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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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Gilbert, Daniel R. "An Extraordinary Concept in the Ordinary Service of Management." Business Ethics Quarterly 11, no. 1 (January 2001): 1–9. http://dx.doi.org/10.2307/3857865.
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Abstract:The papers by Mele, Randels, and Schrag call attention to the proper work that the concept of loyalty can perform. All three authors argue that loyalty is not taken seriously enough in modern corporations. As Mele, Randels, and Schrag independently ascribe special status to the concept of loyalty, their analyses converge along numerous conceptual margins. Along these margins, a singular conception of loyalty comes into focus. Along these margins, we can see simultaneously why each author assigns extraordinary status to loyalty and why, ironically, each turns the special concept of loyalty over to the service of conventional management thinking. Mele, Randels, and Schrag leave it for us to ponder whether this ironic twist is unique to the concept of loyalty.
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Empen, Janine, Jens-Peter Loy, and Christoph Weiss. "Price promotions and brand loyalty." European Journal of Marketing 49, no. 5/6 (May 11, 2015): 736–59. http://dx.doi.org/10.1108/ejm-08-2013-0433.
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Purpose – This article aims to estimate the relationship between brand loyalty and price promotions on the German yoghurt market. It considers consumer loyalty to various corporate brands and their respective sub-brands to analyze promotional strategies between and within certain corporate brands with a larger loyal consumer segment and a moderate strength of consumer loyalty are well suited for effective price promotions following the idea of loss leader by Lal and Matutes (1994). Design/methodology/approach – The paper’s approach follows Allender and Richards’ (2012) and extends to explicitly considering the product line management of every manufacturer in the market. In the first step, a random coefficient logit specification is estimated to compute measures of brand loyalty for each brand. In the second step, the relationship between brand loyalty measures and the frequency and depth of price promotions is analysed. Findings – The results suggest that weaker corporate brands are promoted more aggressively supporting the model hypotheses by Koças and Bohlmann (2008). Within the manufacturer’s product line, sub-brands with a larger loyal consumer segment and a moderate strength of consumer loyalty are more often used for effective price promotions which reflects the idea of loss leading first introduced by Lal and Matutes (1994). Research limitations/implications – The results are limited to a static relationship between brand loyalty and price promotions. Analyzing the dynamics of the relationship between brand loyalty and price promotions should prove fruitful in enhancing the understanding of retailer strategies and provides additional implications for managerial decisions in retailing. Practical implications – Managers need to be more aware of the linkages between product line management and promotional strategies. Changes in the product line management may require a redirection of the promotional measures and strategies. Social implications – Consumer behavior with respect to brand loyalty to some extent determines price promotional strategies of retailers. The promotional strategies provide opportunities to save expenditures, especially for non-loyal and low income households. Originality/value – Matching and analyzing two detailed (consumer, retail) scanner data sets to investigate the relationship between the measures of brand loyalty and the retailers’ price promotional strategies. Novel is the modeling of two different dimensions of brand loyalty (size and strength) and the consideration of sub-brands. The results clearly show that promotional strategies vary not only between corporate brands but also between sub-brands of the same corporate brand.
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Xiong, Lina, Ceridwyn King, and Clark Hu. "Where is the love?" International Journal of Contemporary Hospitality Management 26, no. 4 (May 6, 2014): 572–92. http://dx.doi.org/10.1108/ijchm-03-2013-0141.
