A replication study of the credit card effect on spending behavior and an extension to mobile payments

Prior research has shown that credit cards increase spending behavior as measured by the willingness to pay (WTP) or basket value. This research aims to replicate the credit card effect and to extend this effect to mobile payments. In four empirical studies, of which three online studies and one lab study (total n = 692), we manipulated payment methods (i.e., cash, credit cards, and mobile payments) and measured spending behavior (i.e., WTP and basket value). Across four studies, we did not replicate the credit card effect on either measure of spending behavior, suggesting the effect in the literature may be inflated or may have been fading away. A meta-analysis of the relevant literature revealed the expected credit card effect but also showed that the credit card effect has become weaker through the years and that this effect is contingent on the location of data collection. We also did not find evidence that the credit card effect extends to mobile payments on either measure of spending behavior in the three online studies. However, we found a significant difference between mobile payments and cash on the basket value measure (but not for the WTP measure) in the lab study. This paper also explored whether the pain of payment or payment convenience may be a mechanism underlying the relationship between payment methods and spending behavior. Although the pain of payment tended to be lower and the payment convenience tended to be higher for mobile payments, these effects did not translate into more spending behaviors.     

The effect of permanent product discounts and order coupons on purchase incidence,purchase quantity,and spending

This paper examines the influence of a permanent discount strategy on customer purchase behavior, i.e., purchase incidence in each week, purchase quantity (in units), and total order spending (in CNY). Permanent discounts are defined as discounts continuously provided by retailers. We identify two types of permanent discounts, namely, product-specific price discounts (PD) and order coupons (OD, which can be redeemed for a total order). We collect transactional data from a Chinese online retailer and empirically examine the effects of the two types of permanent discounts and customers’ expectations of PD and OD. We find nonlinear relationships between permanent discounts and customer purchase behavior. PDs negatively influence spending when they are lower than 19% but show a positive effect beyond this threshold, hence depicting a U-shaped relationship. They also affect purchase quantity positively but at a decreasing rate. Customer expectations of PD influence purchase incidence, spending, and purchase quantity following a U-shaped patter with a positive influence appearing when PD expectations are high than 31%, 27%, and 18% respectively. On the other hand, ODs influence spending and purchase quantity positively at an increasing rate. Customer expectations of OD influence purchase incidence, spending, and purchase quantity following a U-shaped relationship where the positive influence on purchase incidence shows beyond OD expectations of 426 CNY, and the positive effect appearing on spending and purchase quantity when these expectations are higher than 34 CNY. We also find that customer expectations of discounts interact with current discount levels in their influence on spending. Combining these results and considering that order coupons negatively affect the profit margin of the total basket, we suggest that retailers should offer order coupons with relatively low value but product-specific price discounts with high discount depth.     

The impact of mobile app adoption on physical and online channels

The authors investigate the impact of customers’ mobile app adoption on grocery shopping behaviors. Specifically, they investigate the cannibalization of existing physical and online channels by the newly adopted mobile app and evaluate changes in households’ total expenditures at the focal chain. They find that households adopting the mobile app marginally decrease their spending in physical stores, but considerably increase their expenditures and shopping trips through the mobile app. They present evidence that the mobile app plays a synergistic role for customers who never used a digital shopping channel. Lastly, the authors find a competitive encroachment effect by the mobile app. They find the impact of mobile app adoption is greater in markets where the focal chain faces more intense competition from a nearby competitor.     

Search,purchase, and satisfaction in a multiple-channel environment: How have mobile devices changed consumer behaviors?

