Customer loyalty and customer loyalty programs
顾客忠诚作文模板英文
顾客忠诚作文模板英文Title: Enhancing Customer Loyalty: A Comprehensive Approach。
Introduction:In today's competitive business landscape, fostering customer loyalty is crucial for sustained success. Customer loyalty goes beyond mere satisfaction; it entails a deep emotional connection and repeated engagement with a brand or company. In this essay, we'll explore effective strategies and frameworks to enhance customer loyalty.Understanding Customer Needs:The foundation of building customer loyalty lies in understanding their needs, preferences, and pain points. Conducting thorough market research, collecting feedback, and analyzing customer data are essential steps in this process. By gaining insights into what drives customerbehavior, businesses can tailor their products, services, and marketing efforts accordingly.Providing Exceptional Customer Service:Exceptional customer service is a cornerstone of customer loyalty. Responding promptly to inquiries, resolving issues efficiently, and going the extra mile to meet customer expectations can significantly impact loyalty levels. Investing in customer service training for employees and implementing customer relationship management (CRM) systems can streamline communication and enhance service quality.Building Trust and Credibility:Trust is a fundamental element of any successful customer relationship. Businesses can build trust by delivering on promises, maintaining transparency, and consistently delivering high-quality products or services. Honesty in advertising and pricing, along with ethical business practices, also contribute to building credibilitywith customers.Creating Personalized Experiences:Personalization is key to fostering a deeper connection with customers. Utilizing customer data to customizeproduct recommendations, offers, and communication can make customers feel valued and understood. Personalized experiences can range from tailored marketing emails to customized product configurations, enhancing overall satisfaction and loyalty.Rewarding Loyalty:Implementing a rewards program is an effective way to incentivize repeat purchases and encourage loyalty. Whether through points-based systems, discounts, or exclusive perks, rewards programs provide tangible benefits for loyal customers. Regularly communicating these benefits and showing appreciation for customer loyalty reinforcespositive behavior and strengthens the bond between customers and the brand.Engaging Customers Through Multiple Channels:In today's digital age, customers interact with brands through various channels, including websites, social media, mobile apps, and physical stores. Creating a seamless omnichannel experience ensures consistency and convenience across all touchpoints. Leveraging technology to personalize interactions and provide relevant content enhances engagement and fosters loyalty.Soliciting and Acting on Feedback:Listening to customer feedback is essential for continuous improvement and maintaining customer loyalty. Encouraging feedback through surveys, reviews, and social media allows businesses to identify areas for enhancement and address customer concerns proactively. Acting on feedback demonstrates a commitment to customer satisfaction and fosters trust and loyalty.Conclusion:In conclusion, building and maintaining customerloyalty requires a multifaceted approach that encompasses understanding customer needs, providing exceptional service, building trust, personalizing experiences, rewarding loyalty, engaging across multiple channels, and soliciting feedback. By prioritizing customer satisfaction and loyalty, businesses can cultivate long-term relationships that drive growth and success.。
麦肯锡 - 增加顾客满意度的3C法则 - The three Cs of customer satisfaction
The three Cs of customer satisfaction: Consistency, consistency, consistency It may not seem sexy, but consistency is the secret ingredient to making customers happy. However, it’s difficult to get right and requires top-leadership attention.“Sustaining an audience is hard,” Bruce Springsteen once said. “It demands a consistency of thought, of purpose, and of action over a long period of time.” He was talking about his route to music stardom, yet his words are just as applicable to the world of customer experience. Consistency may be one of the least inspirational topics for most managers. But it’s exceptionally powerful, especially at a time when retail channels are proliferating and consumer choice and empowerment are increasing.Getting consistency right also requires the attention of top leadership. That’s because by using a variety of channels and triggering more and more interactions with companies as they seek to meet discrete needs, customers create clusters of interactions that make their individual interactions less important than their cumulative experience. This customer journey can span all elements of a company and include everything from buying a product to actually using it, having issues with a product that require resolution, or simply making the decision to use a service or product for the first time.It’s not enough to make customers happy with each individual interaction. Our most recent customer-experience survey of some 27,000 American consumers across 14 different industries found that effective customer journeys are more important: measuring satisfaction on customer journeys is 30 percent more predictive of overall customer satisfaction than measuring happiness for each individual interaction. In addition, maximizing satisfaction with customer journeys has the potential not only to increase customer satisfaction by 20 percent but also to lift revenue by up to 15 percent while lowering the cost of serving customers by as much as 20 percent. Our research identified three keys to consistency:Alfonso Pulido, Dorian Stone, and John Strevel M A R C H 20141. Customer-journey consistencyIt’s well understood that companies must continually work to provide customers with superior service, with each area of the business having clear policies, rules, and supporting mechanisms to ensure consistency during each interaction. However, few companies can deliver consistently across customer journeys, even in meeting basic needs.Simple math illustrates why this is so important in a world of increasingly multichannel, multitouch customer journeys. Assume a customer interacts six times with a pay-TV company, starting when he or she undertakes online research into providers and ending when the first bill is received 30 days after service is installed. Assuminga 95 percent satisfaction rate for each individual interaction—whether measuring responsiveness, the accuracy of information, or other factors—even this level of performance means that up to one in four customers will have a poor experience during the on-boarding journey.The fact is that consistency on the most common customer journeys is an important predictor of overall customer experience and loyalty. Banks, for example, saw an exceptionally strong correlation between consistency on key customer journeys and overall performance in customer experience. And when we sent an undercover-shopping team to visit 50 bank branches and contact 50 bank call centers, the analysis was confirmed: for lower-performing banks, the variability in experience was much higher among a typical bank’s branches than it was among different banks themselves. Large banks typically faced the greatest challenge.2. Emotional consistencyOne of the most illuminating results of our survey was that positive customer-experience emotions—encompassed in a feeling of trust—were the biggest drivers of satisfaction and loyalty in a majority of industries surveyed. We also found that consistency is particularly important to forge a relationship of trust with customers: for example, customers trusted banks that were in the top quartile of delivering consistent customer journeys 30 percent more than banks in the bottom quartile.What is also striking is how valuable the consistency-driven emotional connection isfor customer loyalty. For bank customers, “a brand I feel close to” and “a brand thatI can trust” were the top drivers for bank differentiation on customer experience. In a world where research suggests that fewer than 30 percent of customers trust most major financial brands, ensuring consistency on customer journeys to build trust is important for long-term growth.3. Communication consistencyA company’s brand is driven by more than the combination of promises made and promises kept. What’s also critical is ensuring customers recognize the delivery of those promises, which requires proactively shaping communications and key messages that consistently highlight delivery as well as themes. Southwest Airlines, for example, has built customer trust over a long period by consistently delivering on its promiseas a no-frills, low-cost airline. Similarly, Progressive Insurance created an impression among customers that it offered lower rates than its competitors in the period from 1995 to 2005 and made sure to highlight when it delivered on that promise. Progressive also shaped how customers interpreted cost-reduction actions such as on-site resolution of auto claims by positioning and reinforcing these actions as part of a consistent brand promise that it was a responsive, technology-savvy company. In both cases, customer perceptions of the brands reinforced operational realities. Such brands generate a reservoir of goodwill and remain resilient on the basis of their consistency over time in fulfilling promises and their strong, ongoing marketing communications to reinforce those experiences.Becoming a company that delivers customer-journey excellence requires many things tobe done well. But we’ve found that there are three priorities. First, take a journey-based approach. For companies wanting to improve the customer experience as a means of increasing revenue and reducing costs, executing on customer journeys leads to the best outcomes. We found that a company’s performance on journeys is 35 percent more predictive of customer satisfaction and 32 percent more predictive of customer churn than performance on individual touchpoints. Since a customer journey often touches different parts of the organization, companies need to rewire themselves to create teams that are responsible for the end-to-end customer journey across functions. While we know there are an infinite number of journeys, there are generally three to five that matter most to the customer and the business—start your improvements there. To track progress, effectiveness, and predict opportunities, you may need to retool both metrics and analytics to report on journeys,not just touchpoint insights.Second, fix areas where negative experiences are common. Because a single negative experience has four to five times greater relative impact than a positive one, companies should focus on reducing poor customer experiences, especially in those areas in which customers come into contact with the organization most often. For instance, training frontline service representatives to identify and address specific customer issues through role playing and script guidelines will go a long way toward engendering deeper customer trust.Finally, do it now. Our research indicates that since 2009, customers are valuing an “average” experience less and have even less patience for variability in delivery. In addition, companies that experience inconsistency challenges often expend unnecessary resources without actually improving the customer journey. Making additional investments to improve the customer experience without tightening the consistency of experience is just throwing good money after bad.For more details about customer satisfaction across industries, see “Customer satisfaction survey: Who’s up and who’s down,” on the McKinsey on Marketing & Sales website, .Alfonso Pulido is an associate principal in McKinsey’s San Francisco office, where Dorian Stone is a principal; John Strevel is an associate principal in the Toronto office.Copyright © 2014 McKinsey & Company. All rights reserved.。
