---
title: "Convenience loyalty vs true loyalty: why your CRM cannot tell the difference, and what to do about it"
description: "Convenience loyalty vs true loyalty: six types of customer loyalty, why your CRM records them identically, and how to tell which one you have before the friction disappears."
---

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 11/2026

# Convenience loyalty vs true loyalty: why your CRM cannot tell the difference, and what to do about it

![Picture of Beth O'Malley](https://app.hubspot.com/settings/avatar/2761c9d87ba551994b382ed8415ad538) [Beth O'Malley](https://weareastral.co.uk/thevault/author/beth-omalley)

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My car insurance renewal came through recently and it was considerably more than I expected. So I did what everybody does, went and compared, and found I could save about £300.

I stayed.

Not because I liked them. I had had several problems with them over the year and was not happy. I stayed because of what went through my head when I looked at the better price: the admin of switching, having to read a new policy properly and check I had the right cover, working out what happens to my no claims. And underneath all of it, the simple thought that I could not be bothered.

Then something more interesting happened. Having decided to stay, I started mentally listing the reasons they were not that bad. Finding the positives. Talking myself into a company I had been complaining about six months earlier.

In their CRM I look like a loyal customer. Renewed again, multi-year tenure, no complaints logged at renewal. Every metric they hold says I am happy. Not one of them is measuring anything real.

 

## What this covers

1. A definition of loyalty that can be tested rather than assumed.
2. Six types of loyalty, only one of which is worth anything.
3. Why your CRM records all six identically.
4. Why your satisfaction scores may be measuring rationalisation.
5. How loyalty differs in B2B and B2C, and why B2B is harder to read.
6. The diagnostics, the exercises, and what email can and cannot do.

 

 

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# The definition

## Loyalty is only visible when staying costs something

When things go well, everybody looks loyal. Repeat purchase, healthy engagement, good satisfaction scores. None of it means anything, because none of it has been tested.

Loyalty only becomes observable at the moment of friction. The price rise, the delay, the mistake, the competitor who is cheaper. Loyalty is the willingness to absorb a cost in order to stay.

Which gives you a usable test rather than a feeling. Not how often do they buy, but what happened the last time we gave them a reason to leave. Loyalty is measured in forgiveness, not frequency.

## Key takeaway:

*If nothing has ever gone wrong, you do not know whether your customers are loyal. You know they have not been tested.*

*Most businesses have never looked at what happened to retention after their last failure, which is the single most informative piece of data they hold.*

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# The types

## Six kinds of staying, and only one of them is loyalty

Academics have split this since Dick and Basu in 1994, separating what people do from what they feel. Repeat purchase with no underlying preference has a name in the literature, spurious loyalty, and it describes most of what businesses celebrate.

In practical terms there are six, and they are worth naming separately because each one fails differently.

1\. Convenience loyalty

- **They stay because leaving is effort.** The admin, the forms, the learning, the risk of getting it wrong. My car insurance, and probably your broadband.
- **It is the most common type by a distance.** And the most dangerous, because it is indistinguishable from the real thing right up until somebody removes the friction.

2\. Contract loyalty

- **They stay because they cannot leave yet.** Minimum terms, notice periods, auto-renewal clauses. Common in B2B and in consumer subscriptions.
- **Your retention number is a legal fact, not a commercial one.** You will find out what you have at the renewal window and not before.

3\. Habit loyalty

- **They stay because it has never occurred to them to look.** No decision is being made at all. The direct debit goes out, the reorder happens, nobody thinks about it.
- **Fragile in a specific way.** It survives indefinitely and then collapses the first time something makes them look, which is often something you did.

4\. Mercenary loyalty

- **They stay because you are currently the best deal.** Price, discount, or a points balance they do not want to forfeit.
- **The loyalty is to the deal, not to you.** Which is why discount-led retention buys repeat behaviour at the exact price of never finding out whether anybody prefers you.

5\. Latent loyalty

- **They would choose you, but they rarely need you.** High preference, low frequency, because of the category or their circumstances rather than anything you did.
- **Systematically undervalued in every CRM I audit.** Low purchase frequency puts them in the disengaged bucket, and they are often your most willing advocates and referrers. Suppressing them because they have not bought in a year is one of the more expensive mistakes available.

6\. True loyalty

- **They would stay at a cost.** A price rise, a mistake, a better offer elsewhere, and they stay anyway. Often while telling you what went wrong, because people who have left do not bother complaining.
- **Rarer than anybody wants to admit.** In commodity and utility categories, close to non-existent. In identity-led categories, where the brand says something about the person, it is real and durable.

