Loyalty may not be the first idea t

Loyalty may not be the first idea that pops into your head when you think about electronic commerce. After all, what relevance could such a quaint, old-fashioned notion hold for a world in which customers defect at the click of a mouse and impersonal shopping bots scour databases for ever better deals? What good is a small-town virtue amid the faceless anonymity of the Internet’s global marketplace? Loyalty must be on a fast track toward extinction, right? Not at all. Chief executives at the cutting edge of e-commerce—from Dell Computer’s Michael Dell to eBay’s Meg Whitman, from VanguardJack Brennan to Grainger’s Richard Keyser—care deeply about customer retention and consider it vital to the success of their on-line operations. They know that loyalty is an economic necessity: acquiring customers on the Internet is enormously expensive, and unless those customers stick around and make lots of repeat purchases over the years, profits will remain elusive. They also know it’s a competitive necessity: in every industry, some company will figure out how to harness the potential of the Web to create exceptional value for customers, and that company is going to lock in many profitable relationships at the expense of slow-footed rivals. Without the glue of loyalty, even the best-designed e-business model will collapse. Over the past two years, we have been studying e-loyalty with our colleagues at Bain & Company. We have analyzed the strategies and practices of many leading Internet companies, evaluated the designs and workings of their Web sites, and surveyed thousands of their customers. What we’ve uncovered may come as a surprise. Contrary to the common view that Web customers are fickle by nature and will flock to the next new idea, the Web is actually a very sticky space in both the business-to-consumer and the business-to-business spheres. Most of today’s on-line customers exhibit a clear proclivity toward loyalty, and Web technologies, used correctly, reinforce that inherent loyalty. If executives don’t quickly gain the loyalty of their most profitable existing customers and acquire the right new customers, they will face a dismal future catering to the whims of only the most price-sensitive buyers. We’ve heard new-economy pundits argue that the Internet has overturned all the old rules of business. But when it comes to customer loyalty, the old rules are as vital as ever. Loyalty is still about earning the trust of the right kinds of customers—customers for whom you can deliver such a consistently superior experience that they will want to do all their business