文档介绍：标题:Customer Retention Is Not Enough
pany how likely customers are to defect; mobile-phone customers, for instance, continually switch providers because of customer service problems. But satisfaction alone doesn't tell pany what makes customers loyal: the product or the difficulty of finding a replacement, for example. Nor does gauging satisfaction levels tell pany how susceptible its customers are to changing their spending patterns—variations that more e about as a result of changes in their lives, in pany's offer, or in petitors' offers. Understanding the other drivers of loyalty; our research showed, is crucial to having an influence on migration.
By learning to understand why customers exhibit different degrees of loyalty, bining that knowledge with data on current spending patterns, companies can develop loyalty profiles that define and quantify six customer segments (Exhibit 2). Three of them can be viewed as loyalists; 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 don'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 pany isn't meeting; they continually reassess their options and have found a better one; or they are actively dissatisfied, often because of a single bad experience, with a rude salesclerk, for example.
For industries that don't have petitors capable of meeting the basic needs of their customers, active dissatisfaction plays the strongest role in downward migration. As the number petitors providing a minimum level of satisfaction increases, other factors tend to assume a larger role; customers are more likely pare the merits of various voice mail options, for instance, once phones can be coun