价值共创模式下的顾客赢利性测量与管理
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摘要
随着顾客忠诚在顾客关系管理实践中的“失灵”,学术界与商业界开始怀疑以“顾客忠诚”作为管理指标的有效性,甚至认为,顾客只有价值之分而无忠诚之别。早在1997年,Dowling和Uncles就对顾客忠诚的赢利性进行大胆的质疑,并认为“忠诚的顾客更具有赢利性的论点”是笼统且过于简单的。不少学者也实证证明顾客忠诚与赢利性的弱相关关系。以顾客忠诚为评价指标的管理策略的失效,促使了学术界和业界认识到不能简单地凭借行为忠诚或历史收益管理顾客,而需要寻求更可靠的顾客评价指标,以准确鉴别真正具有赢利性的顾客,从而创造更大利润。这促进了对顾客赢利性管理的重视。而其测量模型——CLV模型的研究也成为热点之一
回顾现有研究成果发现,CLV在顾客管理中的有效性和优越性已经得到充分认识,最近十多年,对CLV测量模型的优化和修正研究也不断取得新成果,CLV的内涵范围和计量精确度着实取得新进展。尤其是,信息技术的高速发展和需求的个性化促使了营销思想由产品导向逻辑(G-D logic)向服务导向逻辑(S-D logic)转变,由此催生了创新2.0时代的到来,企业逐步向价值共创商业模式发展,顾客体验更是成为了新的价值基础,顾客参与所带来的隐性价值更成为赢利性的重要价值成分。然而,可以发现,当前研究对CLV的内涵范围更多聚焦于顾客购买所带来的价值。虽然已有学者强调并构建模型测量顾客的间接价值,但关于CLV的价值结构依然没有得到深入的剖析,各价值成分的形成机理没有得到充分的诠释。尤其是顾客参与所带来的知识价值的内涵及其测量问题尚未得到充分的研究。这必然会导致CLV在实践应用中的局限性,甚至导致顾客关系管理策略的失效。
为此,本研究尝试在两个关键问题上有所突破。即是：第一,如何界定价值共创模式下的顾客赢利性的价值结构与内涵,以及测量各价值成分；第二,如何优化顾客赢利性管理。针对这两个关键研究问题,开展了“顾客赢利性的价值结构及其测量问题探析”、“顾客口碑价值的形成机理”、“顾客创新价值的形成机理”、“顾客赢利性测量模型优化及其函数性质研究”、“建构顾客赢利性的优化管理系统——-PCPMS"、“价值共创过程的动态演进耦合机制”等六个论题的研究。以期完成以下目标：
(1)界定和诠释顾客赢利性的价值结构；
(2)揭示顾客口碑价值(CRV)的形成机理,并构建CRV测量模型;
(3)揭示顾客创新价值(CIV)的形成机理,并构建CIV测量模型；
(4)优化顾客赢利性测量模型及揭示其函数性质；
(5)建构价值共创模式下的顾客赢利性优化管理系统。
本研究通过评述现有关于CLV及其主要价值成分——CRV和CIV的研究成果、以及价值共创管理的研究现状,发现现有CLV模型在顾客关系管理中的缺陷和困难、现有研究对价值共创过程中的作用机制的认知缺陷、以及这些问题的症结所在,由此,推断出从分析顾客赢利性的价值结构角度进行研究的有效性,并论述和剖析顾客赢利性的价值结构,以及各论题的研究视角与思路(第二章)。
本文分别从社会影响视角探究顾客口碑价值(CRV)的形成机理,从计划行为论视角探究顾客创新价值(CIV)的形成机理,通过理论推导,构建其概念模型。然后,运用问卷调查法,实证验证关于CRV和CIV形成机理的研究假设,并提出相应的管理启发(第三章和第四章)。在实证研究基础上,深入探讨现有价值、潜在价值、口碑价值和创新价值等四种价值成分的测量问题,优化CLV模型,及探究所构建CLV模型的函数性质,揭示了顾客忠诚与赢利性之间关系的变化规律,及其关键影响因素(第五章)。
在数学分析的基础上,进一步探讨顾客赢利性的优化管理问题,提出一种顾客赢利性管理方法——“赢利的顾客资产库管理系统”(PCPMS),论述了PCPMS的管理方法与流程。进而探讨关于CLV模型和PCPMS建构的研究结论所启发的新管理逻辑——动态化的价值共创战略管理。讨论了这一新管理逻辑的要旨：提高顾客——企业耦合度,促进顾客与企业双方的协同演进。并阐述了价值共创过程中的动态演进耦合性及其作用机制(第六章)。为了打开价值共创过程中的动态演进耦合机制这一黑箱,从心理动力结构视角,剖析价值共创环境下的个体心理动力结构模型。进而,探究价值共创过程的动态演进耦合机制,并运用NK模型,建构了价值共创系统的适应度景观模型；然后运用计算机仿真,剖析了价值共创系统的演进过程,及企业“认知——反应”能力对这一演进的影响,由此论证了本研究根据CLV模型所建构的PCPMS与动态化的价值共创战略管理逻辑的优越性(第七章)。
最后,归纳总结本研究的创新之处和研究结论,讨论其局限性,提出未来研究论题。
For customer loyalty fail to customer relationship management in practice, its validity was doubted in academia and business community. It is even thought that customers only have differences in value but not in loyalty. As early as1997, Dowling and Uncles had doubted the profitability of customer loyalty, they thought the contention that loyal customers were always more profitable was a gross oversimplification. Many empirical studies had proved the weak correlation between customer loyalty and profitability. The failure of management strategies using customer loyalty as evaluation indicator made academia and business community recognizing that it could not manage customers only according to their behavioral loyalty or historical revenue, but must explore a more reliable indicator to evaluate customer to accurately identify the real profitable ones, thereby creating a greater profits, which droved people paying more attention to customer profitability. Thus, the measurement of customer profitability (i.e. CLV model) had become another hot topic.
