最新公共英语考试教材辅导训练
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lesson 12
Repeats Repeats Repeats
It takes a lot of investment in promotion, product design, operations, and lots of other stuff to attract and be ready to serve a new customer. Then, when you actually attract a new customer, you may have to educate him or her about your products, sales, and business policies. You may have to do a credit check, set up a new account for the new customer, create a new file with a new label just for that new customer, and gather lots of information about that customer in order to provide them with the service they expect.
Add up all that effort, and you can see that adding a new customer to your business can take quite an investment in time, money, and energy. Business experts who study this kind of thing figure that it costs something like five times more to serve a new customer than a repeat customer.
Here are two very important truths about why creating repeat customers through outstanding service is worth the trouble:
1.Repeat=Lower Expense
Most organizations spend much of their time and energy acquiring new customers. They advertise. Certainly, a business can grow by adding new customers. But it might be much more profitable by spending more energy encouraging existing customers to buy again and again.
Here’s why. Existing customers already know your company. They have an idea of what it stands for. They have sampled the quality of its merchandise. So it should cost far less-maybe even nothing-to encourage satisfied customers (you did satisfy them, didn’t you?) to return time and again. To attract great masses of the uninitiated to try your company for the first time costs far more. They don’t know about your business and they certainly don’t care about it. So in order to get their attention and motivate them to give you a try, you often need to buy ads, send countless mailings, offer steep discounts, and increase sales compensation.
Would you rather spend $10 on ads, mailings, special discounts and the like to attract a new customer for their first $50 purchase, or 50°E to mail a customized reminder letter to your repeat customer who may well make two or three additional $50 purchases with nothing more expensive than some heartfelt words of encouragement and appreciation?
2.Repeat=Revenue
Supposing a customer goes every morning to the same convenience store for a large coffee. He spends about a dollar on it. To the clerk completing the transaction on any given morning, this is a $1 customer.
But this same customer also makes a habit of returning at lunch and buying a prepared sandwich, a soda, and a snack for the afternoon, about a $6 transaction. Sometimes he brings his friends in the store and they each spend a few dollars for lunch, too. Then, on his way home at night, he often stops at the store for another cup of coffee and maybe picks up a half-gallon of milk.
So in an average week, this “$1 cop of coffee customer” actually spends somewhere around $30 to $50 in that convenience store, not to mention whatever his buddies spend on their lunches. So in an average year, this $1 transaction guy is actually visiting the store two or three times a day, about four days out of the week, and dropping upwards of $1,500 per year! Imagine if this same customer continues to return day after day, year after year for as long as he lives in the area (like 15 or 20 or more years), That $1 cup of coffee customer may be worth some 20 grand to that store.
If you owned that store, wouldn’t you want each of your employees to understand that each $1 customer could represent a whole lot more potential revenue? And wouldn’t you want to made sure that mo $1 customer, potentially worth 20 grand to you, was ever driven away forever by a sour cup of coffee or a sour employee?
And while the products and the numbers are different for your business, isn’t the principle of creating a repeat customer equally true and important for your business?
lesson 13
Banking on the Poor
For many people, there seems to be no escape from poverty; in other words, they are poor, and they have no hope that this will ever change. In addition, they have the social problems of poverty. Imagine this situation: a poor woman has an idea for a small business to lift her and her family out of poverty. She needs a little money to begin this business. She goes to a bank to borrow the money, and the banker interviews her. At this bank, as at most banks, the borrower must meet three necessary conditions: character, capacity, and collateral. That is, if this woman wants to borrow money from the bank, she must show that she is honest (has a character), is able to run her business (has capacity), and owns a house, land, or something valuable (collateral)for the bank to take if she cannot pay back the money. So what happens to the woman? The bank won’t lend her the money because she doesn’t have any collateral.
One possible solution these days is microlending. This is a system of special banks and programs that are loaning money to people in “borrowing groups.” For example, an international organization called Good Faith lends small amounts of money to people who want to go into business. Each person must do two things to borrow money: take classes in business and join a borrowing group. This is a group of microentrepreneurs-i.e., people who own and run their own small business. Everyone in the group must approve the loan of every other group member, or Good Faith won’t lend the money. To receive a loan from Good Faith, people still must have character. They find capacity in the business classes. But collateral is not necessary any longer. Instead of collateral, there is peer pressure; i.e., group members make sure that each person pays back his or her loan. They want to keep their “good name” and continue doing business with good faith.
Good Faith has had many successes and only a few failures. In Pine Bluff, Arkansas, a small town in the United States, one person was able to open a hair salon, another a plant shop, and a car decorating business-all with loans from Good Faith. In a developing country such as Bangladesh, a person can begin a small business with only $10 to $15. Because of many small loans from Good Faith, there are now 1.6 million new entrepreneurs in Bangladesh. Of course, not all these loans were a success. At first, Good Faith lent half of the money to men and half to women. Unfortunately, most of the Bangladeshi men spent the money on themselves, not the business. Now good Faith does business mainly with women’s borrowing groups in that country.
In any country, women are the poorest of the poor. They produce more than half of the world’s food, but they own just one percent of the world’s land. They are 51 percent of the world’s population, but very, very little money goes to programs to help them. In the late 1980s, Anne Firth Murray took the initiative and began the Global Fund for Women. This fund now has more than $3 million. It has given money to over 400 women’s groups in 94 countries. Unlike Good Faith, which helps people begin businesses, the Global Fund for Women helps to solve social problems-e.g., violence and lack of education. For instance, the fund has helped a group of Palestinian and Jewish women who are working together to stop violence against women. It is giving money to a woman in village in southern India; she has started a literacy program to teach poor women to read.
Good Faith and the Global Fund for Women have lesson for banks around the world: it’s a“safe bet” to lend money to the poor. With careful planning, education, and cooperation, most people use the money well and they plow the money and knowledge back into their communities. There is hope that they can begin to break the cycle of poverty for themselves, their families, and society.
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