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Purpose – The purpose of this study is to explore polygamous program loyalty in hotel loyalty programs and the relationship between members’ behavioral loyalty and their perceptions of the program effectiveness. Design/methodology/approach – Descriptive statistics, discriminant analysis, ordinary least square regression and one-way ANOVA methods. Findings – This study suggests that the flexibility to purchase points in a loyalty program is significantly associated with the polygamous program loyalty. Members will stay in only one program if they perceive such flexibility. Although members tend to emphasize purchasing accommodation from the loyalty programs’ hotels, they do not necessarily advocate or pay price premiums for the brand. Compared with basic members, elite members exhibit higher levels of loyalty behaviors in general, but not in terms of paying price premiums. Research limitations/implications – The results suggest that how customers value a loyalty program can differentiate the number of membership(s) they have. Increasing the flexibility of point purchase in hotel loyalty programs encourages customers to stay in only one program. With a majority of the participants in the study being senior travelers, the results and implications should be generalized only in the senior market. A larger and more diverse sample is recommended for future research. Practical implications – If loyalty programs seek to keep members from joining other loyalty programs, they should increase members’ likelihood to achieve their expected benefits such as increased flexibility of point purchase. In addition, loyalty programs should encourage, recognize and incentivize members’ reciprocal behaviors based on the norm of reciprocity to build a reciprocal chain in loyalty programs. However, in seeking sustained loyal behavior, loyalty programs need to demonstrate value beyond transactional rewards. Originality/value – This paper explores the reason why customers join multiple loyalty programs (i.e. polygamous program loyalty) and identifies a broken reciprocity link in hotel loyalty programs. Many members primarily focus on the utilities of loyalty programs rather than contributing back to the program; therefore, the norm of reciprocity is suggested to improve loyalty program effectiveness.
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Liu, Yuping. "The Long-Term Impact of Loyalty Programs on Consumer Purchase Behavior and Loyalty." Journal of Marketing 71, no. 4 (October 2007): 19–35. http://dx.doi.org/10.1509/jmkg.71.4.019.
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Despite the prevalent use of loyalty programs, there is limited evidence on the long-term effects of such programs, and their effectiveness is not well established. The current research examines the long-term impact of a loyalty program on consumers' usage levels and their exclusive loyalty to the firm. Using longitudinal data from a convenience store franchise, the study shows that consumers who were heavy buyers at the beginning of a loyalty program were most likely to claim their qualified rewards, but the program did not prompt them to change their purchase behavior. In contrast, consumers whose initial patronage levels were low or moderate gradually purchased more and became more loyal to the firm. For light buyers, the loyalty program broadened their relationship with the firm into other business areas. The findings suggest a need to consider consumer idiosyncrasies when studying loyalty programs and illustrate consumers' cocreation of value in the marketing process.
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Martín‐Consuegra, David, Arturo Molina, and Águeda Esteban. "An integrated model of price, satisfaction and loyalty: an empirical analysis in the service sector." Journal of Product & Brand Management 16, no. 7 (November 6, 2007): 459–68. http://dx.doi.org/10.1108/10610420710834913.
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PurposeThe purpose of this paper is to investigate the effects of customer satisfaction both directly and indirectly (through loyalty) on price acceptance. In addition, price fairness is considered as an antecedent of customer satisfaction and loyalty.Design/methodology/approachBased on a theoretical discussion regarding the relationship among price fairness, customer satisfaction, loyalty, and price acceptance, empirical research was conducted to test the proposed relationships. Multiple‐item indicators from previous studies were employed to measure the constructs.FindingsThe results from the study provide empirical support, suggesting that perceived price fairness influences customer satisfaction and loyalty. The analysis also suggests that customer satisfaction and loyalty are two important antecedents of price acceptance.Research limitations/implicationsThe study ponders the relationship between customer satisfaction and loyalty and price acceptance, while other factors that have an influence on price acceptance are not considered.Practical implicationsThe research results suggest that perceived price fairness in service industries can be viewed as a threshold factor in order to maintain satisfied and loyal customers. Additionally, managers should consider that price acceptance depends on the level of satisfaction and loyalty.Originality/valueThe present study provides useful information on the relationship among price fairness, customer satisfaction, loyalty, and price acceptance in service industries.
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Du Toit, Michael, and Ricardo Machado. "The merit of credit: exploring the factors that make retail credit consumers loyal." Corporate Ownership and Control 11, no. 1 (2013): 703–12. http://dx.doi.org/10.22495/cocv11i1c8art1.