客户管理制度英文
客户管理制度英文1. IntroductionIn today's competitive business environment, customer satisfaction is a key driver of success. Effective customer management system is essential for building and maintaining strong relationships with customers. This document outlines the customer management system that will be implemented in our organization to improve customer satisfaction and loyalty.2. ObjectivesThe main objectives of the customer management system are:- To provide personalized and efficient customer service- To build long-lasting relationships with customers- To increase customer retention and loyalty- To gather and analyze customer feedback for continuous improvement- To improve overall customer satisfaction3. Customer SegmentationOne of the key aspects of an effective customer management system is customer segmentation. By dividing customers into different segments based on their needs, preferences, and behaviors, we can tailor our services and communication to better meet their expectations. Some common segmentation criteria include:- Demographics (age, gender, income level, etc.)- Geographic location- Psychographics (lifestyle, values, attitudes, etc.)- Purchase history- Engagement level (frequency of interaction with the organization)4. Customer Relationship Management (CRM) SoftwareTo effectively manage customer relationships, our organization will implement a CRM software system. This software will enable us to store and track customer information, interactions, and preferences in one centralized database. Some key features of the CRM software include:- Customer profiles with contact information, purchase history, preferences, etc.- Communication tools (email, SMS, social media integration, etc.)- Task and appointment scheduling- Sales and marketing automation- Reporting and analyticsBy using CRM software, we can streamline our customer management processes, improve efficiency, and provide a more personalized experience for our customers.5. Customer CommunicationEffective communication is crucial for building and maintaining strong relationships with customers. Our organization will implement the following communication strategies to keep customers informed and engaged:- Regular updates via email newsletters, social media, and website announcements- Personalized communication based on customer preferences and behaviors- Prompt responses to customer inquiries and feedback- Proactive outreach to address any issues or concerns- Surveys and feedback forms to gather customer inputBy maintaining open and transparent communication channels, we can enhance trust and loyalty with our customers.6. Customer Feedback and SatisfactionGathering and analyzing customer feedback is essential for improving our products and services. Our organization will implement the following strategies to measure customer satisfaction and gather feedback:- Customer satisfaction surveys after purchase or interaction- Online reviews and ratings- Social media monitoring for customer comments and feedback- Customer service feedback forms- Net Promoter Score (NPS) surveys to measure customer loyaltyBy collecting and analyzing customer feedback, we can identify areas for improvement and make necessary adjustments to enhance overall customer satisfaction.7. Customer Service ExcellenceProviding exceptional customer service is key to retaining and attracting customers. Our organization will focus on the following principles to ensure customer service excellence: - Empathy and understanding of customer needs- Timely response to inquiries and issues- Professionalism and courteousness in all interactions- Going above and beyond to exceed customer expectations- Continuous training and development of customer service staffBy prioritizing customer service excellence, we can differentiate our organization from competitors and build long-lasting relationships with customers.8. Customer Retention and LoyaltyCustomer retention is crucial for long-term business success. Our organization will implement the following strategies to increase customer retention and loyalty:- Loyalty programs and incentives for repeat customers- Personalized offers and discounts based on customer preferences- Special promotions and events for loyal customers- Exclusive access to new products and services- Regular communication to keep customers engaged and informedBy focusing on customer retention and loyalty, we can increase customer lifetime value and strengthen relationships with our most valuable customers.9. ConclusionIn conclusion, effective customer management system is essential for building and maintaining strong relationships with customers. By implementing customer segmentation, CRM software, communication strategies, feedback mechanisms, customer service excellence, and retention initiatives, our organization can improve customer satisfaction and loyalty. By prioritizing customer needs and preferences, we can differentiate ourselves from competitors and achieve long-term success in the marketplace.。
客户忠诚度英语
客户忠诚度英语Customer loyalty refers to the likelihood of a customer continuing to do business with a company and making repeat purchases over time. It is a crucial factor in the success of a business, as loyal customers tend to spend more, provide valuable feedback, and refer new customers to the company.There are several ways to measure and improve customer loyalty. One common method is the Net Promoter Score (NPS), which measures the likelihood of customers to recommend a company to others. Other methods include customer satisfaction surveys, customer retention rates, and the number of repeat purchases.Building and maintaining customer loyalty requires a combination of excellent products or services, effective communication, and a positive customer experience. Companies must consistently deliver high-quality products and services to meet or exceed customer expectations. They should also communicate with customers regularly to understand their needs and address any concerns or issues promptly.In addition to product and service quality, the overall customer experience plays a significant role in building loyalty. This includes the ease of doing business with the company, the friendliness and helpfulness of the staff, and the company's reputation and brand image. Companies should strive to create a positive and memorable experience for their customers at every touchpoint.Moreover, loyalty programs and incentives can also be effective in encouraging repeat purchases and building customer loyalty. These programs can include rewards points, discounts, exclusive offers, or VIP treatment for loyal customers. By providing additional value to customers, companies can strengthen the bond with their customer base and encourage repeat business.In conclusion, customer loyalty is essential for thelong-term success of a business. By consistently delivering high-quality products and services, providing a positive customer experience, and implementing loyalty programs, companies can build and maintain a loyal customer base. Ultimately, loyal customers are more likely to make repeat purchases, provide valuable feedback, and refer newcustomers, contributing to the overall growth and successof the business.客户忠诚度是指顾客在一段时间内继续与公司做生意并重复购买的可能性。
顾客服务英语词汇
顾客服务英语词汇Customer service is a crucial aspect of any business, as it directly impacts customer satisfaction and loyalty. Good customer service can lead to repeat business and positive word-of-mouth referrals, while poor customer service can result in lost sales and negative reviews. To provide excellent customer service, it is important for businesses to have a strong vocabulary of customer service English terms. In this article, we will explore a comprehensive list of customer service vocabulary, ranging from basic terms to more advanced phrases.Basic Customer Service Vocabulary:1. Customer: A person who purchases goods or services from a business.2. Service: The action of helping or doing work for someone.3. Satisfaction: The feeling of pleasure or contentment that comes from achieving or fulfilling a desire or need.4. Loyalty: A customer's willingness to continue buying from or using a particular brand or company.5. Assistance: Help or support provided to someone.6. Complaint: An expression of dissatisfaction or dissatisfaction with a product or service.7. Solution: A means of solving a problem or dealing with a difficult situation.8. Inquiry: A request for information or clarification.9. Refund: The return of money that has been paid.10. Exchange: The act of giving one thing and receiving another in return.Intermediate Customer Service Vocabulary:11. Protocol: A standard set of rules or procedures.12. Feedback: Information about customer satisfaction or dissatisfaction.13. Quality: The standard of something as measured against other things of a similar kind.14. Speed: The rate at which something moves or operates.15. Efficiency: The state or quality of being efficient, i.e., achieving maximum productivity with minimum wasted effort or expense.16. Responsiveness: The ability to respond quickly and positively to customer needs.17. Accessibility: The quality of being easily reached or entered.18. Courtesy: Polite behavior in dealing with others.19. Flexibility: The willingness to change or adapt to new circumstances.20. Communication: The imparting or exchanging of information or news.Advanced Customer Service Vocabulary:21. Empathy: The ability to understand and share the feelings of another.22. Personalization: Tailoring a product or service to meet the specific needs or preferences of an individual customer.23. Proactive: Taking action in anticipation