【正文】 summarizes the concept of CBA in terms of the familiar five‐stage model of consumer choice. Need arousal is included as a trigger to the purchase process – but this operates mainly on product category decisions, not brand‐based ones. For instance, because of a desire to stay sober the need is for low‐alcohol beer, but not necessarily for any particular brand of low‐alcohol beer. Since this is a model of ongoing CBA for frequently‐purchased products, the (external) information search and evaluation stages are assumed to have been pleted after the initial one or two purchases in the category, and so are not explicitly included in the diagram. Choice among the functionally equivalent alternatives will reflect the accessibility, availability and conspicuousness of a brand at the point of purchase. Most likely, this will be seen as a set of acceptable brands that are ordered as first favorite, second favorite, third favorite, and so forth (Hammond, 1997)[4]. Typically, the relative likelihood of buying each brand will endure over successive purchase cycles, assuming the brands remain functionally adequate and accessible. Satisfaction with past purchases, and any consequential habit formation, explain most of a person’s ongoing propensity to buy one or a number of 。et al.per se。Figure 2 White and Schneider, 1998). Loyalty programs are also designed to strengthen mitment and create velvet handcuffs to bond the customer to the brand. This way of thinking has bee monplace in munications, branding and CRM textbooks.Consumers have split‐loyalty portfolios of habitually‐bought brandsAlternatively, advocates of the behavioral focus (Model 2) suggest that most consumers have split‐loyalty portfolios of habitually‐bought brands. Here it is assumed that consumers tend to view advertising and other forms of marketing munication more as publicity that sustains awareness and offers reinforcement, rather than as highly persuasive information that fundamentally changes their attitudes and/or levels of mitment (Ehrenberg Peppers and Rogers, 1997). Recent advances in information technology have provided the tools for marketing managers to create a new generation of CRM tactics. One such tactic that thousands of firms have considered, and which many have adopted, is to establish a customer loyalty program. Examples of these schemes can be found in Japanese retailing, US airlines and hotels, French banks, UK grocery stores, German car panies, Australian telemunications, Italian fashion stores, US universities, and many other areas. Typically these programs offer financial and relationship rewards to customers, and in some instances benefits also accrue to third‐parties such as charities[1].Two aims of customer loyalty programs stand out. One is to increase sales revenues by raising purchase/usage levels, and/or increasing the range of products bought from the supplier. A second aim is more defensive – by building a closer bond between the brand and current customers it is hoped to maintain the current customer base. The popularity of these programs is based on the argument that profits can be increased significantly by achieving either of these aims[2]. While loyalty programs can have many other peripheral goals – such as furthering cross‐selling, creating databases, aiding trade relations, assisting brand PR, establishing alliances, etc. – we do not assess these goals in this paper.Direct petition between branded products and servicesThe focus of this paper is on established repeat‐purchase markets where there is direct petition between branded products and services. These markets include most packaged goods, personal services such as banking and travel agents, food and beverages, hotels, transport, retail, OTC pharmaceuticals, basic cosmetics, and media. They are hugely important in terms of the share of disposable consumer ine for which they account, and they have been the focus of much research.2. Customer loyaltyAt a very general level, loyalty is something that consumers may exhibit to brands, services, stores, product categories (. cigarettes), and activities (. swimming). Here, we use the term customer loyalty as opposed to brand loyalty。Consumer behaviourArticle1. IntroductionNew generation of CRM tactics createdThe past decade has seen many firms (re)adopt a customer focus – often through a formal program of customer relationship management (CRM) (. Brown, 2000。(Assistant Professor of Marketing, London Business School, London, UK)Abstract:Customer loyalty presents a paradox. Many see it as primarily an attitude‐based phenomenon that can be influenced significantly by customer relationship management initiatives such as the increasingly popular loyalty and affinity programs. However, empirical research shows that loyalty in petitive repeat‐purchase markets is shaped more by the passive acceptance of brands than by strongly‐held attitudes about them. From this perspective, the demand‐enhancing potential of loyalty programs is more limited than might be hoped. Reviews three different perspectives on loyalty, and relates these to a framework for understanding customer loyalty that enpasses customer brand mitment, customer brand acceptance and customer brand buying. Uses this framework to analyze the demand‐side potential of loyalty programs. Discusses where these programs might work and where they are unlikely to succeed on any large scale. Provides a checklist for marketers.Keywords:Relationship marketing,(Professor of Marketing, School of Marketing, University of New South Wales, Sydney, Australia)Grahame R. Dowling感謝我的同學(xué)，是你們讓我更深刻體會(huì)到了友愛(ài)的力量，和你們的共同學(xué)習(xí)和進(jìn)步的四年是我終生難忘的時(shí)光。在畢業(yè)論文的撰寫(xiě)過(guò)程中，老師給予了無(wú)私的幫助和大力的支持。感謝我的父母，在經(jīng)濟(jì)上對(duì)我的支持，在精神上對(duì)我的關(guān)懷。自己學(xué)識(shí)的增長(zhǎng)，性格的成熟，能力的升華，一切一切，有自身的努力，更多要感謝學(xué)校，感謝父母，感謝老師，感謝同學(xué)，感謝所有幫助過(guò)我、支持過(guò)、批評(píng)過(guò)我的人。2014[15]張志遠(yuǎn),尚潔江:《中國(guó)網(wǎng)絡(luò)游戲產(chǎn)業(yè)發(fā)展實(shí)證分析》[J],職業(yè)時(shí)空，2011[16]張真真，嚴(yán)運(yùn)濤：《興趣與情境：網(wǎng)絡(luò)營(yíng)銷新策略》[J]，商品與質(zhì)量，2011[17]李大凱，孫曰瑤：《免費(fèi)與收費(fèi)商業(yè)模式下廠商盈利能力的比較分析——以網(wǎng)絡(luò)游戲產(chǎn)業(yè)為例》[J]，商場(chǎng)現(xiàn)代化，2007