Designing successful temporary loyalty programs: An exploratory study on retailer and country differences

Retailers increasingly adopt temporary loyalty programs (TLPs), in which consumers have limited time, often less than half a year, to save stamps and redeem highly discounted rewards. These programs often run alongside the retailers’ permanent loyalty programs in an attempt to increase customer engagement. Despite the growing popularity of TLPs, the literature on the topic remains limited. We address this gap by looking at the redemption rate, the industry’s primary success indicator, of almost 900 TLPs across a broad set of grocery retailers in 45 countries. We study the effects of four key design characteristics (the duration of the program, the discount offered, the spending requirement before an award can be redeemed, and the reward depth) on the redemption rate, and explore how these effects vary across a broad range of retailer and country characteristics. In doing so, we control for both a retailer’s potential self-selection into running a TLP and the potential endogeneity of the subsequent design choices. We derive a set of actionable results on how to design successful TLPs and show that high redemption rates are not only beneficial for the program operator and reward manufacturer, but also translate into higher sales and profit for the retailer.     

Enhancing relationships in e-tail: Role of relationship quality and duration

This research deals with antecedents and outcomes of relationship quality in e-tail. SMART-PLS analysis of survey data from India (n = 644) showed that perceived value, e-service quality, interaction, discounts and transaction related factors were found to have a positive effect on relationship quality (RQ). RQ mediates the relationship between these antecedents and self-brand connect and loyalty. Support for serial mediation was found with RQ and self-brand connect preceding loyalty formation. Relationship duration positively moderated the effect of RQ on self-brand connect. RQ was conceptualized as a formative second order factor. E-tailers may invest in antecedents of RQ and they may devise strategies to increase the duration of relationships.     

The distinct influence of power distance perception and power distance values on customer satisfaction in response to loyalty programs

In today's fiercely competitive environment, firms are increasingly relying on loyalty programs to influence customers' repeat purchase behavior. However, little is known about how customers' cultural values shape their satisfaction in response to loyalty programs. Such knowledge is important because it allows marketers to identify cultural segments that may be more or less likely to respond favorably to loyalty programs, and hence increase the effectiveness of such programs. In the current research, we propose that power distance perception — defined as the extent to which people observe power disparities in society — positively influences satisfaction of customers who hold loyalty status, but negatively influences satisfaction of customers who do not hold loyalty status with a firm. In contrast, power distance values — defined as the extent to which people endorse power disparities in society — negatively influences satisfaction of customers who hold loyalty status, but positively influences satisfaction of customers who do not hold loyalty status with a firm. A quasi-field study and several lab experiments support these propositions, shed light on the underlying mechanisms, and rule out alternative explanations. Our findings also uncover several distinct tools that marketers could use to influence non-loyalty status and loyalty status customers' satisfaction with businesses.     

How hospitality brands grow: What hospitality marketers should know about Andrew Ehrenberg’s work (invited paper for ‘luminaries’ special issue of International Journal of Hospitality Management)

Andrew Ehrenberg’s work challenges the emphasis that hospitality marketing practitioners, educators and academic researchers place on segmentation, targeting (especially of heavy users), positioning, and meaningful brand differentiation. However, few marketing practitioners and scholars in hospitality appear familiar with this work. This invited paper attempts to increase awareness and appreciation of Ehrenberg’s work as well as its relevance to and implications for hospitality marketing. Topics covered include the NBD Law, Law of Double Jeopardy, Duplication of Purchase Law, and Law of Natural Monopoly as well as the evidence of weak brand segmentation, low perceived brand uniqueness, and the generalizability of the brand belief-usage relationship.     

“How does customer perception of salespeople influence the relationship? A study in an emerging economy”

Sales and sales force management is a complex activity that largely determines a company's commercial success. Customer perception of the salespeople in terms of expertise, trust, interaction, and risk can drive the establishment of long-lasting ties, making customer portfolio management profitable in the long-term. Yet to date, while much work has been done on company-customer relational issues, very few studies have taken customer perception of salespeople as their reference. Moreover, most existing studies have taken western countries and developed economies as their reference of analysis.The present study, in contrast, provides an analysis of an emerging economy context, Peru. Using a sample of more than 400 consumers and structural equations analysis, this article presents a model based on the Social Exchange Theory. The final part of the study presents the theoretical discussion together with key implications and recommendations for management.     

