Relevant bibliographies by topics / Loyalty management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Loyalty management'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 May 2022

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Journal articles on the topic "Loyalty management"

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Сыманюк, E. Symanyuk, Синякова, and M. Sinyakova. "Personnel Loyalty and Ways of Its Development in Organization." Management of the Personnel and Intellectual Resources in Russia 3, no. 5 (October 10, 2014): 67–69. http://dx.doi.org/10.12737/5799.

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The article discusses the relevance of the formation of staff loyalty in current conditions, and substantiates the personnel loyalty phenomenon. It also considers tripartite model of loyalty, which includes aff ective loyalty, loyalty due to length of service, normative loyalty. The article defi nes qualities of a loyal employee to ensure the eff ective functioning of the personnel management system. The paper alsoevidences factors contributing to staff loyalty to the organization: the social protection of workers, management transparency, humanity (no undue rigidity to workers by management) and corporate culture. Particular attention is paid to the disclosure of loyalty levels: loyalty of the trappings level, loyalty of the actions and behavior level, loyalty of the ability level, loyalty of the belief level, loyalty of the identity level. The author discusses ways of developing loyalty (diagnosis of staff loyalty level, group discussions, role-playing) and the impact of loyalty on labor productivity, the level of confl ict in the organization, communications and the organization as a whole.
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Shin, Dongsoo. "Optimal Loyalty-Based Management." Journal of Economics & Management Strategy 26, no. 2 (December 14, 2016): 429–53. http://dx.doi.org/10.1111/jems.12194.

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McCall, Michael, and Dave McMahon. "Customer Loyalty Program Management." Cornell Hospitality Quarterly 57, no. 1 (December 17, 2015): 111–15. http://dx.doi.org/10.1177/1938965515614099.

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Shrivastava, Amit, and Yogesh Funde. "Does Program Loyalty induce Brand Loyalty." International Journal of Business Innovation and Research 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijbir.2021.10045325.

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Bellizzi, Joseph A., and Terry Bristol. "An assessment of supermarket loyalty cards in one major US market." Journal of Consumer Marketing 21, no. 2 (March 1, 2004): 144–54. http://dx.doi.org/10.1108/07363760410525704.

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A survey was conducted in a large US metropolitan area of the West. The objective of the study was to determine if loyalty cards issued by supermarkets are actually associated with customer loyalty and how loyalty cards compare with other factors that retailers could use to enhance supermarket loyalty. The results indicate that loyalty cards are not associated with supermarket loyalty. Frequent users of loyalty cards are more likely to shop at different stores and use loyalty cards from several stores. The consumer respondents indicated that there are a number of factors other than having a supermarket loyalty card that would be more likely to increase their loyalty to any one supermarket. Besides confirming the universally accepted belief that consumers would be more loyal to conveniently located supermarkets, the respondents identified a few other factors that would enhance their supermarket loyalty such as stores that offer fast check‐out lanes. Loyalty factors were cluster analyzed into three categories, those most important, those least important, and those of moderate importance.
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Jones, Henry, and Jillian Dawes Farquhar. "Contact management and customer loyalty." Journal of Financial Services Marketing 8, no. 1 (August 2003): 71–78. http://dx.doi.org/10.1057/palgrave.fsm.4770108.

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Melnyk, Valentyna, Stijn M. J. Van Osselaer, and Tammo H. A. Bijmolt. "Are Women More Loyal Customers than Men? Gender Differences in Loyalty to Firms and Individual Service Providers." Journal of Marketing 73, no. 4 (July 2009): 82–96. http://dx.doi.org/10.1509/jmkg.73.4.082.

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Prevailing wisdom assumes that female consumers are more loyal than male consumers. The authors report conditions under which the reverse is found, depending on the object of customer loyalty. For example, whereas female consumers tend to be more loyal than male consumers to individuals, such as individual service providers, this difference is reversed when the object of loyalty is a group of people. The authors find a similar crossover interaction effect for loyalty to individual employees versus loyalty to companies. This effect is mediated by self-construal in terms of relational versus collective interdependence. The authors discuss the managerial and theoretical implications of these gender differences.
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Worlu, Rowland, Oladele Joseph Kehinde, and Taiye Tairat Borishade. "Effective customer experience management in health-care sector of Nigeria." International Journal of Pharmaceutical and Healthcare Marketing 10, no. 4 (November 7, 2016): 449–66. http://dx.doi.org/10.1108/ijphm-12-2015-0059.

