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What is the definition of loyalty you are using? you let the customer define what loyalty is? and whether or not they are loyal? what metrics are they using? over what period of time?
this is not more than sensationalistic bs - not research. you cannot let the customer identify themselves as loyal or not - of course they are! even if they are not, they don't know what you mean by it or what the company expects in exchange for their "loyalty".
we could continue, asking what was the panel for this? what was their background and geography, culture, use of facebook v other media, etc. but you get the idea. you went out to ask a question that you knew you were going to get a sensationalistic answer to, and used it to promote an idea that is not true: every other well-done research report says that people like brands in facebook to get discounts (even your report says that in another question) and deals. if that is the case, then you are talking about rational loyalty -- and that is not worth the time for organizations since it shifts with -- well, the next coupon or deal.
sounds to me that your research, as well as the rest of the real research i read, suggests that facebook can well replace the sunday coupon insert in the newspaper here in the states -- but not much more. and that is far from loyalty -- since the better coupon wins, not the one with the most loyal customers.
Thanks for the kind words.
It is my job as an analyst, market observation and analysis -- the tools, they belong to Gartner, I just use them :-)
Thanks for the read and comment!
Sorry man -- I am a Tony-type-of-guy :-)
Frankie did have his moments though...
Besides being a wonderful endorsement and ad for Microsoft Dynamics, how is this related to CRM in general?
I was looking forward to reading about changes in CRM and managing relationships, instead I had to read through a long advertisement for Microsoft Dynamics that told me not much about CRM.
Great questions, many of which are not easy (or possible) to answer in all honesty. Let me try to address the core issue you raise - is it better to care for the customer or for your job? This is the exact issue I was trying to address in my post -- if you have job security (stop laughing, we are talking behavioral psychology here, it could happen) then you would be partly fulfilled at level 2, move to level 3 (intimacy/love/belonging), become a more sure person in knowing that not only you have job security - but people like you and want to be one, get fulfilled there, move on to esteem (level 4) -- and this is where you need to be to make customer-centricity happen.
So, the answer to your question -- as in my quest for answers in my post, lies in saying that if you were to be fulfilled in the appropriate levels (your job is secure, you know people like you, and you become certain that what you do is right -- whether correct or not -- then you are at the appropriate level.
However, the question you are not asking -- can people (or rather people working for organizations) get there? That is what I contend that is not possible. The organization has not sentiments or feelings to make that progress, and the people working for it only work within the culture of the organization. so, if you work for an organization that has set the culture and goal of customer-centricity as a corporate goal, you have a chance of making it possible. Else, no way Jose!.
Let me put it other way, there is no spoon -- yeah, dark matrix reference --- but think about it... there is no customer, how does that affect your behavior? and the organization's?
Interesting questions, as I said -- most of them lack an answer right now.
Thanks for the comment!
thanks, I am also looking forward to the next one (hint: any ideas on which way to go? :)).