of future needs or problems.24. Problem-solving: The process of finding solutions to difficult or complex issues.25. Upselling: Encouraging a customer to purchase additional or more expensive items or services.26. Cross-selling: Offering related items or services to a customer.27. Service recovery: The process of resolving a customer's problem or complaint in a way that leaves them satisfied.28. First-call resolution: The ability to resolve a customer's issue or question on the first call or interaction.29. Brand reputation: The perceived image and standing of a brand or company in the eyes of customers and the general public.30. Customer-centric: Putting the customer's needs and wants at the center of all business decisions and actions.In conclusion, having a strong vocabulary of customer service terms is essential for any business aiming to provide excellent customer service. The terms listed in this article cover basic, intermediate, and advanced levels, enabling businesses to communicate effectively with customers and meet their needs and expectations. By implementing these terms in their customer service strategies, businesses can enhance customer satisfaction, loyalty, and ultimately, their bottom line.Improving Customer Service Skills:In addition to having a strong vocabulary of customer service terms, it is important for businesses and their customer service representatives to develop and improve their customer service skills. Here are some key skills that can help provide exceptional customer service:1. Active Listening: Effective customer service starts with active listening. Customer service representatives should give their full attention to the customer, listen to their needs and concerns, and respond accordingly. This shows the customer that their opinions and concerns are valued.2. Empathy: Empathy is the ability to understand and share the feelings of another person. Customer service representatives should show empathy towards customers, acknowledging their frustrations and providing support. Empathy can go a long way in building customer loyalty and satisfaction.3. Problem-Solving: Customer service representatives should be skilled problem-solvers. They should have the ability to analyze situations, identify the root cause of a problem, and come up with effective solutions. This requires critical thinking, creativity, and a proactive approach.4. Patience: Patience is an important virtue in customer service. Dealing with frustrated or upset customers can be challenging, but customer service representatives should remain calm and patient. They should not rush the conversation or become defensive. Instead, they should take the time to understand the issue and work towards a resolution.5. Effective Communication: Clear and effective communication is crucial in customer service. Customer service representatives should use clear and concise language, avoiding technical terms or jargon that may confuse customers. They should also pay attention to their tone of voice and body language, as these can impact the customer's perception of the interaction.6. Product Knowledge: Customer service representatives should have a good understanding of the products or services their company offers. This knowledge allows them to accurately answer customer inquiries and provide valuable assistance. Ongoingtraining can help ensure that representatives stay up to date with any product or service updates.7. Time Management: Efficient time management is essential in customer service. Representatives should strive to handle customer inquiries or issues in a timely manner, without compromising on the quality of service. Prioritization and organization skills are key in effectively managing workload and customer expectations.8. Adaptability: Customer service situations can vary greatly, and representatives should be adaptable in order to meet different customer needs. They should be able to quickly adjust their communication style, problem-solving approach, and strategies based on the specific situation and the customer's personality and preferences.9. Conflict Resolution: Conflict may sometimes arise in customer service interactions. Representatives should be skilled in handling conflicts and resolving disputes in a fair and positive manner. This may involve active listening, finding common ground, and offering viable solutions.10. Continuous Improvement: Customer service representatives should continuously seek opportunities for improvement. They should actively seek feedback from customers, review their own performance, and participate in training programs to enhance their skills and knowledge.By developing and reinforcing these customer service skills, businesses can deliver exceptional customer experiences and buildlong-lasting relationships. These skills, combined with a strong vocabulary of customer service terms, empower businesses to effectively address customer needs and exceed expectations.。
大学英语职场英语教材答案
大学英语职场英语教材答案大学英语职场英语教材是一本旨在帮助大学生提升职场英语能力的教材。
通过学习这本教材，学生可以掌握在职场中常用的英语词汇、语法和表达方式，提高与国际合作伙伴的交流能力。
以下是该教材的部分答案，希望对同学们的学习有所帮助。
Unit 1: Workplace Communication SkillsPart A: Listening Comprehension1. B. It is important to communicate effectively in the workplace.2. D. Speak clearly and confidently.3. A. Asking for clarification.4. C. Restate what you have understood to confirm understanding.5. B. Taking notes during a meeting.Part B: Speaking Practice1. Hi, my name is John. I'm an intern in the marketing department. Nice to meet you!2. Sure, I'd be happy to help. What specifically do you need assistance with?3. Could you please repeat that? I didn't quite catch what you said.4. I think it would be beneficial to schedule a meeting to discuss this in more detail. What time works for you?5. I apologize for the misunderstanding. Let's go over the instructions again to make sure we are on the same page.Unit 2: Writing Effective EmailsPart A: Reading Comprehension1. C. To provide guidance on writing professional emails.2. D. Use a professional and concise tone in email communication.3. B. Include a clear subject line.4. A. Avoid using emojis in work-related emails.5. C. Proofread and edit before sending the email.Part B: Writing PracticeDear Mr. Smith,I hope this email finds you well. I am writing to discuss the upcoming project deadline. According to our records, the deadline for submitting the project report is next Friday, May 15th. However, due to unforeseen challenges, we are requesting a two-day extension until Sunday, May 17th.We understand the importance of meeting deadlines and assure you that we are working diligently to complete the project on time. We have encountered unexpected delays in gathering the necessary data, which has affected our progress. With the additional two days, we will be able to finalize the report and ensure its quality.Thank you for your understanding and support. We value your guidance and trust in our capabilities. Please let us know if the extension is feasible,and if there are any specific requirements or adjustments you would like us to make. We look forward to your response.Best regards,JohnUnit 3: Business PresentationsPart A: Listening Comprehension1. D. To introduce a new marketing strategy.2. A. By providing data and statistics.3. B. Use visual aids such as graphs and charts.4. C. Practice the presentation beforehand.5. B. Ask for feedback from colleagues.Part B: Speaking PracticeGood morning, ladies and gentlemen,Thank you for giving me the opportunity to present our new marketing strategy. Today, I would like to share with you our plans to increase brand awareness and expand our market share.First, let's take a look at the current market trends. As you can see from the graph, the demand for our products has been steadily increasing over the past year. However, there is still room for growth, especially in the younger demographic.To capture this market, we have developed a comprehensive marketing campaign that focuses on social media platforms. By leveraging popular influencers and utilizing targeted advertisements, we aim to reach a wider audience and generate greater engagement.Furthermore, we will be launching a series of promotional events and contests to create buzz and excitement around our brand. Through these initiatives, we expect to not only increase sales but also enhance brand loyalty and customer retention.In conclusion, our new marketing strategy is designed to drive growth and strengthen our position in the market. We are confident that with the right execution, we will achieve our goals and exceed expectations.Thank you for your time and attention. I am now open to any questions you may have.Unit 4: Interview SkillsPart A: Reading Comprehension1. D. To provide tips for successful job interviews.2. B. Research the company and prepare relevant questions.3. C. Dress appropriately and maintain good body language.4. A. Show enthusiasm and highlight relevant skills and experiences.5. D. Follow up with a thank-you email or note.Part B: Speaking PracticeInterviewer: Can you tell me about yourself and why you are interested in this position?Candidate: Certainly. My name is Sarah, and I recently graduated with a degree in Business Administration. I have a strong interest in the finance industry and have been following your company for quite some time. I am particularly drawn to your innovative approach and commitment to client satisfaction. I believe my skills in financial analysis and excellent communication can contribute significantly to the team.Interviewer: How do you handle conflicts in the workplace?Candidate: When faced with conflicts, I always strive to maintain a calm and professional demeanor. I believe in open and honest communication, and I would first try to understand the perspectives of all parties involved. If necessary, I would suggest a meeting to discuss the issue and find a mutually beneficial solution. I believe that conflicts, when managed properly, can lead to positive outcomes and stronger team dynamics.以上是大学英语职场英语教材的部分答案。
外文翻译--顾客品牌忠诚度
