5 why satisfied customers defect

让客人怎样满意英文作文How to Satisfy Customers。

As a business owner or employee, one of the most important goals is to satisfy customers. Satisfied customers are more likely to return and recommend your business to others. Here are some tips on how to satisfy customers:1. Listen to their needs。

Customers want to feel heard and understood. Take the time to listen to their needs and concerns. Ask questions to clarify their requests and show that you are interested in helping them.2. Provide excellent customer service。

Customer service is key to customer satisfaction. Be friendly, helpful, and attentive. Respond to inquiries andcomplaints promptly and professionally. Make sure your customers feel valued and appreciated.3. Offer quality products or services。

Customers expect quality products or services. Make sure your products or services meet or exceed their expectations. Provide accurate information about your products or services and be transparent about any limitations or potential issues.4. Be reliable and consistent。

为什么公司中顾客服务那么重要英语作文Why Customer Service is So Important in CompaniesIntroductionCustomer service plays a critical role in the success and growth of any business. In today's competitive market, providing excellent customer service can give companies a competitive edge. This article explores the reasons why customer service is so important in companies.1. Customer RetentionOne of the key reasons why customer service is important in companies is customer retention. Providing excellent customer service can help build strong customer loyalty and retain existing customers. When customers receive good service and feel valued by a company, they are more likely to keep coming back. Retaining customers is less costly than acquiring new ones, and loyal customers are more likely to recommend the company to others.2. Positive ReputationAnother reason why customer service is important in companies is that it helps build a positive reputation. Word ofmouth is a powerful marketing tool, and satisfied customers are more likely to spread positive reviews about their experiences with a company. On the other hand, poor customer service can damage a company's reputation and lead to negative reviews, which can impact future sales and growth.3. Increased SalesProviding excellent customer service can also lead to increased sales. Satisfied customers are more likely to make repeat purchases and spend more money on products or services. Additionally, customers who receive good service are more likely to refer friends and family to the company, leading to new sales opportunities. By focusing on delivering exceptional customer service, companies can drive revenue growth and increase their market share.4. Competitive AdvantageIn today's competitive market, customer service can be a key differentiator for companies. With so many options available to consumers, offering superior customer service can help companies stand out from the competition. Customers are more likely to choose a company that provides excellent service over one that does not, giving companies a competitive advantage in the market.5. Customer FeedbackCustomer service is also important for companies to gather feedback from customers. By interacting with customers and addressing their concerns, companies can gain valuable insights into their products, services, and overall customer experience. This feedback can help companies identify areas for improvement, make strategic decisions, and innovate to meet customer needs.ConclusionIn conclusion, customer service is crucial for the success and growth of companies. By focusing on providing excellent customer service, companies can build customer loyalty, enhance their reputation, increase sales, gain a competitive advantage, and gather valuable feedback. Investing in customer service is not only beneficial for customers but also for the long-term success of companies.。

表达因果关系的英文句型(再ZT)作者：张凯宏西方人自古以来就喜欢辩论，喜欢谈逻辑，此种文化也很自然的反映在文字上面。

文化与语言一向就是一体的两面，阿拉伯人游牧生活以骆驼为核心，因此阿拉伯语当中，直接与骆驼有关的字，以及衍生的辞汇，多达数百个。

同样的道理，英文里面，表达逻辑关系「因为所以」的辞汇与句型，也是多得不胜枚举，这些辞汇尽管大同小异，但仔细比较之下，些微的差异，还是不可忽略，我们运用时，仍要多考虑上下文，以及习惯用法，多参考名家的例句，才可下笔。

以下是一些常用例句，供读者在说写英文的时候参考。

1. Because the duration of action of the toxin is limited, treatment of ten must be given about every three months. （因为此毒素的作用时期是有限的，每三个月必须治疗一次。

）2. Because of his incompetence, we lost a lot of business.（因为他的能力不足，我们失去很多生意。

）3. Just because I don't complain doesn't mean I'm satisfied.（就因为我不发怨言，并不表示我很满意。

）4. Since this research cannot be justified on the basis of its therapeutic benefit fo r the patient, it must be considered nontherapeutic.（由於此研究不能以治疗带来的利益来衡量，我们必须从治疗以外的角度来看此研究。

）5. The argument is fallacious, for it is based on a set of factual flaws.（这段论述是谬误的，因为它的基础与事实不符。

