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The MiSmanagement of Customer LoyaltyThe best customers, we’re told, are loyal ones. They cost less to serve, they’re usually willing to pay more than other customers. and they often act as word-of-mouth marketers for your company. Win loyalty, therefore, and profits will follow as night follows day. Certainly that’s what CRM software vendors—and the armies of consultants who help install their systems—are claiming. And it seems that many business executives agree. Corporate expenditures on loyalty initiatives are booming:The top 16 retailers in Europe, for example, collectively spent more than $1 billion last year。Indeed, for the last ten years, the gospel of customer loyalty has been repeated so often and so loudly that it seems almost crazy to challenge it.But that is precisely what some of the loyalty movement’s early believers are starting to do. Take the case of one high-tech corporate service provider. This company set up an elaborate costing scheme to track the performance of its newly instituted loyalty programs. The scheme measured not only direct product costs for each customer but also all associated advertising, service, sales force, and organizational expenses. After running the scheme for five years, the company was able to determine the profitability of each of its accounts over time. Executives were curious to see just what payoff they were getting from their $2 million annual investment in customer loyalty.The answer took them by surprise. About half of those customers who made regular purchases for at least two years—and were therefore designated as ‘loyal’—barely generated a profit. Conversely, about half of the most profitable customers were blow-ins, buying a great deal of high-margin products in a short time before completely disappearing.The research findings echo that company’s experience. Some experts have been studying the dynamics of customer loyalty and have found that the relationship between loyalty and profitability is much weaker—and subtler—than the proponents of loyalty programs claim. Specifically, they discovered little or no evidence to suggest that customers who purchase steadily from a company over time are necessarily cheaper to serve, less price sensitive, or particularly effective at bringing in new business.Indeed, in light of their findings, many companies will need to reevaluate the way they manage customer loyalty programs. Instead of focusing on loyalty alone, companies will have to find ways to measure the relationship between loyalty and profitability so that they car better identify which customers to focus on and which to ignore. The experts have found. a new methodology that will enable managers to determine far more precisely than most existing approaches do just when to let go of a given customer and so dramatically improve the returns on their investments in loyalty. According to the research findings, the customers who will bring in more profit are those who()

A. are regarded as loyal customers.
B. happen to buy the products frOm a company.
C. trust the quality of the products frOm a company.
D. care little about prices of the products.

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嵌顿疝内容物中的肠管是小肠憩室,称为

A. 闭孔疝
B. 瑞契(Richter)疝
C. 里脱(Littre)疝
D. 腹股沟滑动性疝
E. 腹股沟疝

Pricing and the Psychology of ConsumptionAsk any executive how pricing policies influence the demand for a product or service, and you’ll get a confident, well-reasoned reply。Ask that same executive how pricing policies affect consumption—the extent to which customers use products or services that they’ve (19) for—and you’ll get a muted response at best. It is found that managers rarely, if ever, think about consumption when they (20) prices—and that be an (21) oversight.For many executives, the idea that they should (22) consumers’ attention to the price that was paid for a product or service is counterintuitive. Companies have long (23) to mask the costs of their goods and services in order to boost sales. And rightly (24) —if a company fails to (25) theinitial sale, it won’t have to worry about consumption. To promote sales, health club managers encouragemembers to get the payment out of the (26) early;HMOs encourage automatic payroll deductions;and cruise lines bundle small, specific costs into a single, all-inclusive (27) .However, executives may be discouraging consumption when they (28) those pricing practices. People are more (29) to consume a product when they are (30) of its cost—when they feel’out of pocket’. But (31) pricing practices such as advance sales, season tickets, and price bundling all serve to mask howmuch a buyer has (32) on a given product, decreasing the likelihood that the buyer will actually use it. And a customer who doesn’t use a product is unlikely to buy that product again. Executives who (33) those pricing tactics without considering their impact on consumption may be trading off long-term customer retention for shorf-term increases in sales. 31()

A. common
B. same
C. ordinary
D. similar

Proper Preparation Prevents Poor Performance to research in the audience:the talk must be pitched at the appropriate level. The sixth

The MiSmanagement of Customer LoyaltyThe best customers, we’re told, are loyal ones. They cost less to serve, they’re usually willing to pay more than other customers. and they often act as word-of-mouth marketers for your company. Win loyalty, therefore, and profits will follow as night follows day. Certainly that’s what CRM software vendors—and the armies of consultants who help install their systems—are claiming. And it seems that many business executives agree. Corporate expenditures on loyalty initiatives are booming:The top 16 retailers in Europe, for example, collectively spent more than $1 billion last year。Indeed, for the last ten years, the gospel of customer loyalty has been repeated so often and so loudly that it seems almost crazy to challenge it.But that is precisely what some of the loyalty movement’s early believers are starting to do. Take the case of one high-tech corporate service provider. This company set up an elaborate costing scheme to track the performance of its newly instituted loyalty programs. The scheme measured not only direct product costs for each customer but also all associated advertising, service, sales force, and organizational expenses. After running the scheme for five years, the company was able to determine the profitability of each of its accounts over time. Executives were curious to see just what payoff they were getting from their $2 million annual investment in customer loyalty.The answer took them by surprise. About half of those customers who made regular purchases for at least two years—and were therefore designated as ‘loyal’—barely generated a profit. Conversely, about half of the most profitable customers were blow-ins, buying a great deal of high-margin products in a short time before completely disappearing.The research findings echo that company’s experience. Some experts have been studying the dynamics of customer loyalty and have found that the relationship between loyalty and profitability is much weaker—and subtler—than the proponents of loyalty programs claim. Specifically, they discovered little or no evidence to suggest that customers who purchase steadily from a company over time are necessarily cheaper to serve, less price sensitive, or particularly effective at bringing in new business.Indeed, in light of their findings, many companies will need to reevaluate the way they manage customer loyalty programs. Instead of focusing on loyalty alone, companies will have to find ways to measure the relationship between loyalty and profitability so that they car better identify which customers to focus on and which to ignore. The experts have found. a new methodology that will enable managers to determine far more precisely than most existing approaches do just when to let go of a given customer and so dramatically improve the returns on their investments in loyalty. According to the second paragraph, many people are involved in the job to generate customer loyalty besides()

A. producers.
B. suppliers.
C. salespeople.
D. vendors.

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