外文原文Customer Brand LoyaltyAbstractWith the appearance of deceptive sales, poor customer care and crooked promotion, keeping loyal customers becomes even more difficult .Even though pursuing consumer reliability costs time and effort, it is really the most valuable asset of a successful company.Keywords: Customer care, Brand, Customer loyalty, Brand loyalty1. Back ground information of customer brand loyaltySince the world is a global marketing now, competition among diverse corporations has become more drastic. In order to seize hold of the advantaged position in the marketplace, a mass of marketing specialists work out multifarious strategies to insure their triumph for a long time. Among these advanced strategies, developing and maintaining customer brand loyalty is considered to be a preferable option by more and more entrepreneurs. Nevertheless, there are still lots of people who refuse to attempt to this technique. They assert that it is impossible to achieve the ideal target, especially in the developed marketing economy. One can clearly see that even though pursuing consumer reliability costs time and effort, it is really the most valuable asset of a successful company.1.1 The definition of brand loyaltyBrand loyalty is defined as keeping preferable to a specific product or service (BNET Business Dictionary). To rephrase it, faithful purchasers trend to pay money for the same brand of merchandise, and speak highly of its values. What’ more, they believe that their choice is better than others.1.2 The development of the conceptThe notion of purchaser trustworthiness came through a long time and changed a lot. In an article by Gonring (2008, p.29), customer brand was given the definition of product quality before the 1980s. During the late 1980s and near the beginning 1990s, its emphasis changed from quality to customers. Still, with the competitors coming into the market in the late 1990s, satisfying and caring much about the clients becamea much more significant object of many corporations. Since then, people have paid more and more attention on customer to make more profits.1.3 Four types of loyaltyCustomer brand loyalty has many aspects. Rowley (2005, p.574) concludes that there are four types of loyalty: captive, convenience-seekers, contented and committed. Captive customers prefer repeatedly purchasing the same product, service and brand because of lack of opportunities to substitute for alternatives. Convenience-seekers may not respect the brand itself, but look on the convenience that can carry. Contented consumers however, have a positive attitude to a brand, but they won’t attempt to some extra consumption. The perfect one is the committed, who are active both in attitude and behavior.2. Consumer brand loyalty has a significant position in the marketing.2.1 Regarded as an essential feature of brand valueIt is admittedly true that shopper allegiance for a brand in truth contributes much to marketing. According to the concept of brand loyalty, it is regarded as the essential feature of brand value. The American Marketing Association gives it the explanation as “the situation in which a consumer generally pays money for the same manufacturer-originated product or service repeatedly over time rather than buying from multiple suppliers withi n the category” or “the degree to which a consumer consistently purchases the same brand within a product class”(2006, qtd in Moisescu). The author draws attention to the fact that since other descriptive aspects of brand equity, such as considerable quality, associations and awareness, all have consanguineous relationship with purchase and appreciation, they can guarantee the level of brand loyalty. It follows that brand fidelity may add the satisfaction of other dimensions of brand value. For example, brand devotion always leads the payers to believe the perceived quality of the brand is better than others.2.2 Cut down costsThis strategy may facilitate vendors expend less but attain utmost money in the marketing. The work of Reichheld (2000, qtd in Banasiewicz) reveals that sellers have to waste as much as four times money to attract new clients than to continue the loyalcustomer. On account of this, the author turned to a perfect statistic to prove this contention. He goes on to indicate that for an individual customer, you have to just spend 5 percent of wealth for keeping his loyalty; alternatively, you will receive 75% of profits that he will bring in. It can be comprehended as acquiring new purchasers expend more money to advertising, giveaway and industry discount.2.3 Less sensitive to priceTypical loyal purchasers are less sensitive to price. Because of this, when a product mark up, they won’t lessen the quantity of they buy. It is the view of Reilly (2008) that loyal customers deem the assessment of the product. As a consequence, they strong believe their choices. In that case, they trend to center less on the price.2.4 Bring in new potential faithful consumersThe potential benefit that the loyal customers are able to add is that they may bring in more new consumers. At the same time, these potential consumers are also possible to become the future loyal customers. A good example of this is that when one repeatedly buy the same brand cosmetic, and consider it convenient to use, he will recommend it to his classmates and girl friend. Hence, there is no wonder that people around always own the same brand of clothes as well as other commodity. In contrast, if people around me complain the poor quality of a brand to me frequently, I won’t think of owning it as well.2.5 Benefit in global marketplaceMost of all, in the global economy, client brand dependability stands out as an important competitive weapon. Kust (2008, p.24) correctly argues that the world has switched into a global business in the last 10 decades; developing the brand loyalty globally is essential to enter the market. He goes on to indicate that in order to keep a trust relationship with their consumer, corporations should create a customer brand loyalty program among customers.3. Difficulties sometimes stop businessmen from working out the technology.3.1 Purchasers refuse loyalty programsIt is a popular belief, however, that we may find certain difficulties to face with consumer loyalty. First of all, Consumers are less willing to participate to customerloyalty program for several reasons. The excellent consumer loyalty program concludes both rewards and recognition; nevertheless, notwithstanding, the target doesn’t make sense in the modern society. Thomas (2009, qtd in Silverstein) draws attention to the fact that with customers facing an array of choices, they will be particular about what they buy; as a consequence, we are paying more attention on the rewards of a product. It means that little rewards won’t satisfy us any more. In other words , it is the modern economy environment that makes it more difficult for the sellers to remunerate people.3.2 Loyal programs is incompleteYet another primary reason for non-participation is that customers have more requirements on loyalty program .According to Silverstein (2009), more than 50% of audiences complain that most loyalty programs look the same, so they lose interest to belong to any program. Worse still, some people who once took part in any loyalty program even drop out because of these two reasons. At the same time, some people content that companies entrepreneurs shouldn’t rely absolutely on customer fidelity. A good example of this is that current loyalty program exists some drawbacks which make its function incomplete (2003, Uncles, p.294). The author examines that most people trend to pay money for the product they require. In simpler terms, customers choose only one category of brands is an ideal condition.4. There are several infections of purchasers’ loyalty.While it is true that retaining loyalty meets a lot of trouble, there is something can be done to reduce the risks. It can be clearly be maintained that finding the complication of brand loyalty can aid us solve the problems. To begin with, they should have a deep anal ysis of the customers’ purchase inclination. For instance, what they would like to pay, how much they prefer to spent on the particular kind of good, and how often they go on shopping (Neuberger, 2008).4.1 Brand reputationEnterprisers should pay more attention on the relationship of brand loyalty and brand reputation. Reference to Selnes (1996, p.19) reveals that, brand reputation is one of the most significant driver of brand loyalty, so it is efficient to pursuereputation for better consumer reliability. To put it briefly, having a good reputation means that customers are preferable for this product on attitude; hence, they will take action to buy this products. That is to say, brand reputation contributes to brand loyalty by increasing willingness and belief so that the attitude may change to behavior.4.2 Brand imageBrand image play an important role in brand building, especially in customer dependability. As Reichheld (2001,qtd in Hsieh and Li, p.529) perceptively state that preferable brand image will lead consumers to conceive a perception of an organization’s public relationship practice, which matches the corporate reputation better. With this in mind, customers are more likely to retain optimistic faith, attitude, and action. It must be therefore be acknowledged that customer loyalty grows fast through approving brand image.4.3 Consumers’ satisfaction4.3.1 Positive effect on a single productThe evidence seems to be strong that when we talk about loyalty, we can’t forget to mention customer satisfaction. Ha (2009, p.198) has expressed the view that satisfaction is a crucial factor of the customer performance and attitude. In the example, the researcher gets the data from different countries. Even though the culture is different, the result of the conclusion is the same.4.3.2 Weaker influence on brand aloneIt is a popular belief, however, that some people content that the condition of the effect of satisfaction depends. A good example of this is that when checking product singly, satisfaction is more indispensable. Conversely, its function becomes weaker in case of applying brand alone (2008, Torres-Moraga, p.302).4.4 Internal brandingInternal branding is also a valuable outcome of brand loyalty. Internal branding affects mostly the employee’s identification. What’s more, empolyee’s identification makes an positive effect on customer loyalty. It must therefore be recognized that internal branding contributes to customer loyalty (2009, Punjaisri, p.206).5. Corporations can do some effort to build and improve loyaltyAccording to the author, in order to achieve this goal, managers should use the street teams, brand reps, and brand Ambassadors. And yet, street teams will work well, only by the audience fit the target.5.1 Pay more attention on customer careCustomer care is considered a good point to building customer loyalty. As Webb (1999, p.72) has indicated that companies should think much about what the customers care. They can know much about the customers by asking a series of open-mind question. To be sure, the customer would like to talk deeply about their situation.5.2 Keep honest to customersNot only that, but also keeping honest to customers may retain customers’ trust. As an illustration, online travel agency Orbitz Worldwide displays the actual price on the internet on the purpose of winning customers trust. On the contrary, numerous companies only show the basic rate on the internet. Actually, the price is a 15% higher (2009, Peterson). If we customers are treated fairly on the price, we would like to give out our trust.5.3 Measurement of loyaltyMost of all, the measurement of the customer loyalty is another point that we need focus on. Turning to Terry,one finds that the good method to do measure is to separate 3 groups of the consumers according to the sore they receive. If they get the score 1-6, they are called detractors. The passives are those who have the score 7-8, and the promoters ‘achieve are 9-10. Next, divide the total people who take part in the test with the promoters, and then you will get a percentage, which represents the level of your customer loyalty. He goes on to indicate that most companies get 10%-20% loyal clients.出处：Junjun Mao, International Journal of Business and Management [J]. Science and Education :July 2010. V ol. 5, No. 7出处：616 International Journal of Management Vol. 27 No. 3 Part 2 Dec 2010中文译文：顾客品牌忠诚度摘要：随着销售欺诈、顾客关注度降低、非法促销这些现象的出现，维持客户忠诚变得越来越困难。