The rapid adoption of smartphones and increasing reliance on the mobile Internet is influencing consumers’ shopping behavior with traditional Internet devices (e.g., desktop and laptop computers) and in stores. This research examines the effects of consumer perceptions of channels (i.e., mobile devices, computers, and offline stores) on their choices of search channels, purchase channel, and satisfaction level with the purchase channel. Using survey data from a sample of U.S. consumers, we find supplemental effects of mobile devices on computers do not alter the traditional substitution relationship between computers and stores during the search. The cross-channel effects indicate that perceived purchase benefits and costs of stores affect the purchase channel selection of mobile devices and computers, respectively. Satisfaction levels were highest when purchases were made on mobile devices. The insights from this study can help managers increase the effectiveness of advertising in different media and target distinct segments of consumers who rely on multiple channels for search and purchase.     

Prepayment and future cross-buying: an exploratory analysis

Recent research has provided important insights on consumers’ preferences for prepayment mechanisms and on its impact on consumption of a given product or service. However, little is known about how prepayment influences future purchases of goods and services. We consider this question in a contractual setting within the services industry, involving different purchasing decisions over time. Based on a large-scale empirical test, we find that prepay customers make fewer changes to their cross-buying levels (i.e., the number of different services they buy from the company) from one contractual period to another, and that this effect is more salient for the firm's new customers. We propose possible explanatory mechanisms for this effect. For instance, based on mental budgeting theory, we suggest that prepayment customers may set mental budgets and track expenditures against this budget leading them to resist further investments. Alternatively, prepayment customers may be more certain about their consumption behavior leading to fewer changes over time.

     

Consumer Decision-making Processes in Mobile Viral Marketing Campaigns

The high penetration of cell phones in today's global environment offers a wide range of promising mobile marketing activities, including mobile viral marketing campaigns. However, the success of these campaigns, which remains unexplored, depends on the consumers' willingness to actively forward the advertisements that they receive to acquaintances, e.g., to make mobile referrals. Therefore, it is important to identify and understand the factors that influence consumer referral behavior via mobile devices. The authors analyze a three-stage model of consumer referral behavior via mobile devices in a field study of a firm-created mobile viral marketing campaign. The findings suggest that consumers who place high importance on the purposive value and entertainment value of a message are likely to enter the interest and referral stages. Accounting for consumers' egocentric social networks, we find that tie strength has a negative influence on the reading and decision to refer stages and that degree centrality has no influence on the decision-making process.     

I’ll have the ice cream soon and the vegetables later: A study of online grocery purchases and order lead time

How do decisions made for tomorrow or 2 days in the future differ from decisions made for several days in the future? We use data from an online grocer to address this question. In general, we find that as the delay between order completion and delivery increases, grocery customers spend less, order a higher percentage of “should” items (e.g., vegetables), and order a lower percentage of “want” items (e.g., ice cream), controlling for customer fixed effects. These field results replicate previous laboratory findings and are consistent with theories suggesting that people’s should selves exert more influence over their choices the further in the future outcomes will be experienced. However, orders placed for delivery tomorrow versus 2 days in the future do not show this want/should pattern, and we discuss a potential explanation.     

Sustaining shopping momentum in retail malls using real-time messaging

Retail malls thrive not only on foot traffic they attract but also on buyers spending at multiple retailers in the mall. While the importance of shopping momentum, i.e., buyers continuing to shop, is known, few studies have examined how mobile promotions can incentivize buyers to sustain their shopping momentum in a mall. This study examines how a mall operator targets buyers in its loyalty program with a real-time message (RTM) to encourage them to sustain their shopping momentum and spend more at the next retailer. We use a quasi-experimental design and show that the RTM has a stronger effect on heavy than light buyers. Specifically, moderate and heavy buyers are more likely to respond favorably to RTMs by sustaining shopping momentum and increasing spending at the next retailer. In contrast, the RTM has no effect on shopping momentum of light buyers, and if they continue to shop, they lower their subsequent spending. The study has important implications for retailers using mobile applications to target buyers with relevant real-time promotions to achieve desired outcomes.     