with you. The Web does, however, raise new questions and open new opportunities: it places the old rules in a new context. Our goal in this article is to describe that context and its implications. The Economics of E-Loyalty Ten years ago, Bain & Company, working with Earl Sasser of Harvard Business School, analyzed the costs and revenues derived from serving customers over their entire purchasing life cycle, and we published the results in this magazine. (See “Zero Defections: Quality Comes to Services” in the September–October 1990 issue.) We showed that in industry after industry, the high cost of acquiring customers renders many customer relationships unprofitable during their early years. Only in later years, when the cost of serving loyal customers falls and the volume of their purchases rises, do relationships generate big returns. The bottom line: increasing customer retention rates by 5% increases profits by 25% to 95%. Those numbers startled many executives, and the article set off a rush to craft retention strategies, many of which continue to pay large dividends. When we applied the same methodology to analyzing customer life-cycle economics in several e-commerce sectors—including books, apparel, groceries, and consumer electronics—we found classic loyalty economics at work. In fact, the general pattern—early losses, followed by rising profits—is actually exaggerated on the Internet. (See the exhibit “Customer Life-Cycle Economics in E-Commerce.”) At the beginning of a relationship, the outlays needed to acquire a customer are often considerably higher in e-commerce than in traditional retail channels. In apparel e- ailing, for example, new customers cost 20% to 40% more for pure-play Internet companies than for traditional retailers with both physical and on-line stores. That means that the losses in the early stages of relationships are larger. Customer Life-Cycle Economics in E-Commerce Source: Bain & Company and Mainspring In future years, though, profit growth accelerates at an even faster rate. In apparel e-tailing, repeat customers spend more than twice as much in months 24–30 of their relationships than they do in the first six months. And since it is relatively easy for Web stores to extend their range of products, they can sell more and more kinds of goods to loyal customers, broadening as well as deepening relationships over time. The evidence indicates, in fact, that Web customers tend to consolidate their purchases with one primary supplier, to the extent that purchasing from the supplier’s site becomes part of their daily routine. This phenomenon is particularly apparent in the