A typical customer relationship management model is designed to increase the value of a company’s existing customers in the next period. While useful in the short term, such a process, followed blindly period after period, would drive the company out of business when those existing customers all eventually died. In reality, no company would do this. Instead, these short-term models are nested within a long-term view of customer management, and it is long-term customer management that the proposed model addresses. The model assumes that a company has identified a set of customer types across which it needs balance in order to remain viable in the long-term (e.g., a company might wish to maintain a supply of “entry-level customers” in order to eventually replenish its collection of more profitable “loyal customers”). Though the model is applicable in any industry, we illustrate it for automobiles. Results reveal the strengths with which each marketing intervention causes General Motors to attract each of their desired customer types. The model is extended to also reveal differences in the ways that marketing interventions by Ford, Toyota, and Honda change the strengths with which those automakers attract customers.

典型的客户关系管理模型旨在提高公司现有客户在下一个时期的价值。虽然在短期内有用，但这样一个过程，一个又一个时期盲目地遵循，当那些现有客户最终全部死亡时，将导致公司倒闭。实际上，没有公司会这样做。相反，这些短期模型嵌套在客户管理的长期视图中，并且建议的模型解决的是长期客户管理。该模型假设一家公司已经确定了一组客户类型，它需要在这些客户类型之间保持平衡以保持长期生存（例如，一家公司可能希望维持“入门级客户”的供应，以便最终补充其更有利可图的“忠诚客户”的集合）。尽管该模型适用于任何行业，但我们以汽车为例进行说明。结果揭示了每一次营销干预导致通用汽车吸引他们想要的每一种客户类型的优势。该模型被扩展为还揭示了福特、丰田和本田的营销干预方式改变这些汽车制造商吸引客户的优势的方式的差异。