Virtual customer environment design and organizational innovation: An exploration–exploitation perspective

ABSTRACT

Many firms are developing virtual customer environments (VCEs) that provide customers the opportunity to submit, discuss, and vote for new ideas. Some studies show that VCEs promote the development of incremental improvements in existing products and services (i.e., exploitative innovation). However, other studies find that customers working in VCEs will often suggest radical ideas for brand new products and services (i.e., exploratory innovation). Exploration and exploitation are often incompatible; thus, we address this paradox by investigating whether the design of a firm’s VCE architecture is related to the firm’s exploratory innovation activity and exploitative innovation activity. Using matched data collected from VCEs and managers, we show that two-way information exchange VCE tools facilitate exploratory innovation, and one-way information exchange VCE tools enhance exploitative innovation. We also find that absorptive capacity positively moderates the latter relationship. Our findings have implications for research and practice in VCEs, organizational innovation, and organizational learning.     

More on the role of switching costs in service markets: A research note

The present paper focuses on several important and under-researched issues related to switching costs (SC) as a defensive marketing tool in retaining customers with complaint handling. While most previous research analyzed the effects of SC on the behavioral intent of customers, our findings have focused on the actual behavior of bank customers; that is, staying with or leaving the bank to which they had complained previously. The findings show that, of the six potential facets of SC, only two significantly affect the actual behavior of complainants, one directly (i.e., Continuity Costs) and the other as a moderator (i.e., Learning Costs). Likewise, a customer's evaluation of the complaint handling affects behavior directly.     

Why offer lower prices to past customers? Inducing favorable social price comparisons to enhance customer retention

Price discrimination policies vary widely across companies. Some firms offer new customers the lowest price; others give preferential prices to their past customers. We contribute to the literature on price discrimination in behavior-based pricing by exploring how customers’ social price comparisons, i.e., comparing one’s price to that received by similar peers, impact the optimal structure of price discrimination. Social price comparisons have a negative (positive) impact on customers’ transaction utility if the price charged to past customers is higher (lower) than a new customer’s price. Using an analytical model with vertically differentiated firms, we show that a firm with relatively large market share will reward its past customers with relatively low prices when social price comparisons have a sufficiently large impact on utility. Furthermore, we find that social price comparisons lead to a relaxation of the price competition for new customers. Thus, both firms can earn higher profits when such comparisons are made than when they are absent. We also examine how other factors, such as horizontal competition and strategic customers, interact with social price comparison concerns to impact pricing strategies. Finally, we show how pricing behavior differs when price comparisons are based on historic reference prices rather than on peers’ prices.     

“If you loved our product”: Do conditional review requests harm retailer loyalty?

Online retailers frequently solicit reviews from customers who have recently purchased their products or services. This research examines how consumers react to conditional requests—wherein a retailer explicitly asks them to consider their experience but to only leave a review if this experience was favorable—versus more neutral unconditional requests. The provision of conditional requests is widespread, presumably because retailers believe that such requests will yield more positive reviews. Irrespective of whether these potential benefits materialize, the present research demonstrates that the consequences of conditional requests on customer loyalty (i.e., retailer engagement and repeat purchase behavior) are uniformly negative and surprisingly expansive. Six experiments with over 3,000 participants reveal that customers who receive conditional (vs. unconditional) requests are subsequently less loyal to the retailer, whom they perceive as manipulative and untrustworthy. This research also shows that easily implementable message modifications can attenuate (although not necessarily eliminate) the adverse effects of conditional requests on customer loyalty. Substantively, this work highlights how the messaging used in a review request affects customers’ inferences as well as their later judgments and behaviors. Managerially, the findings should exhort online retailers to exercise caution before sending conditional review requests given the risk of reputational harm.     

