gia bi 40.000 ngi qun l ca Saturn trn ton quc. Ch tch ca Saturn pht biu: "Saturn hn c mt chic xe hi... l mt cch thc hon ton mi, v vic giao dch vi khch hng ca chng ta v vi mi khch hng." Khch hng s trung thnh hay t b vic mua hng i vi mt cng ty l mt tng s ca rt nhiu nh gi nh ca khch hng i vi cng ty . nhng nh gi nh ni trn tc ng tch cc n s trung thnh ca khch hng th cng ty cn phi to ra "mt nhn hiu nh mong i ca khch hng". V di y l th d ca khch sn Canadian Pacific, vi lot 27 khch sn chi nhnh. Khch sn Canadian Pacific. Khch sn Canadian Pacific (CP) n lc thit lp cc mi quan h vi khch hng. u tin, khch hng mc tiu l nhng doanh nhn thch du lch. Khch sn CP a ra li ngh: "Hy tham gia vo cu lc b khch hng thng xuyn ca chng ti v hy cho chng ti bit bn mun g", bn mun mt chic gi t xoa bp trn ging ng hoc bn mun Toronto Globe and Mail ti ca ra vo hoc ni Dew ti quy ru ca mnh. V gi li ha vi khch hng qu l mt nhim v khng n gin.
6

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

Mt s ni tri nho nh nh min ph cc cuc gi ni ht hay ca hng lu nim c khch hng yu cu gim gi mt mt hng mi. Tt c nhng iu ni trn to ra mt hiu ng tuyt vi. Vo nm 1997, c phn khch sn CP ca cng ty du lch Canada tng vt 15% trong khi ton ngnh ch tng 3%. V hn mt phn t thnh vin ca cu lc b khch sn CP tng l nhng thnh vin ca cc khch sn khc. 4 N gun gc ca lng trung thnh cao l s cung ng mt gi tr cao cho khch hng. Theo Michael Lanning, trong cun Phn phi gi tr sinh li, mt cng ty cn phi to ra mt nh gi tr vt tri mang tnh cnh tranh v mt h thng phn phi gi tr cao hn cho khch hng.5 Mt nh gi tr ca cng ty c tm quan trng hn nhiu so vi v tr ca n da trn mt thuc tnh n nht; n l mt s tuyn b v kinh nghim m khch hng c c t cc sn phNm hoc mi quan h gia h v cc nh cung cp. N phi tot ln mt s ha hn v nhng g khch hng s c c v t hnh thnh k vng ca ca khch hng. Vic cng ty c gi li ha vi khch hng hay khng ph thuc vo nng lc qun tr h thng phn phi gi tr ca cng ty. H thng phn phi gi tr bao gm tt c nhng s truyn thng v nhng tri nghim m khch hng c c t vic mua sn phNm cng ty. N hiu cng ty sai lm khi khng thnh cng trong vic mang li gi tr cho khch hng. N hng ngi lm Marketing lun n lc to s khc bit cho nhn hiu ca h bng nhng cu slogan (nh "git trng hn") hoc mt li tuyn b mang li gi tr cho khch hng ("A Mars a day helps you work, rest, and play"), hoc bng nhng dch v tng thm ("Khch sn chng ti s cung cp my tnh cho khch hng nu c yu cu"). N hng h khng thnh cng trong vic phn phi gi tr cho khch hng, ch yu l v nhng ngi lm Marketing ch tp trung vo vic pht trin nhn hiu. V khch hng thc s cm nhn c gi tr hay khng ph thuc rt nhiu vo kh nng ca ngi lm Marketing trong vic tc ng n tin trnh mua. Hn na, cc cng ty cng cn so snh mc tha mn ca khch hng so vi cc i th cnh tranh. N lc gia tng s tha mn s khng hiu qu nu t l khch hng tha mn ca i th cnh tranh l cao hn so vi cng ty. Bng 2.1 Bn phng php tha mn khch hng

NHNG CNG C THEO DI V O LNG S HI LNG CA KHCH HNG

Kim sot nhng li phn nn v cc xut Mt t chc nh hng theo khch hng s tr nn d dng cho khch hng ca cng ty khi h by t nhng xut hay a ra nhng li phn nn. N hiu nh hng v khch sn cung cp nhng mu n cho khch hng h c th by t v nhng g mnh thch v khng thch. Mt vi cng ty nh hng theo khch hng trung tm nh P&G, General Electric, Whielpool thit lp ng dy nng vi 800 s in thoi min ph. Cc cng ty cng lp nn nhng trang Web v Email lm phng tin kt ni thng tin t hai pha. N hng dng tin tc ny cung cp cho cng ty nhiu kin hay v nhiu ng gp cng ty hnh ng nhanh hn trong vic gii quyt cc vn pht sinh. Kho st s hi lng ca khch hng Cc cuc nghin cu ch ra rng khi khch hng khng hi lng vi 1 trong 4 vt mua c th cng c 5% s a ra li phn nn. Hu ht khch hng s mua t hn hoc l thay i nh cung cp. Mc phn nn v vy, khng phi l thang o lng tt nht s hi lng khch hng. Cng ty nn o lng s hi lng khch hng mt cch trc tip bng cch nh k t chc
4 5

Thomas A.Stewart,"A Satisfied Customer Isn't Enough,"Fortune,July 21,1997,pp.112-13. Michael J.Lanning,Delivering Profitable Value ( Oxford,UK:Capstone,1998 )

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

cc cuc iu tra. H s gi cc bn cu hi hoc gi in cho cc khch hng c chn mt cch ngu nhin. H cng c gng thu nhn cc quan im ca khch hng v cc i th cnh tranh. Trong khi thu thp d liu v s hi lng ca khch hng cng ty cng s t thm cc cu hi o lng nh mua li ca khch hng, v thng th kt qu ny s cao nu s hi lng khch hng l cao. Cc cng ty cng c gng o lng s a thch hay sn lng ca khch hng khi gii thiu cng ty hoc nhn hiu cho ngi khc. im s t c v s truyn ming cao c ngha rng cng ty ang to s hi lng cho khch hng cao. Kim sot qu trnh kinh doanh Cc cng ty c th thu ngi ng vai l nhng ngi mua tim nng nghin cu nhng im mnh v im yu h tri qua khi mua sm sn phNm ca cng ty v ca i th cnh tranh. N hng ngi mua hng b Nn ny thm ch c th kim nghim cc nhn vin bn hng c lm tt cng vic ca mnh khng trong nhiu tnh hung khc nhau? V th ngi mua b Nn ny c th phn nn v thc phNm ca ca hng th nghim xem cc ca hng x l nhng li phn nn ny ra sao. Khng ch thu ngi mua b Nn, cc nh qun l cng nn tham gia vo cc tnh hung ca cng ty v ca i th cnh tranh m h khng bit r tch ly kinh nghim x l phn nn vi t cch l "khch hng". Mt cch na l cc nh qun l s gi n nhn vin bn hng t ra nhng cu hi v nhng li phn nn xem h gii quyt nh th no qua in thoi. Phn tch v vic mt khch hng Cc cng ty nn tip xc trc tip vi nhng khch hng dng vic mua sn phNm ca cng ty hoc chuyn sang nh cung cp khc xem ti sao li nh vy? Khi IBM mt mt khch hng h n lc tm hiu xem "vn " l u? Vic tip xc vi khch hng ri b cng ty khng ch quan trng khi ln u tin h ngng vic mua, m cn ht sc cn thit theo di t l mt khch hng. N u t l ny tng ln th c ngha rng cng ty ang lm gim i s hi lng ca khch hng. i vi nhng cng ty t khch hng l trung tm (ca mi hot ng), th vic tha mn khch hng va l mc tiu va l cng c marketing. N hng cng ty lun to ra s tha mn vt tri cho khch hng th lun t c s nh gi cao trong th trng mc tiu. Honda Accord c J.D.Powers bnh chn l nhn hiu tha mn khch hng vt tri s mt trong mt vi nm, v cc mu qung co ca Honda gip cng ty bn c rt nhiu xe Accord. Hay nh s tng trng mnh m ca Dell trong ngnh my tnh c nhn c xem l xut pht t s tha mn cao ca khch hng. Mc du nhng cng ty xem khch hng l trung tm lun n lc mang n cho khch hng mt s tha mn vt tri, nhng mc ch chnh ca h khng phi l cc i ho s tha mn ca khch hng. N u cng ty tng s tha mn ca khch hng bng cch gim gi hoc tng thm dch v, kt qu c th l li nhun gim thp. Do , cng ty c th tng kh nng sinh li bng nhiu cch khc hn l tng s tha mn cho khch hng (chng hn, cch ci tin quy trnh sn xut hay u nhiu hn cho R&D). Cng ty cng cn nhiu gii hu quan khc, gm nhn vin, nhng ngi bn li, cc nh cung cp v cc c ng. Vic c gng gia tng s tha mn ca khch hng c th s lm gim thp ngun lc cn m bo lm tng s tha mn ca cc i tc khc. Tm li, cng ty phi lun vn hnh vi quan im s mang li cho khch hng s tha mn mc cao i i vi vic lm tha mn cc gii hu quan ca cng ty trong gii hn ca ngun lc. S tha mn ca khch hng cng ph thuc vo vic phn phi (giao hng) ca cng ty. c th l vic giao hng sm, ng thi hn, thc hin y n hng ... Cn nu khch hng c nhng vn v giao hng th cng ty phi gii thch r rng v chi tit. Cng ty cng phi nhn ra rng hai khch hng c th t mc tha mn cao vi nhng l do khc nhau. Mt ngi c
8