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Loyal consumers are often regarded as the ultimate goal of any retail business, with the definition of loyalty incorporating many aspects of consumer behaviour and attitudes, the most prominent of which is return purchase behaviour. Credit consumers tend to display consistent repurchase behaviour, thereby appearing loyal. The aim of the current study was to investigate credit consumers of a retail clothing store and to identify factors that influence their loyalty towards the store. In order to achieve this objective, a comparison was made between a sample of account holders (credit consumers) and a similar sized sample of consumers who paid for their purchases in cash. Respondents were surveyed about their attitudes towards the retailer’s merchandise, service and pricing, their perceived commitment to the retailer, their current purchase behaviour and their anticipated future behaviour regarding long-term loyalty towards the retailer. The study showed that account holders’ loyalty towards the retailer was mostly influenced by the merchandise selection followed closely by the service received. Price had a negligible influence on account holders’ loyalty towards the retailer. The findings of the study serve to guide retailers’ strategies in terms of the provision of credit as a means to encourage loyalty amongst their consumers and resource allocation when considering competitive differentiation
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Izogo, Ernest Emeka. "Antecedents of attitudinal loyalty in a telecom service sector: the Nigerian case." International Journal of Quality & Reliability Management 33, no. 6 (June 6, 2016): 747–68. http://dx.doi.org/10.1108/ijqrm-06-2014-0070.
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Purpose – Although the benefits of customer loyalty are well researched and understood, a clear explication of how customer attitudinal loyalty evolves is lacking. Cultural discrepancies across contexts are also argued as restraining the search for universal and dominant antecedents of loyalty. As a result of the high collectivistic ranking of the Nigerian culture, the purpose of this paper is to explore the antecedents of attitudinal loyalty within the Nigerian telecom market. Design/methodology/approach – This study is based on survey data obtained from 138 informants who are experienced users of telecommunication services in Nigeria. The cross-sectional data were examined for internal consistency using Cronbach α internal consistency measure whereas the proposed hypotheses were tested using a multiple regression technique after conducting series of validation tests to ensure that none of the assumptions of regression was violated. Findings – The results indicate that service reliability and customer commitment explains 65 per cent of the total variance in attitudinal loyalty. Additionally, customer commitment was established as a stronger predictor of attitudinal loyalty than service reliability. Research limitations/implications – This study is limited to the extent that it used a convenience sampling approach which may not have allowed for a fully matched profile of the respondents. But the satisfactory fit of the regression model allows for the research to be a basis of a reliable comparison for future studies. Additionally, due to the limited evidence on how attitudinal loyalty evolves in the telecommunication sector, the results that emerged from this research should only be compared cautiously to the findings of previous studies. Practical implications – For users of telecommunication services to become attitudinally loyal, telecom firms must get customers to become committed to their brands and also deliver reliable services. Consequently, capacity building investments that enable reliable services to be delivered and creative pricing structure and information sharing as well as promise fulfilment which attract customers’ commitment are therefore at the core of developing attitudinally loyal customers’ pool. Originality/value – Although studies on customer loyalty are not new, the fact that this paper examined how attitudinal loyalty evolves in a saturated telecommunication context with a high collectivistic cultural ranking makes it a significant contribution to customer loyalty research because of the concentration of most studies in the western markets, the likelihood of disparities across markets influencing the antecedents of the construct and the absence of such research in the Nigerian telecom setting.
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Uncles, Mark D., Grahame R. Dowling, and Kathy Hammond. "Customer loyalty and customer loyalty programs." Journal of Consumer Marketing 20, no. 4 (July 1, 2003): 294–316. http://dx.doi.org/10.1108/07363760310483676.
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Customer loyalty presents a paradox. Many see it as primarily an attitude‐based phenomenon that can be influenced significantly by customer relationship management initiatives such as the increasingly popular loyalty and affinity programs. However, empirical research shows that loyalty in competitive repeat‐purchase markets is shaped more by the passive acceptance of brands than by strongly‐held attitudes about them. From this perspective, the demand‐enhancing potential of loyalty programs is more limited than might be hoped. Reviews three different perspectives on loyalty, and relates these to a framework for understanding customer loyalty that encompasses customer brand commitment, customer brand acceptance and customer brand buying. Uses this framework to analyze the demand‐side potential of loyalty programs. Discusses where these programs might work and where they are unlikely to succeed on any large scale. Provides a checklist for marketers.
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Laškarin, Marina. "Development of loyalty programmes in the hotel industry." Tourism and hospitality management 19, no. 1 (2013): 109–23. http://dx.doi.org/10.20867/thm.19.1.8.
