外文翻译客户留住了忠诚度就留住了.docx

外文翻译客户留住了忠诚度就留住了.docx

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外文翻译客户留住了忠诚度就留住了

中文4570字

标题：

CustomerRetentionIsNotEnough

原文：

companyhowlikelycustomersaretodefect;mobile-phonecustomers,forinstance,continuallyswitchprovidersbecauseofcustomerserviceproblems.Butsatisfactionalonedoesn'ttellacompanywhatmakescustomersloyal:

theproductorthedifficultyoffindingareplacement,forexample.Nordoesgaugingsatisfactionlevelstellacompanyhowsusceptibleitscustomersaretochangingtheirspendingpatterns—variationsthatmoreoftencomeaboutasaresultofchangesintheirlives,inthecompany'soffer,orinitscompetitors'offers.Understandingtheotherdriversofloyalty;ourresearchshowed,iscrucialtohavinganinfluenceonmigration.

Bylearningtounderstandwhycustomersexhibitdifferentdegreesofloyalty,andcombiningthatknowledgewithdataoncurrentspendingpatterns,companiescandeveloployaltyprofilesthatdefineandquantifysixcustomersegments（Exhibit2）.Threeofthemcanbeviewedasloyalists;thatis,theyaremaintainingorincreasingtheirexpenditures.Thesecustomersareloyalbecausetheyareemotionallyattachedtotheircurrentprovider,haverationallychosenitastheirbestoption,ordon'tregardswitchingasworththetrouble.Theremainingsegments—thedownwardmigrators—haveoneofthreereasonsforspendingless:

theirlifestylehaschanged（asaresult,say,ofmovingorhavingbabies）,sotheyhavedevelopednewneedsthatthecompanyisn'tmeeting;theycontinuallyreassesstheiroptionsandhavefoundabetterone;ortheyareactivelydissatisfied,oftenbecauseofasinglebadexperience,witharudesalesclerk,forexample.

Forindustriesthatdon'thavemanycompetitorscapableofmeetingthebasicneedsoftheircustomers,activedissatisfactionplaysthestrongestroleindownwardmigration.Asthenumberofcompetitorsprovidingaminimumlevelofsatisfactionincreases,otherfactorstendtoassumealargerrole;customersaremorelikelytocomparethemeritsofvariousvoicemailoptions,forinstance,oncephonescanbecountedontoworkreliably.

Threebasiccustomerattitudes—emotive,inertial,anddeliberative—underlieloyaltyprofiles.[1]Emotivecustomersarethemostloyal.Feelingstronglythattheircurrentpurchasesarerightforthemandthattheirchosenproductisthebest,theyrarelyreassesspurchasingdecisions.Thesefeelingscanreflectaproduct'slongrecordofgoodperformance,buttheyareoftenfosteredbyintangiblefactors.Softdrinksareaclassicexample:

theyareverysimilar,butnearlyhalfofallpeoplewhopurchasethemhavestrongfavorites.Ourresearchshowsthatemotivecustomersgenerallyspendmorethanthosewhodeliberateoverpurchasesandmigrateatamuchlowerrate.Emotivepeoplearethus,rightly,themarketers'HolyGrail,andcompanieswillfindvalueinincreasingtheproportionoftheircustomersinthisgroup.

Inertialcustomers,likeemotiveones,rarelyreassesstheirpurchases,buttheirinactionresultsfromhighswitchingcostsoralackofinvolvementwithproducts.Utilitiesandlifeinsurersaregoodexamplesofindustrieswhosecustomerstendtobeinertial.Althoughthesecustomersaren'tpronetospendmoreorlessthantheycurrentlydo,influencingthemoffersaboutasmuchopportunityasinfluencingemotivecustomers,largelybymakingthemlesslikelytomigratedownwardlyinresponsetoshockssuchaspricehikes,isolatedcasesofbadservice,andlifestylechanges.

Deliberators—boththosewhomaintaintheirspendingandthosewhospendless—areonaveragethelargestgroup,representing40percentofallcustomersacrossindustries.Therewardsfrominfluencingdeliberatorscanbetwiceashighastherewardsfrominfluencingemotiveandinertialcustomers.Deliberatorsfrequentlyreassesstheirpurchasesbycriteriasuchasaproduct'spriceandperformanceandtheeaseofdoingbusinesswithacompany.Emotionalappealswon'ttrumpsuchobjectivefactors,althoughthesecustomers'requirementsvaryfrompersontoperson.Retailgasolineandgroceriesarethekindsofproductsthatdrawapreponderanceofdeliberativecustomers.Deliberatorswhovalueconvenienceandqualityinagrocerystore,forexample,wouldlikelychooseanearbygrocerwithagourmetdeli.Amorevalue-consciouscustomermightwellchooseamoredistantstoreofferingbetterprices.Still,bothofthosecustomerswouldconstantlyreevaluatetheirdecisionsbyconsideringthespecificpurposeofatripornewinformation.

Finally,manycompaniesmakelittleefforttomeettheircustomers'changingneeds,which（besidesthosebroughtonbymovingorhavingachild）mightincludenewfinancialorinsuranceproductsforagingcustomersandnewtravelarrangementsmadenecessarybyupdatedcorporate-travelpolicies.Althoughchangingneedsareoftendismissedasuncontrollable,ourworkshowsthattheycanbeaddressed,especiallyifacompanyinvestsinanewproductorchannel.Meetingthesenewneedsisasmallerbutrelevantpartoftheoverallloyaltyopportunity.