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

th hi lng trong hu ht thi gian, ngi kia c th tht vng lc ny nhng li hi lng trong dp khc. Cng ty cng nn ch rng nhng ngi qun l v nhn vin bn hng c th tc ng n s hi lng ca khch hng. c bit l h c i x tt vi khch hng ngay c trc khi thc hin cuc iu tra. H cng c th loi b cc khch hng khng hi lng ra khi mu iu tra. N guy c khc l nu khch hng bit c cng ty ang kho st s hi lng ca mnh th s c mt s by t v s tht vng cao ca mnh (ngay c khi h hi lng) h c th nhn c s gim gi ca cng ty. Mt s cng ty vt tt c nhng ro cn ny a n gi tr v s tha mn cho khch hng. Chng ta gi nhng cng ty ny cc cng ty thnh t. II. CC YU T QUYT NNH S THNH T TRONG KINH DOANH Hng c vn Arthur D. Little xut mt m hnh bao gm cc c im m t hiu sut thc hin cao trong kinh doanh. M hnh ny bao gm 4 nhn t nh c th hin trong hnh 2.2: gii hu quan, quy trnh, ngun lc v t chc.6

Thit lp cc chin lc p ng li ch ca gii hu quan ch yu ci tin cc quy trnh kinh doanh thit yu v phn b ngun lc v t chc

Gii hu quan Quy trnh

N gun lc

T chc

Hnh 2.2 Cc yu t th hin hiu sut cao trong kinh doanh7 1. Gii hu quan Bc khi u trong l trnh t hiu sut cao trong kinh doanh, doanh nghip phi xc nh cc gii hu quan v nhu cu ca h. Thng th trc nay cc cng ty ch trng nhiu nht n cc c ng. N gy nay, cc cng ty ngy cng nhn ra rng nu h khng lu tm n gii hu quan, gm khch hng, nhn vin, nh cung cp v cc nh phn phi, th chng bao gii h to ra c li nhun y cho cc c ng. Mt cng ty phi c gng lm hi lng mc ti thiu (ngng) s k vng ca mi nhm hu quan. ng thi, cng ty cng c th t mc tiu t c mc tha mn trn mc ti thiu cho nhng gii hu quan khc nhau. V d, cng ty c th t mc tiu lm hi lng
6

See Tamara J. Erickson and C. EverettShoney, "Business Strategy: N ew Thinking for the '90, " Prism, Fourth Quarter 1992, pp. 19-35. 7 P.Ranganath N ayak, Erica Drazen, and George Kastner, The High-Performance Business: Accelerating Performance Improvement p.6. Reprinted by permission of Arthur D.Little, Inc

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

khch hng, thu nhp cao hn cho nhn vin, v t c mc hi lng mt gii hn i vi cc nh cung cp. Khi thit lp cc mc tiu ny, cng ty cn phi cNn thn khng gy nn cm gic bt cng v quan h i x ca cng ty t cc gii hu quan.8 Gia cc gii hu quan c mt mi quan h rt nng ng. Mt cng ty thnh cng khi h n lc lm cho nhn vin t c mc hi lng cao, khi nhn vin s n lc cao hn trong cng vic nh m cht lng sn phNm v dch v s cao hn; cht lng cao s to s hi lng cao cho khch hng, y l iu kin doanh nghip tng trng v nng cao li nhun, nh vy m cc c ng s t mc hi lng cao, u t vo doanh nghip s tng ln, y chnh l chu trnh chuNn to nn li nhun v tng trng ca doanh nghip. 2. Quy trnh Mt cng ty ch c th hon thnh mc ch tha mn khch hng bng cch qun tr v lin kt cc quy trnh hot ng. Mt cch truyn thng, cc hot ng ca mt cng ty thng c thc hin trong cc b phn. N hng t chc theo cc b phn nh vy thng pht sinh nhiu vn . Mi b phn thng n lc cc i ha mc tiu ca h m khng cn quan tm n cc mc tiu ca cng ty. Cng vic c thc hin b gim st v k hoch b thay i khi chng c chuyn t b phn ny n b phn khc. Hiu qu kinh doanh cao lm cc cng ty gia tng s ch trng vo nhu cu qun tr cc tin trnh kinh doanh ct li nh pht trin sn phNm mi, thu ht v gi khch hng v p ng ti u cc n hng. Cc cng ty ang n lc ti cu trc t chc v thnh lp cc nhm a chc nng chu trch nhim cho mi quy trnh.9 N hng cng ty thnh t l nhng cng ty t c cc kh nng tuyt ho trong vic qun tr cc quy trnh kinh doanh ct li qua cc nhm xuyn chc nng. McKinsey a ra kt lun v vn ny t nhng nghin cu ca mnh: Cc cng ty thnh t nhn mnh mt s kt hp cc k nng khc bit mt cch ng k so vi cc cng ty t thnh cng hn. H nh gi cao cc k nng xuyn chc nng, trong khi nhng cng ty khc li ch trng cc im mnh tng chc nng.10 AT&T, Polaroid v Motorola l mt s in hnh cc cng ty nhn thc r vic sp xp nhn vin ca mnh vo cc nhm xuyn chc nng. V cc nhm xuyn chc nng cng ngy cng tr nn ph bin trong cc c quan cng quyn v cc t chc phi li nhun. 3. Ngun lc thc hin cc quy trnh hot ng ca mnh, cc cng ty cn c nhng ngun lc nh nhn lc, thit b, vt t, thng tin, nng lng ... Cc ngun lc ny c th s hu, thu hoc cho thu. Trc y, cc cng ty s hu v kim sot hu ht cc ngun lc a vo kinh doanh. N gy nay mi s thay i. Cc cng ty c th tm kim cc ngun lc m h khng kim sot t bn ngoi cng ty. N hiu cng ty quyt nh s dng cc ngun lc bn ngoi (cc ngun lc t thit yu) nu chng m bo cht lng cao hn v chi ph thp hn. Thng th nhng ngun lc bn ngoi ny l cc dch v dn dp, chm sc cc bi c Gn y, Kodak chuyn giao b phn x l d liu ca mnh sang IBM. y l mt v d khc v thnh cng vic s dng ngun lc bn ngoi:
8

