Status demotion in hierarchical loyalty programs: effects of payment source

Hierarchical loyalty programs are being operated currently by many firms to improve customer relationships. While past work has demonstrated the negative effects of status demotion in such programs, research on how these effects may vary across different customer group based on payment source is almost nonexistent. This paper examines the moderating role of payment source (‘own money’ versus ‘others money’) on the effects of status demotion on customer attitudes and behavior in hierarchical loyalty programs. Analysis of data collected from members of airline loyalty programs show that the negative effects of status demotion on customer attitudes, loyalty intentions, and share-of-wallet are stronger for demoted ‘own money’ customers than for demoted ‘others money’ customers. The study provides a deeper insight about the effects of status demotion and points out that firms could possibly be endangering the loyalty of many potentially valuable customers, in particular among the ‘own money’ customer group.     

Customer demotion in hierarchical loyalty programmes

Hierarchical loyalty programmes are popular in many service industries, as a means to tie customers to the company and improve customer relationships. In these programmes, customers obtain more benefits if they spent more but are demoted if they spent less. This study focuses on demotion and suggests that customer demotion can have an asymmetrical negative effect on customers' trust, commitment, and loyalty. The effect appears strongest for demoted customers with an external locus of causality. An experimental study also shows that customer loyalty is lower for demoted customers than for customers who were never elevated.     

Effects of store loyalty on shopping mall loyalty

The key purpose of this paper is to bridge a research gap in shopping mall literature by investigating the relationship between store loyalty and shopping mall loyalty. The paper also examines the effects of perceived store value and store relationship commitment on store loyalty en-route to loyalty towards the shopping mall hosting the stores. The study shows that store loyalty influences shopping mall loyalty under certain conditions and that such an influence is moderated by the geographic distance between the consumer and the shopping mall. Further, the study found that distance has a moderating effect on the relationship between perceived store value and store loyalty, but not on the association between relationship commitment and store loyalty. The insights provided by this study offer academics, retailers and shopping mall managers a richer understanding of the relationships between store loyalty and its antecedents, customers' distance from the mall, and shopping mall loyalty.     

Effects of loyalty program rewards on store loyalty

This investigation examines consumers' preferred loyalty program (LP) designs across two retail contexts, grocery retailing and perfumery, with varying degrees of personal involvement. The research employs in-store full profile conjoint analysis by using the following attributes: timing of the reward, reward compatibility with the store's image, and tangibility.Our research reveals that the underlying effects of reward types on preferences and intended store loyalty differ depending on the level of consumers' personal involvement. In sectors with high personal involvement, compatibility with the store's image and intangible rewards increase LP preference and loyalty intentions. The time required to obtain the reward (immediate/delayed) has no impact. In sectors with low personal involvement, immediate and tangible rewards increase LP preference and loyalty intentions. Compatibility with the store image has no impact.     

Price discrimination through multi-level loyalty programs

Loyalty programs often feature multiple rewards with different requirements; for instance, an airline offering a free domestic ticket for 10 K miles, and an international ticket for 20 K miles. This research focuses on the role of multi-level rewards as a segmentation and price discrimination mechanism: Multi-level rewards can increase firm profits when buyers differ in purchase frequency and/or time discount factor. We propose that a program with two rewards can be designed in such a way that (i) it is more profitable than a one-reward program, and (ii) buyers self-select. Light users prefer to receive the smaller reward two times over receiving the larger reward one time, even though the smaller reward is less than half of the larger reward. We show that the smaller reward helps the firm enlarge its base in the light user segment. We also compare multi-level programs with quantity discounts.     

Exploring the influence of three types of grocery retailer loyalty programs on customer affective loyalty

Loyalty programs have become a key tool in retailer marketing strategies. In order to manage client heterogeneity adequately, companies have implemented different types of programs: reward programs (RP), loyalty cards (LC) and VIP programs. This paper explores the effects of these three types of programs and provides a comparative analysis of the influence that these three types of programs have on the affective loyalty towards the retailer of customers participating in them. Results show that VIP programs are the most effective in achieving customer affective loyalty, whilst people taking part in reward programs and loyalty card schemes evidence no differences in their affective loyalty towards the store. It can thus be concluded that clients who are loyalty card holders do not value the intangible rewards (preferential treatment) they receive from the store.     

Competing with loyalty: How to design successful customer loyalty reward programs

For industries with low switching costs, customer loyalty programs (LPs) have potential to drive differentiation and sustain a competitive advantage. However, incentives provided through LPs also have a potential to escalate into costly price wars. In this article, we discuss how to design successful customer loyalty reward programs that bring value to participants and that cannot be emulated by competitors easily. We focus on three distinct aspects of improvement: personalization, reward types, and additional services. Through personalization, companies can leverage the knowledge they already have on their customers to tailor offers that they find relevant and appealing. For the reward structure, we argue in favor of a certain degree of opacity. We also encourage loyalty programs to consider giveaways that are unique and difficult to imitate and to use all the information they have available to provide rewards that fit with each customers’ idiosyncratic situation or preference. Finally, competitive LPs should look beyond offers and rewards. In addition to purchases, LPs can reward participants for other desirable behaviors; they can also provide additional services that impose minimal costs on firms, but bring value to customers.     