2019-2017年高等学校英语应用能力考试B级真题附答案2019年6月选择题25. A good business plan _____ you through every stage of your business.A) starts B) runs C) makes D) leads 答案D26. Parents are responsible_____ installing the child safety seat in their cars.A) with B) at C) for D) in 答案C27. We should pay particular _____to the issue we have just discussed.A) attention B) duty C) question D) attraction 答案A28. I need to check the information, _____Mary says it is correct.A) now that B) even though C) ever since D) as if 答案B29. Nowadays, it seems that no one can ever avoid _____ by the Internet.A) influencing B) to be influenced C) be influenced D) being influenced 答案D30. A recent study shows that a person’s living conditions only _____ about 50 percent of his or her happiness. A) account for B ) turn on C) take away D) send out 答案A31. The newly-built hotel is ideally placed for easy access _____ many major attractions in the city.A) for B) at C) with D) to 答案D32. It was _____ a long journey that we felt very tired when we arrived there.A) so B) too C) such D) very 答案C33. The team finished the project one month ahead of time, really _____ surprised all of us. A) that B) which C) when D) who 答案B34. It has been more than five years _____ they met last time in Wuhan.A) since B) before C) for D) until 答案A单词变形35. Here are some tips to help you stay safe when (use)_____ride-hailing apps.答案using36. If you couldn’t keep the (appoint)_____, please inform us as early a s possible.答案appointment37. There is something wrong with the printer, and I'll have it (repair)_____.答案repaired38.The project turned out to be (easy)_____than we thought because we had the support of many people.答案easier39. You should read this manual (careful)_____before you start to use the device.答案carefully阅读理解①Does it seem like hotel costs just go up and up? It’s true that they rise each year. Rates for rooms in 2019 are over 15% more than 2018. Here are some tips to help you make the best decision. Look for extras. The more services your rate includes, the more you can save your money. Make sure you use the facilities you will actually need, or you’ll spend more than you need to. Common extras that can save you a lot are free breakfast, free Wi-Fi, and kids eat free. So take advantageof them during your stay. Stay in hotels right outside the city center. If the costs for transportation won’t be high, you can frequently get a good deal this way. You could also look into staying in the university district of a city. Hotels are more affordable , cheap eating places are plentiful and public transportation is convenient. Go out to eat. Though room service sounds really great, prices for food on the hotel menu can be twice as much as you would pay for the same food at a restaurant.40. What is TRUE of hotels according to the first paragraph? BA) More hotels are to be built soon.B) Hotel costs increase year by year.C) Hotels are in great demand today.D) Hotel costs rise over 15% each year.41. One piece of advice to hotel guests is _____. CA) to use all the hotel entertainment equipmentB) to take your family members along with youC) to take advantage of the common extras included in the rateD) to enjoy as many facilities provided by the hotel as possible42. One advantage of staying in the university district is _____. DA) the friendly environmentB) more entertainment activitiesC) easy access to the university libraryD) the convenient public transportation43. Why are you advised to go out to eat when you are staying at a hotel? AA) Food served in hotels is too expensive.B) Restaurants offer better services.C) Food in a restaurant is really great.D) Room service has limited food varieties.44. The passage is mainly about how to _____. BA) best enjoy room service in hotelB) save money while staying in a hotelC) choose a hotel in a university districtD) make use of common extras in a hotel②45. What kind of service is provided by the company? DA) Equipment rental.B) Machine repairing.C) Software designing.D) Construction clean-up.46. What should you do if you want to invite the company to bid for your project? AA) Call Mike Jones.B) Visit the company’s manager.C) Post your invitation for bid online.D) Send a bid form to Jones Clean-up Services.47. What guarantee does Jones Cleaning Services promise in the poster? CA) The latest design.B) The lowest price.C) 100 percent satisfaction.D) The use of green materials.③Attention Residents:Norris&Stevens is pleased to offer residents the ability to pay online via PayLease! PayLease is a leading payment processing company in the property management industry. Residents will enjoy the following benefits:·Online payments via credit card or electronic check.·One time payments at your convenience.·Automatic payments to pay rent.·Call center for support.·Secure and easy to use payment system.Here is how to get started:·Please visit PayLease. com.·Click on “Pay Rent Online”to register .·You will need your Skyline account number to register.·Once registered, you can process a one-time payment or set up automatic pay.If you should have any questions regarding your balance or your account with Norris&Stevens, please contact your property manager. If you should have any questions regarding PayLease, please contact PayLease Support at 1-866-734-5322.Thank you for using PayLease!48. payment processing49. credit card50. support51. PayLease. com52. 1-866-734-5322单词选择A — cost of qualityB — quality levelC — quality controlD — quality managementE —supply chainF — quality assuranceG — major defectH — inspection certificateI — check listJ — quality engineeringK — sample sizeL — inspection costM — rejection numberN — laboratory testingO — quality inspectorP — consumer safetyQ — appearance check53.CP54.HJ55.BL56.OE57.KQ④We want you to be 100% satisfied with your purchase.If for any reason you are not satisfied, you may return your product within 30 days of your purchase. All returned items must be in new condition as it is received, including the original box, packaging and accessories . Missing or damaged accessories will result in additional fees. Replacements of Defective or Damaged Items:If you have received a defective (including missing, broken, non-functioning) or damaged item, please contact us within I week So that we may solve the issue and send you the replacement under our cost. For damaged products, pictures are required. If for any reason, pictures cannot be provided as proof of damages, items must be shipped back to us (prepaid postage is not covered by US).********************************************************************************* before return.58. When can you return the product if you are not satisfied with the purchase?Within _____ of your purchase. 答案30 days59. What is required of your product if you want to return it?All its returned items must be _____as it is received. 答案in new condition60. What would happen to you if any accessories were found missing in your returned item? You will have to pay_____. 答案additional fees61. What is required of damaged products when they are returned?For the damaged products, _____ are required. 答案pictures62. What should you do before returning the product?Ask for a RMA number and _____ before return. 答案return instruction英翻中63. This online business training site not only provides an introduction to its online programs, but also offers business information.这个在线商业培训网站不仅提供在线培训项目的内容介绍，还提供商业信息。