外卖O2O平台双边顾客满意度提升策略研究文献综述
文献综述报告班级：12工商(2)班学号：姓名：一、引言随着电子商务的迅速发展，通过外卖O2O平台订餐逐渐成为订餐主流。
在近几年的发展中，逐渐出现了以美团外卖、饿了么、百度外卖为三大巨头的外卖O2O平台。
由于目前的外卖O2O平台在定位、功能、竞争手段及用户体验上同质化程度高，所以用户与外卖平台建立稳定的合作关系与形成忠诚的重点在于外卖配送服务过程。
因此本研究着重对消费者所关心的外卖配送服务阶段的满意度进行研究，比较符合实际情况，也更具有现实意义。
本研究从顾客对整个服务过程的感知角度，对外卖服务满意度的影响因素展开深入研究，在现今激烈的外卖O2O服务市场竞争环境下，将美国顾客满意指数( American Customer Satisfaction Index，ACSI)模型应用到外卖O2O服务方向研究上，建构我国当前外卖O2O平台服务的顾客满意度评价指标体系。
为外卖平台与线下参与商家提出具有实践性和针对性的服务评价模型，并且对其提高竞争能力提供一定的参考价值。
二、顾客满意度概念及研究（一）顾客满意度概念客户满意度是一个相对化的理念，它是指客户理想中的期望值与最终现实收获值之间的相互匹配程度，是客户在经历了无数次的购买活动中慢慢累积起来的一种相对连续性的状态，也是种经历了较长时间的沉淀所形成的情感诉求。
客户在将他们对特定产品或者是特定服务的能够感知到的效果与他们所希望的期望值进行相应对比之后，所造成的或开心或沮丧的感情状态就是客户满意度。
（二）国内研究综述早在十九世纪五十年代，管理学大师彼得·德鲁克（Peter Druker）曾指出，“企业的主要任务，利润并不是最重要的事情，而应当创造顾客满意，这是因为只有在顾客满意之后我们才能获得利润作为一种回馈。
”[2]由此得知，在企业经营管理的理念中，顾客满意策略已经存在，只不过在之前其重要性排在后面而已。
[1][3]雷飞飞(2017)总结出“客户满意度的诸多影响因素，主要包括产品和业务的设计、员工服务态度和服务水平、外卖O2O品牌和形象、配套服务设施等”。
增加客户满意度 英语作文
Increasing customer satisfaction is a critical aspect of any business,as it directly impacts customer loyalty,retention,and ultimately,the bottom line.Here are several strategies that companies can implement to enhance the satisfaction of their customers:1.Exceptional Customer Service:Train your staff to be responsive,empathetic,and solutionoriented.Quick response times to customer inquiries and complaints can significantly improve satisfaction levels.2.Quality Products and Services:Ensure that the products or services you offer meet or exceed customer expectations.Highquality offerings are less likely to result in complaints or returns,which can save your business time and resources.3.Personalization:Tailor your offerings to meet the unique needs of your customers. Personalized experiences can make customers feel valued and understood,leading to higher satisfaction.4.Clear Communication:Be transparent about your business practices,policies,and any changes that may affect the customer.Clear communication helps to build trust and avoid misunderstandings.5.Feedback Mechanisms:Encourage customers to provide feedback and take their suggestions e this feedback to make improvements and show customers that their opinions matter.6.Loyalty Programs:Reward repeat customers with loyalty programs that offer incentives,discounts,or exclusive benefits.This can foster a sense of appreciation and encourage continued patronage.7.Efficient Problem Resolution:Develop a system for quickly and effectively resolving issues that may arise.A welloiled problem resolution process can turn a negative experience into a positive one.8.Followup and AfterSales Support:Check in with customers after a purchase or service to ensure they are satisfied and address any issues that may have been overlooked.9.Continuous Improvement:Regularly review and update your processes and offerings to stay current with industry standards and customer preferences.10.Empower Employees:Give your staff the authority to make decisions that can enhance the customer experience.When employees feel empowered,they are more likelyto go the extra mile for customers.11.Online Presence:Maintain a strong online presence where customers can easily find information,make purchases,and communicate with your business.Ensure your website is userfriendly and responsive.munity Engagement:Engage with your customers on social media and other platforms.This not only helps in building a community around your brand but also provides an additional channel for customer feedback.13.Value for Money:Ensure that customers feel they are getting good value for their money.This can be achieved through competitive pricing,highquality products,and excellent service.14.Consistency:Be consistent in the quality of your products and services.Inconsistency can lead to disappointment and a loss of trust.15.Accessibility:Make your business accessible to all customers,including those with disabilities.This includes having a website that is accessible and a physical location that is easy to navigate.By focusing on these areas,businesses can significantly increase customer satisfaction, leading to a more successful and sustainable enterprise.。
顾客忠诚作文模板英文
顾客忠诚作文模板英文英文：Customer loyalty is a crucial aspect of any business. As a customer myself, I know that I am more likely toreturn to a business if I have had a positive experience and feel valued as a customer. This means that businesses must focus on building strong relationships with their customers in order to retain them.One way to build customer loyalty is through exceptional customer service. When a business goes above and beyond to ensure that their customers are satisfied, it leaves a lasting impression. For example, I recently had an issue with a product I purchased from an online retailer. The customer service representative I spoke with was friendly, helpful, and resolved my issue quickly. As a result, I am more likely to shop with that retailer in the future.Another way to build customer loyalty is by offering rewards and incentives. This can include discounts, loyalty programs, and exclusive offers. For example, my local coffee shop offers a loyalty card where after purchasing a certain number of drinks, I receive a free one. This incentivizes me to continue purchasing from them and also makes me feel appreciated as a customer.In order to build strong customer relationships, businesses must also listen to their customers' feedback and address any concerns they may have. This shows that the business values their customers' opinions and is willing to make changes to improve their experience. For example, a restaurant I frequent recently added a vegetarian option to their menu after receiving feedback from customers who were looking for more plant-based options.中文：顾客忠诚是任何企业的关键方面。
客户服务对公司的重要性英语作文
客户服务对公司的重要性英语作文The Importance of Customer Service in Organizations.In today's fast-paced and highly competitive business world, the significance of customer service cannot be overstated. It is not merely a department or a function; it is a strategic asset that can significantly impact an organization's success. Customer service is the backbone of any company, defining its brand image, fostering customer loyalty, and ultimately driving growth and profitability.Firstly, let's delve deeper into the core essence of customer service. It is the art and science of providing assistance, advice, and support to customers. It encompasses a broad range of activities, from answering inquiries and resolving issues to providing product information and after-sales support. However, the true essence of customer service lies in its ability to create a positive and memorable customer experience. This experience shapes the customer's perception of the brand anddetermines whether they will return for future purchases or recommend the company to others.The importance of customer service in companies is multifaceted. Firstly, it is a critical component of brand building. A company's brand is its identity and reputation in the market. Customer service plays a pivotal role in shaping this identity by consistently delivering a positive and satisfying customer experience. When customers receive prompt, helpful, and friendly service, they associate these positive emotions with the brand, creating a favorable impression. Conversely, poor customer service can tarnish a brand's image and damage its reputation.Secondly, customer service is crucial for fostering customer loyalty. Loyal customers are the backbone of any successful business. They are more likely to make repeat purchases, spend more money, and recommend the company to their friends and family. Providing exceptional customer.。
外文翻译---影响顾客忠诚度：不同的因素对不同水平的顾客忠诚度有影响吗
标题：Affecting customer loyalty: Do different factors have various influences in different loyalty levels?原文：AbstractThe current paper studies the influence of various factors on customer loyalty. The main hypothesis of the study insists that the list of most important factors affecting loyalty is dependant on the level of loyalty of costumers. LOGIT method was used for testing the hypotheses on the sample of survey data about 1000 private customers of the biggest telecommunication company in Estonia. The results reveal that four analysed factors affecting customer loyalty (satisfaction, trustworthiness, image and importance of relationship) are playing different role on the different levels of customer loyalty.INTRODUCTIONRecent years have shown a growing interest in customer loyalty. The globalisation of competition, saturation of markets, and development of information technology have enhanced customer awareness and created a situation where long-term success is no longer achieved through optimised product price and qualities. Instead, companies build their success on a long-term customer relationship. According to former studies, it can cost as much as 6 times more to win a new customer than it does to keep an existing one. (Rosenberg et al. 1984: 45) Depending on the particular industry, it is possible to increase profit by up to 60% after reducing potential migration by 5%. (Reichheld 1993: 65) Hence we can see that the increase and retention of loyal customers has become a key factor for long-term success of the companies. The main emphasis in marketing has shifted from winning new customers to the retention of existing ones.LITERATURE OVERVIEWSegmentation based on customer loyaltyThere are multiple approaches to customer loyalty. Theories of behavioral loyaltywere dominating until 1970 considering loyalty as the function of the share of total purchases (Cunningham 1956:118; Farley 1964:9), function of buying frequency or buying pattern (Tucker 1964: 32; Sheth 1968: 398) or function of buying probability (Harary et al. 1962; McConnell 1968:14; Wernerfelt 1991: 231). These approaches looked at brand loyalty in terms of outcomes (repeat purchase behavior) rather than reasons, until Day (1969) introduced the two-dimensional concept of brand loyalty, which stated that loyalty should be evaluated with both behavioral and attitudinal criteria. Contemporary researches consider and accent the psychological (mostly attitudinal and