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Customer
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Customers at a market stall in Puebla, Mexico

In sales, commerce, and economics, a customer (sometimes known as a client, buyer, or purchaser) is the recipient of a good, service, product, or an idea, obtained from a seller, vendor, or supplier via a financial transaction or an exchange for money or some other valuable consideration.[1][2]

Etymology and terminology

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Early societies relied on a gift economy based on favours. Later, as commerce developed, less permanent human relations were formed, depending more on transitory needs rather than enduring social desires. Customers are generally said to be the purchasers of goods and services, while clients are those who receive personalized advice and solutions.[3] Although such distinctions have no contemporary semantic weight, agencies such as law firms, film studios, and health care providers tend to prefer client, while grocery stores, banks, and restaurants tend to prefer customer instead.

Client

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A drawing of an attorney with a client

The term client is derived from Latin clients or care meaning "to incline" or "to bend", and is related to the emotive idea of closure. It is widely believed that people only change their habits when motivated by greed and fear.[4] Winning a client is therefore a singular event, which is why professional specialists who deal with particular problems tend to attract long-term clients rather than regular customers.[3] Unlike regular customers, who buy merely on price and value, long-term clients buy on experience and trust.[3]

Customer

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Clients who habitually return to a seller develop customs that allow for regular, sustained commerce that allows the seller to develop statistical models to optimize production processes (which change the nature or form of goods or services) and supply chains (which change the location or formalize the changes of ownership or entitlement transactions).

An "end customer" denotes the person at the end of a supply chain who ultimately purchases or utilised the goods or services.[5] ISO principles for quality management note the importance of recognising both direct and indirect customers.[6]

Employer

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A client paying for construction work is often referred to as an "employer".[7][8]

Customer segmentation

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Main article: Customer segmentation

In the 21st century, customers are generally categorized into two types:

A customer may or may not also be a consumer, but the two notions are distinct.[9][1] A customer purchases goods; a consumer uses them.[10][11] An ultimate customer may be a consumer as well, but just as equally may have purchased items for someone else to consume. An intermediate customer is not a consumer at all.[9][1] The situation is somewhat complicated in that ultimate customers of so-called industrial goods and services (who are entities such as government bodies, manufacturers, and educational and medical institutions) either themselves use up the goods and services that they buy, or incorporate them into other finished products, and so are technically consumers, too. However, they are rarely called that, but are rather called industrial customers or business-to-business customers.[9] Similarly, customers who buy services rather than goods are rarely called consumers.[1]

Six Sigma doctrine places (active) customers in opposition to two other classes of people: not-customers and non-customers:

  • Customers of a given business have actively dealt with that business within a particular recent period that depends on the product sold.
  • Not-customers are either past customers who are no longer customers or potential customers who choose to interact with the competition.
  • Non-customers are people who are active in a different market segment entirely.

Geoff Tennant, a Six Sigma consultant from the United Kingdom, uses the following analogy to explain the difference: A supermarket's customer is the person buying milk at that supermarket; a not-customer buys milk from a competing supermarket, whereas a non-customer does not buy milk from supermarkets at all but rather "has milk delivered to the door in the traditional British way".[12]

Tennant also categorizes customers in another way that is employed outside the fields of marketing.[13] While marketers, market regulation, and economists use the intermediate/ultimate categorization, the field of customer service more often[quantify] categorizes customers into two classes:

  1. An external customer of an organization is a customer who is not directly connected to that organization.[13][14]
  2. An internal customer is a customer who is directly connected to an organization, and is usually (but not necessarily) internal to the organization. Internal customers are usually stakeholders, employees, or shareholders, but the definition also encompasses creditors and external regulators.[15][14]

Before the introduction of the notion of an internal customer, external customers were, simply, customers.[citation needed] Quality-management writer Joseph M. Juran popularized the concept, introducing it in 1988 in the fourth edition of his Quality Control Handbook (Juran 1988).[16][17][18] The idea has since gained wide acceptance in the literature on total quality management and service marketing;[16] and many organizations as of 2016 recognize the customer satisfaction of internal customers as a precursor to, and a prerequisite for, external customer satisfaction, with authors such as Tansuhaj, Randall & McCullough 1991 regarding service organizations which design products for internal customer satisfaction as better able to satisfy the needs of external customers.[19] Research on the theory and practice of managing the internal customer continues as of 2016 in a variety of service-sector industries.[20][21][need quotation to verify]

Arguments against use of the term "internal customers"

