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Chapter 5
Creating Long-Term
Loyalty Relationships
 Chapter Questions
 What are customer value, satisfaction, and
loyalty, and how can companies deliver them?
 What is the lifetime value of customers and
how can marketers maximize it?
 How can companies attract and retain
customers and cultivate strong customer
relationships?
 Figure 5.1 Customer-Orientations

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 Customer-Oriented Organizations
 Some companies have been founded on the
customer-on-top business model, and
customer advocacy has been their strategy—
and competitive advantage—all along.
 With the rise of digital technologies,
increasingly informed consumers expect
companies to do more than connect with them,
more than satisfy them, and even more than
delight them. They expect companies to listen
and respond to them.
 Building Customer
Value, Satisfaction,
and Loyalty
Customer Perceived Value
 Customer perceived value is the
difference between the prospective
customer’s evaluation of all the benefits and
all the costs of an offering and the perceived
alternatives.
 Figure 5.2 Determinants of
Customer Perceived Value
Total customer benefit Total customer cost

Product benefit Monetary cost

Services benefit Time cost

Personnel benefit Energy cost

Image benefit Psychological cost

 Customers choose the offer they believe will deliver the highest value and act on it.
Whether the offer lives up to expectation, affects customer satisfaction and the
probability that the customer will purchase the product again.
 Customer Perceived Value
 Total customer benefit is the perceived
monetary value of the bundle of economic,
functional, and psychological benefits customers
expect from a given market offering because of
the product, service, people, and image.
 Total customer cost is the perceived bundle of
costs customers expect to incur in evaluating,
obtaining, using, and disposing of the given
market offering, including monetary, time, energy,
and psychological costs.
Customer-perceived value is thus based on the
difference between benefits the customer gets and
costs he or she assumes for different choices
 Steps in a Customer Value
Analysis
 Identify major attributes and benefits that customers
value
 Assess the qualitative importance of different attributes
and benefits
 Assess the company’s and competitor’s performances on
the different customer values against rated importance
 Examine customer’s ratings of the company’s
performance against a specific major competitor on an
individual attribute or benefit basis
 Monitor customer values over time(as the economy,
technology, and product features change)
 Customer-perceived value
 A framework that allows the seller assess the
total customer benefit and total customer cost
associated with each competitor’s offer in order to
know how its own offer rates in the buyer’s mind.
 It also implies that the seller at a disadvantage
has two alternatives:
 increase total customer benefit (strengthening or
augmenting the economical, functional, and
psychological benefits of the product) OR
 decrease total customer cost (reducing the cost of
ownership and maintenance, simplifying the ordering
and delivery process, or offering a warranty).
 Delivering high Customer Value
Loyalty is a deeply held commitment to re-
buy or re-patronize a preferred product or
service in the future despite situational
influences and marketing efforts having the
potential to cause switching behavior.

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 Delivering high Customer Value
 The value proposition consists of the whole
cluster of benefits the company promises to
deliver; it is more than the core positioning of the
offering.
 The value proposition is thus a promise about the
experience customers can expect from the company’s
market offering and their relationship with the supplier.
Whether the promise is kept depends on the
company’s ability to manage its value delivery system.
 The value delivery system includes all the
experiences the customer will have on the way to
obtaining and using the offering.
 Total Customer satisfaction
 Satisfaction is a person’s feelings of pleasure or
disappointment that result from comparing a
product or service’s perceived performance (or
outcome) to expectations.
 If the performance or experience falls short of
expectations, the customer is dissatisfied.
 If it matches expectations, the customer is satisfied.
 If it exceeds expectations, the customer is highly
satisfied or delighted
 Companies need to set the right balance of
expectations and delivering performances to
achieve total customer satisfaction.
 Monitoring & Measuring
Satisfaction
Many companies are systematically measuring
how well they treat customers, identifying the
factors shaping satisfaction, and changing
operations and marketing as a result
 Periodic surveys
 Customer loss rate
 Mystery shoppers
 Minor competitive performance
 Strength Gaining Potential
 Manage/ Monitor Competitive Position
 Product And Service Quality
 Satisfaction will also depend on product and
service quality.

