Эротические рассказы

Managing Customer Experience and Relationships. Don PeppersЧитать онлайн книгу.

Managing Customer Experience and Relationships - Don  Peppers


Скачать книгу
dealing with the issue of customer loyalty, a firm should try to forge as direct a connection as possible to loyalty's actual financial results. That is, we ought to be able to connect whatever strategies and tactics we employ to increase our customers' loyalty with their actual economic outcomes. The customer-strategy enterprise will want to quantify the benefit of a customer's increasing loyalty, and the most direct and unambiguous metric to deploy for this task is the customer's lifetime value, as described in Chapter 6.

      Enterprises strive to increase profitability without losing high-margin customers by increasing their customer retention rates or the percentage of customers who have met a specified number of repurchases over a finite period of time. A retained customer, however, is not necessarily an emotionally loyal customer. The customer may give business to a competing enterprise for many different reasons. As far back as the 1990s, Royal Bank of Canada (RBC) developed superior computing and database power, along with sophisticated statistical programs, to analyze customer information and test specific actions it should take with specific customers. Only then could the bank's frontline personnel deliver more effective personal contact and attention to individual customers.

      A retained customer is not necessarily an emotionally loyal customer.

      To learn the most about its customers, RBC has undertaken an intense, ongoing statistical analysis of them. It is always developing and refining the prototype for an algorithm to model the long-term lifetime values of its individual customers. Part of this effort includes a client-potential model that measures how growable certain kinds of customers are to the bank. The bank also analyzes a customer's vulnerability to attrition and tries to flag the most vulnerable before they defect, in order to take preventive action in a focused, effective way.

      Four factors contribute to the underlying customer profit growth:

      1 Profit derived from increased purchases. Customers grow larger over time and need to purchase in greater quantities.

      2 Profit from reduced operating costs. As customers become more experienced, they make fewer demands on the supplier and fewer mistakes when involved in the operational processes, thus contributing to greater productivity for the seller and for themselves.

      3 Profit from referrals to other customers. Less needs to be spent on advertising and promotion due to word-of-mouth recommendations from satisfied customers.

      4 Profit from price premium. Customer acquisition can benefit from introductory promotional discounts, while long-term customers are more likely to pay regular prices. (But many companies have learned that if they advertise widely about a lower-price offer, they'd better be prepared to give it to current customers who want it too—or better yet, offer it without being asked.)

      No matter what the industry, the longer an enterprise keeps a customer, the more value that customer can generate for shareholders.

Industry Year 1 Year 2 Year 3 Year 4 Year 5
Credit Card $30 $42 $44 $49 $55
Industrial Laundry $144 $166 $192 $222 $256
Industrial Distribution $45 $99 $123 $144 $168
Auto Servicing $25 $35 $70 $88 $88

      Source: Frederick F. Reichheld and W. Earl Sasser Jr., “Zero Defections: Quality Comes to Services,” Harvard Business Review 68:5 (September–October 1990): 106.


Скачать книгу
Яндекс.Метрика