【本周期刊】滿意度還是忠誠度？

SATISFIED OR LOYAL? 滿意度還是忠誠度？

Every
company wants more loyal customers. Your organization is no exception.
And you’re probably pretty clear about why that’s a goal. When companies
say they want more loyal customers, they mean they want customers who
give the company a bigger share of their business over a longer period
of time.每家公司都想要更忠誠的客戶。 你的組織也不例外。 你可能很清楚為什麼這是一個目標。 當公司表示他們想要更忠誠的客戶時，意味著他們希望客戶能夠在更長的時間內為公司提供更大的業務份額。So
far, so good. The trouble is, very few companies understand what
customer loyalty actually is, or where it comes from, or how to build
it. So while organizations spend a great deal of time and money on
efforts to persuade customers to become loyal, those efforts are really
just aimed at increasing satisfaction. And satisfaction is all they ever
create. Even when the efforts work, achieving satisfaction is the best
they can do.到現在為止還挺好。
問題是，很少有公司了解客戶忠誠度實際上是什麼，或者來自何處，或者如何構建它。
因此，雖然組織花費大量時間和金錢來說服客戶變得忠誠，但這些努力實際上只是為了提高滿意度。 滿意是他們創造的一切。
即使努力工作，做到滿意也是他們能做的最好的事情。What’s
wrong with that? Only this: Sure, a satisfied customer is better for
your business than an unsatisfied one, but a satisfied customer will go
right on shopping for a better deal—better service, more favorable
terms, a lower price. A satisfied customer is only yours until one of
your competitors matches you or ups the ante. As you may have noticed,
your competitors are always upping the ante.這有什麼問題呢？ 只是這樣：當然，滿意的客戶對您的業務比不滿意的客戶更好，但滿意的客戶會為更好的服務，更優惠的條件，更低的價格而購買。 只有你的競爭對手與您匹配或提高您的籌碼，才能滿足你的客戶。 你可能已經注意到，你的競爭對手總是在提高籌碼。A
customer is not really loyal to you until he or she has stopped
shopping for the sort of products or services that you provide.
Genuinely loyal customers are those who have gone deaf to your
competitors’ appeals and enticements and 「limited-time special deals.」
Their relationship with you is too valuable for them to consider giving
up.直到客戶停止購買你提供的某種產品或服務之前，客戶也並不真正忠誠於您。 真正忠誠的客戶是那些對競爭對手的訴求和誘惑以及「限時特價交易」充耳不聞的客戶。對於他們考慮放棄而言你與他們的關係太有價值了。

CUSTOMERS AREN’T GENUINELY LOYAL TO YOU UNTIL THEY HAVE STOPPED SHOPPING.

客戶並不是非常忠誠於您，直到他們停止採購。

Have
you ever felt that way about a company? If so, I’ll bet you can’t name
more than one or two examples. The kind of loyalty I’m talking about is
that rare. But if you think about those rare examples, and ask yourself
why you felt that way, I bet you’ll realize that what earned your
loyalty wasn’t really a company at all. It was a person. It might have
been a salesperson. I might have been a technician, or a
customer-service rep, or even the company’s owner. But it was a person.您對公司有過這樣的感受嗎？
如果是這樣，我敢打賭你不能說出一兩個以上的例子。 我所說的那種忠誠是罕見的。
但是如果你考慮那些罕見的例子，並問自己為什麼會這樣，我敢打賭你會意識到，贏得你忠誠的並不真是公司。 而是一個人。 它可能是一名銷售人員。
也可能是技術人員，客戶服務代表，甚至是公司的所有者。 但這是一個人。People
don’t stop shopping because of attachments they form to corporate
entities. People only become genuinely loyal to other people. In the
business-to-business world, if you have stopped shopping among suppliers
of some product or service, I’ll bet anything you like that your
favored supplier—the one you have settled on—employs a person (or
people) whom you regard not as a vendor but as a business partner. I’ll
bet you trust that person to look out for your business interests at
least as much as you trust your own coworkers.人們不停止購買是因為他們附著於企業實體。
人們只會真正忠於其他人。 在企業對企業的世界中，如果你已經停止在某些產品或服務的供應商之間購買，我打賭你喜歡任何對你有利的供應商，
一個你已經確定下來的 ——採用一個人（或多個人） 不是作為供應商而是作為商業夥伴。
我敢打賭，你相信那個人至少像你信任自己的同事那樣關注自己的商業利益。Customer satisfaction? Phooey. Here are some sobering facts about customer satisfaction.客戶滿意度？錯了。 以下是一些關於客戶滿意度的清醒事實。

•
75% of customers who leave a company for a competitor say they were
satisfied or even 「very satisfied」 with the company they left.• Only
25% of customers who defect from a company say they left for a lower
price—but 50% of company executives think that’s why their customers
defect.• Only 10% of customers leave because their needs have
changed. Companies think a full third of their clients leave for that
reason.• 75% of customers actually leave a supplier because of the
lack of a solid business relationship. But only 20% tell the company
that this is why they’re leaving.

• 75％的客戶離開公司選擇了競爭對手表示他們對放棄的公司感到滿意甚至「非常滿意」。• 只有25％的公司叛離的客戶表示他們為了更低的價格離開 – 但50％的公司高管認為這就是他們的客戶叛離的原因。• 只有10％的客戶離開是因為他們的需求發生了變化。 公司認為其中三分之一的客戶因此而離開。• 由於缺乏穩固的業務關係，75％的客戶實際上離開了供應商。 但只有20％的人告訴公司，這就是他們離開的原因。The
last point in that chart, about the lack of a solid business
relationship, begins to get at the difference between satisfaction and
loyalty. I hope I have at least begun to persuade you that the
difference is important. If you really want more customers to give you a
bigger share of their business over a longer period of time, you need
loyalty, not satisfaction.該圖表的最後一點，即缺乏穩固的業務關係，開始了解滿意度和忠誠度之間的差異。 我希望我至少開始說服你，差異很重要。 如果你真的希望更多的客戶在更長的時間內為您的業務提供更大的份額，那麼你需要忠誠度，而不是滿意度。Now
the question becomes: How can you set out, in a systematic and reliable
way, to ensure that your company creates more customers who are
genuinely loyal? I’m not just suggesting that your sales force should
create this loyalty. I’m saying that your entire company might become a
sort of loyalty-generating machine.現在的問題是：您如何以系統可靠的方式確定您的公司創造更多真正忠誠的客戶？ 我不只是建議你的銷售團隊應該創造這種忠誠度。 我說你的整個公司都可能成為一種忠誠度生產機器。