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Purpose – In the very beginning when loyalty programmes were being developed, hoteliers were mostly involved as partners of airline companies. However, once they realized the obvious numerous advantages that airlines were gaining, hoteliers began to design their own loyalty programmes. The idea of a loyalty programme is to strike a balance between what guests want and what is offered to them as a reward, and to find other programme partners whose services guests will also use. This paper will look at the basic tenets of loyalty programmes in the hotel industry, the methods of keeping records about guests, and the necessity of creating, structuring and managing guest databases. Design – Four main areas are discussed, namely: loyalty programme, loyalty cards, guest database, and value for guest. The structure of the paper follows this classification. Approach and methodology – The paper is theoretical; it provides review of previous research and gives novel insights into hotel loyalty programme. Various kinds of loyalty programmes are analysed with emphasis placed on loyalty programmes that have emerged based on the differentiation of guests with regard to price policies. This approach is regarded as a considerable contribution to further research into loyalty programmes in the hotel industry. Research findings and originality – While being a major precondition to guest loyalty towards a hospitality facility, guest satisfaction is not the only factor involved. Varying degrees of satisfaction and differing reactions to a specific service create discrepancies between less or more loyal guests regarding the same service or product. Research in this paper focuses on guest loyalty in the hotel industry, that is, on a long-term relationship based on loyalty and trust between a hotel and its guests. The paper’s basic hypothesis is accepted: Well-organized hotel loyalty programmes can help to create an improved approach to guests, from which will result a higher level of satisfaction with services rendered.
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Koschmann, Anthony, and Jagdish Sheth. "Brand line extensions: creating new loyalties or internal variety-seeking?" Journal of Product & Brand Management 27, no. 4 (July 16, 2018): 351–62. http://dx.doi.org/10.1108/jpbm-08-2017-1535.
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Purpose The purpose of this paper is to examine whether line extensions (modified brands) create their own loyalties or induce variety-seeking within the brand. Prior research has explored how the branded house strategy (i.e. multiple products bearing the same brand name) retains customers from competing brands. However, this research investigates loyalty within the brand by comparing loyalty and variety-seeking rates of modified brands. Design/methodology/approach Markov chains examine behavioral loyalty and switching rates of panel households in the USA over several quarters for two family brands of carbonated beverages. Emphasis is placed on the consumers who purchase the upper median of volume (heavy half) and constitute a disproportionate amount of brand’s sales (86 per cent of the volume). Findings Three propositions find that loyalty rates are high among modified brands with little switching to other lines within the brand. Further, loyalty and switch to rates are highest for the flagship branded product (the master modified brand). Practical implications Managers segment the market using the branded house strategy, yet loyalty rates vary for each product line. The switching rates can guide managers as to which products have established a loyal consumer base. Originality/value While brand switching is a considerable research stream, this research is believed to be the first to explore loyalty versus variety-seeking in the branded house strategy.
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Walelign, Andualem. "Customer Relationship Management: A Tool for Customer Loyalty (A Case Study of Some Selected Hotels in Hawassa)." International Journal of Business, Management & Economics Research 1, no. 1 (October 6, 2020): 16–26. http://dx.doi.org/10.47747/ijbmer.v1i1.42.
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The main aim of this study was to investigate customer relationship management and customers’ loyalty in Hawassa city selected hotels by applying CRM dimensions of bonding, communication, conflict handling, empathy, responsiveness and trust. Convenience sampling technique was used to collect data from customers of the selected hotels. In line with the objective, descriptive research methods were used to examine the customers’ perceptions of CRM practices and future behavioral intentions. Inferential statistics were used to see the relationship between dependent and independent variables as well as to investigate cause and effect relationships. The key finding showed that there was a positive and significant effect of CRM dimensions of communication, conflict handling, empathy and trust on customer loyalty and selected hotel guests loyalty status shows that they were slightly intended to be loyal customer to the selected hotels. Bonding and responsiveness did not significantly affect guests’ loyalty.
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Ramachandran, Sunder, and Sreejith Balasubramanian. "Examining the Moderating Role of Brand Loyalty among Consumers of Technology Products." Sustainability 12, no. 23 (November 28, 2020): 9967. http://dx.doi.org/10.3390/su12239967.
