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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  59
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?
What lesson can be best learned from the stories of Chinese restaurant and the European car manufacturer?
选项 A、To retain customers, service should be improved.
B、Good quality of product is the most important.
C、Customer needs should be the primary concern.
D、Good service and quality can make customers satisfied.
答案C
解析 理解归纳题。由第二段可知客人们愿意忍受餐厅恶劣的服务就是因为餐厅抓住了客人们享受美食的最根本需求，而由第三段可知欧洲汽车生产商失利的原因就是忽视了中国消费者喜欢追求价廉物美的商品的需求，由这两个故事可知消费者的需要才是生产商最该关心的问题，答案为[C]。由第二段客人为了美食宁愿忍受恶劣的服务可排除[A]。由欧洲生产商的失败可排除[B]。由中国消费者对价廉物美的追求和为美食忍受恶劣服务的态度可排除[D]。
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