????而美國(guó)運(yùn)通（American Express）的狀況則截然相反。作為開(kāi)支大戶中的一員，這家公司正處在上升期，這在很大程度上是由于公司致力于在客戶致電時(shí)，讓客戶有“良好的感覺(jué)”。沃爾頓稱(chēng)，公司已經(jīng)開(kāi)始行動(dòng)，阻止客戶的流失。

????另外一家開(kāi)支大戶是美國(guó)蓋普公司（Gap），它甚至將“客戶體驗(yàn)”這一術(shù)語(yǔ)加入到店內(nèi)職員的頭銜里，不過(guò)目前，這一舉措尚未能明顯改善公司的形象。

????在眾多開(kāi)支大戶中，唯有沃達(dá)豐公司（Vodafone）進(jìn)入了Beyond Philosophy最受贊賞公司排行榜。它是如何做到的？據(jù)沃爾頓表示，這家公司通過(guò)贊助一級(jí)方程式（Formula 1）賽車(chē)活動(dòng)為公司保持了良好的品牌形象。

????沃爾頓稱(chēng)：“沃達(dá)豐公司自上而下，一切業(yè)務(wù)都圍繞客戶體驗(yàn)展開(kāi)；這是公司的文化，也是公司的DNA。雖然沃達(dá)豐與惠普類(lèi)似，并非是很突出的創(chuàng)新性企業(yè)，但沃達(dá)豐的業(yè)務(wù)開(kāi)展總是以客戶體驗(yàn)這個(gè)明確的目的為基礎(chǔ)。與之相反的是，惠普只是將客戶體驗(yàn)視為一個(gè)程序。”

用好情感營(yíng)銷(xiāo)策略

????如果說(shuō)有哪家公司以少量的投入便獲得了最佳的效果，人選非樂(lè)購(gòu)（Tesco）莫屬。這是因?yàn)椤八c客戶建立了牢固的關(guān)系，使客戶擁有家人般的感覺(jué)。”

????樂(lè)購(gòu)的做法與沃爾瑪（Wal-Mart）截然不同。目前，面對(duì)消費(fèi)者和市場(chǎng)，沃爾瑪一直難以明確自己的定位。沃爾頓稱(chēng)，甚至家庭美元百貨公司（Family Dollar Stores）也已經(jīng)認(rèn)識(shí)到，作為零售商，價(jià)格戰(zhàn)只能吸引一部分客戶。客戶對(duì)公司的感受至關(guān)重要。

????說(shuō)到這個(gè)問(wèn)題，我們可以看看在調(diào)查中前三家最受尊敬的公司，它們分別是：蘋(píng)果公司（Apple）、亞馬遜公司（Amazon）和扎珀斯（Zappos）。沃爾頓說(shuō)，它們的共同之處在于，都有魅力非凡的領(lǐng)袖，并且產(chǎn)品與交付過(guò)程都充滿活力。他們采取的方法頗為先進(jìn)，但又不落俗套——他們不僅傾聽(tīng)消費(fèi)者的心聲，而且主動(dòng)引導(dǎo)客戶需求。他們充滿了創(chuàng)造力，從來(lái)不會(huì)因?yàn)樯钕莞鞣N分析數(shù)據(jù)而無(wú)法自拔。沃爾頓認(rèn)為，這些公司之所以如此受捧，是因?yàn)樗鼈冏鹬乜蛻舻膫€(gè)人感受，并重視和客戶之間的情感聯(lián)結(jié)，而這種情感不僅會(huì)使客戶與公司緊密相連，而且會(huì)讓他們心甘情愿地購(gòu)買(mǎi)這些公司的產(chǎn)品。

????蘋(píng)果公司在最受贊賞公司排名中位列榜首。對(duì)它而言，問(wèn)題在于這家公司能付延續(xù)已故CEO史蒂夫?喬布斯對(duì)細(xì)節(jié)的極度關(guān)注。

????沃爾頓認(rèn)為，很明顯，與大型公司相比，小公司更容易建立客戶個(gè)人感受和情感紐帶。但在上世紀(jì)90年代，蘋(píng)果并未能入選最受贊賞公司名單。既然喬布斯能做到，其他CEO也能做到。他們?nèi)鄙俚闹皇欠椒āＫ麄冞€需要做到心無(wú)旁騖，保持專(zhuān)注，同時(shí)爭(zhēng)取他人對(duì)這個(gè)愿景的支持，并保證公司相關(guān)人員各司其責(zé)。

????本文作者愛(ài)麗諾?布洛斯罕是董事會(huì)咨詢機(jī)構(gòu)價(jià)值聯(lián)盟和公司治理聯(lián)盟（The Value Alliance and Corporate Governance Alliance，http://thevaluealliance.com）首席執(zhí)行官。

????譯者：阿龍/汪皓

????By contrast, American Express (AXP), another top spender, is on its way up largely because they are concentrating their efforts on providing a "good feel" when customers call. The company has begun to stem its loss of customers, says Walden.

????The Gap (GPS), another top spender, has even put the term "customer experience" into the titles of its in-store workers, but that has yet to improve the company's image.

????Vodafone (VOD) is the only top spender that also made the most admired ranking in Beyond Philosophy's survey. How did they do it? According to Walden, they maintain a great brand image through their sponsorship of the Formula 1 auto racing events.

????"Customer experience is at the heart of everything they do; it's in the culture and DNA of the organization. It comes from the top down. Like HP, Vodafone may not be massively innovative, but they operate from this clear statement of intent -- in contrast to HP, where customer experience is a program," Walden says.

Using emotion well

????Who does it really well without spending a ton? Tesco (TESO) makes it because of "the strength of the relationship they create with the customer, as if you are part of their family," Walden says.

????This contrasts with Wal-Mart (WMT), which is currently having trouble defining itself to customers and the marketplace. Even Family Dollar Stores (FDO), Walden says, recognizes that price alone won't draw all the customers a retailer needs. How customers feel about the company matters.

????Which brings us to the top three most admired companies: Apple (AAPL), Amazon (AMZN), and Zappos. What do all three have in common? Charismatic leaders with a young feel to the product and delivery, Walden says. They have maverick, cutting edge approaches -- and don't just listen to customers, they lead them. They are creative and don't get bogged down in analytics, he says. Customers love these companies because of the personal feel and emotional connection they provide, Walden says, and emotions not only connect you to the company, it makes you want to buy from them as well.

????For Apple, the most admired in the survey, the question will be whether they can replicate the explicit attention to detail the late CEO Steve Jobs instilled.

????Clearly, it's easier to create personal feel and emotional connection in a small company rather than a large one but, Walden says, Apple in the 1990s would not have made the most admired list. Jobs set out to change that – and CEOs can. They just need to know how – and maintain that focus, gaining support for their vision and holding everyone associated with the company accountable.

????Eleanor Bloxham is CEO of The Value Alliance and Corporate Governance Alliance (http://thevaluealliance.com), a board advisory firm.