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The long-term survival of a company depends on its economic sustainability. It costs several times more to acquire new customers than retain current ones, and loyal customers spend more than new ones. Unfortunately, consumers are increasingly becoming less loyal to brands/products than before. Unearthing the underlying reasons for this diminishing consumer loyalty is critical. This forms the motivation of this study, which aims to examine the moderating role of loyalty among consumers of technology products. Specifically, the study explores the heterogeneity in the factors (antecedents) influencing brand-loyal attitudes and behavior among consumers of different loyalty levels. A total of 355 survey responses were obtained from an administrated survey across three loyalty groups (high loyalty—155; medium loyalty—99; low loyalty—90) in the United Arab Emirates. Structural equation modeling and multi-group moderation tests were used to test the hypothesized differences in the relationships between antecedents (trust, self-image, quality, and perceived ease of use) and customer attitude, and between customer attitude and repurchase intentions among the different loyalty groups. The results show that the different levels of loyalty have a moderating impact on the relationships. The findings are useful for marketers to better understand and manage customer attitudes, and subsequent purchase/repurchase intention depending on the levels of loyalty they may be in, as well as maneuver their customers through the different levels of loyalty to achieve business sustainability.
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Kandampully, Jay, Tingting (Christina) Zhang, and Anil Bilgihan. "Customer loyalty: a review and future directions with a special focus on the hospitality industry." International Journal of Contemporary Hospitality Management 27, no. 3 (April 13, 2015): 379–414. http://dx.doi.org/10.1108/ijchm-03-2014-0151.
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Purpose – This article aims to provide a summary review of what is already known about customer loyalty and identifies some emerging issues that play an important role in it. As a result of dramatic changes in the marketplace and in consumers’ connections with the hospitality industry, researchers and practitioners are keen to understand the factors that underpin customer loyalty. Design/methodology/approach – By synthesizing extant customer loyalty literature, this article seeks further understanding of loyalty and offers priorities for ongoing loyalty research. Findings – Using conceptual models, this study provides a framework designed to extend the understanding of customer loyalty and the impact of the evolving role of engaged customers. Practical implications – Companies are advised to create emotionally engaged, loyal brand ambassadors by focusing on emerging areas, such as customer engagement, brand citizenship behaviors, mass personalization, employee engagement, brand ambassadors (both employees and customers), co-creation of value, co-design, co-consumption and rapport between customers and employees. Originality/value – This article crafts a conceptual framework for customer loyalty and identifies those factors that influence its development in the service industry with a special focus on the hospitality industry.
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Umashankar, Nita, Morgan K. Ward, and Darren W. Dahl. "The Benefit of Becoming Friends: Complaining after Service Failures Leads Customers with Strong Ties to Increase Loyalty." Journal of Marketing 81, no. 6 (November 2017): 79–98. http://dx.doi.org/10.1509/jm.16.0125.
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Service firms spend considerable resources soliciting complaints to initiate recovery efforts and improve their offerings. However, managers may be overlooking the fact that complaints serve an equally important role in engendering loyalty. The authors demonstrate that the strength of social ties between customers and service providers influences the degree to which complaining drives loyalty. Paradoxically, while strongly tied customers fear that complaining threatens their ties with the provider, when they are encouraged to complain, their loyalty increases because offering feedback serves as an effective way to preserve social ties. Conversely, for weakly tied customers, complaining has no effect on loyalty. Furthermore, complaints are more effective in driving loyalty for strongly tied customers when the feedback is directed toward the provider who failed, rather than to an entity external to the failure. Finally, when providers signal an authentic openness to feedback, strongly tied customers are more loyal after complaining, whereas authenticity does little to engender loyalty for weakly tied customers who complain. The value of complaints in driving loyalty is promising both for customers who perceive a strong tie to a particular provider within the firm and, more generally, in service industries wherein strong ties naturally occur.
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Gyawali, Bishnu Prasad. "Factors Influencing Employees’ Loyalty Evidence from Nepalese Corporations." Management Dynamics 23, no. 1 (March 9, 2020): 231–38. http://dx.doi.org/10.3126/md.v23i1.35582.