______________________________________________________________________________________________________________________________Report Information from ProQuest14 November 2011 09:02_______________________________________________________________1 1Lasting customer loyalty: a total customer experience approachMascarenhas, Oswald A; Kesavan, Ram; Bernacchi, Michael. The Journal of Consumer Marketing 23. 7 (2006): 397-405._______________________________________________________________Check for online access via University of Bradford Library_______________________________________________________________Understanding and delivering total customer experience (TCE) in order to sustain lasting customer loyalty (LCL) is increasingly important given the pressures of commoditization, globalization and market saturation in developed countries. The purpose of this paper is to review the concepts of TCE and LCL. The concepts of TCE and LCL are discussed and defined and their combined importance for marketers is outlined and few key cases of their best practices are analyzed in order to derive a set of managerial frameworks for strategizing TCE to achieve LCL. Customer loyalty as a hierarchical ladder starting from random casual awareness in the bottom rung to high bonding loyalty of brand communities in the topmost rung is derived. TCE is captured in its three essential interactive elements: physical moments, emotional involvement moments, and its value chain moments. Accordingly, a typology of customer loyalties is proposed as a function of high vs low levels of the three constitutive elements of TCE. Practical implications - The loyalty ladder is a useful classification tool to monitor customer loyalty and dollar-effectiveness of customer loyalty programs. Each rung offers a managerial challenge to ascend to the next rung of loyalty. Linking TCE with LCL is unique and challenging. Adding the third dimension of value chain moments makes TCE more focused and loyalty-driven. The typology of TCE-based customer loyalty is new and offers a broad strategic canvas for marketers. The loyalty ladder with each rung buttressed by differentiated value, interactive relationship and TCE makes it credible, viable and a strategic destiny. TCE and LCL are also distinguished from related concepts in marketing to derive managerial implications._______________________________________________________________Customer loyalty, retention, and customerrelationship management. Richard C. Leventhal Traditionally, marketing activities have focused on success in the product marketplace by examining the physical aspects of products and services such as quantity, quality, functionality, availability, accessibility, delivery, price and customersupport. More recently, marketing managers have shifted their emphasis to creating value for their customers(e.g. [12] Clutterbuck and Goldsmith, 1998; [17] Fudenberg, 2000; [31] McAlexander et al., 2002).The current trend in marketing is to create engaging and lasting experiences for the customers([29] Macmillan and McGrath, 1997; [9] Carbone, 1998; [37] Pine and Gilmore, 1998; [41] Rowley, 1999; [50] Wyner, 2000; [8] Calhoun, 2001; [2] Arussy, 2002; [7] Berry et al., 2002; [19] Gilmore and Pine, 2002; [27] Lamperes, 2002). About 85 percent of senior business leaders interviewed in a recent study agreed that differentiating solely on the traditional physical elements such as price, delivery and lead times is no longer an effective business strategy ([44] Shaw and Ivens, 2002). The new differentiator today is customer experience.The competitive battleground of differentiators is also changing. In the 1970s, the differentiator was quality or functionality; in the 1990s it has been brand and price; in the early 2000s, it is service, information and delivery ([44] Shaw and Ivens, 2002, p. 2). All these attributes are considered as givens today; that is, customerstake them for granted and feel entitled for them. Currently, in the mid-2000s, it is customers' emotional attachment with the brand, the brand community and the brand company via customerexperience that is gaining importance in the literature ([1] Anderson et al., 2006; [4] Barber and Strack, 2005; [6] Bendapudi and Bendapudi, 2005; [32] McGrath and Macmillan, 2005; [30] Mascarenhas et al., 2004; [33] Narayandas, 2005; [43] Selden and Macmillan, 2006).Delivering total customerexperience (TCE) goes beyond mere customersatisfaction and is a relatively new concept since satisfied customerscould still defect ([23] Jones and Sasser, 1995). In the past, companies have primarily focused on the physical aspects of the product, while totally neglecting the emotional and value aspects and hence, losing many customers in the long run ([34] Nunes and Cespedes, 2003). To compete successfully in this customer experience territory, a growing number of organizations are systematically