See Robert S. Kaplan and David P. N orton, The Balanced Scorecard: Translating Strategy Into Action (Boston: Harvard Business School Press, 1996), as a tool for monitoring stakeholder satisfaction. 9 See Jon R. Katzenbachand Douglas K. Smith, The Wisdom of Teams: Creating the High-Performance Organization (Boston: Harvard Business School Press, 1993), and Michael Hammer and James Champy, Reengineering the Corporation (N ew York: Harper Business, 1993). 10 T. Michael N evens, Gregory L. Summe, and Bro Uttal," Commercializing Technology: What the Best Companies Do " Harvard Business Review, May- June 1990, p. 162.

10

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

iu ct yu tip theo ca cng ty l s hu v nui dng nhng ngun lc v nng lc ct li trong kinh doanh. N ike l 1 v d, h khng sn xut giy v vic ny cc nh sn xut ca chu lm tt hn. N ike tp trung vo vic thit k v kim sot h thng bn hng, v chnh l 2 nng lc ct li ca N ike. N h vy nng lc ct li c 3 c im: (1) L ngun to nn li th cnh tranh v ng gp ng k to ra li ch nhn thc c ca khch hng. (2) C kh nng tim tng trong vic ng dng vo cc th trng rng ln a dng v (3) Cc i th cnh tranh kh bt chc.11 Li th cnh tranh cng hnh thnh t nhng cng ty to ra c cc kh nng khc bit. Trong khi nng lc ct li thng m ch cc lnh vc k thut c bit v cc chuyn gia sn xut, th cc kh nng thng s dng m t s vt tri trong tin trnh kinh doanh rng hn. Chng hn, Wal-Mark c kh nng c bit trong vic cung cp sn phNm da trn cc nng lc li tng qut, bao gm vic thit k h thng thng tin v qun tr hu cn. Gio s George Day nhn ra rng cc t chc nh hng theo th trng c c s vt tri trong 3 kh nng c bit: nhy bn vi th trng, lin kt vi khch hng, v mi quan h cht ch trong cc knh phn phi.12 4. T chc v vn ho t chc T chc ca cng ty bao gm: cc c cu, cc chnh sch v vn ho cng ty. Trong khi c cu v chnh sch c th b thay i, th vn ho cng ty li c tnh bn vng hn trong mi trng thay i nhanh chng. Thay i vn ha thng c coi l thit yu thc thi chin lc mi mt cch thnh cng. Vn ho cng ty l g? N hiu nh kinh doanh b p lc ln trong vic m t khi nim ny v c mt vi nh ngha nh "chia s kinh nghim, nim tin, cc chuNn mc to nn c im ring cho mt cng ty". iu u tin m mi ngi b tc ng khi i vo cng ty l vn ho cng ty, l cch m mi ngi th hin, h giao tip vi ngi khc nh th no v cch h tip n khch hng. i khi vn ha cng ty pht trin mt cch hu c v c chuyn dch trc tip t thi quen v c tnh ca ngi lnh o cao nht n cc nhn vin trong cng ty. V d v trng hp hng my tnh khng l Microsoft tr thnh mt doanh nghip giu c. Khi t mc doanh s l l 14 t $, th Bill Gates, ngi thnh lp Microsoft khng b qua vic duy tr vn ho cnh tranh. Thc t th hu ht mi ngi u cm thy rng vn ho cnh tranh l b quyt ln nht dn n thnh cng ca Microsoft.13 iu g s xy ra khi cc cng ty kinh doanh pht trin v cn to mt cu trc cht ch? iu g s xy ra khi cc cng ty c s va chm vn ho khi h tham gia vo mt lin doanh v st nhp? y l tnh hung xy ra i vi Daimler ca c khi st nhp vi Chrysler ca M vo nm 1998. tip tc tn ti v trnh khi s ph sn, Chrysler tr thnh mt cng ty linh hot v gn nh Detroit. N gc li, Daimler li c vn ha nng tnh quan liu v chm chp. V lch s ca cng ty ch r, s va chm vn ho s l th thch ln nht cho Daimler Chysler khi st nhp. Trong mt nghin cu c tin hnh bi Coopers v Lybrand vo nm 1992 100 cng ty tm hiu v nhng trc trc v tht bi trong vic st nhp, 855 qun tr vin c hi cho rng vn chnh yu trong st nhp l nhng khc bit v phong cch v thc hnh qun tr.

11

C. K. Prahalad and Gary Hamel,"The Core Competence of the Corporation," Harvard Business Review, May-June 1990, pp. 79-91. 12 George S. Day, " The Capabilities of Market-Driven Organization, " Journal of Marketing, October 1994, p. 38.
13

" Business: Microsft's Contradiction," The Economist,January 31, 1998, pp. 65-67; Andrew J. Glass, " Microsoft Pushes Forward, Playing to Win the Market," Atlanta Constitution, June 24, 1998, p. D12.

11

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

Cc nh nghin cu ti Stanford xc nh trong 18 ngnh cng nghip mi ngnh c 2 cng ty, mt c gi l "cng ty nhn xa trng rng" v mt c gi l "cng ty so snh". Cng ty nhn xa trng rng c nhn nhn nh nh lnh o trong ngnh v nhn c nhiu s khm phc, h t ra cc mc tiu y tham vng, h truyn t n nhn vin ca mnh v hng n cc mc ch cao hn ngoi vic kim tin. H cng lm tt hn cc "cng ty so snh" v li nhun. Cc cng ty nhn xa trng rng bao gm: General Electric, Hewlett-Packard v Boeing, tng ng l cc cng ty so snh nh : Westinghouse, Texas Instructments v McDonnel Douglas. Cc nh nghin cu cng tm ra 3 s tng ng gia 18 nh lnh o th trng. u tin, l cc cng ty nhn xa trng rng bit thit lp cc gi tr khc bit t khng i trch hng. IBM thit lp cc nguyn tc r rng trong qu trnh pht trin ca mnh l tn trng c nhn, s hi lng ca khch hng, ci thin cht lng khng ngng.14 Hot ng ca Johnson & Johnson cng tun theo cc nguyn tc: th nht l trch nhim cng ty vi khch hng, th hai l nhn vin, th ba l cng ng v th t l cc c ng. S tng ng th hai l cc cng ty bit nhn xa trng rng th hin mc ch ca mt cch r rng, chng hn nh Xerox mun ci thin "nng sut ca nhn vin". Theo Collins v Porras, mc ch ct li ca cng ty khng nn b ln ln vi mc tiu v chin lc kinh doanh, v c bit l khng nn m t n gin l dng sn phNm ca mt cng ty. S tng ng th ba l cc cng ty nhn xa trng rng u phc tho tm nhn v tng lai mt cch r rng v lun n lc thc thi n. IBM by gi l mt cng ty lnh o v "h thng trung tm" ch khng n gin l nh lnh o trong ngnh sn xut my tnh. Cc cng ty thnh cng cng cn tip nhn quan im mi v chin lc. Trc y ngi ta cho rng qun tr vin cp cao v c thm nin ngh ra chin lc v trin khai xung cc b phn v thnh vin trong t chc. Gary Hamel a ra quan im ngc li v cho rng, cc tng sng to xut hin mi ni trong cng ty.15 Qun tr cp cao nn nhn ra v khch l cc tng t ba nhm m thng trc y h t c ch trong xy dng chin lc: cc nhn vin tr trin vng, cc nhn vin hot ng xa tr s cng ty v nhn vin mi trong ngnh. Mi nhm u c kh nng to nn v thc Ny nhng tng mi. Chin lc phi c chuNn b mt cch chi tit nhn r v chn la gia cc quan im khc nhau trong tng lai ca cng ty. Tp on Royal Dutch/ Shell l cng ty i tin phong trong phn tch vin cnh. Phn tch vin cnh bao gm vic trnh by cc nh hng m cng ty c kh nng pht trin trong tng lai da trn cc gi nh khc nhau v cc lc lng nh hng trn th trng v bao gm c nhng tc nhn khng chc chn khc. Cc cng ty thnh t cng thit lp h thng phn phi gi tr v s tha mn cho khch hng. III. PHN PHI GI TRN V S THA MN CHO KHCH HNG Chng ta bit tm quan trng ca gi tr v s tha mn ca khch hng, vy cc cng ty to ra v phn phi chng n khch hng nh th no? tr li cu hi ny, chng ta cn tho lun quan im v chui gi tr v cc h thng phn phi gi tr.