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Purpose The purpose of this conceptual paper is to introduce the concept of customer experience management (CEM) as a supportive construct in customer loyalty building. In support of Smith and Wheeler (2002) stance, Cronin (2003) argued that organizations should deviate from outdated quality → value → satisfaction → loyalty paradigm to a modern and more flexible paradigm for loyalty building. Design/methodology/approach This paper uses an archival survey of the extant literature to confirm or debunk the position of CEM protagonists within the context of the health-care sector of developing countries, especially Nigeria. Findings This paper presents a new conceptualization on CEM that includes three dimensions of CEM (functional clues, mechanic clues and humanic clues) on customer loyalty in the health-care sector of Nigeria. Therefore, when a health-care organization consciously and effectively makes CEM a strategic priority, it largely leaves a long-lasting impression in the mind of the customers, which invariably retain and build customer loyalty. Research limitations/implications The authors emphasized the importance of how CEM can be used to build loyalty and the need to properly adapt CEM approach in an extremely sensitive service sector, i.e. the health-care sector in developing countries, especially Nigeria. The recommended framework initiates fresh streams of researches for the concept to be carried out empirically in developing countries. Practical implications To retain and build customer loyalty, particularly in the health-care sector of Nigeria, health-care organizations need to understand and adopt CEM clues so as to keep customers loyal in an extremely sensitive service sector. Originality/value Although there are studies on CEM and customer loyalty in the health-care sector of developed countries, research on CEM is very limited in developing countries such as Nigeria. By contributing to the body of knowledge in this area, this research adds significant value. Moreover, the research gives important information on the Nigerian health-care sector, which probably new to several readers.
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Feeney, Roberto, Pedro Harmath, Josefa Ramoni-Perazzi, and Pablo Mac Clay. "Relationship between brand and dealer loyalty in the agricultural equipment market." International Food and Agribusiness Management Review 25, no. 2 (February 28, 2022): 347–60. http://dx.doi.org/10.22434/ifamr2021.0088.

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Agricultural equipment companies intend to understand agriculture producers’ buying behavior by answering questions such as how loyal producers are to brands and dealers, which have an important impact on their profitability. This paper addresses the problem of how loyal agricultural producers are to equipment brands and dealers. Using a combination of cluster analysis and probit models, we identified producers’ behavioral and attitudinal loyalty to brands and dealers and analyzed the factors that explain such loyalty. We also found a strong interdependence between brand and dealer loyalty and the significant value that dealer loyalty adds to the brands. Additionally, we present some management implications of developing brand recognition, understanding producers purchasing behavior, and segmenting producers. This paper’s contributions are the establishment and measurement of an ‘empirical’ definition of brand and dealer loyalty, the identification and quantification of the impact of the explanatory factors of brand and dealer loyalty, and the determination of a dual loyalty relationship between brand and dealer loyalty.
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Chhabra, Sakhhi. "An Empirical Analysis of the Effect of a Retailers Loyalty Programme on Their Customers’ Loyalty." Global Business Review 18, no. 2 (March 17, 2017): 445–64. http://dx.doi.org/10.1177/0972150916668612.

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Traditionally, marketing has focused on acquiring customers and gaining market share rather than on retaining existing customers. With increasing competition, there is a need for developing more sophisticated activities in order to retain the existing customers. Consequently, loyalty programmes (LPs) are being employed as a strategic business goal in order to gain customers’ loyalty. In this research, the main aim is to find whether these LPs affect customers’ loyalty towards the retailer by closely analyzing the loyalty card members of a leading Indian departmental store in Delhi. Quantitative research (regression and correlation) was conducted in the form of a questionnaire to test a model whereby the effect of value perception of the LP is tested on programme loyalty and the effect of programme loyalty is then tested on brand and store loyalty that together make the consumer a loyal customer. A total of 120 questionnaires were collected and the findings reveal that LPs do affect customers’ loyalty towards the retailer but they are not the sole factor in a customer’s loyalty development. The study is unique as it confirms the customers’ loyalty towards a retailer taking into account both attitudinal and behavioural aspects of loyalty. Apart from testing the model, other elements such as habit, convenience, offers, incentives and reputation are tested as well. Results of the study ascertain that customers focus heavily on the variety of offers, incentives and habit as other reasons for developing customer loyalty. Thus, LPs work for companies but they have to take the whole package into consideration.
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Dissertations / Theses on the topic "Loyalty management"

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Davis, William John Gronow. "Investigating customer loyalty programmes : evolving to true customer loyalty." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/85164.