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Leading authors in management and marketing, like Peter Drucker, Philip Kotler, W. Edwards Deming, etc., have not used the term "internal customer" in their works. They consider the "customer" as a very specific role in society which represents a crucial part in the relationship between the demand and the supply. Some of the most important characteristics of any customer are that: any customer is never in a subordination line with any supplier; any customer has equal positions with the supplier within negotiations, and any customer can accept or reject any offer for a service or a product. Peter Drucker wrote, "They are all people who can say no, people who have the choice to accept or reject what you offer."[22]

In opposition to the stated customer's characteristics, relationships between colleagues in a company are always based on subordination – direct or indirect. Company employees are obliged to follow the processes of their companies. Company employees do not have the authority to choose a unit/colleague to fulfill any task. Company employees are obliged to use an existing unit/colleague by using the company's structure and approved processes, therefore these internal relationships are not considered as an option.

Many authors in ITIL and Six Sigma methodologies define "internal customer" as an internal part of a company that uses the output of another part of a company as its input. But actually, this definition describes better a classical internal process rather than a relationship between a customer and a supplier. Peter Drucker considers that there are no customers inside organizations. He wrote "Inside an organization, there are only cost centers. The only profit center is a customer whose check has not bounced."[23] In addition, William Deming advises managers, in his 9th point, to "Break down barriers between departments. They must work as a team",[24] which means that there have to be teamwork in a company rather than a supplier/customer relationship. One more argument, even the ITIL methodology admits that "the term 'colleague' may be more accurate in describing how two internal groups are related to one another.".[25]

See also

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Notes

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Further reading

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Revisions and contributorsEdit on WikipediaRead on Wikipedia

Customer

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from Grokipedia
A customer is an individual or business entity that purchases goods or services from a seller in exchange for payment, typically to fulfill a specific need or desire. This transaction forms the foundational interaction in commercial exchanges, distinguishing customers from mere prospects who have not yet completed a purchase. Customers are the primary drivers of and , as without them, organizations cannot generate or achieve long-term viability. Their decisions directly influence market , product development, and , making a critical metric for success. For instance, loyal customers not only provide repeat but also reduce acquisition costs and contribute to advocacy through word-of-mouth recommendations. In business contexts, customers are often categorized by their , relationship stage, or transaction type to tailor marketing and service strategies effectively. Common types include new customers, who make their first purchase and require support; loyal customers, who repeatedly engage and offer high lifetime value; impulse buyers, driven by spontaneous decisions; and angry or churned customers, whose dissatisfaction demands resolution to prevent loss. Additionally, customers can be segmented as B2C (business-to-consumer) for individual end-users or B2B () for organizational buyers, each with distinct needs like volume purchasing in B2B scenarios. The customer lifecycle outlines the progression from initial awareness to ongoing loyalty, guiding businesses in nurturing relationships across key stages. These stages typically encompass , where potential customers discover the ; consideration, involving evaluation of options; purchase, marking the transaction; retention, focused on post-sale support to encourage repeats; and , where satisfied customers promote the business. Effective management of this lifecycle enhances retention rates and maximizes , which is generally 5 to 25 times more cost-effective than acquiring new customers.

