【正文】 ，轉(zhuǎn)換為自動(dòng)取款機(jī)。 經(jīng)濟(jì)效益來(lái)源于新技術(shù)導(dǎo)致了擴(kuò)散的自助服務(wù)技術(shù)，如電話(huà)的反應(yīng)系統(tǒng)，在線(xiàn)反應(yīng)系統(tǒng)，及互動(dòng)服務(wù)站，使 消費(fèi)者產(chǎn)生一個(gè)獨(dú)立的服務(wù)員工參與（ 奧斯特羅姆，比特納 2021 年） 。 銀行業(yè)一直特別積極推行自助式服務(wù)技術(shù)的成本的增加使用個(gè)性化的服務(wù)與自動(dòng)化技術(shù)，如大氣壓和電子銀行業(yè)務(wù)（斯通曼 1997 年） 。 消費(fèi)者也可以體驗(yàn)強(qiáng)大的社會(huì)壓力，嘗試新的技術(shù)通過(guò)媒體關(guān)注，描繪那些誰(shuí)抵制技術(shù)創(chuàng)新乏味和失去聯(lián)系的新經(jīng)濟(jì)。這些消費(fèi)者往往 不接受 創(chuàng)新后的初次試用期。同樣，有更多的人實(shí)際上訂閱互聯(lián)網(wǎng)接入比實(shí)際使用它（里德 1999年） 。最近的研究提供了深入了解叛逃過(guò)程（ Keaveney 1995 年） ，消費(fèi)概況交換機(jī)（ Ganesh ，阿諾德和雷諾 2021 年 。雖然其中一些聲稱(chēng)之間的聯(lián)系，留住客戶(hù)和盈利能力已受到質(zhì)疑最近（林叔叔和 1997 年 。曼爾 2021 年） ?？蛻?hù)叛逃是指這樣一種情況，即一個(gè)客戶(hù)離開(kāi) 一家公司，以購(gòu)買(mǎi)另一種。與此相反， 不接受的 發(fā)生 在 客戶(hù)拒絕創(chuàng)新和停止采購(gòu)的產(chǎn)品類(lèi)別全部。當(dāng)客戶(hù) 不接受時(shí) ，該公司不僅失去了直接影響客戶(hù)購(gòu)買(mǎi)，也失去了間接影響的口碑，仿制，以及其他社會(huì)影響，影響今后的收購(gòu)客戶(hù)的類(lèi)別。正如事先研究 的貢獻(xiàn) 表明 這些間接的社會(huì)影響的速度增長(zhǎng) 較大 （羅杰斯 1995 年） 。一些研究發(fā)現(xiàn)，使用新技術(shù)，如物料需求計(jì)劃系統(tǒng)（ Cooper 和 Zmud 1990 年） ，電腦輔助設(shè)計(jì)系統(tǒng)（ Liker ，弗萊舍和 Arnsdorf 1992 年）和面向?qū)ο蟮能浖ǚ瓶寺?Kemerer 1993 ）常常遠(yuǎn)低于一些報(bào)道收養(yǎng)。 越來(lái)越多的 不接受 研 究表明，它可能是一個(gè)重大的問(wèn)題，市場(chǎng)營(yíng)銷(xiāo)，特別是在市場(chǎng)上利用新技術(shù)來(lái)管理客戶(hù)體驗(yàn)。一個(gè)原因是缺乏研究可能是最實(shí)證研究處理失去的客戶(hù)集中在成熟的市 場(chǎng)，如保險(xiǎn)公司，信用卡和目錄銷(xiāo)售的客戶(hù)數(shù)據(jù)是現(xiàn)成的。另一個(gè) 缺乏研究的 原因 是，將間接社會(huì)影響口碑 客戶(hù)估價(jià)模型已 認(rèn)為是一個(gè)棘手的問(wèn)題，迄今（ 銹病， Zahorik ，并Keiningham 1995 年 。然而，日益突出的作用，在大多數(shù)技術(shù)產(chǎn)品市場(chǎng)，增加了必要的管理工具，可以占利潤(rùn)的影響 不接受 客戶(hù)的盈利能力。 結(jié)論 在本文 中，我們表現(xiàn)出失去了客戶(hù)價(jià)值取決于是否缺損客戶(hù)的競(jìng)爭(zhēng)公司 何不接受 完全的技術(shù)。該方法是 ，為 管理人員，提供了一個(gè)很容易適用的 、 實(shí)用的工具，它 們可以管理客戶(hù)關(guān)系 在激烈的市場(chǎng)創(chuàng)新 中 。到目前為止，研究人員已經(jīng)幾乎完全側(cè)重于成熟，服務(wù)行業(yè)的開(kāi)發(fā)和測(cè)試的理論和分析模型，因?yàn)閿?shù)據(jù)的可用性。正如我們已經(jīng)表明在本文中，研究人員在這方面應(yīng)該關(guān)注的是，醫(yī)生正在申請(qǐng)中不恰當(dāng)?shù)哪Ｐ褪袌?chǎng) 不接受 是常見(jiàn)的。我們希望，它 為 更多的調(diào) 查 提供了一個(gè) 有益的基礎(chǔ)。 Blattberg and Deighton 1996。 Rust, Zeithaml, and Lemon 2021), scholars have yet to develop a viable approach to assess indirect social effects. As we demonstrate in this article, focusing solely on direct purchases will understate the value of lost customers in markets where disadoptions are mon. Since anecdotal evidence suggests that increasing numbers of marketers rely on individual customer profitability models to guide marketing strategy (Brady 2021), failure to include these social effects could lead to misallocation of scarce marketing resources during the critical early stages of a new product market. Given the increasing technological content of many product and customer service applications, this appears to be a pressing management issue that should be addressed by academic research.. The purpose of this article is to develop a method for estimating the effect of disadoptions on the value of a lost customer. We develop a model that demonstrates how the value of a lost customer depends on whether the customer defects to a peting firm or disadopts the product category altogether. An empirical application of the model to the online banking industry shows the importance of taking the value of lost customers into account. Specifically, we find that a lost customer can affect the firm through “self losses” related to disadoptions by the firm’s customers and through “petitorbased losses” related to a slowdown in the overall categorylevel sales due to disadoptions of petitors’ products. We also find that the value of a lost customer changes throughout the product life cycle, with the loss of early adopters of a technology costing the firm much more than the loss of a later adopter. Finally, we show a link between firm market share and individual customer profitability. This research is relevant to a wide variety of markets because firms increasingly rely on new technologies and services to manage the customer experience. Even “ mature” markets such as banking now rely heavily on technologies such as ATM machines, online account management, and automated loan processing to manage transactions and many customer service functions that were previously personalized. The research suggests new reasons for firms to attend to postpurchase customer service strategies early in the evolution of the productmarket to minimize the likelihood of disadoption. An appealing aspect of the model is that it can be implemented with a spreadsheet, making it a practical tool for firms attempting to manage their customer relationships more profitably. The paper is anized as follows. We begin by discussing the conceptual background for the model. We then develop the model for valuing the effect of disadoptions on the value of a lost customer. This is followed by the empirical application and results. Finally, implications for marketing theory and practice, and directions for future research are discussed. CONCEPTUAL BACKGROUND Consumer Resistance to New Products Disadoptions are related