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Customer loyalty programmes are widely regarded by companies as an effective means of achieving a strategic advantage over competitors and as a highly-effective platform to build lasting relationships with their most-valued customers. However, in today’s fast-paced world and loyalty-mature marketplace, customer loyalty programmes are showing signs of limited sustainability. Companies are starting to realise the importance of focusing on deeper, more meaningful, relevant and mutually-beneficial relationships with their customers in an attempt to sustain brand loyalty. The process of developing true customer loyalty involves companies adding extraordinary human level customer treatment. The purpose of this study is to explore whether customer loyalty programmes are developing true customer loyalty amongst customers. This research study explicitly investigates the views, attitudes, beliefs and perceptions of consumers partaking in customer loyalty programmes. At the outset of the study a literature review was conducted to explore and discuss literature pertaining to the key concepts of this study, namely customer loyalty programmes and true customer loyalty. This research study initially made use of a qualitative research method in the form of a focus group. The findings from the focus group contributed to the design of the questionnaire for the survey. A survey formed the quantitative component of the research. The survey questionnaire was distributed by means of a mall intercept to shoppers in a predetermined shopping mall. The ordinal data was analysed using descriptive and inferential statistical methods. The analysis indicated a marked disconnect between customer loyalty programmes and true customer loyalty. Customer loyalty programmes are generally regarded by customers as discount drivers rather than loyalty drivers. Customers indicated superior service, quality, trust and aligned values as key drivers in developing true customer loyalty. The majority of respondents stated that their selected customer loyalty programme was not developing true customer loyalty. The study provides a clear indication that customer loyalty programmes are not shifting attitudes that lead to ongoing behavioural change such as motivating multiple purchases. A key recommendation resulting from this study is for companies to develop customer-centric loyalty programmes that sincerely consider the needs of the customer, rather than merely attempting to drive sales through discount initiatives masked as customer loyalty programmes.
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Romppanen, Maiju, Cecilia Kellgren, and Ladan Moradi. "Customer Loyalty Research : Can customer loyalty programs really build loyalty?" Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-729.

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Background:

During the last decades the efforts to foster customer relationships have become important due to increased competition in the consumer markets. One of the most popular strategies have been to introduce customer loyalty programs which are believed to enhance the customer loyalty. The popularity of the customer loyalty programs is based on the beliefs that loyal customers are lucrative and these programs would bond the customers to the company. More recently however, the discussion whether these statements are accurate has started to blossom. Loyal customers are not necessarily as profitable as believed and it is not easy for companies to gain competitive advantage because almost all companies have similar customer clubs.

Purpose:

This thesis evaluates through a case study of a Swedish retail company whether customer loyalty programs manage to create loyalty among their members. Appropriate features of loyalty will be examined with the intention to evaluate whether there exists other factors outside the loyalty programs that are also influencing the creation of loyalty.

Method:

A qualitative study was conducted to answer the purpose of the thesis. Within the case study several semi-structured interviews were carried out with INTERSPORT and 20 telephone interviews with INTERSPORT customers. Empirical material was analyzed with a reflection to the theoretical framework and the research questions.

Conclusions:

Customer loyalty programs can enhance the creation of loyalty, but should be seen as a complement to other aspects of the business, namely, the product line, the customer service and the store concept. However, sustainable customer loyalty is difficult to obtain because many customers today are loyal to several companies instead of one.

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Hilgeman, Debra. "Understanding the relationships between loyalty program rewards and loyalty among premium customers." Thesis, TUI University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3578572.

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Loyalty programs (LPs) have become a mainstay marketing tool for many industries worldwide, with memberships often numbering in the millions. Program rewards are offered as incentives to build member loyalty, and theoretically these rewards have a perceived benefit value that generate feelings and attitudes such as satisfaction, trust, commitment and gratitude that can be antecedents of loyalty.

The question of whether loyalty programs actually generate loyalty, however, is still being debated by researchers due to conflicting data (Hallberg, 2004; Meyer-Waarden, 2006; Uncles, et al., 2003). Research indicates that focusing on premium customers may be the key to a successful loyalty program (Long & Schiffman, 2000; Yi & Jeon, 2003), but there is a lack of LP research that focuses on this top tier of customers.

This research tested hypotheses derived from existing theories to examine the relationships between program rewards and loyalty for premium customers. This included testing hypotheses about the key antecedents of loyalty—satisfaction, trust, commitment and gratitude—to determine their role in driving the performance outcome.