14

F. G. Rodgers and Robert L. Shook, The IBM Way: Insights into the World's Most Successful Marketing Organization (N ew York: Harper & Row, 1986). Gary Hamel, " Strategy as Revolution," Harvard Business Review, July-August 1996, pp. 69-82.

15

12

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

1. Chui gi tr Michael Porter, gio s Trng kinh doanh Harvard a ra khi nim v chui gi tr nh mt cng c xc nh cch thc to ra gi tr nhiu hn cho khch hng.16 Mi mt cng ty l tp hp cc hot ng c thc hin bao gm thit k, ch to, bn, phn phi v c ng sn phNm. Chui gi tr xc nh r 9 hot ng lin quan mang tnh chin lc to ra gi tr v chi ph trong hot ng kinh doanh c th. 9 hot ng to ra gi tr ny gm 5 hot ng chnh yu v 4 hot ng h tr. Cc hot ng ch yu trnh by mt chui cc hot ng t vic a nguyn liu, vt t vo kinh doanh (inbound logistics - hu cn bn trong), bin i chng thnh sn phNm cui cng (operations - qu trnh hot ng), vn chuyn sn phNm cui cng (outbound logistics - hu cn bn ngoi), hot ng marketing v cc dch v h tr. Cc hot ng h tr gm cung ng, pht trin k thut, qun tr ngun nhn lc, v c s h tng ca cng ty c thc hin trong cc b phn chuyn mn ha. Tuy vy, cc hot ng ny cng c thc hin bi cc b phn khc, chng hn nh cc b phn khc phi thc hin vic cung ng v thu nhn cng. Yu t h tng ca cng ty bao gm cc chi ph qun l chung, hoch nh, ti chnh, k ton, lut php pht sinh t cc hot ng ch yu v cc hot ng h tr trong chui gi tr.
C s h tng cng ty Cc hot ng h tr Qun tr ngun nhn lc Pht trin cng ngh Cung ng (Procurement) Hu cn bn trong Hu cn bn ngoi Marketing & bn hng Dch v Gi tr tng thm

iu hnh

Cc hot ng chnh yu

Hnh 2.3 Chui gi tr 17 N him v ca cng ty l xem xt chi ph v kt qu trong mi hot ng to ra gi tr v tm cch ci thin chng. Cc cng ty cng nn c tnh chi ph v kt qu ca cc i th cnh tranh v so snh vi cng ty. n mc no vic nh gi ny gip cng ty thc hin cc hot ng tt hn cc i th v nh th c th ginh c li th cnh tranh. S thnh cng ca cng ty khng ch ph thuc vo hot ng ca tng b phn m cn ty thuc vo s phi hp hot ng ca cc b phn khc. Thng th mi mt b phn trong t chc c khuynh hng ch trng ti a ho li ch ca h hn l li ch ca cng ty v khch hng. B phn tn dng dnh nhiu thi gian di kim tra tn dng ca khch hng tng lai khng gnh cc khon n xu. Trong lc , khch hng th ch i v ngi bn hng th tht vng. B phn phn phi th chn phng tin vn chuyn xe la tit kim tin v khch hng th li

16 17

Michael E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance (N ew York: Free press, 1985).

Competitive Advantage. Creating and Sustaining Superior Performance, Michael E.Porter,1985.

13

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

mt thi gian ch i. Mi b phn t dng ln nhng bc tng lm chm vic phn phi dch v cht lng cho khch hng. Gii php ca vn ny l ch trng vic qun tr theo cc tin trnh kinh doanh ct li.18 N hiu cng ty ti cu trc hot ng kinh doanh ca h, t chc cc nhm lm vic a chc nng thc thi cc qu trnh ct li. Cc qu trnh ct li bao gm: - Pht trin sn phNm mi: Tt c hot ng gm: nghin cu, pht trin, v tung ra nhng sn phNm c cht lng cao mt cch nhanh nht trong gii hn v ngn sch. - Qun tr tn kho: Gm tt c cc hot ng pht trin v qun tr tn kho nguyn liu th, bn thnh phNm, v sn phNm m bo cung ng cho hot ng sn xut v bn hng vi ph tn tn kho thp. - Thu ht v duy tr khch hng: Tt c hot ng tm kim v duy tr khch hng v n lc tng vic mua sm ca h. - X l n hng: Tt c nhng hot ng gm tip nhn v x l n t hng, vn chuyn hng ho ng thi hn, v thu tin bn hng. - Dch v khch hng: Tt c hot ng gm to iu kin thun li cho khch hng tip cn ng b phn cn giao dch, v tip nhn nhanh v p ng cc yu cu ca khch hng v dch v, t vn hay cc gii php gii quyt cc vn . Cc cng ty mnh thng pht trin kh nng vt tri trong qun tr cc quy trnh ct yu ny. V d, mt trong nhng im mnh ca Wal-Mart l tnh hiu qu trong vic a hng ho t nh cung cp n cc ca hng. Khi cc ca hng Wal-Mart bn hng ho, th cc thng tin bn hng qua my tnh khng ch n tr s ca Wal-Mart m cn n cc nh cung cp.19 2. Mng li phn phi gi tr thnh cng, cc cng ty cn phi pht hin li th cnh tranh bn ngoi cc hot ng tc nghip ca mnh, hnh thnh nn chui cung ng gi tr gm nh cung ng, nh phn phi, v khch hng. N gy nay, nhiu cng ty cng pht trin i tc ca mnh l cc nh cung cp v phn phi hnh thnh nn mng li phn phi gi tr (cn gi l chui cung ng gi tr ). 20 Mt th d v thnh cng trong mng li phn phi gi tr l h thng Levi Strauss & Company, mt tn tui v sn xut jeans, kt hp vi nh cung ng v phn phi. Mt trong nhng nh bn l ca Levi's l Sear. Hng m, nh h thng trao i thng tin in ton, Levis bit c kiu cch v quy m cc loi qun jean c bn qua cc ca hng ca Sear v mng li bn l ch yu khc. Levis gi n hng yu cu v vi n Milliken &Company l nh cung cp vi. n lt mnh, n t hng v si s c chuyn n cho DuPont l nh cung cp si. Theo cch ny, cc i tc trong chui cung cp s dng thng tin bn hng hin ti sn xut nhng g cn bn hn l da vo cc d bo c th c s sai lch so vi nhu cu. IV. THU HT KHCH HNH MI V DUY TR KHCH HNG C Cng vi vic ci thin cc mi quan h vi cc i tc trong chui cung cp, nhiu cng ty ch n vic pht trin nhng s lin kt cht ch v lng trung thnh i vi ngi tiu dng cui cng. Trc y th iu ny khng c t ra. Khch hng c th khng c nhiu nh cung cp la chn, hoc l cc nh cung cp khng kh nng trong vic cung cp dch v, hoc c th do th trng pht trin qu nhanh n ni cc cng ty khng lo lng v vic khch hng ca h
18 19

Hammer and Champy, Reengineering the Corporetion.