Loyalty programs and their impact on repeat-purchase loyalty patterns

Loyalty programs are currently increasing in popularity around the world. This paper discusses the potential of loyalty programs to alter the normal market patterns of repeat-purchase behaviour which characterise competitive repeat-purchase markets. In line with this thinking, a large scale loyalty program is evaluated in terms of its ability to change normal repeat-purchase patterns by generating ‘excess loyalty’ for brands in the program. Panel data were used to develop Dirichlet estimates of expected repeat-purchase loyalty statistics by brand. These estimates were compared with the observed market repeat-purchase behaviour. Overall a trend towards a weak level of excess loyalty was observed, although the expected deviation was not consistently observed for all the loyalty program brands. Only two of the six loyalty program participant brands showed substantial excess loyalty deviations. However, these deviations in repeat-purchase loyalty were observed for non-members of the loyalty program as well as members and appear likely to be at least partially the result of other loyalty efforts particular to these brands.     

Drivers of customer likelihood to join grocery retail loyalty programs. An analysis of reward programs and loyalty cards

This paper aims to identify which personal features of customers may determine their likelihood to join a grocery retail loyalty program. We consider five aspects: price sensitivity, search for variety, shopping enjoyment, attitude toward loyalty schemes, and one personality trait: privacy concerns. Some of these variables have already been explored in the literature. Where our research breaks new ground is in establishing the difference between profiles of customers attracted by two of the most common types of loyalty programs currently used by grocery retail firms: a reward program and a loyalty card. The two kinds of program evidence differences in how they are managed, and we posit that the drivers of likelihood to take part in each are different. The study was carried out using logistic regression with a sample of 600 clients of a Spanish supermarket chain. Findings show that one particular type of customer is more likely to take part in these schemes: those displaying little shopping enjoyment, who are greatly concerned with privacy, and who show a favorable attitude toward loyalty programs in general. Furthermore, as expected, differences were observed between drivers of participation likelihood in reward programs and loyalty cards.     

New insights into emotion valence and loyalty intentions in relational exchanges

This research examines how emotion valence and future intentions arising from relational exchanges with a service firm depend on a consumer's level of goal attainment and locus of causality (firm vs. self) of relational outcomes. Drawing on the theories of goal‐directed behavior and agency of causation, this study hypothesizes that levels of goal attainment and locus of causality influence the generation of positive emotions (gratitude), negative emotions (grudge and guilt), relational mediators (trust and commitment), and subsequent future intentions to remain loyal to the firm. Based on a controlled experiment with 284 subjects in a consumer‐determined relationship setting, the research finds that emotion valence and future loyalty intentions are contingent upon the fulfillment of relational objectives of individual consumers and the agency of causation for the outcome of the relational exchanges. In doing so, this study delineates the conditioning mechanism that directs how emotion valence influences behavioral intentions. The study contributes to the consumer behavior and services marketing literatures on consumption‐based emotions and has significant practice implications for relational behaviors.     

Leveraging loyalty programs using competitor based targeting

Quantitative Marketing and Economics - Loyalty programs (LPs) are widely used by firms but not well understood. These programs provide discounts and perks to loyal customers and are costly to...     

Designing loyalty programs that matter to customers

This study explores a model proposing a customer loyalty program as an identity marketing tool that evokes customer's identity salience (one's perception that a loyalty program membership is important to his/her identity). The results of a Web-based experiment indicate that identity salience is heightened by (1) the uniqueness and exclusiveness of a loyalty program (distinctiveness), and (2) by the fit between the function of the program's rewards and the customer's identity goal (identity congruence). The heightened identity salience, in turn, positively influences the customer's attitude toward the retailer, satisfaction with the loyalty program and the perceived quality of his/her relationship with the retailer.     

A higher-order model of consumer brand engagement and its impact on loyalty intentions

Consumer brand engagement is increasingly gaining popularity among practitioners and academics as a prominent consumer-brand relationship construct. The emergent literature on consumer brand engagement, largely conceptual, offers various definitions of the construct, though without much consensus. We offer a novel higher-order model of consumer brand engagement that we derive from organizational psychology. We adapt the concept of employee engagement and examine its factorial validity in a consumer-brand relationship context, defining consumer brand engagement as consumers' positive, fulfilling, brand-use-related state of mind that is characterized by vigor, dedication and absorption. We develop and empirically test a three-dimensional model of brand engagement, outlining relevant antecedents and outcomes. More importantly, we assess the managerial utility of consumer brand engagement by examining its impact on consumer loyalty intentions. We additionally compare the explanatory capability of brand engagement relative to traditional consumer judgments of value, quality and satisfaction. A survey of 408 mobile phone consumers from India provided data for empirical testing. The results support the three-dimensional factor structure of consumer brand engagement. Brand engagement not only exerts a significant impact on loyalty intentions, but also explains significantly more variation in the outcome in addition to the variation explained jointly by value, quality and satisfaction. Theoretically, we offer a holistic multi-dimensional measure of consumer brand engagement, and examine key nomological relationships. Managerially, we demonstrate the explanatory capability of brand engagement in explaining consumer loyalty intentions, offering a useful tool in the relationship-building repertoire of managers.     