applying the principles and tools of TCE to generate, strengthen and sustain enduring lasting customer loyalty. Marketers today believe that engineering TCE and lasting customer loyalty(LCL) are important for maintaining customerfocus and creating customerpreference.In this paper, we review the concepts of total customerexperience (TCE) and lasting customer loyalty(LCL), discuss their related importance for marketers, analyze a few key cases of their best practices and as a result, derive a set of theoretical and managerial frameworks for strategizing TCE for LCL. We also distinguish TCE and LCL from related concepts of marketing to generate managerial implications for attracting and retaining customers.Importance of TCE and LCLBrands are at the heart of marketing and business strategy. Brand loyaltyis a fundamental concept of strategic marketing and is generally recognized as an intangible asset ([48] Wernerfelt, 1991, p. 229). Successful brands create wealth by attracting and retaining customersas certain loyal customersmay be willing to pay more for a brand. Brand loyalty discourages brand switching to competing brands ([16] Dick and Basu, 1994). But at the same time, the increase of competing new products, the competitive prices of new brands, and attractive promotions of new brands can quickly erode customer loyalty([42] Schiffman and Kanuk, 1997, p. 224). Hence, it is all the more important to investigate the determinantsof long-term customer loyalty.Engineering TCE and LCL is an important strategy for establishing and sustaining customer focus for an institution. It should, therefore, be in the capability portfolio of any firm investing in long-term customerrelationships ([10] Carbone and Haeckel, 1994). An organization should be successful only when TCE and LCL are the focus of its improvement ([8] Calhoun, 2001).Understanding total customerexperienceWe review a few of the many cases from the literature to develop our definition of TCE. Disney WorldAs a pioneer in experience management, Disney is dedicated to the delivery of unique customerexperiences. Disney theme parks with their hundreds of engineered cues are all coordinated and networked to generate that consummate mix of excitement, entertainment and adventure that ensure a TCE. Disney has a holistic approach to TCE - every adventure, every Disney character, every employee, every shop, and even the long waiting lines systematically manage positive sensory and emotional experience in a commercial setting that achieve a level of differentiation far beyond the commodity zone ([9] Carbone, 1998). Experiences have always been at the heart of Disney's entertainment business ([37] Pine and Gilmore, 1998).The American Girl PlaceHere, mothers and daughters (and occasionally, fathers and grandparents) spend the better part of a day, together. They can enjoy The American Girls Revue at the American Girls Theater, a 70-minute stage production; or they can go to The Café for a grown-up dining experience. Girls can pose for a photo shoot and take home a copy of American Girl Magazine with their picture on the cover. Others can have their American doll's hair styled in the Hair Salon. The American Girl Place is no more the store paradigm. It is where experiences are grown, enjoyed and repeated ([19] Gilmore and Pine, 2002).Avis Rental CarWith a pronounced decline in its customer-ratings, Avis applied the TCE technique at one of its largest operations, Newark International Airport. After an experience audit, Avis developed an experience motif focused on relieving customerstress and anxiety, both of which are commonplace at airports. For instance, customersdropping off cars were worried about making their flights, so to reduce this flight anxiety Avis installed monitors showing flight departure times and gates and placed them at the door of the car-return facility. Avis also established a new communication center to make calls, send faxes or just plug-in laptops. Within 18 months, Avis rolled out the experience design to other key locations. By 2001, Avis had moved from a bottom rank to rank number one in the Brand Keys customer-loyalty recognition survey of more than 140 national representative brands of 26 industries ([7] Berry et al., 2002).Apple's iMac computerThe iMac is an all-in-one computer that requires little wiring or setup. The base model needs little upgrading, software comes preloaded and the process of selecting a model has more todo with picking a color than understanding processor speed. It reinforces the message with packaging and graphics and backs its products with excellent customersupport. Television ads of iMac communicate how simple it is to do a task with an iMac. The purchasing experience enables the customerto undertake a comprehensive comparison-shopping by models, price and other features. The iMac attracted many first-time buyers, including the