Final Customer Purchasing from the Product Producer

Acquire Steps: Acquire steps include all activities the customer completes preceding the use or the consumption of the product. These steps include the customer's efforts needed for evaluation and acquisition of the product.

C.
Experience: Enhance the experience the customer has with the product

2. Associate the company or the product with an image to increase customer pleasure in using the product

A.
Warnings and advice

No.	SIC	Year	Note
1	0	2001	A recent study found that four of five shoppers prefer not to shop around for the best deals- they'd rather stick with the tried and true, indicating an emotional connection. However, most customers don't feel important to the companies that they use. Hallmark Cards has mastered emotional connections and customer loyalty. The company found three imperatives that can help short-term deal seekers into long-term customers. The third key is to show customers that you trust them. A insurance company sent out personalized notes after having positive interactions with them. They enclosed a business reply card asking them to pass it along to a friend or family member who might be interested in the service. This low-pressure approach was extremely effective.
2	3711	2001	Because SUVs are so far afield from Porche's traditional expertise, the new vehicle called the Cayenne, could play havoc with the company's well-established and narrowly defined image. Porsche customers don't like change.
3	3711	2002	Cadillac used to be known for cutting-edge technology, with some of the first air conditioners and automatic transmissions commercially available. The renown of Cadillac's innovation was essential to GM's reputation as a strong leader in the auto industry. However this public image has slipped away. Additionally, Cadillac's prestige helped attract entry-level customers to Chevy and then up the GM brand hierarchy of Pontiac, Oldsmobile, Buick and, finally, Cadillac. It is this brand loyalty that has been lost to GM with the decline of the Cadillac. To restore the old prestige of Cadillac, GM has committed $4 billion to a campaign for Cadillac. That $4 billion accounts for 10% of GM's total capital budget spent on a line that makes up less than 4% of total sales-180,000 cars.
4	3711	2003	The Big Three has steadily shrinking market share: under 62% today. Domestic carmakers have been pouring resources into designing cars with sexier exteriors and more refined interiors. Domestic defect rates have fallen more than 80% since 1980. Yet, since so many bug-ridden cars are still on the roads–and still infuriating consumers–it will take years of top-notch quality for Detroit to clean up its image. Impressions of rotten quality accumulated over decades will take years to alter. It's harder than ever to get the word out, as expectations today start with nearly fault-free vehicles.
5	3711	2002	Styles have changed with the fading idea of the American company man and the rising ideal of the entrepreneur. Foreign luxury car companies have more successfully appealed to the desire for expression of personal style, while the more traditional corporate ladder-climbing success that Cadillac used to represent disappeared. The older generation craves leisure through driving while the newer generation regards cars as another area for competition.
6	3711	2003	In the U.S. high end autos have risen 67% since 1992 pushing luxury cars over all share of the U.S. auto market from 9% to 11%.
7	4813	2002	AT&T embraced broadband technology far too early, and the costs to the organization–and its reputation–have been high.
8	7319	1996	Advertising agencies are turning towards conveying merely sensory impressions of the brand, without any claims about the product and why anyone should buy it.

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