The gaming industry was used for a sample of 1,097 premium customers in a loyalty program. The online survey had a 43% response rate. There were seven Likert-type scales with alphas ranging from .84-.93.

Rewards were categorized as being prestige, tiered or core. The loyalty construct was operationalized as being attitudinal or behavioral.

Multiple regression was used for hypotheses testing. Key findings were that premium customers value all three of the reward categories highly. The only statistically significant difference was that prestige rewards generate higher attitudinal and behavioral loyalty than core rewards. No significant differences were observed from the control variables of age and gender.

Findings from this study indicate that companies with loyalty programs cannot afford to risk losing customer loyalty by eliminating any type of reward. However, there is also evidence that soft-cost prestige rewards could effectively replace some hard-cost tangible rewards without reducing overall program value.

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Ristiniemi, Michaela. "Loyalty Club : An Online Brand Relation Management Project." Thesis, Uppsala University, Media and Communication, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-8387.

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ABSTRACT

Title: Loyalty Club. An Online Brand Relations Management Project

Amount of pages: 46 (61 including abstract, references and annexes)

Author: Michaela Ristiniemi

Tutor: Peder Hård af Segerstad

Course: Media- and communication D

Period: Spring 2007

University: Division of Media and Communication, Department of Information Science, Uppsala University

Object: To research how an interactive relation online could be created between a brand such as Matrix and their customers, on the Swedish market.

Method: Qualitative interview

Material: Interviews with Matrix product manager and hairdressers

Main results: A relation online works the same way that a relation does offline; that even if the Internet as medium works fast and effectively, the relation is built over time. It is a communication process which requires much attention, where it is the consumer that to a large extent runs the relations company. This sort of relation can be very valuable for the hairdressers since it can save time and trouble where it is needed and develop them as professionals, and for the brand it can give loyal customers when they themselves become loyal to the customer. The online space, or “loyalty club”, should be simple and contain only information that the hairdressers are interested in, and what that is, is found through the dialogue with them. This is a new development and it meets skepticism as does most of the new occurrences, but much points to that it is the future of communication and more so for the generation that was brought up with the Internet and thus interacts with it naturally. The core question of In ernet is that it is used to organize timespace, with the freedom to act independently.

Key notions: Communication, time-space, interactivity, dialogue, relationships and loyalty.

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Zeidler, Christian. "Mobile support in customer loyalty management : an architectural framework /." Wiesbaden : Gabler, 2009. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=018647384&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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Zeidler, Christian. "Mobile support in customer loyalty management an architectural framework." Wiesbaden Gabler, 2008. http://d-nb.info/991137221/04.

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Chu, Cheok Mei. "Customer loyalty in the hotel industry." Thesis, University of Macau, 2003. http://umaclib3.umac.mo/record=b1636644.

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Sharp, Byron Malcolm. "Evaluating the impact of a loyalty program on brand loyalty : can loyalty programs produce deviations from established 'Dirichlet' patterns of repeat-purchase? /." Title page, contents and abstract only, 1999. http://web4.library.adelaide.edu.au/theses/09PH/09phs5308.pdf.

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García, Saavedra Juan Pablo. "The impacts of airline loyalty programs on revenue management optimization." Thesis, Massachusetts Institute of Technology, 2017. http://hdl.handle.net/1721.1/113516.

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Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, System Design and Management Program, 2017.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 105-107).
Loyalty Programs have evolved over years turning into unique business units, responsible for producing an important source of revenue for airlines. However, despite their contribution to the business, the lack of knowledge on the impacts of giving away rewards to loyal customers may lead to suboptimal decisions, harming bottom line results. The main objective of this thesis is to develop a methodology to model and measure the net revenue impacts of award passengers as they integrate to current airline revenue management optimization practices. By modeling an award demand using the Passenger Origin Destination Simulation tool, it was possible to understand the impacts on airlines' main metrics compared to an environment without these passengers, and to define a baseline scenario based on current airline industry data, to analyze the impacts of different RM strategies. A methodology was proposed to identify and quantify three main effects seen when allowing award passengers into the current RM optimization. The Award Revenue accounts for the economic benefit for the airline of each award passenger. Displaced Revenue is the ticket revenue loss due to the displacement of paid passengers. And, the Sell Up effect measures the change in average paid fare as a result of the introduction of this new demand. Differences between the real economic benefit to the airline of award passengers and the value that the RM optimizer uses for assigning their availability were introduced to measure the net award revenue impact. Results showed that at award valuations higher than the lowest fare, airlines are able to increase their total revenues due to higher award revenue and lower displaced ticket revenue. This outcome was consistent for all RM Schemes and demand levels examined.
by Juan Pablo García Saavedra
S.M. in Engineering and Management
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Alzahrani, Yusef Muose S. "Multimodal interaction in electronic customer loyalty management systems : an empirical investigation." Thesis, De Montfort University, 2014. http://hdl.handle.net/2086/10242.