emotional) factor of loyalty (Jacoby et al. 1973:2; Oliver 1999: 34; Chaudury 1995: 28; Djupe 2000: 79; Reichheld 2003: 47). There are also approaches comparing loyalty with marriage (Hofmeyr et al. 2000: 53–83; Lewitt 1983: 89; Dwyer et al. 1987: 14).These different approaches allow distinguishing customers as whether behaviorally or emotionally loyal. Behaviorally loyal customers act loyal but have no emotional bond with the brand or the supplier whereas emotionally loyal customers do. Jones and Sasser call these two kind of loyalty accordingly false or true longterm loyalty (Jones et al. 1995: 90). Hofmeyr and Rice (2000: 87) divide customers to loyal (behavioral) or committed (emotional). Emotional loyalty is much stronger and longer lasting than behavioral loyalty. It’s an enduring desire to maintain a valued relationship. The relationship is so important for the customer that he or she makes maximum efforts to maintain it. (Morgan et al. 1995: 24; Reichheld 2003: 9; Moorman et al. 1992: 316) Highly bonded customers will buy repeatedly from a provider to which they are bonded, recommend that provider to others, and strongly defend these choices to others –insisting that they have chosen the ―best‖ product or service. (Butz et al. 1996: 65)Behaviorally loyal customers could be divided to sub-segments by the reason of acting:• Forced to be loyal,• Loyal due to inertia or• Functionally loyal.Customers are forced to be loyal when they have to be clients even if they do not want to. Customers may be forced to consume certain products or products/services offered by certain vendor e.g. when the company acts as a monopoly or the poor financial status of the customer is limiting his selection of goods. Grönholdt, Martensen and Kristensen have found that companies with low price strategy had a much higher loyalty than expected from their customer satisfaction. On the other hand, companies that had used a lot of energy on branding indeed had a high customer satisfaction but they did not have a correspondingly high loyalty. (Grönholdt et al. 2000: 512) Forced loyalty could be established trough creating exit barriers as well.Loyal behaviour may also result from inertia –customer does not move to another vendor due to comfort or relatively low importance of operation –if the choice has low importance, there is no point to spend time and effort on searching for alternatives. Thus, based on his faith in the suitability of the current product, the customer continues to use it without checking alternatives. It’s in accordance to Oliver’s approach of cognitive loyalty: the loyalty that is based on brand belief only. ―Cognition can be based on prior or vicarious knowledge or on recent experience-based information. If the transaction is routine, so that satisfaction is not processed (e.g. trash pickup, utility provision), the depth of loyalty is no deeper than mere performance.‖ (Oliver 1999: 35) Hofmeyr and Rice (2000: 23) say that one of the reasons that customers don’t switch brands when they are dissatisfied is that they feel that the alternatives are just as bad as the brand they are using or even worse. Inertia may be caused also by lack of information about attractive characteristics of the brands (Wernerfelt 1991:231).Functionally loyal customers are loyal because they have an objective reason to be. Wernerfelt points out ―cost-based brand loyalty‖ where brand utilities have a positive influence on brand choice. (Wernerfelt 1991:231) Functional loyalty can be created by functional values using price, quality, distribution, usage convenience of a product or through different loyalty programs (points, coupons, games, draws etc.) giving a concrete reason to prefer certain supplier. Unfortunately competitors can most easily copy functional values. Thus, creating functional value offers a fleetingcompetitive advantage: functional loyalty can’t be very long lasting. (Barnes 2003: 8) Jones and Sasser (1995:94) propose three measures of loyalty that could be used in segmentation by loyalty:• Customer’s primary behavior– recency, frequency and amount of purchase;• Customer’s secondary behavior –customer referrals, endorsements and spreading the word;•Customer’s intent to repurchase– is the customer ready to repurchase in the future.Based on the theoretical literature presented above, the customers of a certain telecommunication provider could be segmented by their loyalty as follows (see also Figure 1):Figure 1. General segmentation of customers by loyalty• Committed or emotionally loyal customers– active customers who use only the certain provider’s services and declare that they will use only this provider in the future and recommend this provider to others;• Behaviorally loyal customers–active customers who use only the certain provider’s services and declare that they will use only this provider in the future but do not agree to recommend this provider to others (inert or functionally loyal);• Ambivalent or dubious customers–active customers who use only the certain provider’s services but don’t know which provider they will use in the future;• Disloyal reducers – customers who have reduced or will reduce the percentageof the provider’s services in their usage;• Leavers– customers who declare, that they will certainly leave this provider. Factors affecting customer loyaltyThe impact of satisfaction on loyalty has been the most popular subject of studies. Several studies have revealed that there exists a direct connection between satisfaction and loyalty: satisfied customers become loyal and dissatisfied customers move to another vendor. (Heskett et al. 1993: 165–167) The primary objective of creating ACSI (American Customer Satisfaction Index) in 1984 was to explain the development of customer loyalty. In ACSI model customer satisfaction has three antecedents: perceived quality, perceived value and customer expectations. (Anderson et al. 2000: 873) In the ECSI (European Customer Satisfaction Index) model perceived quality is divided into two elements: ―hard ware‖,which consists of the quality of the product or service attributes, and ―human ware‖, which represents the associated customer interactive elements in service, i.e. the personal behaviour and atmosphere of the service environment. (Grönholdt et al. 2000: 510) In both model increased satisfaction should increase customer loyalty. When the satisfaction is low customers have the option to exit (e.g. going to a competitor) or express their complaints. Researches have shown that 60–80% of customers who defect to a competitor said they were satisfied or very satisfied on the survey just prior to their defection. (Reichheld et al. 2000: 137) So it’s clear that there must be also other factors beside satisfaction that have a certain impact on customer loyalty.Image of brand or supplier is one of the most complex factors. It affects loyalty at least in two ways. Firstly, customer may use his preferences to present his own image. That may occur both in conscious and subconscious level. According to the Belk’s theory of extended self, people define themselves by the possessions they have, manage or create. (Belk 1988: 160) Aaker has shown how consumers prefer brands with personality traits that are congruent with the personality traits that constitute their (malleable) selfschemas (Aaker 1999: 45) Kim, Han and Park have researched the link between brand personality and loyalty. They did get positive support to hypothesis that the attractiveness of the brand personality indirectly affects brandloyalty. (Kim et al. 2001: 203) Tidwell and Horgan (1993: 349) have showed that people use products to enhance self-image.Secondly, according to social identity theory, people tend to classify themselves into different social categories. That leads to evaluation of objectives and values in various groups and organisations in comparison with the customer’s own values and objectives. They prefer partners who share similar objectives and values. (Ashforth et al. 2001: 23) Fournier (1998: 366) states that consumer-brand relationships are more a matter of perceived goal compatibility. Brands cohere into systems that consumers create not only to aid living but also to give meanings to their lives. Oliver (1999: 40) argues that for fully bonded loyalty the consumable must be part of the consumer’s self-identity and his or her social-identity.Trustworthiness of the partner is a factor that has certain impact on the establishment of loyalty –nobody expects a long-term relation with a partner that cannot be trusted. Trustworthiness is one criterion for measuring the value of the partner. (Doney et al. 1997: 46) Spekman (1988: 79) calls trust a cornerstone of the strategic partnership. Morgan and Hunt (1994: 22) posit that trust is a major determinant of relationship commitment: brand trust leads to brand loyalty because trust creates exchange relationships that are highly valued. Chauduri and Holbrook (2001: 91) have showed that brand trust is directly related to both purchase and attitudinal loyalty. Many authors have accented that trust is important in conditions of uncertainty (Moorman et al. 1992: 315; Doney et al. 1997: 36; Dwyer et al. 1987: 12–13; Morgan et al. 1994: 23). Uncertainty may be caused by dependence or large choice: people tend then to prefer popular or familiar brands or partners.Many definitions describe loyalty as a desire to retain a valuable or important relationship. (Morgan et al 1994: 22; Moorman et al. 1992: 316) That way the establishment of loyalty is predetermined by the importance of relevant relationship or selection. Weiss (2001) points out three aspects that may increase the importance of the relationship:• Strategic i mportance of a product,• High risks involved in the transaction or• Costs incurred by cancellation of contracts.Hofmeyr and Rice point out that the more important the relationship is to a person, the more willing that person is to tolerate dissatisfaction in favour of trying to fix it. By contrast, when a relationship doesn’t matter, then even the perfectly satisfied consumer can switch on a whim. (Hofmeyr et al. 2000: 60)A relationship can also be made important by personal approach. Various authors have compared loyalty with marriage (Levitt 1983; Dwyer et al. 1987; Gummeson 1998; Hofmeyr et al. 2000). Marriage is one of the most personal and important relationships. That means that intimacy is one determinant for importance of relationship. Levitt (1983: 89) has considered a role of salesman in making relationship more personal.Summarising the discussion above following figure 2 is presenting the major groups of factors affecting customer loyalty.Figure 2. Factors affecting loyalty.出处：Andres Kuusik.Affecting customer loyalty[D].Tartu: Tartu University Press,2007, pp.3-11.二、翻译文章标题：影响顾客忠诚度：不同的因素对不同水平的顾客忠诚度有影响吗？译文：摘要本文研究各种因素对顾客忠诚度的影响。
客户之间的关系满意,顾客忠诚度,和盈利能力的办法进行实证研究[外文翻译]