20

George Stalk, "Competing on Capability: The N ew Rules of Corporate Strtegy", Harvard Business Review, March-April 1992, pp.57-69; Benson P. Shapiro, V. Kasturi Rangan, and John J. Sviokla, "Staple Yourself to an Order", Hammer and Champy, Reengineering the Corporetion, Harvard Business Review, July-August 1992, pp.113-22
Myron Magnet, " The N ew Golden Rule of Business," Fortune, N ovember 28, 1994, pp. 60-64.

14

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

c tha mn khng. Gi th r rng mi th thay i. So vi trc y, cc cng ty rt kh lm hi lng khch hng. H thng minh hn, bit r gi c hn, nhiu i hi khc khe hn, t tha th v c nhiu i th cnh tranh tip cn vi sn phNm v dch v tng ng hoc tt hn. Theo Jeffrey Gitomer, thch thc by gii i vi cc cng ty khng phi l tha mn khch hng v cc i th cnh tranh cng lm c iu . Thch thc by gi chnh l to ra cc khch hng trung thnh.21 1. Thu ht khch hng tng li nhun v doanh thu, cc cng ty ginh rt nhiu thi gian v ngun lc nghin cu v tm kim khch hng mi. thu ht khch hng, cc cng ty cn phi c kh nng thu ht v hp dn khch hng. Mun vy, phi pht trin nhng hot ng qung co trn cc phng tin truyn thng i chng tip cn n cc khch hng tim nng; gi th in t (email) v gi in thoi n nhng khch hng tim nng mi; nhn vin bn hng ca cng ty tham gia vo nhng cuc trin lm thng mi tm kim khch hng Tt c cc hot ng ny s gip cng ty lit k c nhng i tng c th tr thnh khch hng. N him v tip theo l nh gi xc nh nhng khch hng tim nng thc s, v cng ty c th lm iu ny bng cch phng v kim tra tnh trng ti chnh ca h. N hng khch hng tim nng c th c xp hng theo cch no . N hng ngi bn hng trc ht phi lin h vi nhng khch hng tim nng c xp hng cao trnh by, thng lng v tho thun cc iu kin mua v bn hng. 2. Duy tr v gi khch hng 2.1 Chi ph ca vic mt khch hng Khi khng c nhng k nng thu ht khch hng mi, cc cng ty phi c gng gi khch hng hin ti. C qu nhiu cng ty nm mi au kh do h ch lo tranh ginh khch hng mi m mt rt nhiu khch hng hin ti. iu ny cng ging nh vic thm nc vo mt ci m b thng. N gy nay, cc cng ty cn phi dnh nhiu s ch hn i vi t l khch hng b i (t l mt khch hng). Hng vn chuyn Cellular l mt v d, h mt 25% khch hng mi nm, tng ng vi t 2 t n 4 t la doanh thu. Cc cng ty c th n lc lm gim t l khch hng b i theo 4 bc sau: Th nht, cng ty phi xc nh v o lng c t l khch hng c duy tr. i vi mt tp ch, t l c gi khi phc li l s o hp l ca vic duy tr khch hng, i vi trng hc, n c th l t l duy tr t nm hc th nht n nm th hai Th hai, cng ty phi nhn ra c u l nguyn nhn lm suy gim lng tin khch hng c th qun tr tt hn. Cng ty Forum phn tch s mt khch 14 cng ty ln c c kt qu: 15% chuyn i v h tm thy mt sn phNm tt hn; 15% khc tm thy mt sn phNm r hn; 70% b i bi v t hoc khng c ngi bn quan tm. C th kh tc ng thay i cc khch hng chuyn i khu vc sinh sng, nhng cng ty c th tc ng n cc khch hng b i v dch v qu ngho nn, sn phNm km cht lng, hoc l gi cao. Cng ty cn phi kim tra t l khch hng h b i v nhng l do ny hoc cc l do khc nhau.22 Th ba, cng ty cn phi c lng li nhun b mt khi mt khch hng. V phng din tng c nhn khch hng, li nhun b mt i bng gi tr ca mi khch hng, tc l gi tr hin ti v li nhun m cng ty c th nhn c nu khch hng khng b i. i vi mt nhm khch

21

Jeffreygitomer, Customer Satisfaction Is Worthless: Customer Loyalty Is Priceless: How to Make Customer Love You, Keep Them Coming Back and Tell Everyone They Know (Autin,TX: Bard Press, 1998). 22 FrederickF. Reichheld, "Learning from Customer Defections", Harvrd Business Review, March-April 1996, pp.56-69.

15

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

hng b mt, mi hng tu vn chuyn ln nh gi li nhun b mt ca n nh sau: Cng ty c 64.000 khch hng Cng ty mt 5% s khch hng ca n trong nm ny bi v dch v km: tc l mt 3,200 khch hng (0,05 x 64.000) Mi khch hng b mt c doanh s trung bnh l 40.000$, nh vy, cng ty b mt 128.000.000$ doanh s (3.200 x 40.000$) T l li nhun trn doanh thu ca cng ty l 10%. V nh vy, cng ty mt 12.800.000$ (0,10 x 128.000.000$) li nhun trong nm. V khch hng b i qu sm nn thit hi thc t i vi cng ty l ln hn nhiu. Th t, cng ty cn phi tnh ton chi ph b ra lm gim t l khch hng b i. N u chi ph ny t hn li nhun b mt i do mt khch, cng ty nn n lc gim thiu t l khch hng ri b cng ty. Cui cng, cng ty phi lun lun lng nghe khch hng. 2.2 S cn thit ca vic gi khch hng ng tic l hu ht l thuyt v thc hnh marketing u t trng tm vo vic thu ht khch hng mi hn l c gng lu gi khch hng hin ti. Vi c im , cc cng ty thng nhn mnh vic bn hng hn l trong n lc xy dng cc mi quan h, c gng bn v bn li hn l tp trung chm sc khch hng sau khi bn. iu ny cn phi c thay i nh trnh by v vic gi c khch hng v tng s tha mn ca h s gip cng ty pht trin bn vng hn. Cha kha ca vic gi li khch hng l s tha mn ca khch hng. Mt khch hng tha mn cao c ngha l: Gi lng trung thnh lu hn. Mua nhiu hn khi cng ty gii thiu sn phNm mi v ci tin cht lng sn phNm hin ti. N i tt v cng ty v sn phNm ca cng ty. Ch t hn n nhn hiu v qung co ca nhng ngi cnh tranh v t nhy cm hn v gi. xut cc tng v sn phNm v dch v cho cng ty. Chi ph phc v thp hn so vi khch hng mi v cc giao dch c thc thi theo l trnh quen thuc. V vy, mt cng ty cn khn kho o lng s tha mn ca khch hng mt cch thng xuyn. Cng ty c th gi in n nhng khch hng mua hin ti v iu tra xem bao nhiu trong s h l rt hi lng, hi lng, bnh thng, khng hi lng, rt khng hi lng. Lu : phi c gng vt qu s k vng ca khch hng ch khng phi n thun l lm hi lng h. Mt vi cng ty ngh rng h c th nh gi s hi lng ca khch hng qua vic kim tra nhng phn nn hay gp ca h. N hng thc t l 95% khch hng khng hi lng th li khng th hin ra bng nhng phn nn, n gin l h dng vic mua.23 Tt nht trong trng hp ny l cng ty nn to iu kin thun li khch hng c th phn nn. Th gp , s in thoi min ph v a ch e-mail c cc cng ty s dng nhm phc v mc ch ny. Cng ty 3M lun mong khch hng a ra nhng gp , ngh hay phn nn v sn phNm ca mnh. 3M cho rng 2/3 tng ci tin sn phNm ca h l n t nhng phn nn ca khch hng. Tuy nhin ch vic lng nghe thi l cha . Cng ty cn phi tr li nhng li phn nn
23

