V.Conclusion and RecommendationTherefore we conclude that notion that companies must go above and beyond in their customer service delivery is so entrenched that managers rarely examine it. But a study of more than 75,000 customers interacting with contact center representatives or using self-service channels found that over-the-top efforts mae little difference to customer loyalty! "ll customers really want is a simple, #uic solution to their problem. The $orporate %xecutive Board&s 'ixon and colleagues describe five loyalty-building tactics that every company should adopt! (. )educe the need for repeat calls by anticipating and dealing with related downstream issues. *. "rm reps to address the emotional side of customer interactions. +. ,inimi-e the need for customers to switch service channels. .. %licit and use feedbac from disgruntled or struggling customers. 5./ocus on problem solving, not speed. Therefore we recommend that the authors also introduce the $ustomer %ffort 0core and show that it is a better predictor of loyalty than customer satisfaction measures or the 1et 2romoter 0core. "nd they mae available to readers a related diagnostic tool, the $ustomer %ffort "udit. They conclude that we are reaching a tipping point that may presage the end of the telephone as the main channel for service interactions3and that managers therefore have an opportunity to rebuild their service organi-ations and put reducing customer effort firmly at the core, where it belongs otherwise we need to resolve customers problem on first attempt to avoid any suffocation to the customers and to satisfied their wants and according to the research loyalty is the intention to the customers to continue doing business with a company to spend more investments and other business transaction.