 

## Watch out for:

*The first four types all produce excellent retention numbers and a board slide that says loyalty is strong.*

*Only the sixth produces anything you can rely on when something goes wrong, which is the only moment it matters.*

 

 

# The CRM problem

## All six look identical in your database

Now the uncomfortable part, and the reason this is a CRM post rather than a brand one.

A customer who adores you and a customer who cannot be bothered to leave generate the same record. Long tenure, repeat purchases, reasonable open rates, no complaints logged. Your database holds behaviour, and all six types produce the same behaviour.

- Repeat purchase does not separate them. Convenience, contract, habit and mercenary loyalty all produce it.
- Tenure does not separate them. Length of stay measures the absence of a trigger to leave, not the presence of preference.
- Engagement rate barely separates them. Somebody opening your renewal notice is checking the price, not demonstrating affection.
- And your loyalty tier definitely does not. Tiers are calculated from spend, which is behaviour, which is the thing that cannot tell these apart.

So the first conclusion, uncomfortable as it is, is that most organisations have no loyalty measure at all. They have a retention measure wearing a loyalty label, and the two diverge violently at exactly the moment you need them not to.

 

# The twist

## Inertia does not just resemble loyalty, it manufactures the feeling of it

Back to my renewal, and the part that makes this so difficult to measure your way out of.

After deciding to stay, I started generating reasons to feel good about the decision. That is cognitive dissonance resolving itself, described by Festinger in 1957. Holding I am choosing to stay with a company that let me down and charges me more is uncomfortable, so rather than change the behaviour, the mind adjusts the attitude to fit it.

Which means inertia produces real, felt warmth towards the thing somebody cannot be bothered to leave.

## And that breaks your research:

*Attitudinal measures taken from a captive base are partly measuring rationalisation. People tell you they like you because they stayed, rather than staying because they like you.*

*Those are opposite causal directions, and a satisfaction survey cannot tell them apart. Which is how businesses end up with strong scores and a base that evaporates the moment switching gets easier.*

# The evidence

## A UK regulator has already looked at an industry and called it captivity

If this sounds like a theory, it has been formally tested on the exact market my example comes from.

- Six million policyholders were paying high prices in 2018. The FCA's general insurance pricing practices market study found that if those customers had paid the average price for their risk profile, they would have saved £1.2 billion in that year alone.
- The mechanism was deliberate. The FCA describes firms identifying the customers most likely to renew and raising their prices accordingly. Many of those customers had no idea, and believed they were getting a competitive price.
- And some firms engineered the friction. The study notes practices that made switching harder, including making automatic renewal difficult to cancel. The inertia was not an accident, it was part of the model.
- The scale across markets was larger still. Responding to a Citizens Advice super-complaint, the CMA reported more than 28 million customers paying a loyalty penalty of around £3.4 billion across mobile, broadband, cash savings, home insurance and mortgages.
- Price walking was banned in motor and home insurance from January 2022. With the remedies estimated to be worth £4.2 billion to consumers over ten years.

A regulator examined an industry's loyalty metrics and concluded they were measuring captivity. That is as close to proof as this subject gets.

 

# The split

## Loyalty is a different animal in B2B and B2C

### B2C

- Switching costs are mostly procedural, and falling fast. Comparison is one tap, and increasingly an assistant will do the comparing.
- True loyalty exists, but mainly in identity categories. Where the brand says something about the person. In commodity and utility categories, what looks like loyalty is almost always one of the other five.
- The test is simple. A better offer appears, and you find out immediately.

 

### B2B

- Switching costs are an order of magnitude higher, and partly real. Contracts, notice periods, procurement, integration, data migration, retraining.
- Sunk cost bites harder. Implementation was expensive, visible, and recent enough that somebody remembers signing it off.
- There is career risk attached to leaving. Whoever championed the purchase has personal exposure. Switching means somebody admitting the last decision was wrong, in front of people who approved it.
- Loyalty often attaches to a person rather than a brand. And walks out of the building when the account manager does.
- The committee separates the feeling from the power. The people experiencing the problem frequently cannot authorise a change, and the people who can are not experiencing it.

 

## Which changes when you find out:

*In B2C the test arrives whenever a competitor makes an offer, so you learn continuously.*

*In B2B you need a bad experience, an internal champion willing to spend credibility, and an open renewal window, all at the same time. So loyalty is tested once every few years in a sixty day gap, and for the rest of the time you cannot tell a happy customer from a trapped one.*

# The diagnostics

## How to tell the six apart, using data you already have

Since behaviour cannot separate them, you need evidence of preference. Six places to look.