business-to-business sector. For example, W.W. Grainger, the largest industrial supply company in the United States, discovered that long-time customers, whose volume of purchases through Grainger’s traditional branches had stabilized, increased their purchases substantially when they began using Grainger’s Web site. Sales to these customers increased at triple the rate of similar customers who used only the physical outlets. In addition to purchasing more, loyal customers also frequently refer new customers to a supplier, providing another rich source of profits. Referrals are lucrative in traditional commerce as well but, again, the Internet amplifies the effect, since word of mouse spreads even faster than word of mouth. On-line customers can, for example, use e-mail to broadcast a recommendation for a favorite Web site to dozens of friends and family members. Many e-tailers are now automating the referral process, letting customers send recommendations to acquaintances while still at the e-tailers’ sites. Because referred customers cost so little to acquire, they begin to generate profits much earlier in their life cycles. EBay is one e-commerce leader that is reaping the economic benefits of referrals from loyal customers. More than half its customers are referrals. “If you just do the math off our quarterly financial filings,” CEO Meg Whitman recently told the Wall Street Journal, “you see that we’re spending less than $10 to acquire each new customer. The reason is that we are being driven by word of mouth.” EBay has even found that the costs of supporting referred customers are considerably lower than for those brought in through advertising or other marketing efforts. Referred customers tend to use the people who referred them for advice and guidance rather than calling eBay’s technical support desk. In effect, loyal customers not only take over the function of advertising and sales, they even staff the company’s help desk—for free! The combination of all these economic factors means that the value of loyalty is often greater on the Internet than in the physical world. For all companies doing business on the Web, the implication is clear: you cannot generate superior long-term profits unless you achieve superior customer loyalty. A Matter of Trust To gain the loyalty of customers, you must first gain their trust. That’s always been the case, but on the Web, where business is conducted at a distance and risks and uncertainties are magnified, it’s truer than ever. On-line, customers can’t look a sales clerk in the eye, can’t size up the physical space of a store or office, and can’t see and