eans that the telecommuniction provider, having successfully brought the customers into the transaction zone the first time, is much better off resolving how to keep the customers close to the company. The more comfortable the consumers are with the situation, the more easily they are prevented from seeking out transactions a second time. Once consumers decide to subscribe with a company they, in effect, grant that company a special trust that says, "I prefer not to change carriers again, SO I will trust that you will continue to deliver to me the same level of value and quality that I believe I am getting now. As long as I am not confronted with any clear message that your competitors are offering me a superior relationship to the one I have with you, I will ignore those possibilities and get on with my life." PRACTICAL Use OF THE EMOTIONAL ZONE MODEL This radically different model of how to manage a customer relationship has many consequences. First and foremost is how this model shows us how all of the interactions between the company and the consumer contribute to the ultimate customer loyalty decision. Chapter 18 Let's consider a few typical events and how they can impact our customers' positioning in the zones. We will assume that, when the customers initially sign up for service, they are happy and have no intention of leaving. Their handset is new, they are happy with the rate plan they signed up for, and they are looking forward to years of trouble-free telephone service. Call Quality Problems What happens, however, when our new subscriber starts making phone calls and finds that the quality of those calls is not always the best? Basically, each time there is a problem with a call the customer will move a little bit further away from the loyalty zone. If the call quality is only a problem once in a while, then the customer will probably just shrug it off and not worry about it. In this case, he will move just a little bit further away from feeling good about the company. The nexttime he starts thinking a