The disloyalty ladder — Two rungs further down
This paper reviews the Loyalty Ladder and puts forward two additional negative categories — Hostile and Enemy — that the author believes should be added to that model for the purposes of marketing planning, so as to consciously consider and manage negative market attitudes. Evidence for the cost and effect of Hostile activity is put forward from work on Net Promoter® Score. Anecdotal evidence is provided for the existence of Enemy; however, the latter category is less well defined, and its effects on organizations are equally hard to classify. It is not altogether clear whether Enemies lead the charge — or merely piggyback on the periodic waves of public outrage at particular business practices that appear to be potentiated by the use of the internet and social networking sites. The rationale for adding at least one of these categories to the Loyalty Ladder is to ensure that the effect of negative customer perceptions is factored into business and marketing plans at the formulation stage, rather than viewed as an unforeseen after-effect, to be dealt with separately from other aspects of the business.