【正文】 s). Once a pany understands the elements that its customers value, it must take the basic step of fixing any weaknesses (such as unpetitive prices) in its offer. Beyond such broad changes, panies can create superior value propositions by tailoring other benefits to specific subsegments。 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 growth was marginal, and the pany39。s need to carry out a range of actions to reach all of them。t just, as the traditional view would have it, about preventing defections and encouraging extra spending。 offerings。 the emotional or financial importance of a purchase。 loyalty. These patterns are generally determined by five structural factors: how often purchases are made。s loyalty profile shows why: customers are spending less of their money at such financial institutions mainly because their needs are changing—for example, they might be sending their children to college. Deliberative behavior, based on factors like prices and features, 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)。 a single act rarely increases the loyalty of all customers. Third, when bined with standard customervalue analysis, the profile helps a pany base its loyaltybuilding priorities on the size of each opportunity. One financial institution, for example, aimed all its loyalty efforts at increasing its customers39。 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 pany39。 and ease of switching. Using loyalty profiles Armed with its loyalty profile, a pany gains new insights. First, the profile reinforces the point that building loyalty isn39。 the degree of differentiation among petitors39。 the frequency of other kinds of interactions, such as service calls。 we found, for example, that far fewer customers are emotionally attached to their grocery stores than to their longdistance providers. For both mobilephone providers and Inter service providers, however, deliberators predominate, so even among different kinds of tele panies, 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 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 onethird of reduced spending by mobilephone 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 pany to pany, each industry has an average behavior pattern that influences the customers39。 requirements vary from person to person. Retail gasoline and groceries are the kinds of products that draw a preponderance of deliberative customers. Deliberators who value convenience and quality in a grocery store, for example, would likely choose a nearby grocer with a gourmet deli. A more valueconscious customer might well choose a more distant store offering better prices. Still, both of those customers would constantly reevaluate their decisions by considering the specific purpose of a trip or new information. Finally, many panies make little effort to meet their customers39。s price and performance and the ease of doing business with a pany. Emotional appeals won39。 Holy Grail, and panies will find value in increasing the proportion of their cus