CHAPTER 12
問題一覧
1
is an old-fashioned word that has traditionally been used to describe fidelity and enthusiastic
devotion to a country, a cause, or an individual.
Loyalty
2
business context describes a customer’s willingness to continue patronizing a firm over
the long run, preferably on an exclusive basis, and recommending the firm’s products to friends
and associates.
Loyalty
3
argues that the economic benefits of customer loyalty noted above often explain why
one firm is more profitable than a competitor
Reichheld
4
describe as keeping every customer
the company can serve profitably.
Zero defections
5
popularized the term zero defections
Reichheld and Sasser
6
can create value for individual consumers through factors such as
inspiring greater confidence, offering social benefits, and providing special treatment.
Relationship
7
are not automatically loyal to any one firm
Customer
8
included feelings by customers that in an established relationship,
there was less risk of something going wrong, greater confidence in correct
performance, and the ability to trust the provider.
confidence benefits
9
embraced mutual recognition between customers and employees, being
known by name, having a friendship with the service provider, and enjoyment of certain
social aspects of the relationship.
Social benefits
10
included better prices, discounts on special deals that were
unavailable to most customers, extra services, higher priority when there was a wait, and
faster service than most customers.
Special treatment benefits
11
Building customer loyalty is difficult. Just try and think of all the service firms you are
loyal to. Most people cannot think of more than perhaps a handful of firms they truly like
(i.e., give a high share-of-heart) and to whom they are committed to going back (i.e.,
give a high share-of-wallet).
True
12
For example, Starwood Hotels & Resorts found that their top 2% of guests generated a
whopping 30% of its profits! 16 Generally speaking, heavy users who buy more
frequently and in larger volumes are more profitable than occasional users.
Search for Value, Not Just Volume
13
Marketers should adopt a strategic approach to retaining, upgrading, and even ending
relationships with customers. Customer retention involves developing long-term, cost-effective
links with customers for the mutual benefit of both parties, but these efforts need not necessarily
target all the customers of a firm with the same level of intensity.
Manage the Customer Base Through Effective Tiering of Service
14
These customers form a very small percentage of a firm’s customer base, but are
heavy users and tend to contribute a large share of the profits. This segment is usually less
price sensitive, but expects higher service levels in return, and it is likely to be willing to invest in
and try new services.
Platinum
15
includes a larger percentage of customers than the platinum, but individual
customers contribute less profit than platinum customers. They tend to be slightly more price
sensitive and less committed to the firm.
gold
16
These customers provide the bulk of the customer base. Their numbers give the firm
economies of scale. Hence, they are important so that a firm can build and maintain a certain
capacity level and infrastructure, which is often needed for serving gold and platinum customers
well. However, iron customers on their own may only be marginally profitable. Their level of
business is not enough to justify special treatment
Iron
17
Customers in this tier tend to generate low revenues for a firm, but often still require the
same level of service as iron customers, which turns them into a lossmaking segment from a
firm’s perspective.
Lead
18
The foundation for building true loyalty lies in ____
customer satisfaction
19
Highly satisfied or
even delighted customers are more likely to consolidate their buying with one supplier,
spread positive word-of-mouth, and become loyal apostles of a firm.
• In contrast, dissatisfaction drives customers away and is a key factor in switching
behavior.
true
20
occurs at low satisfaction levels. Customers will switch if switching
costs are high or there are no viable or convenient alternatives. Extremely dissatisfied
customers can turn into “terrorists” providing an abundance of negative word-of-mouth
for the service provider.
Zone of defection
21
found at moderate satisfaction levels. Here, customers are
willing to switch if they find a better alternative
Zone of indeferrence
22
is located at very high satisfaction levels, where customers have such
high attitudinal loyalty that they do not look for alternative service providers. Customers
who praise the firm in public and refer others to the firm are described as “apostle
Zone of affection
23
often defined as combining both behavioral and attitudinal loyalty, also
referred to as share-of-wallet and share-of-heart
true loyalty
24
includes behaviors such as buying again, a high share-of-wallet,
providing positive word-of mouth, and attitudinal loyalty
behavioral loyalty
25
can be seen as a necessary but not
sufficient driver of true customer loyalty.
Satisfaction
26
used to describe customers who drop off a company’s radar screen and
transfer their purchases to another supplier
defection
27
Big customers don’t necessarily disappear overnight; they often may signal their
mounting dissatisfaction by steadily reducing their purchases and shifting part of their
business elsewhere.
defection
28
STRATEGIES FOR DEVELOPING LOYALTY BONDS WITH CUSTOMERS
includes:
• Deepen the Relationship
• Encourage Loyalty Through Financial and Nonfinancial Rewards
• Build Higher-Level Bonds
True
29
Too many service firms continue to focus on the number of customers they serve without
giving sufficient attention to the value of each customer
Search for value, not just volume
30
Acquiring the right customers often brings long-term revenues and continued growth
from referrals.
