外文翻译客户留住了忠诚度就留住了.docx

1、外文翻译客户留住了忠诚度就留住了中文4570字标题：Customer Retention Is Not Enough原文：company how likely customers are to defect; mobile-phone customers, for instance, continually switch providers because of customer service problems. But satisfaction alone doesnt tell a company what makes customers loyal: the product or th

2、e difficulty of finding a replacement, for example. Nor does gauging satisfaction levels tell a company how susceptible its customers are to changing their spending patternsvariations that more often come about as a result of changes in their lives, in the companys offer, or in its competitors offer

3、s. Understanding the other drivers of loyalty; our research showed, is crucial to having an influence on migration. By learning to understand why customers exhibit different degrees of loyalty, and combining that knowledge with data on current spending patterns, companies can develop loyalty profile

4、s that define and quantify six customer segments (Exhibit 2). Three of them can be viewed as loyalists; that is, they are maintaining or increasing their expenditures. These customers are loyal because they are emotionally attached to their current provider, have rationally chosen it as their best o

5、ption, or dont regard switching as worth the trouble. The remaining segmentsthe downward migratorshave one of three reasons for spending less: their lifestyle has changed (as a result, say, of moving or having babies), so they have developed new needs that the company isnt meeting; they continually

6、reassess their options and have found a better one; or they are actively dissatisfied, often because of a single bad experience, with a rude salesclerk, for example. For industries that dont have many competitors capable of meeting the basic needs of their customers, active dissatisfaction plays the

7、 strongest role in downward migration. As the number of competitors providing a minimum level of satisfaction increases, other factors tend to assume a larger role; customers are more likely to compare the merits of various voice mail options, for instance, once phones can be counted on to work reli

8、ably. Three basic customer attitudesemotive, inertial, and deliberativeunderlie loyalty profiles.1 Emotive customers are the most loyal. Feeling strongly that their current purchases are right for them and that their chosen product is the best, they rarely reassess purchasing decisions. These feelin

9、gs can reflect a products long record of good performance, but they are often fostered by intangible factors. Soft drinks are a classic example: they are very similar, but nearly half of all people who purchase them have strong favorites. Our research shows that emotive customers generally spend mor

10、e than those who deliberate over purchases and migrate at a much lower rate. Emotive people are thus, rightly, the marketers Holy Grail, and companies will find value in increasing the proportion of their customers in this group. Inertial customers, like emotive ones, rarely reassess their purchases

11、, but their inaction results from high switching costs or a lack of involvement with products. Utilities and life insurers are good examples of industries whose customers tend to be inertial. Although these customers arent prone to spend more or less than they currently do, influencing them offers a

12、bout as much opportunity as influencing emotive customers, largely by making them less likely to migrate downwardly in response to shocks such as price hikes, isolated cases of bad service, and lifestyle changes. Deliberatorsboth those who maintain their spending and those who spend lessare on avera

13、ge the largest group, representing 40 percent of all customers across industries. The rewards from influencing deliberators can be twice as high as the rewards from influencing emotive and inertial customers. Deliberators frequently reassess their purchases by criteria such as a products price and p

14、erformance and the ease of doing business with a company. Emotional appeals wont trump such objective factors, although these customers requirements vary from person to person. Retail gasoline and groceries are the kinds of products that draw a preponderance of deliberative customers. Deliberators w

15、ho value convenience and quality in a grocery store, for example, would likely choose a nearby grocer with a gourmet deli. A more value-conscious customer might well choose a more distant store offering better prices. Still, both of those customers would constantly reevaluate their decisions by cons

16、idering the specific purpose of a trip or new information. Finally, many companies make little effort to meet their customers changing needs, which (besides those brought on by moving or having a child) might include new financial or insurance products for aging customers and new travel arrangements

17、 made necessary by updated corporate-travel policies. Although changing needs are often dismissed as uncontrollable, our work shows that they can be addressed, especially if a company invests in a new product or channel. Meeting these new needs is a smaller but relevant part of the overall loyalty o

18、pportunity.Profiling customers Our research also showed that the proportion of people in each loyalty segment differs by industry (Exhibit 3); we found, for example, that far fewer customers are emotionally attached to their grocery stores than to their long-distance providers. For both mobile-phone

19、 providers and Internet service providers, however, deliberators predominate, so even among different kinds of telecom companies, the proportions in each segment can vary a lot. This fact implies that the reasons for migration differ greatly among industries. Deliberative customers, for example, who

20、 change their spending patterns because of factors like convenience, account for more than 70 percent of reduced spending by purchasers of casual apparel but only one-third of reduced spending by mobile-phone customers. These differences show why reward programs appealing to deliberators, for instan

21、ce, might be highly successful in one industry but not another. Although loyalty profiles vary from company to company, each industry has an average behavior pattern that influences the customers loyalty. These patterns are generally determined by five structural factors: how often purchases are mad

22、e; the frequency of other kinds of interactions, such as service calls; the emotional or financial importance of a purchase; the degree of differentiation among competitors offerings; and ease of switching.Using loyalty profiles Armed with its loyalty profile, a company gains new insights. First, th

23、e profile reinforces the point that building loyalty isnt just, as the traditional view would have it, about preventing defections and encouraging extra spending; it is about understanding and managing all six loyalty segments. Second, the profile highlights the different tactics required to manage

24、each of the segments and a companys need to carry out a range of actions to reach all of them; a single act rarely increases the loyalty of all customers. Third, when combined with standard customer-value analysis, the profile helps a company base its loyalty-building priorities on the size of each

25、opportunity. One financial institution, for example, aimed all its loyalty efforts at increasing its customers satisfaction. It did so measurably, made major investments to cut down on service failures (such as unanswered phones), and reduced the number of closed accounts. But the effect on overall

26、growth was marginal, and the companys loyalty profile shows why: customers are spending less of their money at such financial institutions mainly because their needs are changingfor example, they might be sending their children to college. Deliberative behavior, based on factors like prices and feat

27、ures, ran a close second. Here, as in most industries we studied, downward migration due to dissatisfaction represents a small proportion of the total loyalty opportunity.Profiling customers Our research also showed that the proportion of people in each loyalty segment differs by industry (Exhibit 3

28、); we found, for example, that far fewer customers are emotionally attached to their grocery stores than to their long-distance providers. For both mobile-phone providers and Internet service providers, however, deliberators predominate, so even among different kinds of telecom companies, the propor

29、tions in each segment can vary a lot. This fact implies that the reasons for migration differ greatly among industries. Deliberative customers, for example, who change their spending patterns because of factors like convenience, account for more than 70 percent of reduced spending by purchasers of c

30、asual apparel but only one-third of reduced spending by mobile-phone customers. These differences show why reward programs appealing to deliberators, for instance, might be highly successful in one industry but not another. Although loyalty profiles vary from company to company, each industry has an

31、 average behavior pattern that influences the customers loyalty. These patterns are generally determined by five structural factors: how often purchases are made; the frequency of other kinds of interactions, such as service calls; the emotional or financial importance of a purchase; the degree of d

32、ifferentiation among competitors offerings; and ease of switching.Using loyalty profiles Armed with its loyalty profile, a company gains new insights. First, the profile reinforces the point that building loyalty isnt just, as the traditional view would have it, about preventing defections and encou

33、raging extra spending; it is about understanding and managing all six loyalty segments. Second, the profile highlights the different tactics required to manage each of the segments and a companys need to carry out a range of actions to reach all of them; a single act rarely increases the loyalty of all customers. Third, w