Customer Loyalty
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Winning customer loyalty begins with winning staff loyalty. Companies that try to win customer loyalty without first winning staff loyalty often find that in spite of great customer loyalty programs and initiatives, their results fall far short of expectations. This is because it is impossible to win loyalty with marketing gimmicks; people see through those rather easily. Loyalty is an issue of trust, and as such it must be earned. Obviously, customers do not give their loyalty to companies that treat them with disrespect, overcharge them, misrepresent their goods and services, or create any type of negative atmosphere to do business in. However, earning customer loyalty goes beyond the way a company treats its customers; the way it treats its employees is an indication of its character and integrityùthe things that trust and loyalty are built on. Employees who are treated unfairly do not become good ambassadors of loyalty to customers. Customers who see that employees are lied to, treated with disrespect, and forced to work in a negative atmosphere will not trust the company even if they themselves are treated well. Furthermore, companies that want employees to treat customers with respect and honor their requests cheerfully have some obligation to see to it that employees have something to feel cheerful and respectful about. An employee who enjoys working at a company and is treated fairly communicates that satisfaction in everything he does; compan
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f their affiliation; ôthe primary appeal to the customer is the affiliationö (Reichheld, 89, Loyalty Rules).
The marketing plan of a company aiming to achieve loyalty is predicated first of all, then, on targeting its market by looking for customers who will be loyal if given the chance. The next step is to tailor the way the company transacts business with the customer, to put business on terms of loyalty. Successful companies such as Starbucks and Microsoft have already figured out how to do this, by causing their customers to develop an addiction to their products and services and then persuading them to ôsatisfy their strong urge with secure monthly deductions from a preferred credit cardö (Fassnacht). Such ôsubscription-based relationshipsö have changed the way companies foster customer retention by shifting the focus from ôone-time, high-ticket transactions to a more predictable, steady customer revenue streamùeven though this results in significantly lower dollar amounts per transactionö (Fassnacht). This approach entices customers to use the companyÆs products and services daily, or at least as often as possible, and have them pay by subscriptionùsomething customers will not do unless they trust the company (Fassnacht)
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Approximate Word count = 1741
Approximate Pages = 7 (250 words per page)
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