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  3. Recently, I have heard two stories regarding the automobile sector. The sales of a Sino-US joint venture have increased signific

Recently, I have heard two stories regarding the automobile sector. The sales of a Sino-US joint venture have increased signific

admin2012-12-01  37
问题     Recently, I have heard two stories regarding the automobile sector. The sales of a Sino-US joint venture have increased significantly following the substantial price reduction. Then a friend of mine who worked at its rival company complained that the quality of materials used by that Sino-US joint venture was much lower than that used by its European competitor. He couldn’t figure out how come that company could achieve such high sales volume and profits. The reason is the company precisely targets on customer needs of the current stage: at present, customers in China purely focus on how a car looks with other elements overlooked. Therefore, the Sino-US company concentrates on vehicle design and interior decoration for their new models. On the contrary, traditionally strict requirements on delicate aspects such as chassis and mould, etc., followed by the European manufacturer, the company’s rival, were not appreciated by customers in China who are only interested in appearance. Thus, the sales of European products became sluggish and the production line was forced to pause.
    The above two stories combined with the theme of this article "customer satisfaction level" present an interesting subject matter. Some restaurant management in China probably knows nothing about "customer satisfaction level". They simply follow the traditional "value for money" wisdom and unintentionally acquire and retain a large base of customers, which include picky customers like me: willing to tolerate poor service thanks to the divine cuisine. Why? Because the restaurant has targeted on fundamental customer needs — seeking reasonably priced good food. Good service would be a bonus but customers can still tolerate poor service. In contrast, even though you are highly satisfied with the good service provided by an elegant restaurant, you are unlikely to revisit if it provides ordinary food at high price. This is because your fundamental needs haven’t been met.
    Similarly, the Sino-European automobile joint venture has misunderstood the fundamentals of "customer satisfaction level" in the China market. Certainly, they should have known more about "customer satisfaction level" than that restaurant and their pursuit of product quality would be as high as their rivals. However, they have overlooked the fundamental needs of family vehicle customers of the current market. Customers in China are not as knowledgeable as their European counterparts, they know very little about vehicles and vehicle quality. As for the purchase of vehicles, at present most Chinese families use the same criteria as they select a restaurant: "value for money". They are interested in handsome exterior, pretty and practical interior but know little of chassis, nor the advantage of laser-mould. Indeed, they do not bother to know.
    The market has started to focus on "customer satisfaction level". This is an inevitable trend during the development course of customer relationship management in China. However, the current market hasn’t fully and truly understood "customer satisfaction level" yet. On some occasions, "customer satisfaction level" is simply interpreted as "customer service satisfaction level". It is believed that sales revenue will increase given that service level has been enhanced. Out-source call centers have been mushroomed in the previous years but nowadays they are facing a hard time. Their close-down illustrates that purely focusing on the format of customer service but overlooking the fundamental needs of most customers is a mistake, which is similar to that made by the enterprise of the second story. The failure to meet most families’ expectation on vehicles has resulted in higher cost against rivals as well as a passive and disadvantaged position.
    The only criterion to measure market effectiveness of CRM concepts is whether they could improve corporate efficiency and revenue. This applies to "customer satisfaction level" too. What is the objective of "customer satisfaction level"? Put aside all passionate, the essence is to increase corporate revenue — to make profits. Personally I have no doubt about this, what matters is how to achieve this objective. According to CRM concepts, do you need to look after every single customer? Nowadays, no is certainly the answer. This is because corporate resources are limited and each customer has a different degree of contribution, thus, we need to realize CRM’s customer-centered concept in a differential manner (different treatments to different customer groups). Meanwhile, prior to considering "customer satisfaction level", we need to understand our customers’ purposes of doing business with us. What do they expect from doing business with us? What are their fundamental needs? Only when our service and products could satisfy their needs to the largest extent, would we be able to acquire and increase business related "customer satisfaction level". Are you interested in having a try?
Why can’t the cars made by European manufacturer sell well in China?
选项 A、The quality of the cars is not good enough.
B、The price of the cars is too high for Chinese buyers.
C、The cars do not cater for the Chinese buyers.
D、The Chinese buyers do not quite know what good cars are.
答案C
解析 推理判断题。在提到欧洲生产商对中美合资汽车商销量不减感到疑惑时，首段第五句说到中美合资企业targets on customer needs，由此反向推断欧洲生产商汽车销量差的原因正是没有迎合中国消费者，第一段接下来又提到中国消费者重视外观，而欧美生产商侧重质量和性能，进一步印证了推断，故答案为[C]。由第三段第二句可知欧洲生产商不存在质量问题，故排除[A]。[B]项文中没有提到。中国消费者更看重外观不能说明他们不知道什么车好，[D]属于推断过度。
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