elderly, by providing positive TCE ([14] Cuffaro et al., 2002).Blyth IndustriesBlyth Industries, a candle manufacturer, differentiated and re-differentiated its products to suit the entire consumption chain and to create additional positive customerexperiences. Blyth grew from a $2 million US producer of candles for religious purposes to a global candle and accessory business with nearly $500 million in sales and a market value of $1.2 billion. This is an excellent performance in an industry that has been declining over the last 300 years ([29] Macmillan and McGrath, 1997).Analyzing total customerexperienceThe five TCE cases outlined above have some features in common:- Anticipating and fulfilling customerneeds and wants better than competitors. All five providers anticipated and understood the specific needs, wants and desires of their target customersand fulfilled them uniquely and way beyond the normal call of duty. Too many companies put all their marketing efforts on the selling side of the product life cycle, forgetting that long-term loyaltyrequires attention to customers' needs throughout their experience with a product. Handling things when the product does not work out can be as powerful as meeting the need that motivated the initial purchase ([29] Macmillan and McGrath, 1997, p. 140).- Providing real consumer experiences. All five firms provided customerswith real experiences that competitors did not. The experiences they provided were not an amorphous construct but something as real as any service, good or commodity.- Providing real emotional experience. All five products/services generated customer experience that was beyond physical attributes such as quality, quantity, delivery, price-product bundling, safety, security and privacy. They also triggered an emotional experience of meaning, value, entertainment, friendly and caring service, belongingness, brand community, and memorable and engaging experience ([44] Shaw and Ivens, 2002).- Experiences as distinct market offerings. All cases offered experiences that were distinct economic offerings. For instance, although iMac's design was critical to its success, it was just one component of its TCE. The overall strategy was simplicity. The message was that the product would enable users to do high-tech things in a simple way. Economists have typically lumped experiences with services, but consumer experiences are a distinct economic offering, as different from services as services are from goods ([2] Arussy, 2002). - Experiences as interactions. These experiences arose from the value-adding interactions of customerinvolvement and producer participation ([7] Berry et al., 2002, [22] Hoch, 2002). Disney theme parks thrive on customerinteractions. Several interactive experiences occur at the American Girl Place. Avis Rental customersinteract with various stress and anxietyreduction services offered in the rental premises. These strategies paid off handsomely.- Experiences as engaging memories. These experiences engage the customersto create memories within them ([19] Gilmore and Pine, 2002, p. 5; [22] Hoch, 2002). An experience occurs when a company intentionally uses services as the stage and goods as props, to engage individual customersin a way that creates a memorable event ([37] Pine and Gilmore, 1998, p. 98). Thus, Disney keeps customersengaged and excited for days on end; mother-daughters are often repeat buyers at the American Girl Place; Avis customersare lifetime loyalists; iMac buyers swear customer loyalty, and Blyth has candles to capture engaging memories for almost every customerevent.Defining total customerexperienceFrom these cases we could extract a workable definition of TCE: it is a totally positive, engaging, enduring, and socially fulfilling physical and emotional customerexperience across all major levels of one's consumption chain and one that is brought about by a distinct market offering that calls for active interaction between consumers and providers. This definition has several implications:- TCE is generated by two components: a distinct market offering that invites and thrives by high involvement between consumers and providers. TCE must have a right blend of both physical and emotional elements along all the stages of the customerexperience and value chain, that is, all moments of customercontact with the producer. What defines TCE is the joint interactive participation of the provider and the customer. The higher the interaction and its quality, the higher is TCE and, consequently, the higher is LCL.- TCE is a powerful form of product/service augmentation. Graphically, if we can locate the core product in the innermost circle, and its service component in the circle that surrounds it, then experience belongs to the outermost circle and is dependent upon the inner two circles of product and service, but clearly transcends it. This is because experience is created by the active involvement and interaction between provider and the customer.