Profilingcustomers

Ourresearchalsoshowedthattheproportionofpeopleineachloyaltysegmentdiffersbyindustry（Exhibit3）;wefound,forexample,thatfarfewercustomersareemotionallyattachedtotheirgrocerystoresthantotheirlong-distanceproviders.Forbothmobile-phoneprovidersandInternetserviceproviders,however,deliberatorspredominate,soevenamongdifferentkindsoftelecomcompanies,theproportionsineachsegmentcanvaryalot.

Thisfactimpliesthatthereasonsformigrationdiffergreatlyamongindustries.Deliberativecustomers,forexample,whochangetheirspendingpatternsbecauseoffactorslikeconvenience,accountformorethan70percentofreducedspendingbypurchasersofcasualapparelbutonlyone-thirdofreducedspendingbymobile-phonecustomers.Thesedifferencesshowwhyrewardprogramsappealingtodeliberators,forinstance,mightbehighlysuccessfulinoneindustrybutnotanother.

Althoughloyaltyprofilesvaryfromcompanytocompany,eachindustryhasanaveragebehaviorpatternthatinfluencesthecustomers'loyalty.Thesepatternsaregenerallydeterminedbyfivestructuralfactors:

howoftenpurchasesaremade;thefrequencyofotherkindsofinteractions,suchasservicecalls;theemotionalorfinancialimportanceofapurchase;thedegreeofdifferentiationamongcompetitors'offerings;andeaseofswitching.

Usingloyaltyprofiles

Armedwithitsloyaltyprofile,acompanygainsnewinsights.First,theprofilereinforcesthepointthatbuildingloyaltyisn'tjust,asthetraditionalviewwouldhaveit,aboutpreventingdefectionsandencouragingextraspending;itisaboutunderstandingandmanagingallsixloyaltysegments.Second,theprofilehighlightsthedifferenttacticsrequiredtomanageeachofthesegmentsandacompany'sneedtocarryoutarangeofactionstoreachallofthem;asingleactrarelyincreasestheloyaltyofallcustomers.Third,whencombinedwithstandardcustomer-valueanalysis,theprofilehelpsacompanybaseitsloyalty-buildingprioritiesonthesizeofeachopportunity.

Onefinancialinstitution,forexample,aimedallitsloyaltyeffortsatincreasingitscustomers'satisfaction.Itdidsomeasurably,mademajorinvestmentstocutdownonservicefailures（suchasunansweredphones）,andreducedthenumberofclosedaccounts.Buttheeffectonoverallgrowthwasmarginal,andthecompany'sloyaltyprofileshowswhy:

customersarespendinglessoftheirmoneyatsuchfinancialinstitutionsmainlybecausetheirneedsarechanging—forexample,theymightbesendingtheirchildrentocollege.Deliberativebehavior,basedonfactorslikepricesandfeatures,ranaclosesecond.Here,asinmostindustrieswestudied,downwardmigrationduetodissatisfactionrepresentsasmallproportionofthetotalloyaltyopportunity.

Profilingcustomers

Ourresearchalsoshowedthattheproportionofpeopleineachloyaltysegmentdiffersbyindustry（Exhibit3）;wefound,forexample,thatfarfewercustomersareemotionallyattachedtotheirgrocerystoresthantotheirlong-distanceproviders.Forbothmobile-phoneprovidersandInternetserviceproviders,however,deliberatorspredominate,soevenamongdifferentkindsoftelecomcompanies,theproportionsineachsegmentcanvaryalot.

Thisfactimpliesthatthereasonsformigrationdiffergreatlyamongindustries.Deliberativecustomers,forexample,whochangetheirspendingpatternsbecauseoffactorslikeconvenience,accountformorethan70percentofreducedspendingbypurchasersofcasualapparelbutonlyone-thirdofreducedspendingbymobile-phonecustomers.Thesedifferencesshowwhyrewardprogramsappealingtodeliberators,forinstance,mightbehighlysuccessfulinoneindustrybutnotanother.

Althoughloyaltyprofilesvaryfromcompanytocompany,eachindustryhasanaveragebehaviorpatternthatinfluencesthecustomers'loyalty.Thesepatternsaregenerallydeterminedbyfivestructuralfactors:

howoftenpurchasesaremade;thefrequencyofotherkindsofinteractions,suchasservicecalls;theemotionalorfinancialimportanceofapurchase;thedegreeofdifferentiationamongcompetitors'offerings;andeaseofswitching.

Usingloyaltyprofiles

Armedwithitsloyaltyprofile,acompanygainsnewinsights.First,theprofilereinforcesthepointthatbuildingloyaltyisn'tjust,asthetraditionalviewwouldhaveit,aboutpreventingdefectionsandencouragingextraspending;itisaboutunderstandingandmanagingallsixloyaltysegments.Second,theprofilehighlightsthedifferenttacticsrequiredtomanageeachofthesegmentsandacompany'sneedtocarryoutarangeofactionstoreachallofthem;asingleactrarelyincreasestheloyaltyofallcustomers.Third,w