在互聯(lián)網(wǎng)行業(yè)中，用戶在某段時(shí)間內(nèi)開始使用應(yīng)用，經(jīng)過一段時(shí)間后，仍然繼續(xù)使用該應(yīng)用的用戶，被認(rèn)作是留存用戶。這部分用戶占當(dāng)時(shí)新增用戶的比例即是留存率，會(huì)按照每隔1單位時(shí)間（例日、周、月）來進(jìn)行統(tǒng)計(jì)。顧名思義，留存指的就是“有多少用戶留下來了”。留存用戶和留存率體現(xiàn)了應(yīng)用的質(zhì)量和保留用戶的能力。

「應(yīng)用場景」

忠誠領(lǐng)導(dǎo)力還要求進(jìn)行向上和向外管理。高層管理者必須向董事會(huì)成員和投資者游說忠誠戰(zhàn)略和評(píng)估進(jìn)展的方法，爭取他們的長期支持。這在客戶價(jià)值轉(zhuǎn)型初期尤為重要，因?yàn)楣芾韺涌赡茏龀鰤旱投唐谑找娴臎Q策，如投資技術(shù)。領(lǐng)導(dǎo)者需要向投資者和董事會(huì)成員證明，這類決策在未來會(huì)帶來更大回報(bào)，比如用戶獲取率或用戶留存率提升，收入增長，服務(wù)成本下降或其他方面客戶價(jià)值的提升。

Loyalty Leadership also calls for managing up and out. Top managers must gain and maintain the support of board members and investors by educating them about the loyalty-based strategy and how its progress should be evaluated. This is particularly important early in a customer value transformation, because management will be making decisions (such as investing in technology) that may depress short-term earnings. Leaders need to demonstrate to investors and board members that those decisions will yield larger payoffs down the road, in the form of increased customer acquisition or retention, growing revenues, lower cost to serve, or other measures of improved customer value.

以上文字選自《哈佛商業(yè)評(píng)論》中文版2020年1月刊《你低估客戶了嗎》

羅伯·馬奇（Rob Markey）| 文

馬冰侖?丨編輯