- The resulting TCE has an internal or subjective component (emotional, intellectual and social experience), and an external or objective component (distinct and real product offering, real experience potential, producer-customerinteraction potential along all points of the production-consumption chain). While economic offerings such as commodities, goods and services are external and impersonal to the customer, involvement and experiences are inherently internal and personal. They exist only in the minds of customerswho are engaged on an emotional, physical, intellectual or even spiritual level ([9] Carbone, 1998).- The customercherishes such an enduring experience before, during and long after product use. Hence, the distinct market offerings that generate such experiences must have sustainable competitive advantages over most competing products ([19] Gilmore and Pine, 2002).- TCE as an emotional and subjective experience is uniquely personal and changeable with the customer, product or service. Even the same person may experience a different quality and level of TCE with the same product/service at a different time. The product is staged to provide engaging, memorable, and lived moments; that is, it is highly personalized. In thissense, the provider stimulates the experience while the customermust undergo it ([22] Hoch, 2002). Some customersmay also internalize and customize it.Defining lasting customer loyaltyIn marketing, customer loyaltyis often associated with a brand. Conceptually, a brand is a name, term, sign, symbol or design, or a combination of these, intended to identify and differentiate the goods or services of one seller from those of competitors. Operationally, a brand conveys its identity (name, fame) that embodies a specific set of unique features, benefits and services to the buyers. Currently, brand building is a major marketing cost and undertaking to attract customer loyalty. Brand loyaltygives sellers some protection from competition and greater control in planning marketing programs ([26] Kotler, 2003).Brand loyaltyis a "deeply held commitment to re-buy or re-patronize a preferredproduct/service consistently in the future, thereby, causing repetitive same brand set purchasing, despite situational influences and marketing efforts having the potential to cause switching behavior" ([36] Oliver, 1999, p. 34). This definition helps us to distinguish loyaltyas behavioral, attitudinal and situational ([11] Chaudhuri and Holbrook, 2001; [46] Uncles et al., 2003). Behavioral loyaltyis mainly expressed in terms of revealed purchase and usage behavior, often conditioned on customersatisfaction, and is measured by historical purchasing of one's brand and competing brands (this is divided loyaltyor polygamous behavior). Attitudinal loyaltyis often expressed as an ongoing relationship to a brand, often conditioned on positive customerpreferences towards the brand, and is strongly influenced by significant others (this is strong loyaltyor monogamous behavior). Lastly, situational loyalty is often expressed as a contingent relationship to the brand (e.g. I will buy it if it is available, or if it is on sale) that is often determined by the shopping and purchasing situation (weak loyaltyor promiscuous behavior). All three types of loyaltyare important, even though the first two are more critical for long term sales and market share. In the face of tough competition, having brand loyal customersnot only ensure sales, but also significantly reduce marketing costs ([15] Datta, 2003). In this paper, we include both behavioral and attitudinal aspects of loyalty.Creating TCE to optimize LCLTable I [Figure omitted. See Article Image.] captures the customerexperience process as a blend of the physical, emotional and value aspects of the search, purchase, use and post-use stages. TCE spans across all moments of customer-seller contact. Table I [Figure omitted. See Article Image.] implies that TCE occurs when the sellers and manufacturers create a product/service system that consistently exceeds the physical, emotional and value expectations of its target customers.The traditional business strategy was primarily focused on delivering the physical elements (column 2 in Table I [Figure omitted. See Article Image.]) to the customers. But given that the markets are becoming increasingly crowded and more competitive than before, this strategy is currently unsustainable. Saturated markets and tough competition have leveled the differences between brands to their physical elements. That is, most of today's products and services have become commoditized. Imitation has become commonplace. Hence, the TCEstrategy focuses on the blend of the physical elements and the emotional elements (columns 2 and 3 in Table I [Figure