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This thesis investigates the application of multimodal metaphors in electronic Customer Loyalty Management Systems (e-CLMS) in terms of efficiency, effectiveness, user satisfaction, and understandability of the customisation tasks and information communicated. The potential of users developing loyalty as a result of better usability and user satisfaction is also accessed via questionnaires. The first experiment investigated issues of usability and the users' views of an e-commerce platform developed for these experiments using three conditions with three independent groups. A visual group (VICLMS, n=25) that was communicated information within the platform using text with graphics, a multimodal group (MICLMS, n=25) that usedrecorded speech, earcons and auditory icons and an expressive avatars group(AICLMS, n=25) that was predominantly communicated information using avatars. The second experiment evaluated three avatar-based multimodal conditions using a dependent group (n=50). This experiment evaluated user satisfaction, perceived convenience, enjoyment, ease of use and customisation, and successful completion of user tasks. The conditions were avatars with earcons (AEICLMS), avatars with auditory icons (AAICLMS) and avatars with both earcons and auditory icons (AICLMS).The use of expressive avatars in the e-CLMS interface contributed to the positive predisposition of usersto develop loyalty. Multimodal metaphors contributed more significantly to complex customisation tasks. A set of empirically derived guidelines and a validation approach is suggested for designing multimodal E-CLMS interfaces.
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Books on the topic "Loyalty management"

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Downie, Glen. Loyalty management. Hamilton, Ont: Wolsak and Wynn, 2007.

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Zeidler, Christian. Mobile Support in Customer Loyalty Management. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-8301-5.

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Rayner, Sue. Customer loyalty schemes: Effective implementation and management. London: FT Retail & Consumer, 1996.

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Complaint management excellence: Creating customer loyalty through service recovery. London: Kogan Page, 2012.

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Schüller, Anne M. Total-loyalty-Marketing: Mit begeisterten Kunden und loyalen Mitarbeitern zum Unternehmenserfolg. 5th ed. Wiesbaden: Gabler, 2009.

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Rao, Ajit. The tao of loyalty: Winning with employees. New Delhi: Response Books, 2006.

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Barrera, Rick. Overpromise and overdeliver: How to design and deliver extraordinary customer experiences. New York: Portfolio, 2009.

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Barrera, Rick. Overpromise and Overdeliver. New York: Penguin USA, Inc., 2009.

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Overpromise and overdeliver: The secrets of unshakeable customer loyalty. New York, N.Y., U.S.A: Portfolio, 2004.

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Goman, Carol Kinsey. The loyalty factor: Building trust in today's workplace. New York: MasterMedia Limited, 1991.

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Book chapters on the topic "Loyalty management"

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Burns, Andrea. "Loyalty." In The Encyclopedia of Human Resource Management, 310–13. San Francisco, CA: Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364741.ch58.

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Furnham, Adrian. "Loyalty schemes." In Head & Heart Management, 106–7. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230598317_38.

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Rungie, Cam, and Gilles Laurent. "Brand Loyalty vs. Loyalty to Product Attributes." In Quantitative Marketing and Marketing Management, 423–44. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-3722-3_20.

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Lynch, James J. "Customer Input Management." In Customer Loyalty and Success, 131–60. London: Palgrave Macmillan UK, 1995. http://dx.doi.org/10.1057/9780230374713_5.

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Zapke-Schauer, Gerhard. "Between loyalty and opportunism." In Management Insights 2005, 101–10. Wiesbaden: Gabler Verlag, 2005. http://dx.doi.org/10.1007/978-3-663-05637-9_9.

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Keiningham, Timothy L., Lerzan Aksoy, Luke Williams, and Alexander Buoye. "Why Loyalty Matters in Retailing." In Service Management, 67–82. New York, NY: Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4614-1554-1_5.

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Roberts, John. "Customer Loyalty Programmes." In The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_715-1.

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Roberts, John. "Customer Loyalty Programmes." In The Palgrave Encyclopedia of Strategic Management, 384–87. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_715.

