【導(dǎo)讀】網(wǎng)上銀行業(yè)界實證應(yīng)用模式表明，金融不采納的影響可能是巨大的。通過將影響競爭對手的不接受者到客戶贏。該公司早期采用損失的費用遠遠超過了損失以后收養(yǎng)。結(jié)果還表明，管理者必須。一個有吸引力的方面，提出的方法是，它可以執(zhí)行使用電子。瓊最近從朋友并通過雜志和電視廣告已經(jīng)聽到了很多關(guān)于無。是什么財務(wù)因素影響賣方瓊決定不采用網(wǎng)絡(luò)功能的移動電話服務(wù)？戶贏利模式將屬性利潤損失的價值瓊的潛力產(chǎn)品升級，服務(wù)合同，軟件和配件，以及她可能未來購買。然而，這種做法將大大低估瓊的價值。曾瓊繼續(xù)使用這項。接影響”有關(guān)聯(lián)的利潤，瓊的未來購買忽略了“間接效應(yīng)”瓊的口碑相傳，仿制，這些“失去”的社會影響可能是巨大的。雖然大量的研究主要集中于直接采購時，評估的價值失去了客戶（比。本文的目的是建立一個估算失去客戶價值效果的方法。誰抵制技術(shù)創(chuàng)新乏味和失去聯(lián)系的新經(jīng)濟。

　　

【正文】 ption and defection is that there are two ways that disadoption can affect longterm profitability. When a customer disadopts, the firm not only loses the direct effect of customer purchases, it also loses the indirect effect of wordofmouth, imitation, and other social effects that influence future customer acquisitions of the category. Indirect socialeffects are integral to the diffusion process in many markets because they help potential consumers reduce the perceived risk of adoption. As prior research has demonstrated, the contribution of these indirect social effects to the rate of category growth can be substantial (Rogers 1995). The issue of postadoption behavior, and specifically disadoption, has received considerable attention in the technology management literature regarding the implementation of information technology within anizations (Meyers, Sivakumar, and Nakata 1999). Several studies have found that the usage of new technologies such as material requirement planning systems (Cooper and Zmud 1990), puteraided design systems (Liker, Fleischer, and Arnsdorf 1992) and objectoriented software (Fichman and Kemerer 1993) are often much lower than the number of reported adoptions. In a broader context, Rogers (1995) has observed the need for additional research on the antecedents and consequences of disadoption in order to more fully understand the social processes driving diffusion. The growing body of research on disadoption suggests that it may be a substantial problem for marketers, especially in markets using new technologies to manage the customer experience. It is notable, therefore, that the problem of understanding the impact of disadoption on customer profitability has not been addressed in scholarly research. One reason for this lack of research may be that most empirical studies dealing with lost customers have focused on mature markets such as insurance, credit cards, and catalog sales where customer data is readily available. Historically, disadoption has been less of a concern for these markets because of the relative lack of technological innovation. This may no longer be the case as firms in these mature industries reengineer their customer service functions using Inter and wireless technologies. Another reason for the lack of research is that incorporating indirect social effects like wordofmouth into customer valuation models has been considered an intractable problem to date (Rust, Zahorik, and Keiningham 1995。 Zeithaml 2021). Yet the increasingly prominent role of technology in most product markets has increased the need for managerial tools that can account for the profit impact of disadoption on customer profitability. In the following section we demonstrate how this can be acplished. CONCLUSIONS In this paper, we have shown how the value of a lost customer depends on whether the customer defects to a peting firm or disadopts the technology altogether. In the empirical application of the model, the results from the online banking industry show how the value of lost customers is affected by the stage of the product lifecycle, the firm’s market share, and the rate at which petitors’ customers disadopt. The approach is such that is easily applied by managers, providing a practical tool by which they can manage customer relationships in an innovation intensive market. Although advances in the theory and practice of customer relationship management have been substantial in the last few years, the discipline is far from mature. To date, researchers have focused almost exclusively on mature, service industries to develop and test theories and analytical models because of data availability. This restrictive focus is detrimental to the advancement of the discipline because it leads to models that may not be valid in the technologydriven markets that are rapidly being the norm. As we have shown in this article, researchers in this area should be concerned that practitioners are applying inappropriate models in markets where disadoptions are mon. This research represents one step toward expanding the conceptual domain of customer profitability models. It is our hope that it provides a useful foundation for additional inquiry.