Chapter 12 Flashcards

1
Q

____________ is an old-fashioned word that has traditionally been used to describe fidelity and enthusiastic devotion to a country, a cause, or an individual.

A

Loyalty

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2
Q

in a business context describes a customer’s willingness to continue patronizing a firm over the long run, preferably on an exclusive basis, and recommending the firm’s products to friends and associates.

A

Loyalty

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3
Q

IMPORTANCE OF CUSTOMERS LOYALTY TO FIRM PROFITABILITY (5)

A

1.Profit derived from increased purchases (or, in a credit card and banking environment, higher account balances)

2.Profit from reduced customer service costs

  1. Profit from referrals to other customers.
  2. Profit from lower price sensitivity that allow a price premium.

5.Acquisition costs can be amortized over a longer period.

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4
Q

Over time, business customers often grow larger and thus, need to purchase in greater quantities. Individuals may also purchase more as their families grow or as they become more affluent.

A

Profit derived from increased purchases

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5
Q

Both types of customers may be willing to consolidate their purchases with a single supplier who provides high-quality service, resulting in what we call a high share-of wallet.

A

Profit derived from increased purchases

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6
Q

As customers become more experienced, they make fewer demands on the supplier (for instance, they have less need for information and assistance, and make use of self-service options more).

A

Profit from reduced customer service costs.

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7
Q

They may also make fewer mistakes when involved in operational processes, thus contributing to greater productivity.

A

Profit from reduced customer service costs.

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8
Q

Positive word-of-mouth recommendations are like free sales and advertising, saving the firm from investing as much money in these areas.

A

Profit from referrals to other customers.

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9
Q

New customers often benefit from introductory promotional discounts, whereas long-term customers are more likely to pay regular prices, and when they are highly satisfied they tend to be less price sensitive.

A

Profit from lower price sensitivity that allow a price premium.

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10
Q

Moreover, customers who trust a supplier may be more willing to pay higher prices at peak periods or for express work

A

Profit from lower price sensitivity that allow a price premium.

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11
Q

The upfront costs of attracting new buyers can be amortized over many years.

A

Acquisition costs can be amortized over a longer period

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12
Q

These customer acquisition costs can be substantial and can include sales commissions, advertising and promotions costs, administrative costs of setting up an account, and sending out welcome packages and sign-up gifts.

A

Acquisition costs can be amortized over a longer period

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13
Q

DRIVERS OF CUSTOMERS LOYALTY
(3)

A
  1. Confidence benefits
  2. Social benefits
  3. Special treatment benefits
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14
Q

included feelings by customers that in an established relationship, there was less risk of something going wrong, greater confidence in correct performance, and the ability to trust the provider.

A

Confidence benefits

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15
Q

Customers experienced lowered anxiety when purchasing because they knew what to expect, and they typically received the firm’s highest level of service

A

Confidence benefits

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16
Q

embraced mutual recognition between customers and employees, being known by name, having a friendship with the service provider, and enjoyment of certain social aspects of the relationship.

A

Social benefits

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17
Q

included better prices, discounts on special deals that were unavailable to most customers, extra services, higher priority when there was a wait, and faster service than most customers.

A

Special treatment benefits

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18
Q

BUILDING A FOUNDATION FOR LOYALTY

A

How do customer needs relate to operations elements?
How well can service personnel meet expectations of different types of customers?
Can company match or exceed competing services that are directed at same types of customers?

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19
Q

Acquiring the ___________________ often brings long-term revenues and continued growth from referrals.

A

right customers

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20
Q

It can also enhance employees’ satisfaction, whose daily jobs are improved when they can deal with ____________ customers.

A

appreciative

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21
Q

Attracting the wrong customers typically results in costly ____, a diminished company reputation, and disillusioned employees.

A

churn

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22
Q

Too many service firms continue to focus on the number of customers they serve without giving sufficient attention to the value of each customer.

For example, Starwood Hotels & Resorts found that their top 2% of guests generated a whopping 30% of its profits! Generally speaking, heavy users who buy more frequently and in larger volumes are more profitable than occasional users.

A

Search for Value, Not Just Volume

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23
Q

Some customers more profitable than others in the short term .Others may have room for long-term growth

A

Search for Value, Not Just Volume

24
Q

Volume alone is no measure of excellence, sustainability, or profitability.

In professional services such as consulting firms or legal partnerships, the mix of business attracted may play an important role in both defining the firm and providing a suitable mix of assignments for staff members at different levels in the organization.

A

Search for Value, Not Just Volume

25
Q

__________ should adopt a strategic approach to retaining, upgrading, and even ending relationships with customers.

A
  • Marketers

Manage the Customer Base Through Effective Tiering of Service

26
Q

_______________ involves developing long-term, cost-effective links with customers for the mutual benefit of both parties, but these efforts need not - necessarily target all the customers of a firm with the same level of intensity.

