Capturing the Evolution of Customer–Firm Relationships: How Customers Become More (or Less) Valuable Over Time

Few studies have examined the influence of marketing activities while accounting for customer dynamics over time. The authors contribute to this growing literature by extending the hurdle model to capture customer dynamics using a hidden Markov chain. We find our dynamic model performs better than static and latent class models. Our results suggest the customer base can be segmented into four segments: Deal-prone, Dependable, Active, and Event-driven. Each segment reacts differentially to marketing activities. Although catalogs influence both purchase incidence and the number of orders, this marketing activity has the largest impact on purchase incidence across all four segments. In contrast, retail promotions are more likely to influence the number of orders a customer will make for all of the segments except for the Deal-prone segment. For this segment, retail promotions have the strongest impact on purchase incidence.     

Lead time reduction: the catalyst for world-class results

With the objective of reducing lead times as much as possible, many process improvements can be made. Without the objective of lead time reduction, there can be many confusing objectives without a common thread. This usually results in poor achievement scores on many objectives. To accomplish one major objective, lead time reduction, all other areas will and must be addressed but by a united work force working towards one common goal.     

Customer retention when the customer's future usage is uncertain

Consumers are often uncertain about how much they will use a service in the future (e.g., health clubs, credit cards, cell phones), yet the effects of this uncertainty on customer retention have not been studied. This research investigates factors influencing consumers' decisions about whether to retain noncontractual services for which anticipated future usage levels are uncertain. The studies show that Future Usage Uncertainty (FUU) generally reduces the likelihood that a customer will continue in a service relationship. However, when consumers consider the flexibility they have to delay the keep/drop decision (i.e., drop flexibility), or the anticipated regret associated with making the wrong decision, the effects of FUU are essentially eliminated, and consumers are more likely to continue in the relationship. © 2007 Wiley Periodicals, Inc.     

Why customers won't relate: Obstacles to relationship marketing engagement

Due to the challenges associated with reaching consumers using traditional marketing approaches, firms increasingly rely on relational marketing tactics to increase customer patronage with the firm. Yet, consumers often actively avoid relational devices. Thus, firms have a heightened interest in factors that affect customer engagement in relationship marketing efforts. This research provides an empirical test of a model based on equity theory and previous findings regarding psychological engagement. The model predicts whether customers are willing to engage in different relational tactics offered by firms, measured by a formative, actionable Relationship Program Receptiveness (RPR) Index. The results indicate customer perceptions of the inconvenience and anticipated benefits, two factors controlled by the firm, affect RPR. In addition, customer factors, including general privacy concerns, involvement and shopping frequency, affect RPR. Managerially, the results suggest specific actions firms can take to increase the likelihood that consumers engage in relational marketing efforts.     

When worlds collide: The implications of panel data-based choice models for consumer behavior

Panel data, both diary and scanner, have been analyzed by marketing scientists for over thirty years. One of the important uses of panel data is to better understand consumer behavior by developing and testing hypotheses using the revealed preference data rather than experimental data that uses only self-reported behavior or behavior in a simulated choice environment. The purpose of this paper is to suggest areas of research where panel data can be used to better understand the underlying behavior of the panel members.     

Is transparency a good thing? How online price transparency and variability can benefit firms and influence consumer decision making

The internet has empowered consumers and changed the way they search and shop for products and services by increasing the availability and transparency of pricing and other comparative information. However, what is less clear from a managerial perspective is just how transparent pricing information should be. While it might seem that increasing price transparency would reduce consumer search, we find that it may actually increase search and delay. In this article, we review the use of firms’ application of price transparency in practice and propose that specific types of information can influence how transparent prices are to consumers, and how such transparency can influence consumer decisions in a way that is beneficial for the firm. We focus on a specific form of transparency: whether or not the consumer knows the range of pricing. We also discuss whether a high variability pricing approach versus a low variability pricing approach influences consumer decision making—and whether this influence is moderated by transparency.     

Customer Experience Creation: Determinants, Dynamics and Management Strategies

Retailers, such as Starbucks and Victoria's Secret, aim to provide customers a great experience across channels. In this paper we provide an overview of the existing literature on customer experience and expand on it to examine the creation of a customer experience from a holistic perspective. We propose a conceptual model, in which we discuss the determinants of customer experience. We explicitly take a dynamic view, in which we argue that prior customer experiences will influence future customer experiences. We discuss the importance of the social environment, self-service technologies and the store brand. Customer experience management is also approached from a strategic perspective by focusing on issues such as how and to what extent an experience-based business can create growth. In each of these areas, we identify and discuss important issues worthy of further research.