It could find that the validity and superiority of CLV have been fully understood by reviewing existing studies. During the last ten years, the studies on optimizing and improving CLV model had reach new achievements continuously, and the connotation and measurement accuracy of CLV also had updated. Especially, the rapid development of information technology and individualization needs have made the marketing thoughts transformed G-D logic into S-D logic, which gave birth to the era of innovation2.0. Business model is developing to be value co-creation, in which the customer experience is a new value basis. Therefore, the hidden value created from customer participation becomes the very important value components. However, the connotations of existing CLV were limited to the profits by customer purchase in existing studies. Though there had been some scholars emphasized the customers'indirect value and built its measurement model, the value structure of CLV as well as the formation mechanisms of its value components hadn't been analyzed deeply. Especially, the connotation of the value created from customer participation and its measurement hadn't been studied fully. These led to the limitation of CLV in practice, even led to fail to customer relationship management.
Accordingly, this research tried to make a breakthrough at two key issues which were how to define the value structure and connotation of customer profitability in the context of value co-creation as well as measure its value components, and how to optimize customer profitability management. Aimed to answer these very questions, six topics, which were the value structure and measurement of customer profitability, the formation mechanism of CRV, the formation mechanism of CIV, the optimization and function property of customer profitability's measurement model, building a optimal customer profitability management system-PCPMS, and the coupling mechanism of dynamic evolution in the process of value co-creation, had been studied in order to achieve the following objectives.
(1) Defining and explaining the value structure of customer profitability;
(2) Revealing the formation mechanism of CRV, and building CRV model;
(3) Revealing the formation mechanism of CIV, and building CIV model:
(4) Optimizing the measurement model of customer profitability, and revealing its function property;
(5) Building an optimal customer profitability management system in the context of value co-creation.
Based on reviews of CLV and its value components (i.e. CRV and CIV), and value co-creation management, this research found the deficiencies and difficulties of existing CLV model in customer relationship management, the lack of knowledge on mechanism of the process of value co-creation, and the crux of these problems, therefrom, argued the validity of studying from the perspective of analyzing customer profitability's value structure. And then, the value structure of customer profitability was expounded, and the research perspective and design of each topic were given (see chapter2).
This paper studied the formation mechanisms of CRV and CIV. respectively, from the perspectives of social influence and planning behavior approach, and proposed their conceptual models by theoretical analysis. And then, the hypotheses on the formation mechanisms of CRV and CIV were tested using questionnaire method, accordingly, some management implications were given (see chapter3&4). On the basis of empirical research, the measurement of the four value components, which were current value, potential value, CRV and CIV, were discussed deeply, then CLV model was optimized. And the variation laws between customer loyalty and profitability as well as the key influence factors were revealed by analyzing the function property of the proposed CLV model (see chapter5).
According to the mathematical analysis, an optimal customer profitability management method named profitable customer pool management system (PCPMS) was proposed. After expounding its management method and process, this research further discussed a new management logic named dynamic value co-creation strategy management evolved from the findings on CLV and PCPMS, pointed out its main idea was to make customer and enterprise co-evolution by increasing their degree of coupling, and then explained the coupling property and the effect mechanism of dynamic evolution in value co-creation (see chapter6). For opening the black-box of this coupling mechanism, the paper expounded the individual psychodynamic structure within the context of value co-creation from the perspective of psychodynamic structure, then analyzed the dynamic and coupling mechanism in the process of value co-creation, and built the fitness landscape of value co-creation system using NK model, further, revealed the evolutionary process of the value co-creation system and the effect of enterprise's cognitive ability on this evolution by simulation in order to prove the superiority of the very new management logic (see chapter7).