![客户之间的关系满意,顾客忠诚度,和盈利能力的办法进行实证研究[外文翻译]](https://img.taocdn.com/s3/m/c50948cb26fff705cc170a40.png)
毕业论文（设计）外文翻译（参考格式）The relationships of customer satisfaction, customer loyalty, and profitability: an empirical studyThis paper's purpose is to illustrate the relationship of profitability to inter- mediate, customer-related outcomes that managers can influence directly. It is predominantly a general management discussion, consistent with the Nordic School's view that services are highly interdisciplinary, requiring a "service management" approach (see Grönroos, 1984, 1991). Its findings support the theory that customer satisfaction is related to customer loyalty, which in turn is related to profitability (Heskett et al., 1994, and discussed in Storbacka et al., 1994). While this theory has been advocated for service firms as a class, this paper presents an empirical analysis of one retail bank, limiting the findings' generalizability.The service profit chain (Heskett et al., 1994) hypothesizes that:Customer satisfaction --> customer loyalty --> profitability.The research presented here, while unable to demonstrate causality because of its reliance on OLS regression of cross-sectional data, does illustrate that customer satisfaction, customer loyalty, and profitability are related to one another. Thus: Customer satisfaction <--> customer loyalty <--> profitability.To this end, this research examined two hypotheses:H1: Customer satisfaction is related to customer loyalty.H2: Customer loyalty is related to profitability.This research intentionally focuses at a relatively high level of abstraction in an effort to contribute to the growing body of theoretical and empirical knowledge on the relationships among customer satisfaction, customer loyalty, and profitability (see Heskett et al., 1994; Nelson et al., 1992; Rust and Zahorik, 1991; Storbacka et al., 1994, among others). Such research is called for in a paper authored by Storbacka et al. (1994) published in this journal.Relevant literatureThe literature pertaining to relationships among customer satisfaction, customerloyalty, and profitability can be divided into two groups. The first, service management literature, proposes that customer satisfaction influences customer loyalty, which in turn affects profitability. Proponents of this theory include researchers such as Anderson and Fornell (1994); Gummesson (1993); Heskett et al. (1990); Heskett et al. (1994); Reicheld and Sasser (1990); Rust, et al. (1995); Schneider and Bowen (1995); Storbacka et al. (1994); and Zeithaml et al. (1990). These researchers discuss the links between satisfaction, loyalty, and profitability. Statistically-driven examination of these links has been initiated by Nelson et al. (1992), who demonstrated the relationship of customer satisfaction to profitability among hospitals, and Rust and Zahorik (1991), who examine the relationship of customer satisfaction to customer retention in retail banking. The Bank Administration Institute has also explored these ideas, in particular Roth and van der Velde (1990, 1991)[1].The service management literature argues that customer satisfaction is the result of a customer's perception of the value received in a transaction or relationship - where value equals perceived service quality relative to price and customer acquisition costs (see Blanchard and Galloway, 1994; Heskett et al., 1990) - relative to the value expected from transactions or relationships with competing vendors (Zeithaml et al., 1990). Loyalty behaviours, including relationship continuance, increased scale or scope of relationship, and recommendation (word of mouth advertising) result from customers' beliefs that the quantity of value received from one supplier is greater than that available from other suppliers. Loyalty, in one or more of the forms noted above, creates increased profit through enhanced revenues, reduced costs to acquire customers, lower customer-price sensitivity, and decreased costs to serve customers familiar with a firm's service delivery system (see Reicheld and Sasser, 1990).The second relevant literature is found in the marketing domain. It discusses the impact of customer satisfaction on customer loyalty. Yi's "Critical review of customer satisfaction" (1990) concludes, "Many studies found that customer satisfaction influences purchase intentions as well as post-purchase attitude" (p. 104).The marketing literature suggests that customer loyalty can be defined in two distinct ways (Jacoby and Kyner, 1973). The first defines loyalty as an attitude. Different feelings create an individual's overall attachment to a product, service, or organization (see Fornier, 1994). These feelings define the individual's (purely cognitive) degree of loyalty.The second definition of loyalty is behavioural. Examples of loyalty behaviour include continuing to purchase services from the same supplier, increasing the scale and or scope of a relationship, or the act of recommendation (Yi, 1990). The behavioural view of loyalty is similar to loyalty as defined in the service management literature. This study examines behavioural, rather than attitudinal, loyalty (such as intent to repurchase). This approach is intended, first, to include behavioural loyalty in the conceptualization of customer loyalty that has been linked to customer satisfaction, and second, to make the demonstrated satisfaction/loyalty relationship immediately accessible to managers interested in customer behaviours linked to firm performance.Both the service management and the marketing literatures suggest that there is a strong theoretical underpinning for an empirical exploration of the linkages among customer satisfaction, customer loyalty, and profitability. The relatively small quantity of empirical research performed on these relationships to date (Storbacka et al., 1994) is probably the result of the paucity of organizations' measuring "soft" issues, such as customer satisfaction and customer loyalty, in meaningful ways.The data setCustomer satisfaction data were collected from 12,000 retail-banking customers at 59 divisions (geographic business units composed of multiple branches). The sample was drawn from divisions representing 73 per cent of all households served by the bank[2]. All divisions examined had been part of the bank for at least one year.All survey data were aggregated at the division level. The use of divisions as the level of analysis is consistent with the subject bank's philosophy encouraging division leaders to manage their operations independently while sharingbest practices. The divisions maintain independent pricing, policies and procedures, tools to aid in the delivery of customer service, reward and recognition systems, and cultures. Within each division, the same variables are relatively standardized. Thus variation in levels of customer satisfaction can be expected at the division level.The use of divisions as the unit of analysis is also consistent with the nature of a customer's banking relationship at this bank and many other large US banks today. While in the past a customer's relationship was predominantly with the local branch, the introduction of automatic teller machines and centralized telephone customer service centres has resulted in many customers who rarely transact business at a branch. When physical presence at a branch is necessary, it need not be at the particular branch where an account was opened. Service recovery, an important aspect of a customer/service- organization relationship (Heskett et al., 1990), is at least as likely to occur through a centralized telephone customer service centre as through a local branch. Thus many customers' service experience is probably driven by contact with a variety of points beyond the local branch and thus captured at the division level. This hypothesis, combined with the subject bank's organization structure stressing the autonomy of its divisions, supports the use of the division as unit of analysis for this research.Satisfaction data were collected through a confidential four-page questionnaire developed by the bank and a market research firm. The survey posed questions about each customer's level of satisfaction with aspects of service and price, and solicited demographic information (see Appendix 1). Surveys were mailed to randomly selected customers in January 1994[3].Customer-satisfaction survey respondent demographics do not identically match the bank's population as estimated by management. Respondents more heavily represent older, less-affluent customers. To ensure that the results of this study's analyses were not influenced by these discrepancies, key analyses were performed for demographic subgroups categorized by respondent age and respondent household income. Relationships supporting hypotheses one and two can be inferred for almost every demographic subgroup, suggesting that the findings based on the data set as awhole are representative.Customer loyalty data were collected by the divisions on both retention (length of relationship) and cross sell (depth of relationship). Profitability data for each division were provided by the bank's treasury function.MethodOLS regression is used to examine the hypothesized relationships. To increase the internal validity of the results, multiple measures of satisfaction, loyalty, and profitability were examined whenever possible. Table I illustrates these multiple measures; descriptions follow in the text.Measures of customer satisfactionCustomer satisfaction was measured in two ways. The first measure consists of responses to a single question on the customer-satisfaction questionnaire: "Overall, how satisfied are you with [the bank]?" Responses for all satisfaction questions were made on 1-7 Likert-type scales labelled "very satisfied" (1) and "very dissatisfied" (7) at each extreme. The problems associated with the use of a single response variable were mitigated by: the simplicity of the question; and Yi's (1990) suggestion that a single overall satisfaction measure scored as this one was is "reasonably valid" (p. 71).The second indicator of customer satisfaction, satisfaction with service and satisfaction with price (measured independently as the "service index" and the "price index") was developed from theories found in the service management literature (Heskett et al., 1994; Schneider and Bowen, 1995). Simplified, these theories state that perceived value is a function of perceived quality and price, and that differing levels of perceived value result in differing levels of customer satisfaction.Measures of customer loyaltyMeasures of customer loyalty were selected because they reflected both length (retention) and depth (cross sell) of the bank-customer relationship. Length of relationship is reported by both division-reported customer retention rates (percentage of customers who remained customers during 1993) and mean customer-reported