True
31
acquiring right customer can also enhance employees’ satisfaction, whose daily jobs are improved when they
can deal with appreciative customers.
True
32
can be amortized over a longer period
acquisition costs
33
can be amortized over many years. These
customer acquisition costs can be substantial and can include sales commissions,
advertising and promotions costs, administrative costs of setting up an account, and
sending out welcome packages and sign-up gifts
upfront costs
34
New customers often benefit from introductory promotional discounts, whereas longterm customers are more likely to pay regular prices, and when they are highly satisfied they tend to be less price sensitive.
True
35
customers who trust a supplier may be more willing to pay higher prices at peak periods or for express work
true
36
As customers become more experienced, they make fewer demands on the supplier (for
instance, they have less need for information and assistance, and make use of selfservice options more).
true
37
They may also make fewer mistakes when involved in operational processes, thus
contributing to greater productivity
true
38
Positive word-of-mouth recommendations are like free sales and advertising, saving the
firm from having to invest as much money in these areas.
true
CHAPTER 7
CHAPTER 7
BA · 42問 · 2年前CHAPTER 7
CHAPTER 7
42問 • 2年前MKTG 85
MKTG 85
BA · 46問 · 2年前MKTG 85
MKTG 85
46問 • 2年前GNED 09
GNED 09
BA · 52問 · 2年前GNED 09
GNED 09
52問 • 2年前QUIZ 1
QUIZ 1
BA · 43問 · 2年前QUIZ 1
QUIZ 1
43問 • 2年前Quiz CHAPTER 1
Quiz CHAPTER 1
BA · 49問 · 1年前Quiz CHAPTER 1
Quiz CHAPTER 1
49問 • 1年前Quiz 2
Quiz 2
BA · 61問 · 1年前Quiz 2
Quiz 2
61問 • 1年前MKTG 106 CHAPTER 1 TO 3
MKTG 106 CHAPTER 1 TO 3
BA · 45問 · 1年前MKTG 106 CHAPTER 1 TO 3
MKTG 106 CHAPTER 1 TO 3
45問 • 1年前CHAPTER
CHAPTER
BA · 71問 · 1年前CHAPTER
CHAPTER
71問 • 1年前CHAPTER 1 TO 4
CHAPTER 1 TO 4
BA · 42問 · 1年前CHAPTER 1 TO 4
CHAPTER 1 TO 4
42問 • 1年前CHAPTER 3-5
CHAPTER 3-5
BA · 40問 · 1年前CHAPTER 3-5
CHAPTER 3-5
40問 • 1年前CHAPTER 3
CHAPTER 3
BA · 27問 · 1年前CHAPTER 3
CHAPTER 3
27問 • 1年前CHAPTER 3
CHAPTER 3
BA · 43問 · 1年前CHAPTER 3
CHAPTER 3
43問 • 1年前CHAPTER 4, 5, 6
CHAPTER 4, 5, 6
BA · 83問 · 1年前CHAPTER 4, 5, 6
CHAPTER 4, 5, 6
83問 • 1年前CHAPTER 7
CHAPTER 7
BA · 53問 · 1年前CHAPTER 7
CHAPTER 7
53問 • 1年前ENUMERATION
ENUMERATION
BA · 10問 · 1年前ENUMERATION
ENUMERATION
10問 • 1年前問題一覧
1
is an old-fashioned word that has traditionally been used to describe fidelity and enthusiastic
devotion to a country, a cause, or an individual.
Loyalty
2
business context describes a customer’s willingness to continue patronizing a firm over
the long run, preferably on an exclusive basis, and recommending the firm’s products to friends
and associates.
Loyalty
3
argues that the economic benefits of customer loyalty noted above often explain why
one firm is more profitable than a competitor
Reichheld
4
describe as keeping every customer
the company can serve profitably.
Zero defections
5
popularized the term zero defections
Reichheld and Sasser
6
can create value for individual consumers through factors such as
inspiring greater confidence, offering social benefits, and providing special treatment.
Relationship
7
are not automatically loyal to any one firm
Customer
8
included feelings by customers that in an established relationship,
there was less risk of something going wrong, greater confidence in correct
performance, and the ability to trust the provider.
confidence benefits
9
embraced mutual recognition between customers and employees, being
known by name, having a friendship with the service provider, and enjoyment of certain
social aspects of the relationship.
Social benefits
10
included better prices, discounts on special deals that were
unavailable to most customers, extra services, higher priority when there was a wait, and
faster service than most customers.