Etymology and Terminology

Historical Origins

The term "customer" entered the English language in the late , initially denoting a customs official or toll-gatherer responsible for collecting duties on . This usage derived from Anglo-French custumer, which itself stemmed from custumarius, a term linked to custuma (custom or toll). Ultimately, the word traces its roots to Latin consuetudo ("" or "practice"), reflecting the idea of habitual or regular transactions in . By around 1400, the meaning expanded to refer to someone who regularly purchases or services, emphasizing habitual buyers in settings. Early appearances of "customer" in English texts from the often appeared in legal and commercial contexts, such as records of trade and taxation, where it described individuals engaging in routine exchanges at markets or ports. The records the earliest known use in 1389, in a document related to mercantile activities. This evolution aligned with the growth of medieval trade networks in , where buyers were distinguished by their repeated rather than one-off barters. During the in the late 18th and early 19th centuries, the concept of the customer underwent significant transformation, shifting from patrons in localized, barter-influenced economies to paid consumers in expansive capitalist systems. enabled by technological advances, such as steam power and mechanized factories, created abundant goods for widespread sale, positioning customers as key drivers of in monetary-based markets. Historical mercantile documents from this era, including ledgers from British textile mills and retail inventories, illustrate this change, documenting customers as entities contributing to through consistent purchases. In contrast to earlier feudal exchanges, the Industrial customer embodied the rise of , where buying habits fueled industrial expansion. The term "customer" thus diverged from related concepts like "client," which originated in as a dependent plebeian under a patron's protection. In such as legal, consulting, or , the term "client" refers to an or that engages a provider for specialized, ongoing advisory or customized services, often formalized through contracts that emphasize trust, , and long-term , in contrast to the more transactional nature of a "customer" who typically purchases standardized or one-off services without such personalized involvement. This distinction highlights how clients seek expert guidance to solve complex problems, whereas customers focus on acquiring products or basic services for immediate use. The word "client" traces its roots to the ancient Roman patronage system, known as clientela, where a cliens (client) formed a voluntary, asymmetrical bond with a patronus (patron), receiving protection, , and in exchange for , labor, and political , a practice that ensured social cohesion in Roman society from the era onward. By the , as professional firms like practices and consultancies proliferated amid industrialization and corporate growth, the term shifted into modern to describe enduring service relationships, adapting the Roman model's emphasis on dependency and reciprocity to contemporary advisory dynamics. For context, this evolution parallels the of "customer," which stems from the customere, denoting a habitual buyer or trader based on regular customs or practices. In cultural and artistic contexts, "patron" denotes a supporter—often affluent individuals, institutions, or philanthropists—who funds or endorses creators, performers, or organizations to foster artistic production, preservation, or , prioritizing cultural enrichment over commercial transactions, unlike a customer who engages in direct market exchanges such as purchasing artwork, tickets, or merchandise. This role underscores as a form of non-monetary reciprocity, where the patron derives prestige, legacy, or societal influence from enabling innovation, as seen historically in commissions or modern grants to independent artists. In essence, patrons sustain the creative through investment in potential rather than consummated sales, distinguishing them from customers driven by personal consumption. Within , particularly in frameworks like and internal , the "internal customer" concept treats fellow employees, teams, or the broader organization—including —as recipients of services, where staff members deliver outputs to meet departmental or hierarchical needs, fostering efficiency and alignment toward external goals, in opposition to the external customer's focus on market-facing transactions. Here, represents the ultimate internal customer, as employees' performance directly serves organizational objectives, such as or process improvements, promoting a service-oriented culture internally before extending it outward. This approach, rooted in mid-20th-century management theories, views intra-firm interactions as customer-supplier chains to enhance overall productivity without the of external customer relations.

Core Concepts

Business Definition

In business and marketing contexts, a is defined as an or that purchases , services, or both from a , thereby generating for the seller. This definition emphasizes the transactional nature of the relationship, where the customer acquires offerings for personal use, resale, or operational needs, distinguishing it from mere interest or inquiry. Customers occupy a pivotal position in the business value chain, extending from initial —where potential buyers are identified and nurtured—through the point of purchase and into post-sale support to encourage loyalty and repeat transactions. In this chain, which encompasses activities from and production to distribution and delivery, customers represent the final link, validating the entire process by providing the economic validation through their expenditures. Repeat business models, such as subscriptions, further amplify this role by transforming one-time buyers into ongoing sources, enhancing predictability and long-term profitability for the provider. Economically, customers serve as the endpoint of supply chains, driving that sustains production, , and across industries. In retail, e-commerce leader Amazon exemplifies this impact, with customer purchases fueling nearly $638 billion in net worldwide in 2024 and influencing broader economic factors like and through its vast fulfillment network. Similarly, in the services sector, Netflix's subscription-based model relies on millions of recurring customer payments, which grew the company's from $3.6 billion in 2012 to over $30 billion by 2022, underscoring how propels scalable growth in digital economies. A key distinction in separates customers from prospects: only those who have completed a transaction qualify as customers, whereas prospects are potential buyers who have expressed but have not yet purchased. This delineation is crucial for strategies, as it shifts focus from acquisition to retention once the customer relationship is established. In legal frameworks, the term "customer" often aligns closely with "buyer" or "consumer," depending on the jurisdiction and context, particularly in contract and consumer protection law. Under the U.S. Uniform Commercial Code (UCC), a "buyer" is defined as a person who buys or contracts to buy goods, emphasizing transactions in good faith, which requires honesty in fact and the observance of reasonable commercial standards of fair dealing. This definition applies primarily to sales of goods under Article 2, distinguishing customers as parties entering commercial agreements with merchants. In the European Union, the Consumer Rights Directive (2011/83/EU) defines a "consumer" as any natural person who, in contracts covered by the Directive, is acting outside their trade, business, craft, or profession, thereby excluding professional buyers and focusing protections on non-commercial transactions. Contract law imposes specific implications on the customer-seller relationship, including duties of care and implied terms to ensure fair dealings. In the U.S., the UCC implies warranties of merchantability (that goods are fit for the ordinary purposes for which such goods are used) and fitness for a particular purpose (where the seller knows the buyer's specific needs), creating obligations for sellers to deliver goods suitable for the customer's intended use. Similarly, it mandates an implied covenant of and in all contracts, obligating parties to act honestly and avoid unfair surprises. In the UK, under the , there is an implied condition that goods are of satisfactory quality and fit for any particular purpose made known to the seller, extending a to prevent foreseeable harm to customers in contracts. Tort law further shapes customer protections through duties owed for safety and liability. The landmark UK case Donoghue v. Stevenson AC 562 established the "neighbour principle" in , holding manufacturers liable for harm to ultimate consumers if they fail to exercise reasonable care in production, even without a direct contract; Lord Atkin articulated that a duty arises toward "persons who are so closely and directly affected by my act that I ought reasonably to have them in contemplation." This principle underpins , extending protections to customers as foreseeable users of defective goods. International variations highlight differences between and civil law systems regarding customer status. In jurisdictions like the , customer protections evolve through judicial precedents, such as the implied terms in the Sale of Goods Act and duties from cases like Donoghue, allowing flexibility but relying on case-by-case interpretation. In civil law systems like , definitions are more rigidly codified; the French Consumer Code defines a "" as any acting for purposes outside their commercial, industrial, craft, liberal, or agricultural activities, with protections emphasizing prescriptive rules on conformity and remedies, often providing stronger mandatory safeguards against unfair terms compared to the precedent-driven approach in . These distinctions affect how customer status triggers liabilities, with civil law prioritizing statutory uniformity over evolving judicial standards.

