外文翻譯--客戶留住了，忠誠(chéng)度就留住了-其他專業(yè)-展示頁(yè)
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【正文】 tomers in this group. Inertial customers, like emotive ones, rarely reassess their purchases, 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 aren39。 customers are more likely to pare the merits of various voice mail options, for instance, once phones can be counted on to work reliably. Three basic customer attitudes—emotive, inertial, and deliberative—underlie 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 feelings can reflect a product39。 or they are actively dissatisfied, often because of a single bad experience, with a rude salesclerk, for example. For industries that don39。t meeting。 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 option, or don39。 offers. Understanding the other drivers of loyalty。t tell a pany what makes customers loyal: the product or the difficulty of finding a replacement, for example. Nor does gauging satisfaction levels tell a pany how susceptible its customers are to changing their spending patterns—variations that more often e about as a result of changes in their lives, in the pany39。中文 4570 字 標(biāo)題： Customer Retention Is Not Enough 原文： pany how likely customers are to defect。 mobilephone customers, for instance, continually switch providers because of customer service problems. But satisfaction alone doesn39。s offer, or in its petitors39。 our research showed, is crucial to having an influence on migration. By learning to understand why customers exhibit different degrees of loyalty, and bining that knowledge with data on current spending patterns, panies can develop loyalty profiles that define and quantify six customer segments (Exhibit 2). Three of them can be viewed as loyalists。t regard switching as worth the trouble. The remaining segments—the downward migrators—have 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 pany isn39。 they continually reassess their options and have found a better one。t have many petitors capable of meeting the basic needs of their customers, active dissatisfaction plays the strongest role in downward migration. As the number of petitors providing a minimum level of satisfaction increases, other factors tend to assume a larger role。s 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 more than those who deliberate over purchases and migrate at a much lower rate. Emotive people are thus, rightly, the marketers39。t prone to spend more or less than they currently do, influencing them offers about 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. Deliberators—both those who maintain their spending and those who spend less—are on average 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 product39。t trump such objective factors, although these customers39。 changing needs, which (besides those brought on by mo
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