touch products. They have to rely on images and promises, and if they don’t trust the company presenting those images and promises, they’ll shop elsewhere. In fact, when we asked Web shoppers to name the attributes of e-tailers that were most important in earning their business, the number one answer was “a Web site I know and trust.” All other attributes, including lowest cost and broadest selection, lagged far behind. Price does not rule the Web; trust does.

結果 (中文) 1:

忠诚不可能跃入脑海里，当你想到电子商务的第一个想法。毕竟，事情有什么关系能这种古雅的老式的概念为一个客户缺损，只需单击鼠标客观购物机器人冲刷数据库为更好交易的世界？什么好是一种在互联网的全球市场上的匿名匿名的小城镇美德？忠诚轨道上必须有快速走向灭绝，正确吗？一点也不。在电子商务的切割边缘的首席执行官 — — 从戴尔电脑的 Michael Dell 到 eBay 的惠特曼，从 VanguardJack 布伦南向理查德 · 恺撒 · 格兰杰的 — — 深切地关心客户保留，并考虑对在线业务取得成功至关重要。他们知道忠诚是经济的必要性： 获取客户在互联网上是非常昂贵的，除非那些客户身边，使多年来的重复购买大量利润将保持难以捉摸。他们也知道这是竞争的必要性： 在每个行业中，一些公司将弄清楚如何利用互联网的潜力，为客户，创造卓越的价值和那家公司打算把锁在牺牲磨蹭的竞争对手很多利润的关系。没有忠诚的胶水，甚至设计最好的电子商务模式就会崩溃。在过去的两年中，我们一直在研究电子忠诚与我们在贝恩公司的同事。我们分析了很多领先的互联网公司的实践与策略、 评估的设计和运作他们的 Web 站点，并调查成千上万的他们的客户。我们已经发现了可能会感到惊讶。与普通视图 Web 客户是善变的性质，并会蜂拥而至下一个新想法，互联网实际上就是很黏空间在企业对消费者和企业对企业领域。大多数今天的在线客户表现出明显倾向于忠诚，和 Web 技术，使用得当，加强那固有的忠诚。如果高管不要迅速获得最有利可图的现有客户的忠诚度，并获得对新客户，他们将面对惨淡未来迎合反复无常的只有最价格敏感的买家。我们听说新经济学者认为互联网已推翻了所有旧的商业规则。但顾客忠诚的时候，旧的规则同样重要。忠诚仍然是赢得客户的各种权利的信任 — — 为谁，你可以提供始终如一的优良的经验他们会想要做他们所有的业务，与您的客户。Web，然而，提出新的问题，并打开新的机会： 它在一个新的上下文中放置了旧的规则。我们在这篇文章的目标是描述这种情况下，其所涉问题。经济学 E 忠诚十年前，贝恩公司的工作与伯爵 Sasser 哈佛商学院，分析成本和收入来自服务在其整个采购周期的客户和我们在这个杂志上发表的结果。（见 9 月 — 10 月 1990年问题"零缺陷： 质量来向服务"）。我们表明在这些行业，获得客户的高成本呈现许多客户关系无利可图他们最初的几年期间。在晚年，当服务忠诚的顾客，瀑布和他们的购买量的成本上升，只做关系带来大的回报。底线： 客户保留率增加 5%增加利润的 25%至 95%。这些数字吓了一跳，许多高管和文章出发赶往工艺保留策略，其中许多继续支付大笔股息。当我们应用同样的方法分析客户生命周期经济在几个电子商务部门 — — 包括书籍、 服装、 杂货、 和消费类电子产品 — — 我们发现，在其经典的忠诚经济学。事实上，一般的模式 — — 早期的损失，其次是不断上升的利润 — — 实际上在互联网上被夸大。（请参见展览"在电子商务中客户生命周期经济学。"）开始一种关系，获得客户所需的支出往往大大高于电子商务比传统的零售渠道。服装 e-患病，例如，新客户成本更多 20%至 40%为纯玩互联网公司比传统零售商与物理和在线商店。这意味着关系的早期阶段的损失更大。电子商务源中客户生命周期经济学: 贝恩资本与公司和发条在未来几年，不过，利润增长加速在更快的速度。在服装 e 尾矿，重复客户花的比它们之间的关系的几个月 24-30 的两倍多比他们在首六个月。，因为它是相对容易地扩展他们的产品范围的 Web 商店，他们可以卖给忠诚的客户，扩大和深化的关系随着时间的推移越来越多种类的商品。事实上，有证据表明 Web 客户倾向于巩固与一家主要供应商购买，到从采购到供应商网站成为他们日常生活的一部分。这种现象是在企业对企业部门尤为明显。例如，购买格兰杰，在美国，最大的工业供应公司发现长期的客户，通过格兰杰的传统部门购买的量已经稳定，大幅增加他们的购买，当他们开始用格兰杰的 Web 站点。向这些客户销售相似的顾客，用只有物理网点的比率上升三倍。购买更多的忠诚的顾客也经常提到一个供应商，提供另一种丰富的利润来源新客户。转介是传统商务以及利润丰厚，但再次，互联网放大了效果，因为口碑传播口碑比任何时候都更快。例如，在线客户可以，使用电子邮件广播为最喜爱的 Web 站点到几十个的朋友和家庭成员的建议。许多电子零售商现在正在实行自动化转诊过程，让顾客建议发给熟人虽然仍在电子零售商的网站。因为提到客户花费极少获得，他们开始在它们的生命周期中更早产生利润。EBay 是收获从忠诚的客户转介的经济效益的一个电子商务领航者。其超过一半的客户是转介。"如果你只是做掉我们每季度的财务备案数学，"首席执行官惠特曼最近告诉华尔街日报，"你看我们花少于 10 美元来获得每个新客户。原因是我们被驱使下的口碑。EBay 甚至发现支助被提到的客户的费用大大低于对于那些从小通过广告或其他市场营销的努力。转介的客户倾向于使用提交他们的建议和指导，而不是调用 eBay 的技术支持服务台的人。实际上，忠诚的顾客不仅接管广告的功能和销售，他们甚至员工公司帮助台 — — 免费 ！所有这些经济因素的结合意味着忠诚的价值往往是更多比在物理世界的在互联网上。为所有的公司在网上做生意，其含义是明确： 你不能创造优越长期利润，除非你获得优质的客户忠诚度。的信任到问题获得客户的忠诚，你必须首先取得他们的信任。那一直都这样，但在网络上，在那里生意在距离和放大了风险和不确定性，这是比以往任何时候更真实。网上，客户不能看着一位销售员的眼睛，不能大小了物理空间的店铺或办公室，不能看到和触觉产品。他们必须依赖于图像和承诺，而如果他们不信任该公司提出的这些图像和承诺，他们会到别处购物。事实上，当我们问 Web 购物者名称的属性被赚取他们的业务中最重要的电子零售商，排名第一的答案是"网站我知道也相信。"所有其他的属性，包括最低成本和最广泛的选择，远远落后。价格也不排除网 ；信任？