Types and Classifications

Consumer Customers

Consumer customers, also known as end-users in business-to-consumer (B2C) models, are individuals or households who purchase primarily for personal, , or household consumption rather than for resale or business operations. This category encompasses everyday buyers engaging directly with retailers, online platforms, or service providers to meet non-professional needs. Unlike business customers, who typically involve larger-scale, rational processes, consumer purchases often occur on a smaller, more personal level. Key characteristics of consumer customers include a tendency toward emotional and impulse-driven buying decisions, where purchases are influenced by immediate desires rather than extensive analysis. In B2C contexts, such as or acquisitions, s frequently prioritize , appeal, and promotional offers, leading to faster transaction cycles compared to more deliberative dealings. These traits highlight the focus on individual satisfaction and accessibility in consumer markets. Representative examples of consumer customer interactions include routine retail activities like grocery shopping at supermarkets or subscribing to online streaming services for entertainment. Other common scenarios involve purchasing clothing from e-commerce sites or ordering prepared meals via delivery apps, all tailored to personal use without organizational involvement. Demographically, consumer customers are typically composed of households or single individuals whose buying patterns are shaped by lifestyle choices, income levels, and personal preferences rather than professional requirements. Factors such as age, family composition, and cultural influences further personalize these decisions, enabling targeted marketing in diverse consumer segments. One notable challenge for customers is their vulnerability to , such as deceptive or fake reviews, which can mislead personal purchasing choices and prompt the development of specific safeguards to protect individual buyers.

Business Customers

customers, also known as (B2B) buyers, refer to organizations, institutions, or professionals that purchase for operational use, production, resale, or further integration into their own offerings, rather than for personal consumption. These buyers typically include manufacturers, wholesalers, retailers, entities, and service providers, engaging in transactions that support their core activities. Unlike consumer customers, who often make smaller, individual purchases driven by personal needs, customers prioritize efficiency, scalability, and long-term value in their decisions. Key characteristics of business customers include rational, volume-based processes, where purchases are evaluated based on cost-benefit analyses, specifications, and alignment with operational goals. These decisions often involve professional teams or departments that conduct thorough evaluations, leading to extended sales cycles that can span months or years. Common elements of these cycles include issuing requests for proposals (RFPs) to solicit detailed bids from suppliers, followed by intensive negotiations on terms such as , delivery schedules, customization, and service levels. For instance, a manufacturer might procure raw materials in bulk for assembly lines to ensure uninterrupted production, while a firm could subscribe to software-as-a-service (SaaS) tools to streamline internal workflows, both exemplifying integrations essential for continuity. In contrast to one-off consumer transactions, business customer interactions emphasize higher stakes, with purchases often customized to meet specific technical or regulatory requirements, and sustained through relationship-based contracts that foster ongoing partnerships. These dynamics result in larger transaction volumes and more complex agreements, such as multi-year supply deals or performance-based incentives. Economically, business customers drive significant scale through industrial supply chains; global value chains, which underpin B2B transactions, account for approximately 70% of and contribute substantially to (GDP) by enabling efficient production and value addition across sectors. In the United States, for example, -related B2B activities alone contributed about 10.2% to GDP in 2023, highlighting their role in broader economic output.