relationship tenure. Relationship depth is measured by division cross-sell rates, whichrecord the percentage of customer households with multiple accounts (account cross sell) or multiple services (service cross sell).Measures of profitabilityProfitability measures were determined based on their hypothesized relationship to customer satisfaction and loyalty. Both of the measures used, ROA and NIE/Rev (non-interest expense as a percentage of total revenue), reflect profit at the individual division. See Roth (1993) for an analysis of similar performance measures in service firms.Given the intent of this study, NIE/Rev is preferred to ROA as a more appropriate measure of profitability. Retail bank profit can be separated into, first, the results of operations (revenue-enhancing as well as cost-incurring) which influence expenses and revenues that are not sensitive to interest rates, and second, treasury activities, which influence interest-sensitive costs and revenues. This paper addresses primarily non-interest-sensitive components of profitability, hypothesized to relate to customer loyalty. ROA contains both interest-sensitive and non-interest-sensitive components, while NIE/Rev is generated only from non-interest-sensitive costs (the revenue portion of NIE/Rev may be somewhat related to customer-relevant interest rates). Appendix 1 discusses ROA, NIE/Rev and the other measures used in more detail.Control variablesControl variables were included in certain analyses. These were either demographic (household income) or experiential (the customer having contacted the bank with a question or problem in the past year, or considering the bank the customer's primary bank). Control variable questions and response formats are included in Appendix 2.ResultsThe results encourage the inference of relationships between customer satisfaction and customer retention, and between customer retention and profitability. The consistency of the findings among the multiple measures reinforces this conclusion. Table II presents the satisfaction/loyalty relationship results in the form ofOLS regression output, while Figure 1 illustrates the same relationship (simplified) graphically. Table III presents the loyalty/profitability relationship results in an OLS regression format, and Figure 2 graphically represents these findings (also simplified).Customer satisfaction/customer loyalty relationshipThe regression results support the inference of a customer satisfaction/ customer loyalty relationship. Further, they illustrate that customer satisfaction may be responsible for as much as 37 per cent of the difference in customer loyalty levels among the divisions examined, holding constant, first, recent contact with the bank about a question or problem, and, second, household income (see R square of regression 1a). Variance explained of 37 per cent is particularly high given potential activities of competitors and non-bank-related factors which may influence both customer satisfaction and loyalty that are not included as variables in the regression.The hypothesized satisfaction/loyalty relationship is evident for the four measures of customer loyalty and for both measures of customer satisfaction. However, the results are ambiguous regarding the role of price satisfaction in predicting customer loyalty. The price index is not statistically significant for two of the four relationships examined (regressions 1b and 2b). Further, the coefficient estimate for price is positive in three of the four relationships (regressions 2b, 3b, and 4b) when a negative coefficient would be expectedCustomer-reported relationship tenureGiven the scoring methods (see Appendix 2). While plausible, a conclusion of reverse price-sensitivity is rejected because of, first, the lack of statistical significance for one of the three negative price coefficients, and second, the instability of the price-index coefficient, which reverses from negative (in regression 1b) to positive (in regressions 2b, 3b, and 4b).This lack of statistical significance and coefficient-sign stability may be due to price-insensitivity among the bank's customers. The bank has targeted a less price-sensitive customer base by positioning itself as a service-oriented institution and pricing its products and services at market-average or higher levels. However, given the bank's customers' reported mean household income (between $25,001 and$50,000), it is clearly not attracting a "carriage trade" clientele. Thus it may be more reasonable to suggest that customers are price- insensitive at current pricing levels. If this hypothesis is correct, price remains an important component of value and (theoretically) a driver of satisfaction and associated behaviours.出处：Roger Hallowell. Harvard Business School, Boston, MA, USA 27. The relationships of customer satisfaction, customer loyalty, and profitability: an empirical study.Submitted June 1995. Revised February 1996 P1—17客户之间的关系满意,顾客忠诚度,和盈利能力的办法进行实证研究译文：本文的目的是为了说明获利的关系国际——调和，这一直接影响顾客及经纪人的关系的因素。
市场营销英语词汇
市场营销英语词汇市场营销英语词汇一、市场分析1.市场研究：market research2.调查问卷：survey questionnaire3.竞争对手：competitors4.市场调查：market survey5.消费者需求：consumer demand6.目标市场：target market7.市场规模：market size8.市场份额：market share9.市场细分：market segmentation10.市场定位：market positioning11.市场的机会：market opportunities12.市场威胁：market threats13.市场趋势：market trends14.市场前景：market prospects二、营销策略1.品牌认知：brand awareness2.品牌忠诚度：brand loyalty3.营销策略：marketing strategy4.产品定位：product positioning5.市场定位：market positioning6.目标市场：target market7.竞争优势：competitive advantage8.市场份额：market share9.销售额：sales revenue10.广告费用：advertising costs11.营销预算：marketing budget12.营销组合：marketing mix13.产品价格策略：product pricing strategy14.市场推广策略：marketing promotion strategy15.营销渠道：marketing channels16.口碑营销：word-of-mouth marketing17.网络营销：digital marketing三、销售管理1.销售经理：sales manager2.销售团队：sales team3.销售目标：sales target4.销售预测：sales forecast5.销售数据：sales data6.销售报告：sales report7.销售额：sales revenue8.销售人员绩效：sales performance9.销售技能培训：sales training10.销售策略：sales strategy11.销售渠道：sales channels12.销售推广：sales promotion13.销售方式：sales method14.市场营销：marketing and sales四、客户关系管理1.客户满意度：customer satisfaction2.客户需求：customer needs3.客户关怀：customer care4.客户忠诚度：customer loyalty5.客户服务：customer service6.客户关系管理：customer relationship management7.客户开发：customer development8.增加客户：acquire new customers9.保持客户：retain customers10.客户反馈：customer feedback11.客户投诉：customer complaints12.客户体验：customer experience13.生命周期价值：lifetime value14.客户分类：customer segmentation五、品牌管理1.品牌形象：brand image2.品牌建设：brand building3.品牌价值：brand value4.品牌忠诚度：brand loyalty5.品牌定位：brand positioning6.品牌延伸：brand extension7.品牌重塑：brand repositioning8.品牌保护：brand protection9.品牌战略：brand strategy10.品牌知名度：brand awareness11.品牌差异化：brand differentiation12.品牌推广：brand promotion13.品牌严格控制：brand equity14.品牌形象修复：brand image repair六、新产品开发1.产品开发：product development2.产品创新：product innovation3.产品设计：product design4.产品测试：product testing5.市场测试：market testing6.产品定价：product pricing7.产品包装设计：product packaging design8.产品发布：product launch9.产品开发流程管理：product development process management10.产品研究：product research11.产品管理：product management12.产品线策略：product line strategy13.产品生命周期：product life cycle14.产品特点：product features总结以上是关于市场营销英语词汇的介绍，通过了解这些词汇，可以帮助我们了解市场营销的基本知识和规律，从而更好地制定和实施营销战略，提高企业的竞争力和市场占有率。
礼貌造就人的看法英语作文
礼貌造就人的看法英语作文Politeness plays a significant role in shaping people's perceptions of others. When someone exhibits good manners and courtesy, it leaves a positive impression and fosters better relationships.礼貌在塑造人们对他人看法的过程中扮演了重要角色。
当某人表现出良好的礼仪和礼貌时，会给人留下良好的印象，并促进良好的人际关系。
On the other hand, when someone lacks politeness and displays rudeness, it can lead to negative perceptions and hinder the development of rapport and trust in relationships.另一方面，当某人缺乏礼貌并表现出粗鲁时，会导致负面印象，并阻碍人际关系的融洽和信任的建立。
From a psychological perspective, politeness and courtesy evoke positive emotions such as respect, admiration, and trust. These emotions are integral to building and maintaining healthy and harmonious relationships.从心理学的角度来看，礼貌和礼貌会激发尊重、钦佩和信任等积极情绪。
这些情绪对于建立和维护健康和和谐的关系至关重要。
Moreover, politeness also demonstrates one's consideration and empathy towards others, which can help in fostering a sense of community and cooperation.此外，礼貌还表明了一个人对他人的考虑和同情，这有助于培养社区意识和合作精神。
雅思大作文真题：购买奢侈品的影响
雅思大作文真题：购买奢侈品的影响雅思大作文真题：购买奢侈品的影响大作文真题：More and more people want to buy famous brands of clothes, cars and other items.What are the reasons?Do you think it is a positive or negative development?雅思写作高分范文：Surveys show that more and more people have a tendency to buy goods of famous brands. In this essay, I will analyze some possible reasons behind this phenomenon and the effect of this trend.调查显示，越来越多的人倾向于购买名牌商品。
在这篇文章中，我将分析这一现象背后的一些可能的原因以及这一趋势的影响。
To begin with, many branded products are manufactured by large companies, who usually have a larger budget to hire stars and celebrities to endorse their products. Many consumers choose famous brands just because they admire these celebrities. It is believed that people feel closer to their idols when they use these products.首先，许多品牌产品都是由大公司生产的，他们通常有更大的预算来雇佣明星和名人来代言他们的产品。
理解客户需求 英语
理解客户需求英语英文回答：Understanding Customer Needs.Understanding customer needs is crucial for businesses to achieve success. By gaining a deep understanding of what customers want and need, businesses can develop products and services that meet those needs and ultimately drive customer satisfaction and loyalty.There are various methods to gather customer data and understand their needs. One common approach is to conduct customer surveys. Surveys can provide valuable insightsinto customer demographics, preferences, and pain points. Another method is to conduct customer entrevistas. Entrevistas allow businesses to engage with customers on a more personal level and gain qualitative insights that can be difficult to obtain through surveys.Additionally, businesses can analyze customer behavior data to identify patterns and trends. This data can be collected through website analytics, email campaigns, and social media interactions. By analyzing this data, businesses can gain insights into customer preferences, buying habits, and areas for improvement.It is important to note that customer needs are constantly evolving. As such, businesses must continuously monitor and adapt to changing needs. This requires a customer-centric approach, where the customer is always at the forefront of decision-making.By understanding customer needs, businesses can:Develop products and services that meet customer requirements.Improve customer satisfaction and loyalty.Increase sales and revenue.Gain a competitive advantage.Build stronger relationships with customers.中文回答：理解客户需求。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Customer loyalty and customer loyalty programs Mark D Uncles; Grahame R Dowling; Kathy Hammond The Journal of Consumer Marketing; 2003; 20, 4/5; ABI/INFORM Global
pg. 294
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.。