非公允关联交易中董事责任问题研究——兼评世行营商环境评估之董事责任程度指标

在关联交易中,对关联董事的追责应采用忠实义务标准。然而,当前立法存在"程序公平倾向"以及"忠实义务追责标准狭窄"的问题,导致无法对已履行法定程序的关联董事进行追责。对此应将忠实义务下追责标准改为全面公平标准,对关联董事课以承担非公允关联交易中公司所受损失的义务;对非关联董事的追责应采用勤勉义务标准。因为当前立法过于原则化,缺乏适用空间,所以应在信义义务两分法下积极拓展勤勉义务即"知情"的基础上决策的内涵,衍生出对于公司造成损失的直接故意、间接故意以及重大过失三种追责情形,以弥补董事问责空隙,并将"商业判断规则"作为法院介入而非排除审查的判断标准,进一步激活董事追责的路径。     

The social influence of other consumers on consumers’ reward donations

Loyalty reward programs and corporate social responsibility initiatives are ubiquitous in today’s corporate world, yet little is known how they can be synthesized to benefit companies and those in need. In two studies, we examine how the social influence of other consumers (the presence of other consumers and loyalty status tier) interact with reward type (effort-based vs. surprise) to influence consumers’ propensity to donate their loyalty rewards to charity. Furthermore, we uncover the underlying psychological mechanisms (i.e. instrumentality and self-enhancement) explaining the effects. Our findings indicate that hospitality operators should design loyalty reward programs that involve the presence of other consumers to induce reward donations. However, if the goal is to solicit donations from solo consumers, surprise rewards (vs. effort-based rewards) are more effective. In addition, we show that both types of rewards are effective among high-tier consumers, whereas only surprise rewards lead to high donation intent among low status consumers.     

Customer value in Quick-Service Restaurants: A cross-cultural study

In spite of the relativistic nature of Customer Value concept, research on differences in Value perceptions across cultures is still scarce. Gaining insight about this issue would be especially relevant for highly competitive and globalized industries such as Fast-Food or Quick-Service Restaurants (QSR). The purpose of the present paper is to identify Value dimensions in this industry and to analyze the links between dimensions of Value, Satisfaction and Loyalty, testing the consistency of the results obtained across three different countries. To achieve this aim, after one in-depth interview with a QSR manager and two intercultural focus groups with QSR customers, a questionnaire is built and answered by a sample of 366 individuals from Guatemala, Spain and Germany. Results from a structural model, estimated with PLS, depict relations between Value dimensions, Satisfaction and Loyalty, showing significant differences across the three cultural groups. Conclusions are derived, in terms of theoretical and managerial implications, and limitations and future lines or research are presented on both Value creation in QSR and on the specificity of the Value-Satisfaction-Loyalty chain.     

The role of loyalty programs in boosting hotel guest loyalty: Impact of switching barriers

This study examines the relationships among the perceived value of a loyalty program, customer satisfaction with a loyalty program, affective commitment, switching barriers, and customer brand loyalty in the hotel context. An online survey method with a quantitative approach was used. Our results from a structural equation model revealed that the perceived value of a loyalty program is essential in the formation of customer brand loyalty. Lastly, findings from an indirect analysis showed that affective commitment and switching barriers mediated the relationship between the perceived value of a loyalty program and customer brand loyalty. Overall, our research will help researchers and practitioners demonstrate to the industry that the loyalty program is a crucial strategy for customer loyalty and helps develop competitive loyalty programs for success.     

“Make me feel special”: Are hierarchical loyalty programs a panacea for all brands? The role of brand concept

Despite extant literature, the most effective structure of loyalty programs is still heavily questioned among researchers. Building on the congruence principle, we examine the moderating role of brand concept. Our findings reveal that for symbolic brand concepts, customers perceive hierarchical loyalty program structures (which classify customers into tiers according to spending levels or other purchase activities) to be more congruent; this perception increases firm loyalty intentions. However, for functional brand concepts, customers perceive hierarchical and linear loyalty programs structures as equally congruent. Also for symbolic brand concepts, program structure appears as the most important feature in ensuring perceived congruence between a program and a brand, ahead of program benefits. These findings have important theoretical and managerial implications.