Customer Segmentation

Demographic Methods

Demographic methods in customer segmentation involve dividing markets into groups based on statistical characteristics of populations, enabling businesses to target specific audiences more effectively. These methods rely on observable, quantifiable traits that describe who customers are rather than what they do, providing a foundational layer for strategies. By focusing on such variables, companies can identify patterns in needs and preferences that correlate with demographic profiles, allowing for more precise in product development and . The historical roots of demographic segmentation trace back to the mid-20th century, when firms pioneered systematic to understand populations. In the , companies like A.C. Nielsen introduced panel-based studies and techniques, initially for radio and television, which incorporated demographic variables to index viewership by age, income, and location. This era marked a shift toward data-driven , building on earlier census-inspired efforts to segment populations for commercial purposes. Over time, these approaches evolved with the advent of computerized in the and , leading to more sophisticated profiling. Core demographic variables commonly used include age cohorts, such as (born 1997–2012) versus (born 1946–1964), which reflect differing life stages and ; levels, ranging from low to high earners; geographic regions, like urban versus rural areas; and family status, encompassing household size, , and presence of children. These variables are selected for their accessibility and relevance in predicting consumption patterns, as they often align with economic and social influences on buying behavior. For instance, higher- segments may prioritize , while family-oriented groups focus on value-driven essentials. Techniques for implementing demographic segmentation typically draw from large-scale data sources like national and targeted surveys to build customer personas—fictional archetypes representing real segments. data provides baseline population statistics, such as the U.S. Bureau's breakdowns of age and distributions, which firms aggregate to map regional demographics. Surveys, often conducted via online panels or in-store intercepts, refine this by collecting self-reported details on family status and location, enabling the creation of personas like "urban ," a group of 25–40-year-olds in city centers with moderate interested in tech gadgets. These personas guide campaign design by simulating how segments might respond to messaging. Applications of demographic methods extend to tailoring efforts, including customized pricing strategies that adjust for segment affordability. For low-income segments, businesses may offer discounted pricing or bundled deals to increase accessibility, as seen in retail promotions targeting families with children. Higher-income groups, conversely, receive for exclusive products, enhancing perceived value. This segmentation also informs , such as stocking age-specific items in geographic hotspots, ultimately boosting conversion rates by aligning offerings with demographic realities. While demographic methods provide static profiles, they can integrate briefly with behavioral data to refine targeting based on usage patterns in similar cohorts.

Behavioral Methods

Behavioral customer segmentation focuses on observable actions and patterns, such as purchase history, frequency of interactions, and engagement with brands, to group customers based on their actual behaviors rather than static attributes. This approach allows marketers to predict future actions and tailor strategies to specific behavioral profiles, distinguishing it from demographic methods that rely on fixed traits like age or . Key variables in behavioral segmentation include usage rate, which categorizes customers as heavy, medium, or light users based on consumption volume; status, ranging from non-loyal to strongly loyal individuals who repeatedly choose the same ; and benefits sought, where segments are formed around desired outcomes like convenience, quality, or cost savings from a product. For instance, heavy users might prioritize premium quality benefits, while light users seek affordability. These variables enable dynamic profiling that evolves with customer actions, often combined briefly with demographic data, such as targeting young occasional buyers for convenience-focused promotions. A prominent technique is RFM analysis, which segments customers using recency (time since last purchase), frequency (number of purchases), and monetary value (total spending) from databases to identify high-value groups. Originating in mid-20th-century , RFM has been widely adopted for its simplicity in prioritizing customers, such as scoring recent high-spenders for retention efforts. In applications, behavioral segmentation supports personalized campaigns, including for occasional buyers to encourage repeat purchases through tailored discounts based on past interactions. This method improves targeting efficiency, with studies showing up to 20% higher engagement rates for behavior-based outreach compared to generic efforts. The evolution of behavioral methods traces from 1990s loyalty card programs, like those introduced by retailers such as to track purchase patterns amid market recovery, to AI-driven in the 2020s that forecast behaviors using on vast datasets. Modern AI tools, such as clustering algorithms, enable real-time segmentation for hyper-personalized experiences, marking a shift from static card-based tracking to proactive prediction.

