Satisfaction is usually measured as the self-report of a transient attitude based on a recent experience. Even if one is asked about one’s overall satisfaction, this response is almost perfectly correlated with the satisfaction rating of the most recent experience. ASat tells you a little bit about what’s in the consumer’s head but not much about what they’ll do in the future.
Another key metric used is loyalty. Loyalty is often defined as repeat purchases. This is a step in the right direction. Now we are examining behaviors which are more likely to predict future behaviors than attitudes. However, for big-ticket items or items purchased occasionally, measures of repeat purchases are inadequate as there are insufficient data points to predict future behavior. In addition, one also needs an indicator that would provide some warning in regard to attitudinal and perceptual shifts that might impact future behavior. Loyalty measures provide little direction for improvement until it’s too late.
So, we need a metric that tells us what a person is likely to do (how he’ll behave) in a situation, and what’s in his head, and that also provides a means of differentiating among consumers as to likelihood to repurchase, stay with a company, purchase more from that company, and provide referrals to that company, i.e., something that reflects likelihood of future behaviors. This indicator of behavioral satisfaction (demonstrated repeat purchases and a preference for this supplier) is what we will call Brand Affinity.”
Information Management Special Reports, July 31, 2007
Finally, somebody I agree with on this “satisfaction/loyalty” thing.
Nice to meet you, Charles.
I think we’re going to get along just fine.
One thought on “Brand Affinity”
thanks chris –
tons of money are spent tracking attitudinal satisfaction, even though osat is, at best, questionably related to the bottom line (when people bother to look)
however, perhaps because it is a transient attitude, it’s easy to impact, so managers can show change (in a metric that is of questionable value to begin with!!) – (does anyone else see a problem with this?)
the eternal optimist in me likes to think that managers who really want to improve their bottom line will recognize the differences between attitudinal and behavioral satisfaction and will (some day) adopt metrics, such as Brand Affinity, that are actually related to future purchases and revenue – –
then again – osat is so easy . . . (;-)
“I have little patience with scientists who take a board of wood, look for its thinnest part, and drill a great number of holes where drilling is easy.” – Albert Einstein
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