【正文】 e report. Marketers largely gather fundamental demographic information and transaction histories while only about a third captured personal or product preferences from program members. This leads to a situation in which consumers often feel programs are spamming them with offers and information in which they have no interest. It is clear that consumers want or, more accurately, are outright demanding that the panies they do business with start municating with them in a manner that indicates that the customer isn39。s census does indicate a critical gap that the average . household has enrolled in 14 programs, yet only participated in of them, says Hlavinka. So clearly, most loyaltyprogram operators need to be thinking about how to enhance their value proposition for their most profitable customers. In addition, much more can and should be done to enhance the relevance of program munications and the recognition benefits for a pany39。Field of Dreams39。ve been very satisfied. Half said a program membership either strongly motivates my repeat business or visits (21 percent) or is usually a big factor in my decision making (30 percent). But, the report has less favorable news as well: In fact, 32 percent of respondents felt that program participation held little to no value while 37 percent felt individual rewards had even less to offer by way of value. Do these negative sentiments reflect a lapse in munication on the part of loyalty marketers, or is the problem that many of the programs really aren39。t get to them because you can only do it on the second Tuesday of the sixth week of the month. On this last point, 38 percent of respondents included too many conditions or restrictions among their top plaints about loyalty programs Membership has been growing Whatever misgivings consumers have about loyalty programs, though, this doesn39。s observations about how consumers react to such programs: Unfortunately, they39。t dissuade consumers from joining new ones. In this regard, Hlavinka cites a striking figure from Colloquy39。員工是公司的門面，不好的購物經(jīng)歷會(huì)使顧客缺失。一條致力于創(chuàng)建顧客關(guān)系、提供高質(zhì)量的產(chǎn)品和服務(wù)、創(chuàng)建員工與員工之間和員工與顧客之間甚至顧客與顧客之間的積極向上的氛圍的工作宣言。像 Twitter、 Facebook、 和 LinkedIn這樣的站點(diǎn)成為他們與顧客及其它廠商之間進(jìn)行實(shí)時(shí)、開誠布公的互動(dòng)交流的理想工具。 顧客忠誠度的測(cè)量 獲取新顧客的成本是十分昂貴的，這就是為什么明智的賣家會(huì)想法設(shè)法留住他們已有的顧客，且盡量是他們盡可能多的購買。因此，他們創(chuàng)建了這個(gè)計(jì)劃，并投入數(shù)百萬的成本，然后他們?cè)偃蝾櫩吞釂枴? 另一項(xiàng)來自科洛柯公司的顧客忠誠計(jì)劃的民意調(diào)查數(shù)據(jù)指出了許多顧客給該項(xiàng)計(jì)劃帶來的矛盾。當(dāng)受訪者被問及在顧客忠誠計(jì)劃中最有爭(zhēng)議和最為關(guān)心的是什么時(shí)？排在第一的是收到 太多的垃圾郵件和電子信息。商家大量的收集基本的圖標(biāo)信息和；歷史數(shù)據(jù)，但是這些成員的資料中只有三分之一的資料能夠捕捉個(gè)人或產(chǎn)品偏好信息。因此，我們創(chuàng)建一個(gè)所謂的值得你們忠誠的計(jì)劃。 。 尋找項(xiàng)目去加入 過去對(duì)忠誠項(xiàng)目的失望并沒有阻止顧客加入新的忠誠項(xiàng)目。米勒說：顧客真正想要的，更 確切的說顧客直接要求的是與他們進(jìn)行交易的公司在開始時(shí)所使用的交流方式應(yīng)該使他們感到并不是完全的陌生。再后來我在郵箱里看到三封不同的郵件，一封收件人是莉斯，另一封是麗莎，第三封則是伊麗莎白。這樣就清楚了，忠誠計(jì)劃的實(shí)施者應(yīng)該考慮加強(qiáng)對(duì)最有價(jià)值的顧客的價(jià)值界定，同時(shí)有要加強(qiáng)計(jì)劃信息的關(guān)聯(lián)性和提高對(duì)為公司貢獻(xiàn)最大的顧客的識(shí)別效益。更為糟糕的是你之所以儲(chǔ)蓄是因?yàn)槟阒荒茉谝?guī)定的時(shí)間才能買到它們。然而顧客對(duì)忠誠計(jì)劃的感覺又是怎樣的呢？百分之六十九的調(diào)查對(duì)象表示他們所經(jīng)歷的關(guān)于這項(xiàng)計(jì)劃大部分體驗(yàn)是非常棒的，百分之十的人說他們很滿意。 顧客可以通過在 Twitter 和 Facebook 上評(píng)論直接與企業(yè)進(jìn)行交流，他們還會(huì)得到相對(duì)應(yīng)的答復(fù)。 建立顧客忠誠 —— 顧客滿意調(diào)查 建立顧客忠誠是實(shí)施和進(jìn)行顧客服務(wù)培訓(xùn)和教育的最重要的組成部分的其中之一。以下給出一些教員工該怎樣跟顧客打招呼和怎樣幫助顧客，以及怎么樣去解決問題的方法： 顧客服務(wù)教育 —— 員工培訓(xùn) 培訓(xùn)員工學(xué)習(xí)適當(dāng)?shù)目蛻舴?wù)包括延長(zhǎng)培訓(xùn)時(shí)間，尤其是新員工的培訓(xùn)期。s no doubt that panies will keep plugging away at such programs. Marketers see the promise of loyaltyprogram payoff, says Miller, adding in this context that American Airlines has a program that many speculate is worth more than the airline itself. But the program is worth a lot because consumers have e to value it highly. In an openended question in the CMO Council polling, respondents were asked to say which program they regard as the best