Customer Behavior

Purchasing Process

The purchasing process refers to the sequential steps customers follow when deciding to acquire a product or service, a framework originally outlined by in the 1960s as a five-stage model: problem recognition, information search, evaluation of alternatives, purchase decision, and post-purchase behavior. In this model, problem recognition occurs when a customer identifies a need or gap, often triggered by internal stimuli like hunger or external factors like advertisements. Information search follows, where customers seek details from personal sources, commercial channels, or media to address the need. Evaluation of alternatives involves comparing options based on attributes such as price, quality, and brand reputation. The purchase decision is the act of selecting and buying the preferred option, while post-purchase behavior assesses satisfaction, potentially leading to loyalty or complaints. An earlier foundational model, (Attention, Interest, Desire, Action), developed by E. St. Elmo Lewis in 1898, complements Kotler's approach by emphasizing psychological progression in advertising-driven purchases. Attention captures the customer's notice through compelling stimuli; interest builds engagement by highlighting benefits; desire creates emotional attachment by evoking wants; and action prompts the final buy. This hierarchy-of-effects model has influenced modern marketing by focusing on how communications guide progression through stages. Digital touchpoints have updated these frameworks in the contemporary era, integrating online elements across stages as noted in recent analyses of consumer journeys. For instance, social media platforms like Instagram and TikTok are prominent in the awareness and information search phases, with over half of consumers (54%) using them to research products. During evaluation, online reviews play a pivotal role; research indicates that positive review valence significantly boosts purchase intention (effect size r = 0.563). Purchase and post-purchase stages increasingly involve e-commerce sites and apps, where features like one-click buying and user-generated feedback influence completion and satisfaction. Empirical studies, building on Kotler's model, show that digital integration shortens cycles for low-involvement goods while adding complexity for high-stakes decisions through vast data availability. Variations in the process arise based on purchase type and context. Impulse buys, common in consumer retail for low-cost items like snacks, often bypass early stages, driven by immediate environmental cues in stores or online promotions, with decisions made in seconds. In contrast, (B2B) processes are more complex and extended, involving multiple decision-makers such as teams and executives, formal evaluations, and negotiations that can span months, as evidenced by analyses of modern B2B journeys. These differences highlight how involvement level—high for B2B or durables, low for routine items—alters the sequence and depth of stages.

Influencing Factors

Several psychological factors underpin customer choices, including , , and attitudes. Perception refers to how customers selectively interpret sensory information about products and services, often leading to biased evaluations based on prior experiences or expectations; for instance, positioning can enhance perceived even if objective attributes remain unchanged. Motivation drives purchasing by fulfilling hierarchical needs, as outlined in Maslow's theory adapted to consumer behavior, where physiological needs prompt basic acquisitions like and shelter, while higher-level esteem and needs influence luxury or experiential buys. Attitudes, formed through cognitive, affective, and behavioral components, shape long-term preferences, with positive attitudes correlating to repeat purchases and resistance to competitors. Social influences on customer decisions stem from interactions within reference groups, family dynamics, and cultural norms. Reference groups, such as peers or influencers, set aspirational standards that guide product selection, particularly for visible goods like , where pressures amplify adoption. Family roles determine authority, with joint decisions common in household purchases like appliances, reflecting shared responsibilities and negotiations. Cultural norms vary globally, as captured by Hofstede's dimensions; for example, high in Western cultures fosters self-expressive buying, whereas collectivist societies in prioritize group harmony in choices like . Environmental elements further modulate customer behavior through economic, technological, and marketing contexts. Economic conditions, such as or recessions, constrain spending, prompting shifts toward essential or discounted items to maintain . Technological advancements, including mobile shopping apps, facilitate impulse buys via and . Marketing stimuli, like visual ads or scents in stores, evoke emotional responses that sway preferences, often bypassing rational evaluation. Key research highlights these influences through behavioral mechanisms. Pavlovian conditioning in pairs neutral brands with positive unconditioned stimuli, such as appealing music, to elicit favorable attitudes without explicit awareness. Post-purchase arises when expectations clash with reality, motivating customers to rationalize choices or seek validating information to reduce discomfort. These factors notably intersect during the evaluation stage of purchasing, where social norms and marketing cues can tip decisions toward specific options.