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Emerging world has entered into economic globalization and the information era where the business sector is now facing the ever-growing pressure from domestic and overseas competitors. More and more employers start to realize that customer loyalty depends on employee loyalty. They really understand happy loyal committed employees make for happy loyal committed customers who continue to buy the industry’s products and services. The aim of this study is to explore the factors influencing the employees’ loyalty in the Corporations. This research had been conducted to examine the important factors influencing employees’ loyalty towards pay benefits, work environment, organization culture and value and training and development opportunities. This study has used descriptive and analytical research design taking both primary and secondary data. The results show that higher employee loyalty is related to their nature of work, career advancement and recognition, relationship with their supervisors and working environment. Though employee loyalty towards the Corporations is observed positive in the study, the Corporations has unable to build loyalty in terms of employment benefits. The result of this study is useful for effective human resource management in Nepalese context.
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Ong, Chuan Huat, Salniza Md Salleh, and Rushami Zien Yusoff. "The Role of Emotional and Rational Trust in Explaining Attitudinal and Behavioral Loyalty: An Insight Into SME Brands." Gadjah Mada International Journal of Business 18, no. 1 (February 19, 2016): 1. http://dx.doi.org/10.22146/gamaijb.9285.
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Brand trust is a powerful asset for Small and Medium size Enterprises (SMEs) to retain good relationships with their loyal customers, to ensure their long term survival. However, SME managers first need to understand the consequences of the two unique emotional and rational components of trust on attitudinal and behavioral loyalty, because both loyalty dimensions have unique consequences for a brand’s performance. Hence, this study aims to answer two research issues: (1) Do brand intentions and brand reliability influence both attitudinal loyalty and behavioral loyalty? (2) Which component of trust explains attitudinal and behavioral loyalty more? Data were obtained from 210 customers through the use of an intercept survey method on successful SME brands in the restaurant industry. The findings revealed that emotional and rational trust influenced both attitudinal and behavioral loyalty. Despite that, customers have a higher tendency to exhibit attitudinal and behavioral loyalty when a brand can be relied upon to deliver on its promises.
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Dekay, Frederick, Rex S. Toh, and Peter Raven. "Loyalty Programs." Cornell Hospitality Quarterly 50, no. 3 (June 17, 2009): 371–82. http://dx.doi.org/10.1177/1938965509338780.
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Mathew, Veeva, Rofin Thirunelvelikaran Mohammed Ali, and Sam Thomas. "Loyalty intentions." Journal of Indian Business Research 6, no. 3 (August 12, 2014): 213–30. http://dx.doi.org/10.1108/jibr-12-2013-0104.
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Purpose – This article aims to present a model linking loyalty intention, brand commitment, brand credibility and brand awareness. The model shows the mediating role of brand commitment and brand credibility on loyalty intention. The researchers also investigated the changes in the given model under high and low involvement conditions, explicitly considering involvement as between-subject differences rather than between-product differences. The change in customer loyalty intention under varying levels of product involvement is a highly debated topic among researchers. Design/methodology/approach – The model was tested on a sample of 318 executives who have bought and are using deodorants. The respondents had given responses for loyalty intentions, brand commitment, brand credibility, brand awareness and involvement towards the brand of deodorant that they use. Confirmatory factor analysis was used to validate the tool for measurement of constructs and multi-group structural equation modelling for testing the hypotheses and comparing the nested models. Findings – The difference between high and low involvement groups in the given model supports the hierarchy-of-effects view. We found that attitude precedes behaviour for highly involved individuals but followed a different hierarchy among the individuals with low involvement. Research limitations/implications – This research investigates the proposed model for a single product category and so the scope of generalisability is limited to the product selected. This research has considered behavioural intention rather than the behaviour in this study. Practical implications – The study demonstrates the differences in the hierarchy-of-effects among low/high involvement groups. Thus, the findings will have an impact on the approach of practitioners, as different strategies will have to be adopted for the enhancement of loyalty intentions based on the difference in perceived involvement of consumers. Originality/value – This paper shows the need to differently target consumers with different levels of perceived involvement, within the same product class and thus between-subject involvement can be used as a segmentation variable.
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Audrain-Pontevia, Anne-Françoise, and Marc Vanhuele. "Where do customer loyalties really lie, and why? Gender differences in store loyalty." International Journal of Retail & Distribution Management 44, no. 8 (August 8, 2016): 799–813. http://dx.doi.org/10.1108/ijrdm-01-2016-0002.