See Technical Assistance Research Programs (TARP), U.S. Office of Consumer affairs Study on Complaint Handling in America, 1986.

16

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

mt cch nhanh chng v c tnh cch xy dng. T 54 v 70% khch hng phn nn s tip tc mua li nu s phn nn ca h c gii quyt. Con s ny s tng ln n 95% nu khch hng cm nhn rng s phn nn ca h c gii quyt mt cch nhanh chng. Nhng khch hng phn nn vi cng ty v tha mn vi cch gii quyt ca cng ty s ni li cho bnh qun 5 ngi v cch c x tt ca cng ty m h nhn c.24 Bi v lng trung thnh ca khch hng c coi l c ng gp phn ln vo li nhun cng ty, nn cng ty khng nn mo him nh mt khch hng ch v khng n li phn nn hoc gy hn vi mt s khch hng nh. IBM i hi mi ngi bn hng phi vit ra mt bo co y v mi khch hng b mt v trnh by cc bc thc hin khi phc li s hi lng ca khch hng. Ginh li nhng khch hng b mt l hot ng marketing v cng quan trng v thng l chi ph thp hn so vi vic thu ht khch hng ln u tin giao dch vi cng ty. N gy nay, rt nhiu cng ty nhn ra tm quan trng ca vic tha mn khch hng v duy tr h. V sau y l nhng iu th v v vn duy tr khch hng:25 Chi ph thu ht khch hng mi gp 5 ln so vi vic tha mn v duy tr khch hng c. Mi cng ty trung bnh mt 10% khch hng mi nm. C 5% khch hng b i s dn n s gim st li nhun t 25% n 85% ty thuc vo tng ngnh. T l li nhun trn khch hng c khuynh hng gia tng theo mc trung thnh ca khch hng. C hai phng php gia tng s trung thnh ca khch hng. Th nht, to ra mt ro cn vng chc i vi s chuyn i. Khch hng s t c c hi chuyn i nh cung cp, bi iu c th h phi tiu tn nhiu chi ph hn nh chi ph tm kim, hay l mt hn chit khu dnh cho khch hng trung thnh. Mt cch u vit hn l mang n cho khch hng s tha mn cao hn mong i. iu ny s gy kh khn cho cc i th cnh tranh khi mun ph v ro cn ca cng ty bng nhng cch thc thng thng nh bn vi gi thp hn hay n lc li ko khch hng ca cng ty. Vic to dng lng trung thnh cho khch hng mnh m hn c gi l Marketing quan h. Marketing quan h gm nhng cng vic m cng ty phi thc hin hiu r v cung cp gi tr khch hng tt hn. 3. Marketing quan h: mt gii php ti u S ch trng cc mi quan h di hn vi khch hng pht sinh t s pht trin mnh m ca marketing dch v v marketing k ngh, cc khch hng c xu hng c bit ha ch khng phi mang tnh i tr nh trc. Khi vic xy dng v qun tr mi quan h c xem l nn tng ca s tn ti v pht trin ca t chc. Grnroos26 nh ngha marketing quan h nh sau: Marketing l thit lp, duy tr v gia tng cc mi quan h vi khch hng v nhng i tc khc thu li do vy mi bn u t c mc tiu ca mnh. iu t c khi c s trao i qua li v p ng y cc cam kt. N hng mi quan h nh vy l thng xuyn nhng khng nht thit phi lu di. Vic thit lp quan h vi khch hng c th chia lm 2 phn: thu ht khch hng v xy dng mi quan h vi khch hng t c cc mc tiu kinh t t mi quan h .

24 25

Karl albrecht and Ron Zemke, Service America! (Homewood IL: Dow Jones-Irwin, 1985), pp. 6-7. See Frederick F. Reichheld, The Loyalty Effect (Boston: Harvard Business School Press, 1996). 26 Grnroos C., Service Management and Marketing. Managing the Moment of Truth in Service Competition, Free Press/ Lexington Books, Lexington, MA 1990.

17

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

Thnh phn c tnh xuyn sut ca cch tip cn marketing quan h l khi nim cam kt c Henrik Calonius27 nhn mnh. Theo ng, trch nhim v marketing ca cng ty khng ch l a ra cc cam kt m iu chnh yu l thuyt phc khch hng rng cng ty c th thc hin ng cc cam kt . Cng ty thc thi tt cc cam kt c th thu ht c khch hng mi v xy dng cc mi quan h. Tuy nhin nu cc cam kt khng c gi th cc mi quan h c th khng c cng c, duy tr v pht trin. Vic thc hin cc cam kt c coi l c ngha quan trng trong vic t c s tho mn ca khch hng, duy tr khch hng v li nhun lu di. So vi marketing giao dch (nhn mnh n vic s dng cc cng c marketing - mix t c cc trao i c li), marketing quan h c nhng c trng khc bit m cc cng ty cn lu tm khi trin khai p dng. Bng 2.2 S khc nhau gia marketing trao i v marketing quan h28 Cc c im
Thi hn

Marketing giao dch

Tp trung vo ngn hn

Marketing quan h
Hng n di hn Marketing tng tc

N hn mnh v chc nng Marketing mix marketing Khch hng c khuynh hng nhy cm v gi nhy cm vi gi hn N hn mnh cht lng u ra Quan im cht lng (kha cnh cng ngh) o lng s tho mn khch Kim sot th phn (tip cn gin hng tip) H thng thng tin khch hng Thng tin t cc cuc iu tra