Patterns of Herding and their Occurrence in an Online Setting

When groups of consumers share information or express their opinions about products and services, their attitudes or behavior sometime align without centralized coordination, a phenomenon known as herding. Building on pattern-based explanations of herding from the cognitive science literature, we propose a framework to elucidate herding behavior based on three dimensions: the speed of contagion, i.e., the extent to which the behavior spreads in a given time, the number of individuals, i.e., the proportion of the whole population expressing the behavior, and the uniformity of direction, i.e., the extent to which the mass behavior is increasingly uniform with one variant becoming dominant. Based on these dimensions, we differentiate eight patterns of herding behavior from slowly diffusing, small and disparate groups through to rapidly spreading, massive herds expressing a convergent behavior. We explore these herding patterns in an online setting, measuring their prevalence using over four thousand streams of data from the online micro-blogging application, Twitter. We find that all eight patterns occur in the empirical data set although some patterns are rare, particularly those where a convergent behavior rapidly spreads through the population. Importantly, those occurrences that develop into the pattern we call “stampeding,” i.e., the rapid spread of a dominant opinion expressed by many people, generally follow a consistent development path. The proposed framework can help managers to identify such noteworthy herds in real time, and represents a first step in anticipating this form of group behavior.     

Besting the status quo: the effect of abstract versus concrete mindsets on emotional trade-off difficulty and avoidant coping behavior

Building on past emotional trade-off difficulty and construal level research, we investigate the conditions under which consumers engage in avoidant coping behavior to reduce negative emotions that arise from trading off valued attributes (e.g., quality and price). Results from three studies offer evidence that an abstract (vs. concrete) mindset systematically decreases avoidant coping behavior (e.g., the selection of a status quo option) by reducing the intensity of the negative emotion consumers experience. This effect replicates across construal level manipulations and product categories. Thus, in addition to the harmful effects of negative emotions and coping behavior on consumer choice identified in past research, we find that an abstract (vs. concrete) mindset can help consumers make better (i.e., more normative) choices. Together, these findings have implications for marketers of new or unfamiliar products as well as products that are not incumbents or category leaders (i.e., status quo options) when consumers face difficult trade-offs.     

The Impact of Mobile App Adoption on Cross-buying: The Moderating Roles of Product Category Characteristics and Adoption Timing

With more and more companies introducing mobile apps and consumers using them during the purchase journey, it is increasingly important to understand the consequences of app adoption on behavioral outcomes. This paper investigates the impact of app adoption on the number of additional products purchased by customers (i.e., cross-buying) and how this effect varies across different product categories and different customers. We focus on two key product category characteristics (utilitarian vs. hedonic nature and perceived risk) and on adopters who vary in their adoption timings (early vs. late adopters). Using data from an online retailer and a combination of propensity score weighting with difference-in-differences and Heckman correction estimation techniques, the results show that app adoption has a positive effect on cross-buying overall, but the effect varies greatly across products and consumers. App adoption promotes additional product purchases for hedonic products but leads to less cross-buying for utilitarian products. In addition, early adopters purchase a higher number of additional product categories than late adopters, with this difference decreasing over time and for new consumers compared to existing customers. These results offer novel insights into the behavioral consequences of app adoption and provide managers with useful recommendations for improving the effectiveness of their mobile app investments.     

Institutions and offshoring behavior

ABSTRACT

This article tests whether institutions matter differentially across different sectors in offshoring behavior once the choice to invest abroad has already been made; i.e., how they affect trade between parent and foreign affiliates. Using data on US direct investment abroad, we find that institutional characteristics of the country and industry positively affect the volume of offshoring between US companies and their affiliates. This also depends on the type of relationship between the parent company and its foreign affiliate. The suggested argument is stronger for intermediate products, while evidence is weak for products ready for sale.     