Quality is the totality of features and

characteristics of a product or
service that bear on its
ability to satisfy
stated or implied needs.
 A company that satisfies most of its customers’
needs most of the time is called a high-quality
company.
 Product And Service Quality
 Conformance quality Vs Performance quality
 Impact of quality
 Product and service quality, customer satisfaction,
and company profitability are intimately connected.
Higher levels of quality result in higher levels of
customer satisfaction, which support higher prices
and (often) lower costs. Studies have shown a high
correlation between relative product quality and
company profitability.
 Maximizing Customer Lifetime
Value
Customer Profitability

Customer Equity

Customer Lifetime Value

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 1. Customer Profitability
 A profitable customer is a person, household,
or company that over time yields a revenue
stream exceeding by an acceptable amount
the company’s cost stream for attracting,
selling, and serving that customer.
 The emphasis is on the lifetime stream of revenue
and cost, not the profit from a particular transaction.
 Marketers can assess customer profitability
individually, by market segment, or by channel.
 Figure 5.3 Customer-Product
Profitability Analysis

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 2. Customer Equity
 Customer equity is the total combined
customer lifetime values of all of the
company’s current and potential customers.
 Clearly, the more loyal the firm’s profitable
customers, the higher its customer equity.
Customer equity may be a better measure of a
firm’s performance than current sales or
market share. Whereas sales and market
share reflect the past, customer equity
suggests the future.
 3. Customer Lifetime Value
 Maximizing long-term customer profitability
requires capturing customer lifetime value.
 Customer lifetime value (CLV) describes the
net present value of the stream of future profits
expected over the customer’s lifetime
purchases.
 Marketers who use CLV concepts must also take
into account the short-term, brand-building
marketing activities that help increase customer
loyalty
 Attracting and Retaining
Customers
 Searching for new customers
 Reduce the rate of defection
 Customer churn, defection or attrition is when the
customers stop purchasing from or end relationship
with a company.
 To reduce the defection rate, the company must:
 Define and measure its retention rate

 Distinguish the causes of customer attrition and

identify those that can be managed better.

 Compare the lost customer’s lifetime value to the

costs of reducing the defection rate.

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 Retention Dynamics
 The marketing funnel identifies the percentage of
the potential target market at each stage in the
decision process, from merely aware to highly loyal.
 Consumers must move through each stage before
becoming loyal customers.
 Some marketers extend the funnel to include loyal
customers who are brand advocates or even partners
with the firm.
 The funnel also emphasizes how important it is not
just to attract new customers but to retain and
cultivate existing ones. Satisfied customers are the
company’s customer relationship capital.
Retention Dynamics
 Managing the Customer base
 Searching for new customers
 Reduce the rate of defection
 Increase longevity
 Enhance share of wallet
 Terminate low-profit customers
 Focus more effort on high-profit customers
 Building Loyalty
 Three marketing activities that improve loyalty
and retention.
1. Interact closely with customers
2. Develop loyalty programs
 Frequency programs (FPs) are designed to reward
customers who buy frequently and in substantial
amounts. They can help build long-term loyalty with
high CLV customers, creating cross-selling
opportunities in the process.
 Club membership programs attract and keep those
customers responsible for the largest portion of
business.
3. Create institutional ties
 Brand Communities
 A brand community is a specialized community
of consumers and employees whose
identification and activities focus around the
brand. Three characteristics identify brand
communities:
 A sense of felt connection to the brand, company,
product, or other community members;
 Shared rituals, stories, and traditions that help
convey the meaning of the community; and
 A shared moral responsibility or duty to both the
community as a whole and individual community
members.
Brand Communities – Benefits
 A more loyal, committed customer base.
 A constant source of inspiration and feedback
for product improvements or innovations.
 Value creation activities on brand
communities: social networking, community
engagement, impression management, and
brand use
 Customer Win-backs
 Companies can reactivate their lost customers
through win-back strategies
 Exit interviews and lost customer surveys can
uncover sources of dissatisfaction and help
win back only those with strong profit potential
Cultivating Customer Relationships
Customer Relationship Management CRM is the
process of carefully managing detailed information
about individual customers and all customer
touch-points to maximize customer loyalty.
A related concept, customer value management
(CVM), describes the company’s optimization of
the value of its customer base.
CVM focuses on the analysis of individual data on
prospects and customers to develop marketing
strategies to acquire and retain customers and drive
customer behavior
 Framework for CRM
 Identify prospects and customers
 Differentiate customers by needs and value to
company
 Interact to improve knowledge
 Customize for each customer

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 Components in CRM
 Personalizing marketing
 Customer empowerment
 Customer Reviews and recommendations
 Customer Complaints
 For Review
 What are customer value, satisfaction, and
loyalty, and how can companies deliver them?
 What is the lifetime value of customers and
how can marketers maximize it?
 How can companies attract and retain
customers and cultivate strong customer
relationships?

Copyright © 2011 Pearson Education, Inc.  Publishing as Prentice Hall 5-32