newstodate.aero
Jun 09, 2009 (newstodate): Customer loyalty is perhaps an fragile luxury in today's economic and financial situation.
-It might be incorrect to say that customer loyalty does no longer exist. But it is safe to state that it has become an endangered resource, says Peter Larsen, DSV VP Air & Sea.
-At DSV we do have many customers that would grant us a second chance, but generally speaking few customers and companies can afford loyalty towards a provider if he is not competitive. Which leads to the crux of the matter.
-With our company's own strength we do not swap providers just to show muscles. When we decide to change from one to another provider, this is because our traditional provider has proved to be lacking in competitiveness or ability to adapt.
-It would be nice to believe that competitiveness in itself will decide which company will survive a crisis, and which one wouldn't. Unfortunately other factors intervene, including some elements that are not easily discernible. Like vested national interests that will keep a company going even if it has proved to be lacking in competitiveness or is operating far below minimum levels otherwise spelling death in the industry.
-These obscure vested interests will continue to threaten the sanity of the industry even when the current downturn has been overcome. Not only the best will survive, says Mr Larsen.
-It might be incorrect to say that customer loyalty does no longer exist. But it is safe to state that it has become an endangered resource, says Peter Larsen, DSV VP Air & Sea.
-At DSV we do have many customers that would grant us a second chance, but generally speaking few customers and companies can afford loyalty towards a provider if he is not competitive. Which leads to the crux of the matter.
-With our company's own strength we do not swap providers just to show muscles. When we decide to change from one to another provider, this is because our traditional provider has proved to be lacking in competitiveness or ability to adapt.
-It would be nice to believe that competitiveness in itself will decide which company will survive a crisis, and which one wouldn't. Unfortunately other factors intervene, including some elements that are not easily discernible. Like vested national interests that will keep a company going even if it has proved to be lacking in competitiveness or is operating far below minimum levels otherwise spelling death in the industry.
-These obscure vested interests will continue to threaten the sanity of the industry even when the current downturn has been overcome. Not only the best will survive, says Mr Larsen.