omitted. See Article Image.]) in delivering customerexperience. While this is promising, it may not be lasting because emotions are fleeting and vacillating. Hence, if TCE should build lasting customer loyalty(LCL), we need to add a third and necessary dimension to TCE - the value dimension. What business strategy should aim is a TCE that builds LCL by blending the physical, emotional and value elements (columns 2-4 in Table I [Figure omitted. See Article Image.]) of the target customers.This is because consumer loyaltyis a function of one's perception of congruence in values with the product or service provider. The higher the congruence in values, the higher is customer loyalty. Value is the consumer's perception of the benefits minus the costs of maintaining an ongoing relationship with a provider ([51] Zeithaml, 1988). Relational benefits include the intrinsic and extrinsic utility provided by the ongoing relationship ([21] Gwinner et al., 1998), while associated costs include monetary and non-monetary (time, effort, anxiety) inputs that are needed to maintain the loyaltyrelationship ([51] Zeithaml, 1988). Values, in turn, are a function of one's underlying goals that consumers expect to attain through loyalty relations. Some of these goals are super-ordinate or terminal (e.g. happiness, love, self-actualization) while others are instrumental values (e.g. product quality, security, privacy, immediate product/service gratification, satisfaction, best value for the dollar, and store convenience). Building customervalue through market offerings is a consumer-value-centric competence that should be the driving obsession of an organization ([45] Srivastava et al., 1999, p. 172). Customervalue is the fundamental basis for all marketing activity.A typology of TCE and LCLFollowing Table I [Figure omitted. See Article Image.], we submit that when marketers offer products and services that consistently have strong physical attributes-based satisfaction, provide high emotional experience, and high perceived value summing to a high TCE, they will automatically generate high and lasting customer loyalty(LCL). Conversely, when market offerings are low on physical experience, emotional involvement and customerperceived values, they fail to generate LCL. Between these extreme positions there may be other contingent circumstances that will generate partial TCE and, therefore, partial LCL. This dynamic categorization is captured in Table II [Figure omitted. See Article Image.]. Incidentally, Table II [Figure omitted. See Article Image.] depicts a typology of TCE and LCL, and offers marketers several strategy options when generating varied levels of TCE and LCL. Managerial implicationsGiven Tables I and II [Figure omitted. See Article Image.], Figure 1 [Figure omitted. See Article Image.] suggest a multidimensional loyaltyladder as a function of major TCE variables: value differentiation, provider-interaction, and engaging experiences. These three TCE variables interact both horizontally (by rows) and vertically (by columns) to impact each rung of the loyaltyladder bottom-upwards.Loyaltyladders feature in the marketing literature. For instance, [38] Raphael and Raphael (1995) proposed a five-rung ladder of prospects (people who may be interested in your products), shoppers (people who visit your business), customers(people who purchase oneor more of your products or services), clients(people who regularly patronize your business) and advocates (people who give positive referrals to your products). [3] Banks and Daus (2002, p. 107) suggest another rung after advocates: evangelizers. Loyal customers evangelize, often trying to convert friends who use competitors' products. [33] Narayandas (2005, p. 136) associates a certain hierarchy of customerbehaviors with the loyaltyladder. For instance, loyaltymay be initiated by some random first-time brand purchases and reinforced by repeated purchases if net benefits remain consistently positive. If repeat purchases are also followed by frequent purchases and volume purchases, they may indicate higher levels of loyaltythat prompts lifetime endorsements. Figure 1 [Figure omitted. See Article Image.] reflects loyaltyladder hierarchy as suggested by [33] Narayandas (2005).Real lasting loyaltymeans faithfulness, an unswerving devotion, despite doing so may run counter to your own interests ([35] Nunes and Dreze, 2006). Lasting customerloyals should overlook company's faults of commission or omissions. For example, the quality of Chevrolet cars may not compare well with competing Toyota cars (see Consumer Reports), but some Chevrolet loyals may still prefer to patronize the brand.TCE and customizationTCE transcends standardization, mass customization and personalization, as may be deduced from Table II [Figure omitted. See Article Image.]