Khch hng c khuynh hng t nhy cm vi gi Cht lng cc hot ng tng tc (mi quan h) Qun l quan h khch hng (tip cn trc tip) H thng thng tin v phn hi tc thi S ph thuc ln nhau gia S tng tc khng gi vai tr S tng tc gi vai tr quan marketing, cc hot ng v quan trng trong chin lc trng trong chin lc nhn s Vai tr ca marketing ni b Khng ch trng marketing ni Ch trng marketing ni b b

hiu thm v Marketing quan h, chng ta phi xem xt quy trnh thu ht v gi chn khch hng. Hnh 2.4 ch ra nhng bc chnh trong tin tnh pht trin khch hng. u tin, t nhng ngi hoi nghi, nhng ngi c nh mua sn phNm. Cng ty phi cn nhc xem ai s l khch hng trong tng lai - l nhng ngi tht s quan tm n sn phNm hay dch v ca cng ty v c kh nng chi tr. N hng ngi khng c trin vng l nhng khch hng khng c kh nng chi tr hoc khng mang li li nhun cho cng ty. Cng ty lun hy vng lm cho nhng khch hng trin vng thnh nhng khch hng mua ln u, v sau c gng chuyn nhng khch hng mua ln u thnh khch hng mua lp li. C khch hng mua ln u v khch hng mua lp li cng s c th mua sn phNm t i th cnh tranh. Sau , cng ty s n lc lm cho nhng khch hng mua lp li tr thnh khch hng ca cng ty - l nhng ngi m cng ty i x rt c bit v chu o. Bc tip theo, kh khn hn l bin nhng khch hng ca cng ty thnh nhng thnh vin, bng cch bt u t chng trnh cu lc b c th mang li cho h nhiu ch li hn t vic tham gia. Sau , cc thnh vin s chuyn thnh nhng ng h vin, l nhng
27

Calonius, H., A Buying Process Model, in Blois, K., and Parkinson, S.(Ed), Innovation Marketing A European Perspective, proceedings from the XVII th Annual Conference of the European Marketing Academy, University of Bradfort, 1988, pp. 86-103 28 Grnroos C., The Marketing Strategy Continuum: A Marketing Concept for 1990s, Management Decision, Vol.29 N o.1, 1991.

18

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

ngi s nhit tnh gii thiu sn phNm hay dch v ca cng ty n nhng ngi khc. Bc cui cng l n lc chuyn nhng ng h vin ny thnh nhng i tc ca cng ty, l nhng ngi lm vic vi cng ty mt cch tch cc. Tuy nhin, s c mt vi khch hng s khng mua hng na hoc bin mt v nhng l do nh ph sn, chuyn n ni khc, v tht vng ... Thch thc ca cng ty l phi lin lc li vi nhng ngi ny thng qua chin dch ku gi khch hng tr li. V vic ti thu ht khch hng b i th d dng hn nhiu so vi vic tm kim khch hng mi v cng ty bit tn tui v lai lch ca h.
Ngi hoi nghi Ngi mua tng lai Ngi mua ln u Ngi mua lp li Khch hng

Thnh vin

ng h vin

Khng c trin vng

Khch hng c

i tc

Hnh 2.4 Tin trnh pht trin khch hng29 Khch hng cng trung thnh th cng ty cng thu c nhiu li nhun. Tuy nhin, trc tin, cng ty phi chi tiu kh nhiu to dng lng trung thnh cho khch hng. V vn l cng ty phi tiu tn bao nhiu cho vic xy dng mi quan h ny chi ph khng c tri hn li ch cng ty nhn c. Chng ta cn phn bit nm cp u t vo vic xy dng mi quan h vi khch hng: 1. Marketing c bn: ch n gin bn sn phNm. 2. Marketing phn ng li: ngoi bn sn phNm, ngi bn cn khuyn khch khch hng gi li nu c cu hi, yu cu hoc phn nn. 3. Marketing tng tc: sau khi bn, ngi bn phi gi in cho khch hng chc rng khch hng c tha mn. N gi bn hng phi hi thm v nhng sn phNm v dch v c cung cp cng nh mun bit xem liu khch hng c tht vng v iu g v sn phNm khng. iu ny s gip cho cng ty tip tc ci thin hnh nh ca mnh. 4. Marketing phn ng trc: ngi bn phi lin lc thng xuyn vi khch hng cp n nhng sn phNm mi ci tin hoc gip khch hng cch s dng sn phNm. 5. Marketing cng tc: cng ty phi lm vic vi khch hng thng xuyn tm ra c cch phc v h tt nht. N hng cng ty s dng cp marketing c bn khi khch hng ca h c li nhun rng bin nh. Cc cp cn li khi cc cng ty c t khch hng v li nhun rng bin cao, hu ht u c xu hng s dng cp Marketing cng tc. Chng hn nh hng Boeing, h lm vic
29

Jill Griffin, Customer Loyalty: How to Earn It, How to Keep It, N ew York: Lexington Books, 1995

19

Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

thng xuyn vi American Airlines thit k my bay Boeing nhm tha mn yu cu ca ngi s dng M. N h hnh 2.5 ch r, marketing quan h ph thuc vo s lng khch hng v li nhun rng bin ca cng ty. (Li nhun bin) S khch hng v nh phn phi nhiu S khch hng v nh phn phi trung bnh S khch hng v nh phn phi t Cao
Marketing tng tc Marketing phn ng trc Marketing cng tc

Trung bnh
Marketing phn ng li Marketing tng tc Marketing phn ng trc

Thp
Marketing cn bn hoc phn ng li Marketing phn ng li Marketing tng tc

Hnh 2.5 Cc cp marketing quan h30 N gy nay, marketing quan h c thc hin bng nhiu k thut. GE Plastic s khng th gi th tn n cho khch hng nu khng s dng phn mm c s d liu. Cng nh Dell khng th phc v khch hng trn ton cu mt cch tt nht nu khng c nhng tin b ca k thut Wed. Cng ty s dng e-mail, Websites, trung tm gii p thc mc khch hng, c s d liu v phn mm duy tr quan h gia cng ty v khch hng. Cng c Marketing no c s dng s tng thm s cam kt v s tha mn ca khch hng? Berry v Parasuraman phn bit 3 gi tr rng bc khch hng, l 31: tng thm ch li v ti chnh, tng thm ch li v x hi, v tng thm tnh cht ch v cu trc. S tng thm ch li ti chnh Hai ch li v ti chnh m cng ty c th cung cp cho khch hng l chng trnh marketing thng xuyn v chng trnh cu lc b thnh vin. Chng trnh marketing thng xuyn (Frequency Marketing programs - FMPs) c thit k em li nhng u i cho khch hng mua thng xuyn hoc mua vi s lng ln. Chng trnh Marketing thng xuyn cho thy rng c 20% khch hng trung thnh s mang li 80% li nhun cho cng ty. American Airlines l mt trong nhng cng ty tin phong thc hin chng trnh marketing thng xuyn khi h ngh cng dn con s chi tiu ca khch hng trong u nhng nm 1980. Tip theo l khch sn Marriott cng thc hin FMPs vi chng trnh Khch hng danh d. N hng khch hng thng xuyn nhn c nhng phng tt hn hay phng min ph. Mt thi gian ngn sau , nhiu hng cho thu xe cng bt u s dng FMPs. V sau , loi hnh th tn dng cng s dng FMPs. Sears cng s dng chng trnh th thnh vin Discover. N gy nay, hu ht cc siu th cng thc hin chng chng trnh "th khch hng", gim gi cho khch hng thnh vin vi mt s mt hng nht nh.

30 31

Philip Kotler, Marketing Management The Millennium Edition, Prentice Hall, Inc., 2000. Leonard L. Berry and A. Parasuraman, Marketing Services: Competing Through quality (N ew York: Free Press, 1991), pp. 136-42. See also Richard Cross and Janet Smith, Customer Bonding: Pathways to Lasting Customer Loyalty (Lincolnwood, IL: N TC Business Books, 1995).

