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Banks have worked hard to improve their bottom‐line performance by focusing relentlessly on cutting costs. The effort made banks leaner, but essential as those efficiency gains have been, they did little to reduce costly customer defections. This article demonstrates that banks' long‐term growth and profitability hinge on their ability to attract and retain loyal customers and describes the key disciplines they need to master to become customer‐led organizations.

The article is based on the results of a global benchmarking survey of senior executives and customers at 30 major retail banks serving 170 million clients in 15 countries to ascertain what factors they saw to be most important to the success of strategies to promote organic revenue and profit growth.

The study revealed that the best‐performing banks garner the highest marks across the entire spectrum of managing the customer relationship. On average, banks that excel across all dimensions of acquiring and retaining loyal customers outgrow their peers and boost their return on equity.

Putting customer loyalty at the heart of their growth efforts requires banks to nurture the faithful core of their customer base and hone their skills for spotting and attracting the right new customers. The article describes how banks can design the right propositions by identifying target segments and crafting experiences to delight them, deliver on these promises by focusing the entire company on them, and use customer metrics to refine their products and services and develop organizational capabilities to delight customers again and again.

The article shows how to combine loyalty and segmentation tools to define attractive new customer segments.

Bain's research shows how companies that use the combination excel at three skills. Successful firms: firstly, broaden their appeal by narrowing their focus. They seek new opportunities to deepen relationships with the loyal, profitable customers they know best before trying to appeal to new groups. Secondly, they grow faster by staying close to what they do best. They look inward to identify and tap the capabilities that enable them to meet target customers' needs in unique ways. Finally, they spur innovation by listening patiently. They engage customers in an ongoing dialogue that guides decisions about how their products, services and business evolve.

Over a five‐year period, businesses that successfully tailor product and service offerings to desirable customer segments post annual profit growth of about 15 percent. By contrast, companies that fail to connect the right value propositions to the right customer segments have annual profit growth of only 5 percent.

Innovative marketers study consumer needs and wants in detail to develop insights about a small, attractive customer set that becomes the focus of their product development, a group called the Design Target.

The Design Target is the group that your company comes to understand so completely that when you design products and services for them, they say: “This is absolutely perfect for me.” They're the customers your company has the capabilities to serve better than your competitors.

Provides a definition of the many different forms of power transient as well as explaining their causes and suggesting remedies for each type of transient which can be taken to avoid damage to computer systems. Lists possible unexpected problems and the side effects to be expected if protection is incorrectly installed.

Reports some of the topics covered at the 92nd Annual Conference of the College Art Association held in Seattle, February 2004, where several sessions addressed the issues involved with the iintroduction of digital technologies in the teaching of art history.

The use of over-the-top (OTT) platforms grew substantially after the declaration of the COVID-19 pandemic in 2020. With the pandemic receding, there is a concern that users may not continue with their subscriptions. To counter this, OTT service providers must strategize proactively to retain and acquire new users once the pandemic abates. Positing that understanding the consumption values that users ascribe to OTT platform usage can provide useful customer retention insights, the purpose of this paper is to use the theory of consumption value (TCV) to study the values that users derived from their use of OTT following the onset of the pandemic.

The mixed-method approach is used to collect qualitative and quantitative data. Analysis of qualitative responses collected through interviews of 12 current OTT platform users helped identify two categories of OTT platform-specific values: attribute-level and benefit-based. Next, the study examined the association of values thus identified with one another, as well as with continued intentions to use OTT platforms, by analyzing data collected from 371 existing users.

The findings indicated that functional value quality and social value, representing the attribute-level values, were positively associated with two benefit-based values – functional value price and emotional value (EMV). Next, EMV was not only associated with intentions but also partially mediated the association of attribute-level values with intentions. Premium subscription purchased and increased viewing time were confirmed to have moderating effects on the association between attribute-level and benefit-based values.

The study is amongst the foremost research initiatives to examine consumption values derived from OTT platform usage after the onset of the pandemic. Its novelty also comes from its identifying OTT platform-specific consumption values for the first time and adding a new dimension to the TCV by examining the interplay of these values in the OTT platform context.

The purpose of this paper is to explore the understudied topic of sustainability as a factor in the Canadian residential real estate purchase decision using the unique lens of justice motivation theory.

Using a qualitative approach, the study draws on transcripts from 14 interviews with realtors and residential buyers in three different Ontario cities. This paper adopts an exploratory perspective to investigate justice-based motivations related to sustainability in the real estate decision process.

The research finds that the three requirements of justice motivation are satisfied in the context of a broad understanding of sustainability that includes social, economic and environmental dimensions. The residential real estate decision offers opportunities for sellers to appeal to those motivated by justice.

Policymakers should consider ways of easing these barriers for those consumers who a financially unable to satisfy their justice motivation when purchasing a home as well as bolstering regulatory enforcement. Sellers should clearly articulate functional explanations of features as well as benefits to enhance the cognitive processing of the sustainable home as a choice alternative.

This paper makes a unique contribution by arguing that the social psychology theory of justice motivation helps explain the role of sustainability in the residential real estate purchase decision-making process.