The United Nations Global Compact: Engaging Implicit and Explicit CSR for Global Governance

In the past few decades, a growth in ethical consumerism has led brands to increasingly develop conscientiousness and depict ethical image at a corporate level. However, most of the research studying business ethics in the field of corporate brand management is either conceptual or has been empirically conducted in relation to goods/products contexts. This is surprising because corporate brands are more relevant in services contexts, because of the distinct nature of services (i.e., intangible, heterogeneous, and inseparable) and the key role that employees have in the services sector (i.e., they can build or break the brand when interacting with customers). Accordingly, this article aims at empirically examining the effects of customer perceived ethicality in the context of corporate services brands. Based on data collected for eight service categories using a panel of 2179 customers, the hypothesized structural model is tested using path analysis. The results show that, in addition to a direct effect, customer perceived ethicality has a positive and indirect effect on customer loyalty, through the mediators of customer affective commitment and customer perceived quality. Further, employee empathy positively influences the impact of customer perceived ethicality on customer affective commitment, and customer loyalty positively impacts customer positive word-of-mouth. The first implication of these results is that corporate brand strategy needs to be aligned with human resources policies and practices if brands want to turn ethical strategies into employee behavior. Second, corporate brands should build more authentic communications grounded in their ethical beliefs and supported by evidence from actual employees.     

Look but Don’t Touch! The Impact of Active Interpersonal Haptic Blocking on Compensatory Touch and Purchase Behavior

This research investigates situations in which frontline employees deliberately restrict customers’ access to touch products on display (active interpersonal haptic blocking), and how this understudied form of sensory blocking may increase customers’ downstream purchasing. While previous research examines the benefits of increased product touch, we temporarily block touch for specific products in display areas and then investigate the subsequent impact on customer behavior. Through four studies, including a retail field experiment, we find that when an employee asks a customer not to touch a product on display, this initiates a serial mediation process which: (1) engenders feelings of psychological reactance that result in (2) increased compensatory touching of subsequently encountered products to counterbalance a loss of sensory freedom, and (3) increased spending and purchasing once the customer leaves the reactance-inducing encounter. Effects are moderated by socioeconomic status (SES) and need for touch (NFT) whereby psychological reactance was significantly stronger for high SES customers with a moderate or high NFT when actively blocked. Results also demonstrate that active interpersonal haptic blocking does not result in more negative attitudes toward retailers, thus retailers might consider implementing this counterintuitive practice to encourage downstream sales.     

Engaging the unengaged customer: The value of a retailer mobile app

Mobile apps are becoming a go-to tactic for retailers because they offer the promise of highly convenient digital engagement. We hypothesize that two types of customers are best served by these apps — “offline-only” customers currently purchasing exclusively from the retailer's physical store, and “distant” customers who reside far from the physical store. For offline-only customers, the app complements the physical engagement they currently have. For distant customers, the app offers convenient engagement their remoteness currently precludes. We model app access and purchase behavior of 629 customers who downloaded a retailer's app. We find that apps generate more incremental sales among distant customers compared to near customers, and more incremental sales among offline-only customers compared to online customers. On an illustrative base of 100 K app users, we find accessing the app would generate $2.3 M in incremental sales. Consistent with our segmentation results, we find that the users with the greatest purchase lift (9.5%) due to app usage are those that are distant and offline-only. Our results confirm the economic value of retailer apps and their role as a segmentation strategy to enhance customer engagement.     

Loyalty Formation for Different Customer Journey Segments

The proliferation of new touchpoints empowers today’s customers to design their own journey from search to purchase. To address this new complexity, we segment customers by their use of specific touchpoints in the customer journey, investigate the association of several covariates with segment membership, consider the rise of mobile devices as potential “game changers” of existing segments, and explore how the relationships among product satisfaction, journey satisfaction, customer inspiration, and customer loyalty differ across segments. Based on anticipated utility theory and using latent class analyses on large-scale data from two samples of 2,443 and 2,649 journeys, we identify five time-consistent segments―store-focused shoppers, pragmatic online shoppers, extensive online shoppers, multiple touchpoint shoppers, and online-to-offline shoppers―that differ considerably in their touchpoint and mobile device usage, their segment-specific covariates, and their search and purchase patterns. The five segments remain unchanged in the two data sets even though the usage of mobile devices has increased substantially. Furthermore, we find that the relationships between various loyalty antecedents and customer loyalty differ between the segments. The insights from this paper help retailers develop segment-specific customer journey strategies.