faults and gaps and consequently correct them so that the customers are satisfied and are willing to buy from the company. Secondly, companies also improved service delivery and standard specifications of all their products so that it limits questions and doubts to the client. Finally, firms have also developed customer attraction initiatives. These programs aim to attract someclients to the firm. They include product promotion, gifts, and discounts among others. 1.10. Article 6# Impacts of Loyalty and Satisfaction Customer loyalty and satisfaction relates regarding revenues and costs of the products. Satisfaction affects short-term buying pattern of the customer while loyalty affects long-term buying pattern. The two evaluate the purchasing schedule of the customer and sales program of the firm. According to Edvardsson et al. (2000), the overall costs and revenues of satisfaction and loyalty can be classified into six categories. The first one is acquisition costs that include prospecting costs, the creation of an internal relationship with the customer, incentives programs, and advertising. The next is base revenues which are net revenue the firm receives after taxation and deducting the operational costs. Next is revenue growth which helps the firm in the identification of other market opportunities for investments purposes. There is also operational costs which are the total costs incurred during the production process or in the delivery of services. It relies on technology and the operation of the human resource. Finally, there are customer referrals also known as word-of-mouth. When customers are satisfied with the products of services from a company, they share the same information with other customers. Word-of- 7
mouth helps firms win more customers and hence increases their sales and revenue generated in the long run (Edvardsson et al., 2000). 1.11. Article#7 Requirements for Successful Organizational Change Motivating Change This stage incorporates making a status for change in your customer association and creating ways to deal with beat imperviousness to change. General rules for dealing with this stage incorporate educational individuals from the association about the requirement for change, communicating the present status of the association and where it should be later on, and creating practical methodologies about how change may be expert. Next, association pioneers need to perceive that individuals in the association are probably going to oppose rolling out significant improvements for an assortment of reasons, including apprehension of the obscure, insufficiency to manage the change and whether the change will bring about an unfriendly impact on their occupations. Individuals need to feel that their worries are being listened. Leaders should generally impart the requirement for the change and how the change can be expert effectively (Field Guide to Consulting and Organizational Development).
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