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Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

N hiu cng ty xy dng chng trnh cu lc b thnh vin nh l mt li cam kt gia khch hng vi cng ty. Cu lc b thnh vin dnh cho nhng khch hng mua sn phNm hay dch v ca cng ty, chng hn nh cu lc b nhng ngi thch bay, cu lc b hi tic, hay ch l mt nhm t tp li v sn sng tr mt khon ph nh. Vic t chc cu lc b mang li nhiu li ch cho vic xy dng mt c s d liu hoc thu ht khch hng ca i th cnh tranh. Cu lc b khch hng hu hn s thu ht v gi chn c khch hng, nhng ngi s chu trch nhim chnh i vi vic kinh doanh. S tng thm cc li ch x hi Cc nhn vin trong cng ty lm vic tng thm mi quan h x hi vi khch hng bng cch c nhn ho mi quan h vi h. Bng 2.2 th hin s tng phn gia vic tip cn khch hng nhy cm v khch hng t nhy cm. V c bn, cc cng ty s n lc chuyn ngi mua thnh khch hng ca cng ty. Donnelly, Bery v Thompson ch ra s khc bit: Ngi mua c th l v danh i vi cng ty, nhng khch hng ca cng ty c th l khng v danh... Ngi mua c phc v nh l mt phn ca cng chng i chng hay mt phn ca mt phn khc th trng, cn khch hng ca cng ty c phc v mt cch c nhn... Ngi mua c phc v bi bt k nhn nhn vin no, trong khi khch hng ca cng ty c phc v bi nhng chuyn gia c ch nh cho h.32 Bng 2.2 Cc hot ng x hi nh hng n mi quan h gia ngi mua v ngi bn: +iu tt: Ch ng in thoi T gii thiu S dng in thoi Th hin s nh gi N i ln nhng i hi Gii quyt vn S dng bit ng v tc k Hoch nh cho tng lai +iu xu: Ch nhn in thoi T chng minh l ng (t bo cha) iu chnh ngn ng Quan h th t Ch i nhng yu cu Ch tr li cho cc vn N i di l th N i v nhng iu tt lm c trong qu kh Hay li Hay xo xo li qu kh Tng thm tnh cht ch v cu trc Cng ty s cung cp cho khch hng nhng thit b c bit hay my tnh kt ni c bit gip khch hng qun l n t hng, tin lng, tn kho... McKesson l mt v d in hnh, mt i l y dc hng u, u t hng triu la vo EDI h tr cho cc ca hiu thuc c lp trong vic qun l hng tn kho, cc n t hng. Mt v d khc l Millikem & Company
32

James H. Donnelly Jr., Leonard L.Berry, and Thomas W.Thompson, Marketing Financial Services-A Strategic Vision (Homewood, IL : Dow Jones-Irin, 1985), p.113.

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Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

cung cp cc chng trnh phn mm, nghin cu Marketing, cc kho hun luyn v bn hng, dn dt h tr thnh cc khch hng trung thnh. V. TNH SINH LI CA KHCH HNG Mi cng ty u b tn tht bi mt s khch hng no . Quy lut ni ting 20-80 ni rng 20% khch hng ln to ra 80% li nhun cho cng ty. Sherden a ra l thuyt 20-80-30, b sung cho l thuyt c 20% khch hng ln to ra 80% li nhun cho cng ty, na s phi tiu tn phc v cho 30% khch hng khng sinh li.33 iu ny hm rng mt cng ty c th ci thin li nhun ca n bng cch sa thi nhng khch hng xu nht. Tuy nhin, c hai phng n khc: tng gi hay gim chi ph dch v i vi nhng khch hng t to ra li nhun. Hn th, cha hn l nhng khch hng ln nht li to ra nhiu li nhun nht cho cng ty. N hng khch hng ln nht i hi nhng dch v tt v nhn c chit khu cao nht. Cn nhng khch hng nh nht li tr ton nguyn gi (khng chit khu) v nhn c nhng dch v ti thiu, nhng chi ph ca vic giao dch vi khch hng nh lm gim kh nng sinh li ca h. N hng khch hnh trung bnh nhn c dch v tt, tr gn bng gi (nearly full price) v thng l c li nhiu nht. iu ny gip l gii ti sao nhiu hng ln vn vn thng ch nhm vo nhng khch hng ln nay li xm nhp vo th trng khch hng trung bnh. Chng hn nh nhng hng vn ti nhn thy rng h khng nn l i nhng nh xut nhp khNu nh v trung bnh. Mt cng ty khng nn theo ui hoc lm tha mn mi khch hng. V d nu khch hng ca Courtyard (chui khch sn r ca Marriott) bt u i hi cc dch v nh ca Marriott, Courtyard s ni khng. Tha mn nhng yu cu ny ch lm xo trn v th ca h thng khch sn Marriott v Courtyard. Lanning v Phillips ni r v im ny: Mt vi t chc c gng lm theo mi iu m khch hng mun... Tuy nhin, trong khi khch hng i lc c a ra nhng yu cu thch ng, th h cng thng i hi nhng iu khng th thc hin c v khng em li li nhun.34 Lm sao c c khch hng c th to ra li nhun? Chng ta nh ngha mt khch hng c th to ra li nhun nh sau: Mt khch hng to ra li nhun l mt c nhn, mt gia nh hay mt cng ty s mang li ngun doanh thu tng ln vt qu chi ph ca cng ty khi cng ty thu ht, bn v phc v khch hng . Ch rng y nhn mnh n doanh thu v chi ph, khng phi n li nhun t qu trnh giao dch vi khch hng. Mi t chc c th p dng mt cch thc o lng gi tr t khch hng khc nhau. Mt s t chc o lng gi tr ca khch hng trn mi giao dch, vi h nhng khch hng c gi tr l nhng khch hng m mi ln giao dch ca h t chc u thu c li nhun. Mt s khc li o lng gi tr khch hng bng cch tng hp cc giao dch ca khch hng trong mt khon thi gian nht nh c th l theo tng qu hoc tng nm. Tuy nhin khi o lng gi tr khch hng trong mt thi gian ngn, t chc s khng th nhn ra c th ca tng nhm khch hng, c th trc mt h khng em li nhiu nhng v di hn h l nhng khch hng c kh nng sinh li rt cao.

33 34

William A.Sherden, Market Ownership: The Art & Science of Becoming #1 ( N ew York: Amacom,1994), p.77.

Michael J.Lanning and Lynn W.Phillips, " Strategy Shifts Up a Gear," Marketing, October 1991, p.9.

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Chng II:To dng gi tr, s tha mn v lng trung thnh ca khch hng

N goi ra nh gi s gn b v kh nng sinh li tht s ca khch hng, t chc c th s dng 4 yu t c bn: - Chi ph thu ht: nhng khon chi ph dng thu ht khch hng, bao gm chi ph marketing nh chi ph qung co c ng v chi ph bn hng. - Li nhun: tng li nhun khch hng to ra cho t chc thng qua vic mua sn phNm v dch v. - Chi ph: N hng chi ph cung cp sn phNm v dch v cho khch hng. - di ca cc mi quan h: khong thi gian khch hng gn b vi t chc. Cui cng th kh nng to ra gi tr ca cng ty cng cao, n cng hot ng c hiu qu, li th cnh tranh cng ln, li nhun kim c cng nhiu. Cc cng ty khng ch to ra gi tr cao m gi tr ny phi cao trong tng quan vi gi tr ca cc i th cnh tranh. Li th cnh tranh l kh nng cng ty th hin mt hay nhiu cch m i th cnh tranh khng nm bt c. Li th cnh trnh cng xem nh l li th khch hng. N u khch hng khng quan tm n li th cnh tranh ca cng ty, th li th khch hng s khng cn na. Cc cng ty cn n lc xy dng cc li th khch hng c gi tr v bn vng. iu ny s cho php cng ty phn phi gi tr v s tha mn cao cho khch hng, nh s khch hng mua li s cao v kt qu l kh nng sinh li ca cng ty s cao.

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