Apple has been having hardcore fan base for long time. I think he main reason is its customers do not feel Apple is trying to dig money from them but rather focus more on bringing in beautiful products.
this 3 point mantra sounds too acadamic to implement. All the points are ideal case scenario and i did not understand how campanies will implement such things. Companies do various tricks to keep the customers such as they give extra discount or incentives or reward points but will it fall under considered a true consumer loyality.
When companies are not loyal to themselves or their employees all this talk of customer loyalty is meaningless.
When yesterday's Sun Microsystems becomes part of Oracle, or National Instruments becomes TI, how would you expect the customer to remain loyal to a brand.
With mergers and acquistions the very famous brands are just vanishing overnight under the shadows of other brands.
So today's customer looks at today's product on its own merits and not by its brand value as far as electronic products are concerned.
The ever shrtening life of electronic products ( they become obsolete almost as soon as you buy them) also makes the customer not to look at their brand but whether the product is state-of-art and what price it is offered and what kind of service one can get ( during the warranty period - forget the product after the warranty is over)
In my experience supoerstacks create loyalty as a form of servitude whereby the supplier exerts too much control over the customer as they can feel trapped to a single source. I believe exceptional customer service is what creates real loyalty (assuming of cource the product is competitive).
One factor that has worked well for Apple, is the beauty and features of its products. The day Apple will stop creating good and innovative products, its customers will certainly transfer their loyalty to Apple's competitors.
Have to continue providing VALUE. Perceived value. Electronics is not a drink that you develop a 'taste' for; most researchers involved in these studies havent a clue what electronics loyalty means at the consumer-retail level and how it is different at the business level. In the latter operational reliability and then economy are perhaps ost important. Of course standards-compatbility is a given.
At the consumer level compatbility is crucial. I am struggling with connecting a Pioneer 'receiver' to a Pioneer 'monitor'. The receiver has not coax input, though most antennas have coax outputs. (granted not too many people use antennae any more). It has been an absolute pain getting the two to play together. I have figured out some of the touted features and given up on many others. Probably never will buy Pioneer again. As I was setting this up, my son said: Now if there is ever an Apple TV it will be plug-and-play all around. The only thing we might screw up on is forgetting to turn on the power.
I hope Accenture PAID for placment of this piece; it is such a piece of. The least offensive thing about it is "about half (fifty percent)", "about half (forty eight percent)" etc, and then they forget to say 'about a tenth (ten percent)'. Remember the audience is a group who knows decimals and percentages every which way. But beyond that the three points they make are totally meaningless and useless in guiding any action.
Correct Barbara, Apple is an outlier and can skew any finding based on consumer statistics or market research. Apple has never followed conventions and fortunately is now reaping the benefits. Not many shining such examples.
Apple has something of a proprietary stack. The loyalty of its customers depends very heavily on how well the company gets it right in terms of envisioning the next latest greatest trend and responding to the market it creates. It seems to me you need a high-flyer like Steve Jobs to set up this kind of initiative.
Creating loyalty by prohibiting the migration of application usage between platforms seems like it would be a disincentive for innovation. Maybe crowd-sourcing would provide the markeitng input that would make popular, proprietary stacks more straightforward to create.
As the market has seen, duplicating Apple's model is difficult at best. It has its own OS, iStore etc., and its apps have to be developed specifically for its products. I don't see how any other company can follow suit; Android isn't attached to one hardware brand such as Apple. Am I missing something? Has Amazon with the Kindle come close?
Customer loyalty? How about company loyalty? Maybe a pledge not to use counterfeit components, not to release products that don't work right, and not to lock customers into overly complicated, adverse contracts....
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.