【doc】 Customer Loyalty and Cybermarketing Ideaistic Evolution.doc

customer loyalty and cyber-marketing ideaistic evolutionsep.2005,volume4,no.9(serialno.27)china-usabusinessreview,issn1537-1514,usacustomerloyaltyandcyber-marketingideaisticevolutionhongpengzhihaochenzhongnanuniversityofeconomicsandlawabstract:customerloyaltyhasalreadyarousedtheextensiveattentionofthemarketingarea,butithasbeenignoredbyn1.mlerousenterprisesincyber-marketing.therefore,establishingonlinecustomerloyaltyandemphasizingthetivationofloyaltyisanewsubjectforenterprisesduringtheircyber-marketingimplementation.customerloyaltyisonthebasisofcustomersatisfaction,butcustomersatisfactiondoesnotmeanthatthecustomerhashigherloyalty.customerloyaltyisthekeyfactortoimproveenterprisescompetitiveness,anditisthefoundationstoneofenterprisedevelopmentandthemostimportantso1iceofenterpriselong-termprofit.intemethasbothpositiveandnegativeinfluenceoncustomerloyalty.weshouldcultivatecustomerloyaltyfromcustomerrelationmaintaining,customerrelationmanagement,virtualexperienceandsoonintheinternetenvironment.keywords:cyber-marketingcustomerloyaltycustomersatisfaction1.introductionintheearly90softhe20thcentury,therapidgrowthofintemethasformedanddominatedtheintemeteconomywithinalmostthewhole90s.tlenearlycrazye-commerceupsurgehasbecomelogos,enteringanewsteadydevelopingperiodaftertheintemetfoamywreckageintheyear2000.fromthetechnicalorientedfirstgeneratione-commercetothesecondgeneration.thisisorientedbycommerce(laudon&traver,2002).undersuchabackground,moreandmorescholarsconsiderthattraditionalmarketingconceptionshouldbeappliedintheinteractenvironmentandshouldbeextendedandevolved.in1996,theauthoroftheloyaltyeffect,frederickreichheld,onthebasisofthoroughresearchonsuchtradesassoftware,advertisingagent,etc,issuedresearchreportzeroloss:刀lpcomingofserviceindustryqualityperiodinharvardbusinessreview.reichheldpointedoutthat,whentheenterprisescustomerretentionratioincreasesby5o/otheirprofitincreasewiureach25%一85%.atthesametime.theservicecostthatisprovidedforoldcustomersislesseachyear.佻conclusioncausedtheextensiveconcemofthemarketingindustry.beforeandafterthisconclusion,suchassalepromotioncostfornewcustomersis6timeshigherthanthatforoldcustomers,thesuccessprobabilityforpromotiontonewcustomersis15%whileitis50%foroldcustomers,etc,theverdictdiscoveredbyenterprisesandresearcherswhichisalmostaccordantwithgametheory,hasbeentakenasprincipleinthemarketingarea.however,whenmoreandmoreenterprisesgraduallyunderstandthattheyshouldntonlyfocustheirarentionondevelopingnewcustomers,manycyber-marketingenterprisesstressattractingnewcustomersastheiremphasisforinteractbusiness.theyarewildaboutthetechniqueforattractingnewcustomersandalwaysemphasizethecustomerincreaserate.111evprovidevariouskindsofintereststoattractnewcustomerswhilehongpeng,fcmale,ph.d.candidateandassociateprof.ofschoolofbusinessadministration,zhongnanuniversityofeconomicsandlaw;mainresearchfield:e.business;address:schoolofbusinessadministration,zhongnanuniversityofeconomicsandlaw,no.1l4wuluoroad,w,lhail,hubei,china,postcode:43oo64.