Customer Relations

Relationship Management

Relationship management in customer contexts refers to the systematic processes organizations employ to foster long-term interactions with customers, evolving from a focus on isolated transactions to sustained partnerships. In the , practices were predominantly transactional, emphasizing one-off and mass outreach, but by the 1990s, a occurred toward relationship-oriented approaches that prioritized individualized engagement and mutual value creation. This transition was notably advanced by Don Peppers and Martha Rogers through their 1993 book The One to One Future, which advocated for "one-to-one" to build personalized customer relationships rather than generic mass campaigns, enabling companies to learn from individual interactions and adapt offerings accordingly. Central to modern relationship management are Customer Relationship Management (CRM) frameworks, which integrate technology, processes, and strategies to track and enhance customer interactions across touchpoints. These frameworks typically encompass operational elements for streamlining outreach, analytical tools for deriving insights from data, and collaborative features to align teams around customer needs. Prominent software like exemplifies this by providing a centralized platform to log customer histories, sales pipelines, and service records, offering a 360-degree view that informs timely and relevant engagements. Key strategies within these frameworks include , where AI analyzes behavioral data to tailor communications and recommendations, and feedback loops that capture customer input in real time to refine products and services, thereby strengthening ongoing dialogues. As of 2025, advancements in generative AI further enhance these capabilities by enabling predictive and automated customer interactions. The lifecycle of customer relationships is commonly structured into stages such as acquisition, retention, and win-back, each requiring targeted tactics to maximize interaction value. In the acquisition stage, efforts focus on attracting and converting prospects through targeted and initial to establish the foundation of the relationship. Retention aims to sustain these bonds by delivering ongoing value, monitoring satisfaction, and addressing needs proactively to prevent churn, including nurturing through consistent engagement like support. Finally, win-back strategies target lapsed customers with re-engagement campaigns, like personalized incentives or surveys to understand departure reasons and restore the relationship. A critical metric in relationship management is (CLV), which estimates the total revenue potential a customer represents over the duration of their association with the organization, guiding toward high-value interactions. By quantifying long-term profitability from individual relationships, CLV helps prioritize personalization and retention efforts, ultimately contributing to enhanced loyalty outcomes.

Loyalty and Retention

Customer loyalty encompasses both attitudinal and emotional dimensions, where attitudinal loyalty reflects a customer's cognitive commitment and to repurchase based on satisfaction and trust, while emotional loyalty involves deeper affective bonds and attachment that foster long-term advocacy. Key factors influencing these models include trust, which builds through consistent positive experiences, and satisfaction, often gauged by metrics like the (NPS), a single-question survey measuring the likelihood of customers recommending a on a 0-10 scale, where scores above 50 indicate strong loyalty correlated with higher trust levels. Retention strategies aim to convert this loyalty into repeat business through incentives that encourage ongoing engagement. Rewards programs, such as airline frequent flyer miles, award points redeemable for free travel or upgrades, effectively tying customers to the brand by increasing perceived value and switching costs. Exclusive access to premium content or events, like early product releases, reinforces emotional commitment by making customers feel valued, while community-building initiatives, such as branded online forums or user groups, cultivate a sense of belonging that enhances attitudinal loyalty. Emerging trends as of 2025 include sustainability-focused rewards, such as carbon offset points, to align with consumer values and boost long-term loyalty. Challenges in include predicting and recovering from customer churn, the rate at which customers discontinue engagement, often addressed through data analytics to identify at-risk individuals based on usage patterns and feedback. Recovery techniques involve targeted interventions like personalized offers or service improvements to re-engage lapsed customers. Research by Frederick Reichheld demonstrates that a mere 5% increase in retention rates can boost profits by 25% to 95%, varying by industry due to reduced acquisition costs and higher lifetime value from loyal customers. Modern trends in loyalty emphasize interactive and personalized approaches, such as in mobile apps, where elements like badges, challenges, and progress tracking boost engagement by up to 47% and loyalty by 22% through fun, reward-based mechanics. In the , streaming services have adopted subscription retention tactics like bundled offerings and ad-supported tiers to combat churn, with some platforms experiencing monthly rates around 8% (e.g., Apple TV+ as of Q1 2024), alongside promotional pricing to sustain viewer commitment amid market saturation.