1. What happened after your last failure. An outage, a delay, a billing error, a bad batch. Pull retention and engagement for the people affected against a matched group who were not. The gap is your forgiveness rate, and it is the closest thing to a direct loyalty measurement you will ever get.
2. What happened at your last price rise. Same method. Price elasticity by segment is a loyalty measure wearing a finance label.
3. Engagement with email that asks for nothing. More on this below, because it is the most useful one and almost nobody has it.
4. Voluntary contact. Has this person ever got in touch when they did not have to? A reply, a question, a piece of feedback, a complaint. Complaints are a loyalty signal, because people who have given up do not bother.
5. Breadth, not just depth. Do they buy across your range, or only the one thing they are locked into? Breadth is a preference signal. Depth in a single locked product is not.
6. Referral behaviour. Recommending you means staking their own credibility on you, which nobody does out of inertia. The single strongest signal of true loyalty there is, and most CRMs cannot even record it.

 

### The friction audit

The exercise I run in workshops, and the fastest way to see the problem.

1. List every reason a customer stays with you. Get the commercial team, support and marketing in a room and write them all down, including the unflattering ones.
2. Mark each one: because they want to, or because leaving is a hassle. No third column, and no negotiating. The arguments this produces are the point of the exercise.
3. Add up the second column. That is your real churn exposure, and it is usually most of the list.
4. Then ask the question that matters. Would they still be here if leaving took one tap? Because that is the direction every market is moving.

# The email part

## What email can and cannot do about any of this

Email does not create loyalty. Product, service and price do that. What email does is fund the balance that gets drawn down when something goes wrong.

Every touchpoint is a deposit or a withdrawal, and loyalty is the balance available at the moment of failure. Email is simply the highest-frequency way you add to or drain the account, because you do it fifty times a year while everything else happens twice.

 

### Which makes restraint the strongest signal you have

Personalisation used to signal effort. It does not any more, because producing a million individually assembled emails now costs the same as producing one. When production is free, effort has to move somewhere else to mean anything, and the only place left is the decision.

- What you chose not to send. Not mailing somebody is the clearest available demonstration that you value them above this quarter's number, and no automated system does it on its own.
- What you noticed and acted on without announcing it. Using what you know to be useful, rather than narrating the surveillance back at them.
- And what you gave with nothing attached. Which brings us to the measurement nobody has.

### Your non-commercial email is the only attitudinal loyalty instrument you own

Everything else in your database is behaviour, and behaviour cannot separate the six types. But somebody opening an email that is selling nothing, asking for nothing and offering nothing has made a choice with no transaction attached to it.

That is preference, measured directly. It is the cleanest attitudinal signal available to a business, it costs nothing to collect, and most organisations do not have it because every email they send has an ask in it.

## Your action:

*Send something regularly that asks for nothing, and measure engagement with it separately from everything else.*

*Engagement with your commercial email tells you about your offer. Engagement with your non-commercial email tells you about you, and the gap between the two is the most useful number in this entire post.*

### And a note on continued subscription

Leaving your list now takes one tap from Gmail's subscription manager, which displays your sending frequency next to everybody else's while somebody decides. Friction has been removed from the unsubscribe decision almost entirely.

Which quietly promotes still being subscribed from a vanity metric into a real one. Somebody who has seen how often you email and chosen to stay has made an active decision, and that is a small, cheap, continuously collected loyalty signal sitting in your platform right now.

 

 

# The build

## What to record, so this is a system and not a slide

1. A loyalty type on every account, reviewed quarterly. Convenience, contract, habit, mercenary, latent or true. A judgement informed by the diagnostics above, written down, and argued about.
2. Last failure experienced, and what happened next. Which incidents touched this customer, and whether they stayed, reduced, or complained. Almost nobody connects incident data to retention data, and it is the richest loyalty source you have.
3. Voluntary contact count. Replies, inbound questions, feedback, complaints. One field, enormously telling.
4. Referral given, and to whom. Most CRMs cannot link one contact to another, which makes the strongest loyalty signal invisible. Fix that and you can finally see your advocates.
5. Engagement with non-commercial sends, separately. Not blended into your overall engagement score, where it disappears.
6. And contract end date, visible to marketing. In B2B, your entire loyalty picture is a guess until that window opens. Marketing should know when it does.

