Jill Griffin

Michael Lowenstein, PhD, CMC, is thought leadership principal for Beyond Philosophy, a U.S.-based international customer management experience consultancy. He's an international conference keynoter and speaker, workshop facilitator and trainer, author and a contributor to two customer loyalty newsletters and portals. He has more than 30 years of management and consulting experience with expertise in customer and employee loyalty research, CEM, loyalty program and product/service development, customer win-back, service and channel quality, customer-driven corporate culture, human resource development, and strategic marketing and planning.

"Marketing Nuggets" will include observations regarding trends, and often study results, representing current, real-world issues of high importance to direct marketers. Those issues include omnichannel communication usage, mobile marketing, content, informal offline and online social communication, consumer behavior, message personalization, internal customer-centric processes and organization, strategic customer life cycle planning, proactive employee contribution, etc.

On a recent "Real Time With Bill Maher" show, Maher responded to the announcement that Time Warner Cable would merge with Comcast Corp. in a $45 billion purchase. He noted that, combined, the two cable systems represent 19 of the 20 largest U.S. markets; and, apart from suppliers like Dish and DirecTV, they have no competitors in these metros. Further, Maher said, the two companies have the lowest customer satisfaction ratings of any cable system. So, as he asked his panelists, where is the value for customers in this merger if both companies are known to have questionable service performance?

About a decade ago, my consulting colleague Jill Griffin and I identified seven distinct customer life stages for our 2001 book, "Customer WinBack." These life stages, or components of the life cycle, could be applied to customers of any type, and any size of enterprise. We considered the most serious, and potentially impactful, of these to be customers to be those "at risk." These customers have a proven high probability for defection. A decade later, that perspective hasn't changed. Because the average company loses between 20 percent and 40 percent of its customers a year, isolating drivers of risk and stabilization (i.e. repairing and rebuilding the relationship) are priorities for any enterprise.

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