Rights and Protections

Consumer Laws

Consumer laws establish legal frameworks to protect customers from unfair practices in commercial transactions, ensuring transparency, , and remedies for violations. These regulations vary by but commonly address issues such as deceptive , product safety, and handling in customer relationships. Internationally, they aim to balance interests with individual , often enforced through dedicated agencies. In the United States, the Magnuson-Moss Warranty Act of 1975 governs written warranties on consumer products, requiring manufacturers and sellers to provide clear, conspicuous disclosures about coverage terms and prohibiting deceptive warranty practices. This law applies to tangible used for personal, family, or household purposes, empowering consumers to seek remedies like refunds or repairs for non-conforming products. Similarly, the European Union's (GDPR), which became applicable in 2018, safeguards customer data privacy by mandating explicit consent for processing personal information, notifications within 72 hours, and the right to erasure, particularly in marketing and transactional interactions. Key consumer rights under these laws include access to accurate information about products and services, protection against unfair pricing such as hidden fees, and mechanisms for remedies in cases of defects or . For instance, many jurisdictions provide cooling-off periods, allowing customers to cancel contracts without penalty—typically 14 days for distance sales in the , during which goods must be returned at no cost to the buyer if unused. These rights extend to fair advertising standards, prohibiting misleading claims that could influence purchasing decisions. Enforcement is typically handled by specialized agencies, such as the in the United States, which investigates complaints, imposes civil penalties, and pursues litigation to halt deceptive practices. National consumer protection bureaus in other countries perform similar roles, often collaborating internationally for cross-border issues. A prominent example is the 2015 , where the company installed software to falsify diesel vehicle emissions tests; the FTC charged with deceiving consumers about environmental compliance, leading to a $14.7 billion settlement including vehicle buybacks and consumer restitution. Global variations reflect local economic and cultural contexts, particularly in developing regions. In , the Consumer Protection Act of 2019 establishes a three-tier quasi-judicial system for , expands definitions to include online transactions, and introduces penalties for unfair trade practices, , and misleading advertisements, aiming to enhance safeguards and speedy redressal. Since 2023, several U.S. states have enacted comprehensive consumer data privacy laws, effective through 2025, granting individuals rights to access, correct, delete , and of or data sales. Examples include laws in (effective January 1, 2025), (effective January 1, 2025), and (effective January 1, 2026), which build on federal frameworks to address evolving digital transaction risks.

Ethical Standards

Ethical standards in customer relations extend beyond legal requirements to encompass moral obligations that businesses hold toward consumers, emphasizing voluntary commitments to fairness, integrity, and societal well-being. Key principles include transparency in , where companies must provide accurate and non-deceptive information to enable informed by customers. This involves avoiding misleading claims about product benefits or performance to prevent harm. Another core principle is the avoidance of exploitation, particularly by refraining from targeting vulnerable groups such as low-income individuals, the elderly, or those with limited through predatory tactics like high-interest loans or unnecessary . For instance, ethical guidelines stress assessing the potential for harm in campaigns directed at these populations to uphold respect and equity. in products represents a further ethical imperative, requiring businesses to prioritize environmentally responsible materials and practices that do not compromise future access to resources or contribute to ecological degradation. Companies adopting sustainable sourcing and production methods build long-term trust by aligning offerings with expectations for reduced environmental impact. Established frameworks guide these principles, with ISO 26000 serving as a prominent for that encourages organizations to integrate ethical behavior into operations, including fair treatment of customers through and respect for stakeholder interests. This non-certifiable guidance outlines seven core subjects, such as consumer issues and ethical decision-making, to foster responsible practices without mandating compliance. Ethical dilemmas often arise in usage for , where balancing tailored customer experiences with rights poses challenges; for example, excessive profiling can lead to manipulation or unintended if is collected without clear or used to infer sensitive attributes. Businesses must navigate this paradox by implementing transparent policies to avoid eroding trust while enhancing relevance in interactions. Historical developments have underscored the importance of these standards, particularly following the , which eroded public trust in institutions and prompted a renewed focus on ethical conduct to rebuild confidence among customers wary of opaque practices. The crisis highlighted how lapses in transparency and could devastate financial security, leading to widespread calls for voluntary ethical reforms in banking and beyond. A notable example is the , where the company's deceptive market manipulations during the early 2000s California energy crisis artificially inflated prices and caused rolling blackouts, directly harming residential and business customers through unreliable service and economic losses. Enron's tactics, including withholding power generation to drive up costs, exemplified ethical failures in prioritizing profits over customer welfare. Criticisms of certain ethical approaches in organizational contexts include the "internal customer" concept, which treats employees as customers of internal services to improve efficiency but often blurs lines of by diffusing responsibility across departments without clear . This model can foster confusion, as individuals may prioritize satisfying immediate "internal" needs over ultimate external customer outcomes or measurable performance, potentially undermining genuine ethical commitments to end-users. While intended to enhance internal collaboration, it risks creating a where is diluted, complicating efforts to address ethical lapses directly affecting consumers.

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