Satisfaction,loyalty and repatronage intentions: Role of hedonic shopping values

Today the Indian traditional retail shopper visiting various hypermarkets formats for purchasing and enjoying their valuable time with their family members and friends, as these formats offer hedonic shopping values. Therefore, this research paper focused on hypermarket shoppers of central India and the main objective of this study is to identify the role of hedonic shopping values on creation of satisfaction, loyalty and repatronage intentions with the help of proposed research framework based on 329 responses. Confirmatory factor analysis and structural equation modeling (SEM) is use to analyze and validate the proposed research framework. The result supports the relationship between hedonic shopping values with customer satisfaction, loyalty and repatronage intentions. The study also demonstrate the moderating role of gender on these relationship, which shows that both male and female consumer have different level of shopping behavior when it comes to see the influence of hedonic shopping values. Therefore, this research paper would help hypermarket retailers to design their retail store environment more attractively to maintain the optimum customer satisfaction level that enhance the loyalty and repatronage intentions in the customer in this current competitive retail scenario.     

The moderating effects of in-store marketing on the relationships between shopping motivations and loyalty intentions

This study attempts to understand the moderating roles of in-store marketing by incorporating the effects of shopping motivations on repatronage and word-of-mouth intentions in the context of fashion apparel by applying theories related to self-determination and social impact. Structural equation modeling using data collected from young adult fashion apparel shoppers in Thailand reveals positive effects of shopping motivations. The utilitarian shopping motivation shows a greater effect in predicting loyalty intentions than hedonistic shopping motivation. In-store marketing is shown to have a moderating effect on loyalty intentions, although the influence of each moderator on the investigated direct effects varies. The findings can prove helpful to fashion apparel retailers in developing effective advertising and promotional strategies that correspond to the specific needs of the shoppers to promote store loyalty intentions.     

The effects of loyalty programs on customer lifetime duration and share of wallet

In the retailing sector, consumers typically patronize multiple outlets, which confronts these outlets with an important issue: determining how to gain a greater part of consumer expenditures. One potential avenue is to increase consumer lifetime duration and repeat purchases through loyalty cards. This research, using BehaviorScan single-source panel data, examines the impact of loyalty programs on customer lifetime duration in grocery stores. The findings suggest that loyalty schemes have positive effects on customer lifetimes and share of consumer expenditures. However, multiple loyalty card memberships of geographically close retailers reduce lifetime duration. Furthermore, the higher the share of consumer expenditures in a store, the longer the lifetime duration will be.     

Comparing the effectiveness of rewards and individually targeted coupons in loyalty programs

Loyalty programs (LP) and rewards are ubiquitous in retailing, designed to increase customer expenditures and retention, gather abundant customer-level data, and design individually targeted coupons. Although studies have analyzed the individual impacts of LP rewards and targeted coupons on shopping trip incidence and expenditures, they have not compared the two instruments. By investigating the LP of a leading German grocery retailer that uses both LP rewards (points to redeem for free products) and individually targeted coupons, the current study establishes a comparison of their profitability and relative contributions to increasing shopping trips and expenditures. The investigated LP also relies on in-store kiosks to interact with customers, so they can decide when to redeem LP points and request coupons. By jointly modeling the effects of LP point redemptions and coupons on shopping trip incidence and expenditures, using their decision to access the kiosk as a dependent variable and rich data that span thousands of customers over 60 weeks, this study reveals that both instruments increase shopping trip incidence, kiosk access, and expenditures. The LP point redemptions have a stronger effect on shopping trip incidence; coupons have a stronger effect on kiosk access. Although a single redemption of LP points leads to a greater increase in expenditures than a single coupon redemption (€1.46 vs. €0.48), coupons yield three times greater expenditures after controlling for usage frequency; lower discounts also contribute to coupons’ higher profitability. Therefore, LP point redemptions and individually targeted coupons are complementary tools for retailers. This empirical study provides practical insights and pertinent managerial implications regarding the management and design of modern LPs.     

The impact of positive and negative emotions on loyalty intentions and their interactions with customer equity drivers

Customer equity drivers (CEDs) include value, brand, and relationship equity, which have a strong link with loyalty intentions. This study aims to examine the incremental effects of positive and negative emotions on loyalty intentions and to determine whether these emotions moderate the positive link between CEDs and loyalty intentions. We use customer data with 102 leading firms across eighteen services industries in the Netherlands. The results show that (1) positive and negative emotions have incremental effects on loyalty intentions, (2) positive emotions weaken the positive link (negative interaction), and (3) negative emotions strengthen the positive link, but only for brand and relationship equity (positive interaction). Thus, positive and negative emotions also explain loyalty intentions. However, managers should be cautious when combining CEDs with positive and negative emotions. We provide a strategic matrix to help managers arrive at effective combinations.