A
  • Customer retention

Manage the Customer Base Through Effective Tiering of Service

27
Q

Research has confirmed that customer profitability and return on sales can be increased by focusing a firm’s resources on top-tier customers

A

Manage the Customer Base Through Effective Tiering of Service

28
Q

Draw an effective tiering of services

A

basta drawing

29
Q

These customers form a very small percentage of a firm’s customer base, but are heavy users and tend to contribute a large share of the profits.

A

Platinum

30
Q

This segment is usually less price sensitive, but expects higher service levels in return, and it is likely to be willing to invest in and try new services.

A

Platinum

31
Q

The _______ tier includes a larger percentage of customers than the platinum, but individual customers contribute less profit than platinum customers.

A

gold

32
Q

They tend to be slightly more price sensitive and less committed to the firm.

A

gold

33
Q

These customers provide the bulk of the customer base. Their numbers give the firm economies of scale.

A

Iron

34
Q

Hence, they are important so that a firm can build and maintain a certain capacity level and infrastructure, which is often needed for serving gold and platinum customers well.

A

Iron

35
Q

However, _____ customers on their own may only be marginally profitable. Their level of business is not enough to justify special treatment.

A

Iron

36
Q

Customers in this tier tend to generate low revenues for a firm, but often still require the same level of service as _____ customers, which turns them into a lossmaking segment from a firm’s perspective.

A

Lead

37
Q

CUSTOMER SATISFACTION AND SERVICE QUALITY ARE PREREQUISITES FOR LOYALTY

The foundation for building true loyalty lies in __________________. Highly satisfied or even delighted customers are more likely to consolidate their buying with one supplier, spread positive word-of-mouth, and become loyal apostles of a firm.

A

customer satisfaction

38
Q

CUSTOMER SATISFACTION AND SERVICE QUALITY ARE PREREQUISITES FOR LOYALTY

In contrast, ___________ drives customers away and is a key factor in switching behavior.

A

dissatisfaction

39
Q

CUSTOMER SATISFACTION AND SERVICE QUALITY ARE PREREQUISITES FOR LOYALTY

The satisfaction–loyalty relationship can be divided into three main zones: (3)

A

defection, indifference, and affection

40
Q

Customers will switch if switching costs are high or there are no viable or convenient alternatives.

A

The zone of defection occurs at low satisfaction levels.

41
Q

Extremely dissatisfied customers can turn into “terrorists” providing an abundance of negative word-of-mouth for the service provider.

A

The zone of defection occurs at low satisfaction levels.

42
Q

is found at moderate satisfaction levels. Here, customers are willing to switch if they find a better alternative.

A

The zone of indifference

43
Q

is located at very high satisfaction levels, where customers have such high attitudinal loyalty that they do not look for alternative service providers.

A

The zone of affection

44
Q

Customers who praise the firm in public and refer others to the firm are described as “________”.

A

apostle

45
Q

is used to describe customers who drop off a company’s radar screen and transfer their purchases to another supplier.

A

Defection

46
Q

Not only does a rising ________ rate indicate that something is wrong with quality (or that competitors offer better value), it may also be signaling a fall in profits.

A

defection

47
Q

Big customers don’t necessarily disappear overnight; they often may signal their mounting dissatisfaction by steadily reducing their purchases and shifting part of their business elsewhere.

A

Defection

48
Q

__________ is often defined as combining both behavioral and attitudinal loyalty, also referred to as share-of-wallet and share-of-heart.

A

True loyalty

49
Q

___________ includes behaviors such as buying again, a high share-of-wallet, providing positive word-of mouth, and attitudinal loyalty refers to a true liking and emotional attachment of the firm, service, and brand.

A

Behavioral loyalty

50
Q

It is important to note though that ___________ can be seen as a necessary but not sufficient driver of true customer loyalty.

A

satisfaction

51
Q

__________ alone does not explain a large amount of variance in loyalty behaviors, and has to be seen in combination with other factors such as;

A

Satisfaction

52
Q

___________ makes little sense and customers keep buying.

A

Switching

53
Q

STRATEGIES FOR DEVELOPING LOYALTY BONDS WITH CUSTOMERS

(3)

A

Deepen the Relationship through cross-selling and bundling

Encourage Loyalty Through Financial and Nonfinancial Rewards

Build Higher-Level Bonds

54
Q

STRATEGIES FOR REDUCING CUSTOMER DEFECTIONS

A

Analyze Customer Defections and Monitor Declining Accounts. Progressive service firms regularly conduct what is called churn diagnostics to gain a better understanding of why customers defect.

Address Key Churn Drivers

Implement Effective Complaint

Handling and Service Recovery Procedures

Increase Switching Costs

55
Q

IN STRATEGIES FOR REDUCING CUSTOMER DEFECTIONS

Analyze Customer Defections and Monitor Declining Accounts. Progressive service firms regularly conduct what is called _______________ to gain a better understanding of why customers defect.

A

churn diagnostics