Do Customer Loyalty Programs Really Work
Do Customer Loyalty Programs Really Work
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发表时间：
1997
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通讯作者：
G. Dowling;M. Uncles
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作者：
G. Dowling;M. Uncles
一家公司发起客户忠诚度计划通常是为了留住现有客户，保持销售水平和利润，增加现有客户的潜在价值，并鼓励客户购买其其他产品。但是，基于对行为忠诚度研究的回顾，道林和叔叔们认为，这些计划并没有从根本上改变市场结构，相反，增加了市场支出，而没有真正创造任何额外的品牌忠诚度。研究表明，在许多经常购买的消费品中，只有大约10%的买家在一年内100%忠诚于某个特定品牌。消费者不会只购买一个品牌;例如，对欧洲商务航空公司旅行者的调查显示，超过80%的人是一个以上常旅客计划的成员。作者说，任何忠诚度计划要想有效，就必须利用产品对客户的价值。因此，该计划必须有：（1）直接或间接的影响，如通用汽车公司的折扣计划，为购买新车积累了储蓄，或汽油公司的免费航空旅行激励措施;（2）对价值的感知，如现金，一系列选择，异国情调的免费旅行的愿望，或可能实现的奖励;（3）时机-当奖励可用时。奖励越迟，威力就越小。为忠诚的客户提供服务的成本是否更低？价格敏感度低吗？他们会向别人推荐产品吗？事实上，作者说。忠诚的顾客总是更有利可图的论点是一个粗略的简化。Dowling和Uncles提出了设计有效计划的方法，例如（1）确保它增强了产品或服务的价值主张;（2）充分计算计划的成本;（3）最大限度地提高买家再次购买的动机;（4）在计划时考虑市场条件。
A company that initiates a customer loyalty program usually wants to retain existing customers, maintain sales levels and profits, increase the potential value of existing customers, and encourage customers to buy its other products as well. But, based on a review of behavioral loyalty research, Dowling and Uncles posit that the schemes do not fundamentally alter market structure and, instead, increase market expenditures without really creating any extra brand loyalty. Research shows that only about 10 percent of buyers for many types of frequently purchased consumer goods are 100 percent loyal to a particular brand over a one-year period. And consumers do not buy only one brand; for example, surveys of European business airline travelers show that more than 80 percent are members of more than one frequent flyer program. For any loyalty program to be effective, say the authors, it must leverage the value of the product to the customer. Therefore, the program must have: (1) a direct or indirect effect, such as the General Motors rebate scheme that builds up savings toward a new car, or gasoline companies' incentives of free air travel; (2) a perception of value, such as cash, a range of choice, aspirations of exotic free travel, or the likely achievement of rewards; and (3) timing -- when rewards are available. The more delayed the reward, the less powerful. Does it cost less to serve loyal customers? Are they less price sensitive? Do they recommend products to others? Not really, say the authors. The contention that loyal customers are always more profitable is a gross simplification. Dowling and Uncles suggest ways to design an effective program, such as (1) ensuring that it enhances the value proposition of the product or service; (2) fully costing the program; (3) maximizing the buyer's motivation to purchase again; and (4) considering the market conditions when planning.