Results 121 to 130 of about 7,933 (166)
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2003
It has been suggested that it costs up to five times as much to win a new customer as it does to retain an existing customer. The costs of capturing market share are not always easy to gauge, but there are many companies who now regret earlier strategies based on the blind pursuit of volume.
Malcolm McDonald +2 more
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It has been suggested that it costs up to five times as much to win a new customer as it does to retain an existing customer. The costs of capturing market share are not always easy to gauge, but there are many companies who now regret earlier strategies based on the blind pursuit of volume.
Malcolm McDonald +2 more
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Customer retention is not enough
Journal of Consumer Marketing, 2005PurposeEvery company knows that it costs far less to hold on to a customer than to acquire a new one. That is why customer retention has become the Holy Grail in industries from airlines to wireless. Yet defecting customers are far less of a problem than customers who change their buying patterns.
Stephanie Coyles, Timothy C. Gokey
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Journal of Direct Marketing, 1992
Much attention has been given of late to the potential of database marketing (DBM). This article considers the capacity of DBM in the specific instance of retention marketing, where the objective is not necessarily to gain more new customers, but to lose fewer existing ones. Retention marketing is a particularly valuable strategy if barriers to exit by
Andrew Ainslie, Leyland Pitt
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Much attention has been given of late to the potential of database marketing (DBM). This article considers the capacity of DBM in the specific instance of retention marketing, where the objective is not necessarily to gain more new customers, but to lose fewer existing ones. Retention marketing is a particularly valuable strategy if barriers to exit by
Andrew Ainslie, Leyland Pitt
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Customer Retention Strategies and Customer Loyalty
2015Since loyal customers are the most important assets of a company, companies have been giving attention to developing customer retention and loyalty programs. The fundamental purpose of customer retention efforts is to ensure maintaining relationships with value-adding customers by reducing their defection rate.
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Customer Retention Strategies and Customer Loyalty
2017Since loyal customers are the most important assets of a company, companies have been giving attention to developing customer retention and loyalty programs. The fundamental purpose of customer retention efforts is to ensure maintaining relationships with value-adding customers by reducing their defection rate.
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Customer Empowerment, Customer Retention, and Performance of Firms
2023This study looked into how customer empowerment affects a company's performance (i.e., a bank). The relationship between customer empowerment and the firm's performance of banks in India's Delhi and NCR region has been studied, and innovation and customer satisfaction have been found to mediate this relationship.
Manoj Kumar Mishra, Leena Singh
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Positioning predictive analytics for customer retention
Journal of Decision Systems, 2015Developing business vision should not be underestimated. Predictive analytics provides organisations with new opportunities to ‘know what they know’, but also predict future behaviours, leveraging ...
Brian O'Flaherty, Ciara Heavin
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Customer Retention at Milliken
Managing Service Quality: An International Journal, 1994Describes how Milliken embarked on its pursuit of excellence in customer satisfaction. Its main means of doing this is by an annual customer survey carried out by an independent firm of consultants. Outlines the lessons learned since these surveys were started in 1985. This includes the importance both of internal customer‐supplier relationships and of
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Decision making of customer retention based on customer identification
2011 Eighth International Conference on Fuzzy Systems and Knowledge Discovery (FSKD), 2011This paper proposes the theoretical framework and model of decision making of customer retention based on customer identification. First, it proposes the 3-dimentional framework model of customer identification, which incorporates the dimensions of Customer Lifetime Value, Customer Perceived Value, and Accessibility under Competition.
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