Special treatment benefits
11
Building customer loyalty is difficult. Just try and think of all the service firms you are
loyal to. Most people cannot think of more than perhaps a handful of firms they truly like
(i.e., give a high share-of-heart) and to whom they are committed to going back (i.e.,
give a high share-of-wallet).
True
12
For example, Starwood Hotels & Resorts found that their top 2% of guests generated a
whopping 30% of its profits! 16 Generally speaking, heavy users who buy more
frequently and in larger volumes are more profitable than occasional users.
Search for Value, Not Just Volume
13
Marketers should adopt a strategic approach to retaining, upgrading, and even ending
relationships with customers. Customer retention involves developing long-term, cost-effective
links with customers for the mutual benefit of both parties, but these efforts need not necessarily
target all the customers of a firm with the same level of intensity.
Manage the Customer Base Through Effective Tiering of Service
14
These customers form a very small percentage of a firm’s customer base, but are
heavy users and tend to contribute a large share of the profits. This segment is usually less
price sensitive, but expects higher service levels in return, and it is likely to be willing to invest in
and try new services.
Platinum
15
includes a larger percentage of customers than the platinum, but individual
customers contribute less profit than platinum customers. They tend to be slightly more price
sensitive and less committed to the firm.
gold
16
These customers provide the bulk of the customer base. Their numbers give the firm
economies of scale. Hence, they are important so that a firm can build and maintain a certain
capacity level and infrastructure, which is often needed for serving gold and platinum customers
well. However, iron customers on their own may only be marginally profitable. Their level of
business is not enough to justify special treatment
Iron
17
Customers in this tier tend to generate low revenues for a firm, but often still require the
same level of service as iron customers, which turns them into a lossmaking segment from a
firm’s perspective.
Lead
18
The foundation for building true loyalty lies in ____
customer satisfaction
19
Highly satisfied or
even delighted customers are more likely to consolidate their buying with one supplier,
spread positive word-of-mouth, and become loyal apostles of a firm.
• In contrast, dissatisfaction drives customers away and is a key factor in switching
behavior.
true
20
occurs at low satisfaction levels. Customers will switch if switching
costs are high or there are no viable or convenient alternatives. Extremely dissatisfied
customers can turn into “terrorists” providing an abundance of negative word-of-mouth
for the service provider.
Zone of defection
21
found at moderate satisfaction levels. Here, customers are
willing to switch if they find a better alternative
Zone of indeferrence
22
is located at very high satisfaction levels, where customers have such
high attitudinal loyalty that they do not look for alternative service providers. Customers
who praise the firm in public and refer others to the firm are described as “apostle
Zone of affection
23
often defined as combining both behavioral and attitudinal loyalty, also
referred to as share-of-wallet and share-of-heart
true loyalty
24
includes behaviors such as buying again, a high share-of-wallet,
providing positive word-of mouth, and attitudinal loyalty
behavioral loyalty
25
can be seen as a necessary but not
sufficient driver of true customer loyalty.
Satisfaction
26
used to describe customers who drop off a company’s radar screen and
transfer their purchases to another supplier
defection
27
Big customers don’t necessarily disappear overnight; they often may signal their
mounting dissatisfaction by steadily reducing their purchases and shifting part of their
business elsewhere.
defection
28
STRATEGIES FOR DEVELOPING LOYALTY BONDS WITH CUSTOMERS
includes:
• Deepen the Relationship
• Encourage Loyalty Through Financial and Nonfinancial Rewards
• Build Higher-Level Bonds
True
29
Too many service firms continue to focus on the number of customers they serve without
giving sufficient attention to the value of each customer
Search for value, not just volume
30
Acquiring the right customers often brings long-term revenues and continued growth
from referrals.
True
31
acquiring right customer can also enhance employees’ satisfaction, whose daily jobs are improved when they
can deal with appreciative customers.
True
32
can be amortized over a longer period
acquisition costs
33
can be amortized over many years. These
customer acquisition costs can be substantial and can include sales commissions,
advertising and promotions costs, administrative costs of setting up an account, and
sending out welcome packages and sign-up gifts
upfront costs
34
New customers often benefit from introductory promotional discounts, whereas longterm customers are more likely to pay regular prices, and when they are highly satisfied they tend to be less price sensitive.
True
35
customers who trust a supplier may be more willing to pay higher prices at peak periods or for express work
true
36
As customers become more experienced, they make fewer demands on the supplier (for
instance, they have less need for information and assistance, and make use of selfservice options more).
true
37
They may also make fewer mistakes when involved in operational processes, thus
contributing to greater productivity
true
38
Positive word-of-mouth recommendations are like free sales and advertising, saving the
firm from having to invest as much money in these areas.
true