Finally, after summarizing the innovations and findings, the limitations of this study were pointed out, and some future research topics were given.
回顾现有研究成果发现,CLV在顾客管理中的有效性和优越性已经得到充分认识,最近十多年,对CLV测量模型的优化和修正研究也不断取得新成果,CLV的内涵范围和计量精确度着实取得新进展。尤其是,信息技术的高速发展和需求的个性化促使了营销思想由产品导向逻辑(G-D logic)向服务导向逻辑(S-D logic)转变,由此催生了创新2.0时代的到来,企业逐步向价值共创商业模式发展,顾客体验更是成为了新的价值基础,顾客参与所带来的隐性价值更成为赢利性的重要价值成分。然而,可以发现,当前研究对CLV的内涵范围更多聚焦于顾客购买所带来的价值。虽然已有学者强调并构建模型测量顾客的间接价值,但关于CLV的价值结构依然没有得到深入的剖析,各价值成分的形成机理没有得到充分的诠释。尤其是顾客参与所带来的知识价值的内涵及其测量问题尚未得到充分的研究。这必然会导致CLV在实践应用中的局限性,甚至导致顾客关系管理策略的失效。
为此,本研究尝试在两个关键问题上有所突破。即是：第一,如何界定价值共创模式下的顾客赢利性的价值结构与内涵,以及测量各价值成分；第二,如何优化顾客赢利性管理。针对这两个关键研究问题,开展了“顾客赢利性的价值结构及其测量问题探析”、“顾客口碑价值的形成机理”、“顾客创新价值的形成机理”、“顾客赢利性测量模型优化及其函数性质研究”、“建构顾客赢利性的优化管理系统——-PCPMS"、“价值共创过程的动态演进耦合机制”等六个论题的研究。以期完成以下目标：
(1)界定和诠释顾客赢利性的价值结构；
(2)揭示顾客口碑价值(CRV)的形成机理,并构建CRV测量模型;
(3)揭示顾客创新价值(CIV)的形成机理,并构建CIV测量模型；
(4)优化顾客赢利性测量模型及揭示其函数性质；
(5)建构价值共创模式下的顾客赢利性优化管理系统。
本研究通过评述现有关于CLV及其主要价值成分——CRV和CIV的研究成果、以及价值共创管理的研究现状,发现现有CLV模型在顾客关系管理中的缺陷和困难、现有研究对价值共创过程中的作用机制的认知缺陷、以及这些问题的症结所在,由此,推断出从分析顾客赢利性的价值结构角度进行研究的有效性,并论述和剖析顾客赢利性的价值结构,以及各论题的研究视角与思路(第二章)。
本文分别从社会影响视角探究顾客口碑价值(CRV)的形成机理,从计划行为论视角探究顾客创新价值(CIV)的形成机理,通过理论推导,构建其概念模型。然后,运用问卷调查法,实证验证关于CRV和CIV形成机理的研究假设,并提出相应的管理启发(第三章和第四章)。在实证研究基础上,深入探讨现有价值、潜在价值、口碑价值和创新价值等四种价值成分的测量问题,优化CLV模型,及探究所构建CLV模型的函数性质,揭示了顾客忠诚与赢利性之间关系的变化规律,及其关键影响因素(第五章)。
在数学分析的基础上,进一步探讨顾客赢利性的优化管理问题,提出一种顾客赢利性管理方法——“赢利的顾客资产库管理系统”(PCPMS),论述了PCPMS的管理方法与流程。进而探讨关于CLV模型和PCPMS建构的研究结论所启发的新管理逻辑——动态化的价值共创战略管理。讨论了这一新管理逻辑的要旨：提高顾客——企业耦合度,促进顾客与企业双方的协同演进。并阐述了价值共创过程中的动态演进耦合性及其作用机制(第六章)。为了打开价值共创过程中的动态演进耦合机制这一黑箱,从心理动力结构视角,剖析价值共创环境下的个体心理动力结构模型。进而,探究价值共创过程的动态演进耦合机制,并运用NK模型,建构了价值共创系统的适应度景观模型；然后运用计算机仿真,剖析了价值共创系统的演进过程,及企业“认知——反应”能力对这一演进的影响,由此论证了本研究根据CLV模型所建构的PCPMS与动态化的价值共创战略管理逻辑的优越性(第七章)。
最后,归纳总结本研究的创新之处和研究结论,讨论其局限性,提出未来研究论题。
For customer loyalty fail to customer relationship management in practice, its validity was doubted in academia and business community. It is even thought that customers only have differences in value but not in loyalty. As early as1997, Dowling and Uncles had doubted the profitability of customer loyalty, they thought the contention that loyal customers were always more profitable was a gross oversimplification. Many empirical studies had proved the weak correlation between customer loyalty and profitability. The failure of management strategies using customer loyalty as evaluation indicator made academia and business community recognizing that it could not manage customers only according to their behavioral loyalty or historical revenue, but must explore a more reliable indicator to evaluate customer to accurately identify the real profitable ones, thereby creating a greater profits, which droved people paying more attention to customer profitability. Thus, the measurement of customer profitability (i.e. CLV model) had become another hot topic.
