It's a rare business owner or manager who can say, "We have as much revenue as we can handle, and frankly, profitability is better than we'd ever hoped for." Most executives are faced with the daily struggle to increase turnover and bring more money to the bottom line. Customer Loyalty Programs, familiar to most executives in the form of frequent flier miles, have become common. Companies small and large offer a myriad of Loyalty Reward Programs but not all of them are thoughtfully designed or effective. So the economy is bad. You still have choices. You could slash your marketing budget across the board, cutting both profitable and unprofitable programs by an equal amount. Or - smart you! - you could decide to take action and stack the odds in your favor. You could decide to focus your newly limited resources on the area of greatest opportunity: your existing customers, specifically those who have high growth potential. The result is lower marketing costs and increased sales - not too shabby an outcome in any economy. If you choose to go this route, common sense, experience and statistics are on your side. According to the Customer Service Institute, it costs five times as much to attract a new customer as it does to keep an existing one satisfied. A study by Marketing Metrics found the average company has a 60-70% probability of selling again to existing customers, a 20-40% probability of successfully selling to lapsed customers - but only a 5-20% chance of selling to a