 

## A quick win:

*Pick your last significant failure, whatever it was, and pull twelve month retention for the customers it affected against those it did not.*

*One query, and it will tell you more about your real loyalty than every satisfaction survey you have run.*

# The warning

## Everything propping up convenience loyalty is being removed

- Comparison is already instant. And increasingly done by an assistant rather than by a person on a comparison site.
- The admin is exactly what AI is best at dissolving. Reading the policy, checking the cover, handling the switch. The specific barriers that kept me with my insurer are the ones being automated first.
- Regulators are actively removing the rest. Price walking is already banned in UK motor and home insurance. The direction of travel is not subtle.
- And when the friction goes, the rationalisation has no job to do. The warmth that inertia manufactured goes with it. People discover they were never loyal, and they do not experience it as a change of heart. They experience it as finally getting round to it.

## The conclusion

Most of what businesses call loyalty is friction, and friction is a depreciating asset.

The work is to find out which of the six you have, which means looking at forgiveness rather than frequency, at what happened after you got it wrong rather than at how long somebody has been a customer. Then to spend your email programme building a balance rather than drawing one down, which mostly means sending less and giving more.

And to assume the unflattering answer to the only question that matters. Would they still be here if leaving took one tap? Because quite soon, it will.

 

![Getting email deliverability right What to know & track ](https://weareastral.co.uk/hs-fs/hubfs/Copy%20of%20Getting%20email%20deliverability%20right%20What%20to%20know%20%26%20track%20(1080%20x%20900%20px)%20(1).png?width=1080&height=900&name=Copy%20of%20Getting%20email%20deliverability%20right%20What%20to%20know%20%26%20track%20(1080%20x%20900%20px)%20(1).png)

## The emails you send are either deposits or withdrawals

Frequency, relevance and placement all decide which. An email that lands in spam is a missed deposit, and an email nobody wanted is a withdrawal you did not know you made.

 

My free 60 minute Email Deliverability Training covers reputation, engagement and what normal looks like. The Email Deliverability Certification Programme takes you through the full audit process.

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### Further reading from The Vault:

- [Conversion to Trust: The Metric Nobody Is Measuring](https://weareastral.co.uk/thevault/conversion-to-trust-the-email-metric-nobody-is-measuring-and-how-to-improve-it)
- [Show Me Your Last Ten Emails and I Will Tell You Your CRM Level](https://weareastral.co.uk/thevault/show-me-your-last-ten-emails-and-i-will-tell-you-your-crm-level.-the-five-level-maturity-model-i-use-on-every-audit)
- [Personalisation Is Dead, and AI Killed It](https://weareastral.co.uk/thevault/personalisation-is-dead-and-ai-killed-it.-why-firstname-stopped-working-and-what-replaced-it)
- [Audience Analysis for CRM and Email](https://weareastral.co.uk/thevault/audience-analysis-for-crm-and-email-how-to-understand-people-well-enough-to-send-the-right-message-at-the-right-time)
- [Gmail for Email Marketers: Every Feature That Decides Whether You Land](https://weareastral.co.uk/thevault/gmail-for-email-marketers-every-feature-that-decides-whether-your-email-lands-gets-read-or-gets-unsubscribed-from)
- [Email List Churn: What's Normal, and What Isn't](https://weareastral.co.uk/thevault/email-list-churn-whats-normal-and-what-isnt-and-when-should-you-stop-emailing-someone)

### Sources

- [FCA, General insurance pricing practices market study (MS18/1), interim report 2019 and final report September 2020, on six million policyholders, £1.2 billion of overpayment and engineered switching friction.](https://www.fca.org.uk/publications/market-studies/ms18-1-general-insurance-pricing-practices-market-study)
- [CMA, Loyalty penalty update, December 2020, following the Citizens Advice super-complaint of September 2018.](https://www.gov.uk/government/news/cma-publishes-loyalty-penalty-update)
- Dick and Basu, 1994, on the separation of behavioural and attitudinal loyalty, and the concept of spurious loyalty.
- Samuelson and Zeckhauser, 1988, on status quo bias.
- Festinger, 1957, on cognitive dissonance.

 

## Like this blog? You'll love RE:markable

 RE:markable is the weekly email about emails. Dropping the latest email marketing news, updates, insights, free resources, upcoming masterclasses, webinars, and of course, a little inbox mischief.

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## Email, CRM and HubSpot Support

I help marketers and businesses **globally** improve, design and fix their email, CRM, and HubSpot ecosystems, from strategy through to execution.

**My services include:**

- Email marketing strategy, audits, training, workshops, and consultancy
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}
```