It could find that the validity and superiority of CLV have been fully understood by reviewing existing studies. During the last ten years, the studies on optimizing and improving CLV model had reach new achievements continuously, and the connotation and measurement accuracy of CLV also had updated. Especially, the rapid development of information technology and individualization needs have made the marketing thoughts transformed G-D logic into S-D logic, which gave birth to the era of innovation2.0. Business model is developing to be value co-creation, in which the customer experience is a new value basis. Therefore, the hidden value created from customer participation becomes the very important value components. However, the connotations of existing CLV were limited to the profits by customer purchase in existing studies. Though there had been some scholars emphasized the customers'indirect value and built its measurement model, the value structure of CLV as well as the formation mechanisms of its value components hadn't been analyzed deeply. Especially, the connotation of the value created from customer participation and its measurement hadn't been studied fully. These led to the limitation of CLV in practice, even led to fail to customer relationship management.
Accordingly, this research tried to make a breakthrough at two key issues which were how to define the value structure and connotation of customer profitability in the context of value co-creation as well as measure its value components, and how to optimize customer profitability management. Aimed to answer these very questions, six topics, which were the value structure and measurement of customer profitability, the formation mechanism of CRV, the formation mechanism of CIV, the optimization and function property of customer profitability's measurement model, building a optimal customer profitability management system-PCPMS, and the coupling mechanism of dynamic evolution in the process of value co-creation, had been studied in order to achieve the following objectives.
(1) Defining and explaining the value structure of customer profitability;
(2) Revealing the formation mechanism of CRV, and building CRV model;
(3) Revealing the formation mechanism of CIV, and building CIV model:
(4) Optimizing the measurement model of customer profitability, and revealing its function property;
(5) Building an optimal customer profitability management system in the context of value co-creation.
Based on reviews of CLV and its value components (i.e. CRV and CIV), and value co-creation management, this research found the deficiencies and difficulties of existing CLV model in customer relationship management, the lack of knowledge on mechanism of the process of value co-creation, and the crux of these problems, therefrom, argued the validity of studying from the perspective of analyzing customer profitability's value structure. And then, the value structure of customer profitability was expounded, and the research perspective and design of each topic were given (see chapter2).
This paper studied the formation mechanisms of CRV and CIV. respectively, from the perspectives of social influence and planning behavior approach, and proposed their conceptual models by theoretical analysis. And then, the hypotheses on the formation mechanisms of CRV and CIV were tested using questionnaire method, accordingly, some management implications were given (see chapter3&4). On the basis of empirical research, the measurement of the four value components, which were current value, potential value, CRV and CIV, were discussed deeply, then CLV model was optimized. And the variation laws between customer loyalty and profitability as well as the key influence factors were revealed by analyzing the function property of the proposed CLV model (see chapter5).
According to the mathematical analysis, an optimal customer profitability management method named profitable customer pool management system (PCPMS) was proposed. After expounding its management method and process, this research further discussed a new management logic named dynamic value co-creation strategy management evolved from the findings on CLV and PCPMS, pointed out its main idea was to make customer and enterprise co-evolution by increasing their degree of coupling, and then explained the coupling property and the effect mechanism of dynamic evolution in value co-creation (see chapter6). For opening the black-box of this coupling mechanism, the paper expounded the individual psychodynamic structure within the context of value co-creation from the perspective of psychodynamic structure, then analyzed the dynamic and coupling mechanism in the process of value co-creation, and built the fitness landscape of value co-creation system using NK model, further, revealed the evolutionary process of the value co-creation system and the effect of enterprise's cognitive ability on this evolution by simulation in order to prove the superiority of the very new management logic (see chapter7).
Finally, after summarizing the innovations and findings, the limitations of this study were pointed out, and some future research topics were given.
引文
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