“zhihaochen.male.associateprof.ofschoolofbusinessadministration,zhongnanuniversityofeconomicsandlaw;mainresearchfield:b.businessandcyber-marketing;address:schoolofbusinessadministration,zhongnanuniversityofeconomicsandlaw,no.1l4wuluoroad,wuhan,hubei,china,postcode:430064.74customerloyaltyandcyber-marketingldeaisticevolutionignoringthemaintenanceforthecustomersalreadyexist,needlesslytosayhowtocultivatecustomerloyalty.therefore,establishingonlinecustomerloyaltyandemphasizingthecultivationofloyaltyisanewsubjectforenterprisesduringtheircyber-marketingimplementation.thispaperjustdoessomeprobesonthisissue.2.theconnotationforcustomerloyaltycustomerloyaltyisusuallydefinedasthebehaviorofrepeatedlybuyingthesamebrandorproduct.butthisisjustthesuperficialdescription,themoreprofounddefinitionforloyaltyisthat,akindofresponsibilityforbuyingthesameproductorserviceinthefuture,whichmakescustomersbuythesamebrandevenwhentheyarefacingotherbrandsmarketingorunderthecircumstancethatispossibletochangetheproductbrand.althoughcustomerloyaltydoeshaverelationwiflxrepeatbuying.itisnotequaltorepeatbuying(jacoby&kyner,1973).thethreefactorsthatdeterminethecustomerloyaltyareproductssuperiorquality,personalpsuitandsustainandinfluencebycolonyculture.basedonthedepthofcustomerloyalty,itcanbedividedintofouradministrativelevels,namelyperceivedloyalty,sensibilitiesloyalty,intentloyaltyandbehaviorloyalty.outstandingqualityoftheproductisthebasisofactualizingtheloyalty.ifcustomersarenotinterestedintheproducts,loyaltycannotbeareasonabletargetforthemtopursue.thatistosay,itisimpossibletoformloyaltywithoutsatisfyingproduct.butoutstandingproductorserviceisjusttheleastrequirementtorealizecustomerloyalty.asamatteroffact,therepresentationoftheproductonlyformsthemostsuperficialperceiveloyalty.onlywhencustomersratifytheproductwiththeirgeist,furtherloyaltylikesensibilitiesandintentloyaltycomesintobeing.justaskotler(2001)pointedout,customersjovialitycreatesakindof”appetencyagainstproductsandservices,itisnotonlyakindofrationalpreference,butalsohighdegreecustomerloyaltytherebyforms.to0btainthesensibilities,intentandbehaviorcustomerloyalty,itneedsotherfactorssupport.non-competingareahighthemonopolyundercontrolorafewsubstitutesbrandassetsocc呷岍ilgaleadingpositionpowerlloyaltyschemeloyaltydegreeperfectlyunsatisfiedhighcompetitionareasatisfactionperfectlysatisfieddegreefigure1therelationshipbetweencustomersatisfactionandcustomerloyaltyactionloyaltyasthehighestlevel,canberealizedonlywhenthecolonythecustomerisaffiliatedwith,likefamily,stratum,alsosustainusingtheproduct.orelse,customerswillnotrepeatbuyingeveniftheyaleheartloyalty”.asyoucansee,therelationshipbetweenproductrepresentationandcustomerloyaltyisnotasconsanguineousasthecustomersatisfaction.ifenterprisecannotsatisfyoneoftheabovecustomersexpectations,75customerloyaltyandcyber-marketingldeaisticevolutiontheintrinsicconditionforrealizingloyaltyisdestroyed.fromthedefinitionofcustomerloyalty,wealsocanseethatcustomersfuturebehavior(repeatbuyingorchangingbrand)isrelatedwithloyalty.kotler(2001)andotherpersonstracedouttherelationshipbetweencustomersatisfactionandcustomerloyaltywithinthedifferentindustrymarkets(seefigure1).wecanseethatwhensatisfactiondegreeishigher,loyaltydegreeishigherundervariouskindsofsituations.butinintensivecompetingindustrieslikemobile.pcindustry,theresnoenormousdifferencebetweennotsosatisfiedandcomparativelysatisfied.butbetweencustomerswhoaresatisfiedandthosewhoareperfectlysatisfied,theloyaltydegreehasenormousdifference.evenlowerjustalittlefromtheperfectsatisfactionline,theloyaltydegreewilldownalot.butforthosemonopolymarketorsellersmarket,loyaltywillkeepontherelativelyhighlevelwhenevercustomersaresatisfiedornot.itseemsthatthisistheidealconditionforprotectedorrulingindustriesorenterprises,buttheseenterpriseswillfinallypaytremendousexpensesforcustomersdissatisfaction.3.marketingideaisticevolution3.1fromcustomersatisfactiontocustomerloyaltyinthemarketingarea.itisknowntoallthatcustomersatisfactionisthenecessaryconditionforcustomerloyalty.wecansaythatcustomerloyaltydevelopsfromcustomersatisfaction.customersatisfactiontheory,asthemarketingbible,comesofthe60sinthepreviouscentury.ithasformedasetofrelativelymaturateandperfecttheoreticalsystemafterdevelopingforfull40years.itsachievementsarenotonlyappliedintheenterprisesmarketingactivities,butalsousedinthenationalcustomersatisfactionevahiationsystemandgraduallyfilteredinthewholecountryeconomiccirculationsystem.enterprisesachievedremarkableperformanceaftertheyimplementedthecustomersatisfactionmarketingtactic.butsomeproblemsalsograduallyappearedduringtheimplementation,manyenterprisesfoundthatitcannotbethefundamentalfunctionforupgradingenterprisescompetitiveness.americanmobileindustrymadeastat.,theyfoundthat85%-95%ofcustomersclaimthattheyresatisfiedwiththeproducts,butonly30-40%ofthemchoosetobuytheoriginalbrandortype.someenterprisesinotherindustriesevenencounteredthatcustomerswhomtheyhadtriedtheirbesttosatisfychoosetheircompetitorsproductinthenexttransaction.someenterprisesalsofoundakindofunablebalancerelationbetweencustomersatisfactionandenterpriseperformanceandcompetitivepower,thisphenomenonisnamedcustomersatisfactiontrap”byreichheld.before90softhe20thcentury,althoughitwaswidelyconsideredintheacademethatsatisfactiondegreeisrelatedtoloyaltydegree,somescholarshadrealizedthedeficiencyforcustomersatisfactionforalongtime.in1986.demingpointedoutthat”itisnotenoughtomakecustomersbesatisfied”.withthetransitionfromsellersmarkettobuyersmarketandgrownupofeocommerce,moreandmorescholarsfindthattherelationbetweensatisfactiondegreeandloyaltydegreeisnotasdirectasbeeline.zonesandsasser(1995)consideredthatonlymakecustomersbesatisfiedandhavethefighttochooseinmanyways,whichisnotenoughtomaintahltheirloyaltyfortheenterpriseandbrand”.reichheldsresearch(1996)indicatedthat65%-85%ofcustomerswhoclaimtheyresatisfiedorperfectlysatisfiedwillbelostandturntootherbrand.stewart(1999)pointedoutthatitiswrongtoconsidercustomersatisfactionincertaindegreewillconsequentiallyleadtocustomerloyalty.neal(1999)alsoconsideredthatitiswrongtoconceivecustomersatisfactionwillleadtocustomerloyalty,whichisapprobatorybyenterprisesandacademecircleduringthepast10years.becausemostloyalcustomersaresatisfiedwhilesatisfiedcustomersarcnotalwaysloya1.oliver(1999)investigatedwhichaspectofcustomersatisfactioneffect76customerloyaltyandcyberomarketingldeaisticevolutionrelatedwithloyaltyandloyaltyeffectwasresultedinwhichfactorsofsatisfaction.afardeepenresearchonthefactorsofformingcustomerloyalty,hepointedoutthatsatisfactionisthenecessarystagetoformloyalty,butsatisfactionisnotsoimportantaftertheloyaltyformed,whethercustomerswillbeloyalornot,itisrestontheotherfactorsaftersatisfactionformed.oliveralsopointedoutthat90%ofthesatisfiedcustomersispossibletobetray.marketingmasterkolter(2001)alsoadmitted:tilehi曲satisfactiondegreecannotguaranteethecustomerloyalty.somescholarslikebuttle(1991),reichheld(1993