結果 (中文) 3:

忠诚不是第一想法出现在你的脑海里，当你思考电子商务。毕竟，有什么关联能这样一个奇特的，在世界客户的缺陷在鼠标和客观的购物机器人搜索更好的交易数据库点击老式持有的想法呢？什么是个好的小城镇的美德在互联网的全球市场的匿名匿名？忠诚必须在快速走向消亡，对吗？不是所有的。首席执行官在e-commerce-from戴尔电脑的迈克尔戴尔切割边缘易趣网的Meg怀特曼，从 vanguardjack布伦南格兰杰李察凯泽关心顾客保留地认为他们的在线业务成功的关键。他们知道，忠诚是一个经济的必要性：获取互联网上的客户是非常昂贵的，除非客户坚持使多年来大量的重复购买，利润将仍然是难以捉摸的。他们也知道这是一个竞争的必要性：在每一个行业，有些公司会找出如何利用网络的潜力，为客户创造卓越的价值，而公司要锁在许多有利可图的关系在缓慢的费用的竞争对手。没有忠诚的胶水，是设计最好的电子商务模式将崩溃。在过去的两年里，我们一直与我们在贝恩公司同事学习&忠诚。我们已经分析了许多领先的互联网公司的策略与实践，评估和他们的网站的设计工作，并调查了数千名客户。我们的发现可能会成为一个惊喜。相反，Web客户反复无常的性质，将涌向新理念的共识，实际上是网络在企业对消费者和商业领域的一个非常棘手的空间。今天的大多数网上顾客忠诚表现出明显的倾向，并正确使用网络技术，加强内在的忠诚。如果高管不迅速获得他们最有利可图的现有客户的忠诚度并获得新客户，他们将面对一个惨淡的未来餐饮的只有价格最敏感的购房冲动。我们听到的新经济专家认为，互联网已经颠覆了所有业务的老规则。但是，当涉及到客户忠诚，旧规则一样重要。忠诚仍然是赢得客户的信任客户种类的权利人可以提供这样一个始终如一的优良经验，他们会想和你做生意。网络，然而，提出新的问题和新的机会：它将旧的规则在新的语境。我们在这篇文章的目的是描述的背景及其影响。十年前的经济&忠诚，贝恩公司，与哈佛商学院厄尔·塞瑟工作，分析成本和来自服务在整个采购生命周期客户的收入，我们的结果发表在该杂志。（见“零缺陷的质量来服务”在九月十月发行1990–。）我们发现行业在产业，获取客户的成本高，使得许多客户关系无利可图在初期。只有在以后的岁月里，当成本服务的忠实客户，他们购买的上升下降量，做好人际关系产生巨大的回报。底线：提高客户保留率增加5%的利润由25%到95%。这些数字使许多高管，文章掀起了急于工艺保留策略，其中许多继续支付巨额股息。当我们用同样的方法来分析几个电子商务行业包括书籍，客户生命周期经济服装，杂货，和消费电子产品我们在工作中发现经济学经典的忠诚。事实上，早期的损失的一般模式，其次是利润增长实际上是夸大了互联网上。（看展览“客户生命周期理论在电子商务。”）在开始一段关系，经费需要获得客户往往在电子商务大大高于传统的零售渠道。服装电子病，例如，新客户成本的20%至40%为纯粹的互联网公司比传统的零售商和在线商店更多的物理。这意味着在关系的早期阶段损失较大。客户生命周期经济电子商务来源：贝恩公司和&发条在未来几年，虽然利润增长加速，以更快的速度。在服装零售，客户重复花费超过24个月–30他们的关系比他们在前六个月的两倍。由于网络商店来扩展他们的产品范围是相对容易的，他们可以出售更多种类的商品的忠实客户，以及深化关系随着时间的推移，扩大。有证据表明，事实上，Web客户倾向于巩固其购买的一个主要供应商，在一定程度上，从供应商处采购成为他们日常生活的一部分。这种现象尤其明显的业务部门。例如，美国经济学家格兰杰，在美国最大的工业公司，发现长期客户，其通过购买格兰杰的传统分支稳定的体积，增加他们的购买基本上在他们开始使用格兰杰的网站。对这些客户销售增加三类似的客户谁使用只有物理网点率。除了购买更多的，忠诚的顾客也经常提到新客户供应商，提供一个利润的来源丰富。推荐是利润丰厚的传统商务以及但，再一次，互联网的放大效应，从词的小鼠比口碑传播速度更快。在线客户可以，例如，使用电子邮件广播推荐一个最喜欢的网站，许多朋友和家庭成员。许多网上零售商现在自动转诊流程，让客户发送推荐的熟人在网上零售商的网站。因为称客户花费这么少的收购，他们开始产生利润，在其生命周期的更早。易趣网是一个电子商务的领导者，是忠诚的客户获得推荐的经济效益。超过一半的客户转介。“如果你只是做数学题我们的季度财务报表，“首席执行官Meg怀特曼最近告诉华尔街日报，“你看，我们花了不到10美元收购每个新客户。原因是我们被口碑驱动。“易趣网甚至发现支持称客户的成本要大大低于那些带来了通过广告或其他营销努力。称客户倾向于使用人提交他们的建议和指导，而不是打电话易趣网的技术支援。实际上，忠诚的顾客不仅要考虑广告和销售的功能，他们甚至员工公司的帮助台免费！所有这些经济因素的结合意味着忠诚的价值往往是更大的在互联网上比在物理世界中。所有的企业在网上开展业务，其含义是明确的：你不能产生卓越的长期利润，除非你实现卓越的客户忠诚度。为了获得客户的忠诚信任的问题，你必须首先获得他们的信任。这是一直以来的情况，但在网络上，在业务在距离和风险和不确定因素被放大了，它是如此。在网上，客户可以不看在眼里的一个销售员，不能大小的商店或办公室的物理空间，并不能看到和触摸产品。他们必须依靠图像和承诺，如果他们不相信公司介绍这些图像和承诺，他们会到别处购物。事实上，当我们问网络购物者的名字，赢得他们的业务在网上最重要的属性，第一个回答是“一个网站，我知道和信任。“所有其他的属性，包括最低的成本和最广泛的选择，滞后。价格不规则网络；信任。