. Regardless of best customizations, some customersmay capture TCE in highly standardized products and marketing messages. For instance, Disney's adventures are standardized; The American Girl Place has standardized product assortments and marketing promotions; Avis has neither customized cars nor marketing messages; iMac is not a customized product, and Blyth has candles for every occasion but not customized products. What generates great TCE in all the five cases is the unique customer-provider interaction, it is an engaging experience that the product-service stimulates. Customization emphasizes the role of the provider, but not so much of the customer. TCE emphasizes total customerfocus. TCE enables the customers themselves to customize the product-service and marketing promotions.Marketers cannot sell packaged or canned experiences across all target customers. Marketers must dovetail TCE with specific target customerneeds and times ([29] Macmillan and McGrath, 1997). The test of the quality and reliability of TCE is its capacity to leveragere-buy, exchange positive word-of-mouth (referrals), and generate LCL.Understanding the TCE-LCL dynamicFigure 1 [Figure omitted. See Article Image.] implies several new concepts and managerial implications:Loyaltyis not a one-step process, but a long ascending process consisting of many sequential steps.Each rung of the ladder is partial or quasi loyalty(e.g., repetitive behavior, brand interest). Loyaltycan move upwards or downwards, depending upon how the customerexperiences the impact of the TCE variables at a given point in time.Loyalty, therefore, is an interactive and interdependent process, a buyer-seller relational process generating relational equity.Higher in the ladder, the stronger is customer loyalty.Conversely, lower in the ladder, more vulnerable is customer loyalty.Loyaltyis an accumulative process, a step-by-step function.Given the volatility of consumer preferences and lifestyles, an ascending loyaltyis a slower process than a descending one.TCE and LCL result when organizations build themselves around what is good for the customers, and change their organizational structures, systems and processes to build great customerexperiences - this is an outside in approach, while the conventional approach has been an inside out strategy that defines companies by what is good for themselves, rather than what is good for the customer([44] Shaw and Ivens, 2002, pp. 8-9). The reason for this new approach is that the customeris progressively becoming an emotional equity holder in the brand.There is, of course, no substitute for offering a product with best value to the customerdollar. In short, your product should have an emotional appeal, a value statement, and a personal identity. Customersshould own their brand. They should proudly and fondly talk about it at home, in the workplace, at the bar and at various sports stadia and arena. These are great positive referrals for your product. Any product or service triggers a series of physical, emotional and value contact points that marketers should be aware of. Table I [Figure omitted. See Article Image.] indicates most of these customercontact points. That is, real TCE should build a brand community of lasting loyal customers([31] McAlexander et al., 2002).Lasting customer loyaltyas an intangible assetStrategy scholars define an asset broadly as any physical, organizational, or human attribute that enables the firm to generate and implement strategies that improve its efficiency and effectiveness in the marketplace (e.g. [5] Barney, 2001). Assets can be tangible or intangible, on or off-the-balance sheet, and internal or external to the firm. Regardless of the type of asset, however, the value of any asset ultimately is realized, directly or indirectly, in the external market place ([45] Srivastava et al., 1999). Developing total customerexperiences that are engaging and lasting are intangible assets that add immeasurably high brand equity and are extraordinarily valuable in terms of customer loyalty, referrals and the lifetime brand value they create.The locus and focus of creating a competitive advantage has moved from physical assets to intangible service assets to managing long-term buyer-seller interfaces ([45] Srivastava et al. , 1999). It is no longer even ownership of capabilities that matters but rather a company's ability to control and make the most of critical capabilities ([20] Gottfredson et al., 2005, p. 134). This is what makes modern successful TCE enterprises, such as Build-a-Bear, Harley Davidson, Hard Rock Café, Panera Bread, and Starbucks Coffee, surpass their rivals.TCE and LCL need more than customerorientationThe centrality of customerorientation is the backbone of the new marketing concept proposed by [47] Webster (1994). The true mission of the firm is to create value for three key constituencies: customers, employees, and investors. But, according to the marketing。