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Vekasi, Kristin. "Loyalty without solidarity." In Risk Management Strategies of Japanese Companies in China, 140–59. 1 Edition. | New York : Routledge, 2020. | Series: Politics in Asia: Routledge, 2019. http://dx.doi.org/10.4324/9780429262241-6.

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Wu, Hung-Che, and Guo-Wei Chen. "Towards green loyalty." In The Routledge Handbook of Tourism Experience Management and Marketing, 485–95. Abingdon, Oxon ; New York, NY : Routledge, 2020. |Includes bibliographical references and index.: Routledge, 2020. http://dx.doi.org/10.4324/9780429203916-42.

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Conference papers on the topic "Loyalty management"

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Zavalishchin, Dmitry. "Optimal loyalty program management." In INTERNATIONAL CONFERENCE OF COMPUTATIONAL METHODS IN SCIENCES AND ENGINEERING ICCMSE 2020. AIP Publishing, 2021. http://dx.doi.org/10.1063/5.0047837.

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COLLIER, JUNE. "MANAGEMENT LOYALTY: PRODUCTIVITY'S MISSING LINK." In 2nd NASA Symposium on Quality and Productivity. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1987. http://dx.doi.org/10.2514/6.1987-3015.

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Nawawia, Muhammad, Dyah Sugandini, Heru Tri Sutiono, and Mersianti Rija Anandiha. "Loyalty in Hospital Patients." In International Conference on Business, Economy, Entrepreneurship and Management. SCITEPRESS - Science and Technology Publications, 2019. http://dx.doi.org/10.5220/0009962600730078.

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Ivanovska Przo, Dijana, Maja Kocoska, and Katerina Petrovska. "CREATING LOYAL CUSTOMERS IN DISRUPTIVE TIMES." In 5th International Scientific Conference – EMAN 2021 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2021. http://dx.doi.org/10.31410/eman.2021.281.

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Nowadays, the dynamic market, where customer loyalty is created and maintained, is far more complex than it was in the last couple of years. The market surrounding becomes more and more complex as well so that the good old marketing techniques are no longer effective. It underlines the need for implementing new digital techniques and methods. Building loyalty requires from organizations to create value for their own products and services, in order to show that they are interested to fulfill the requests to create strong bonds with the customers. The goal of this paper is to show how the transformation of working models and activities, disruptive technology, regulatory policies, globalization as well as fast digitalization, prevent many organizations from creating loyal customers. The paper includes primary manager concerns, finds the reasons for the company’s success or failure, and creates ways to reach the customers and to produce loyalty
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Wang, Hong, Daniela Corsaro, Xiao Han, Xin Qi, and Di Kuang. "Exploring the Relationship between Relevance of Coalition Loyalty Programs and Loyalty." In 2018 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2018. http://dx.doi.org/10.23919/picmet.2018.8481947.

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Ainiyah, Shifa Mahdiya, Liza Agustina Maureen Nelloh, and Cut Sjahrifa. "Life Insurance Customer Loyalty." In The International Conference on Business and Management Research (ICBMR 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.201222.012.

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Ning, Feng, Zhang Ming-li, and Tang Sai-li. "Impact of loyalty programs on relationship benefits and customer loyalty: A customer perspective." In 2010 International Conference on Management Science and Engineering (ICMSE). IEEE, 2010. http://dx.doi.org/10.1109/icmse.2010.5719854.

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8

Linina, Iveta, and Rosita Zvirgzdina. "The consumer loyalty formation process and its particularities in the retail sector." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.22.

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Abstract:
Retail sector has always played and important role in the national economy. Any business is tendet towards satisfaction of consumer desires and needs, albeit profits. In relationships between companies and consumers both sides have their interests. For a company it, primary, is to increase the turnover and make profits, while the consumers may have several goals – to obtain the goods or services, to receive the necessary information and attitude. These consumer benefits are the basis for loyalty. Thus, the aim of the present paper is to research the loyalty formation process and its characteristics in the retail sector.
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Zhou, Xue-chun, and Chang-zheng Wang. "The impact of symbolic brand on loyalty." In 2012 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2012. http://dx.doi.org/10.1109/iciii.2012.6339700.

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KRÁLIKOVÁ, Andrea, Patrik KUBÁT, and Kateřina RYGLOVÁ. "IMPACT OF CULTURAL DIFFERENCES ON LOYALTY PERCEPTION." In 10th International Conference on Management. Mendelova univerzita v Brně, 2021. http://dx.doi.org/10.11118/978-80-7509-820-7-0397.

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