),mitchell0998),naude&buttle(2000)approvedthatcustomersatisfactionisnotequaltoloyaltyfromtheangleofrelationmarketing.onthecontrary,unsatisfiedcustomersmaybecomelciyalcustomers.nieseconclusionsmakethesatisfactionresearchandrelationmarketingresearchthatissupportedbycustomersatisfactionfacenewsubjectsalmostatthesametime.therefore,deepcustomerloyaltyresearchisattractingnloreandmorescholarsandbeingpaidattentiontobymoreenterprises.3.2customerloyaltyisthefootstoneofenterprisesgrowthandtheheadspringofprofitaccordingtothemarketingtheory,forthegrowingmarket,supplycannotmeetthedemand.atthistime,enterprisescangainmoreprofits.whileforanalmostbalancedmarket,enterprisesandcustomersalmostpossessthesamestatus,onlythosewhocanwinmorecustomers,gainmoreprofits.butforshortagemarket,itisnotnecessaryforanenterprisetoprovideservicesforallcustomers;onlyprovidingservicesforthecorecustomerscangainthesameabundantprofits.however,underthecircumstancesofmarketeconomysincreasinglymaturesandgraduallycomingintobeingofbuyersmarket,manyimportantproblemsthatenterprisesfacearenotonlythemarketoccupationrate,buthowmanyloyalcustomerstheypossess.manyenterprisesstarttopaymoreaaentiontocustomersfeedbackandenterprisescompetitiontargethaschangedfromthequantityofmarketshare(marketoccupationrate)tothequalityofmarketshare(quantityofloyalcustomers).customerloyaltyhasanimportantmeaningforenterprisessurvivalanddevelopment.costmustbepaidtoobtainnewcustomers;thiscostwillbemoreexpensiveunderthesupplyexceedingdemandmarket.buttheircontributingtoenterprisesisverymeager.insometrades,newcustomersareevenunabletocontributetoenterprisesinashorttime,comparativelyspeaking,loyalcustomers(oldcustomers)createoverflowvalueupontheenterprises:loyalcustomerswillgenerallybethe”disseminator”oftheproductsandservices;they11trytorecommendtoothers,thiskindofpublicpraisemarketingismostwelcomedbyenterprises.mostloyalcustomersgenerallyacceptacertainmarkupf0rtl1epticejustbecauseofconvenienceofshopping(frederick,20oo).loyalcustomerscanoftenobtainhighervalueslikeuniqueproductsandemotionaldemandduringtherelationmaintenancewithenterprises.therefore,theyrenotsosensitiveaboutthepricelikenewcustomersandtheydliketoaccepthigherpricefortheproductsandservicesthanthatfornewcustomers.wecartsaythat,thequantityofloyalcustomersdeterminesenterprisessurvivalanddevelopment.customerloyaltyisthekeyfactorofupgradingenterprisescompetitionabilityandthefootstoneforenterprisesdevelopmentandmainheadspringforenterpriseslong?rangeprofit.4.cyber-marketingandcustomerloyaltyafterexperiencinganexplosivegrowthperiod,thefirstgenerationofe?comlllercethathadstartedbyusingwebadvertisementtopromotetheproductssince1995,waseventuallyendedwiththecrashofthenetworkconceptstockinapril,2000.basedonthefirstgenerationofe?commercewhichtakesexperinaenting,capitalizationandhighcompetitivenessasitscharacters,thesecondgenerationofe-commerce,whichstartedin2001,hasstressedthecustomerloyaltyandcyber-marketingldeaisticevolutioncommercialitywhichshouldhavebeenpaidaenfiontoduringthefirstgeneration.suchmisunderstandingideasasrewritingallbusinessrulesoftraditionaleconomy”androotingouttraditionalmarketingchannelsandintermediaryhavebeencorrected,andthene-commerceentersintoanewstageofsteadydevelopment.however,asanewthing,e-commerceisanewsubjectforthescholarsofvariouscountriestoexplorehowtousethesuccessf