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Purpose The purpose of this paper is to examine gender differences in store loyalty and how those differences evolve with age. Design/methodology/approach Data for the study were collected in a survey of 32,054 shoppers in more than 50 grocery stores belonging to the same chain. In total, 20 satisfaction items were factor-analysed, resulting in four satisfaction factors. A logistic regression with store exclusivity as the dependent variable was then run to test the research hypotheses. Findings This study finds that men are more loyal than women to the store chain, while women are more loyal than men to individual stores. Women’s loyalty is more influenced by their satisfaction with interaction with store employees, while for men loyalty is more influenced by satisfaction with impersonal dimensions. Store loyalty increases with age, an effect that cannot be explained solely by declining mobility and cognitive impairment. Research limitations/implications This research examines declared behavioural practices rather than actual behaviour. However, in view of the high frequency of purchases in the retail category examined, and also because of the large sample of over 50 different stores, declared practices should be highly correlated with actual behaviour. Practical implications Results from satisfaction surveys should be interpreted differently for men and women. Loyalty programmes may want to adapt their approach, to incorporate gender differences into their loyalty reinforcing measures. Social implications This paper should also help to a better understanding of loyalty programs for both men and women, younger and older people. Originality/value This is the first demonstration from an in store customer survey that the shopping experience drives store loyalty differently for men and women.
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Promanjoe, Yopyter. "PENGARUH CUSTOMER RELATIONSHIP MANAGEMENT TERHADAP KEPUASAN PELANGGAN DAN LOYALITAS PELANGGAN KERIPIK SUHER." PERFORMA 6, no. 3 (November 26, 2021): 197–206. http://dx.doi.org/10.37715/jp.v6i3.2374.
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Customer Relationship Management is a long-term business strategy to establish relationships with customers. Through the right customer relationship marketing, customer satisfaction and loyalty can be formed. This study aims to examine the effect of customer relationship management on customer satisfaction and loyalty, as well as to examine the influence of customer relationship management and customer satisfaction on customer loyalty. Respondents are 85 consumers of Keripik Suher in Surabaya, which were taken by using purposive sampling method. The analysis used Partial Least Squares (PLS). The results of hypothesis testing indicate that customer relationship management has a positive effect on customer satisfaction and loyalty of Keripik Suher, and also customer satisfaction has a significant positive effect on customer loyalty of Keripik Suher. So it can be concluded that the higher customer relationship marketing and customer satisfaction will increase customer loyalty.
Keywords: Customer Relationship Management, Customer Satisfaction, Customer Loyalty
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Majerova, Jana, Wlodzimierz Sroka, Anna Krizanova, Lubica Gajanova, George Lazaroiu, and Margareta Nadanyiova. "Sustainable Brand Management of Alimentary Goods." Sustainability 12, no. 2 (January 11, 2020): 556. http://dx.doi.org/10.3390/su12020556.
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Sustainability of food production and consumption has become one of the most discussed topics of sustainable development in global context. Thus, traditional managerial patterns have to be revised according to the social request. The revisions that have been done so far are based on relevant specifics of production and have mostly general character. Moreover, traditional managerial postulates do not change; only their way of implementation is modified. These two facts are possible reason of the practical fails in sustainable management of alimentary goods. One of these traditional managerial concepts is brand. Within this context, it has been considered as a facilitator of CSR (corporate social responsibility) activities. But the situation has changed, and the suspicion that brand loyalty is not a facilitator but an obstacle to the sustainable management is high. Thus, the importance of research of brand loyalty in scope of sustainable management of alimentary goods is indisputable. According to the above mentioned, the main goal of the contribution is to identify relevant brand value sources of loyalty in scope of sustainable brand management of alimentary goods. To achieve this, the factor analysis has been applied to provide statistical evaluation of data obtained from our own questionnaire survey. We have found out that components of brand value sources do not vary when comparing brands and those without loyal consumers. Based on this, appropriate recommendations for the theory and practice of sustainable brand management of alimentary goods have been formulated.
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Cant, Michael Colin, and Adri Meyer. "Loyalty cards: Strategic marketing tool or wasted marketing effort?" Corporate Ownership and Control 10, no. 1 (2012): 187–93. http://dx.doi.org/10.22495/cocv10i1c1art3.
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The rapid rise and distinctive demands of black consumers after the apartheid era in South Africa has brought forward many opportunities for retailers. One of these opportunities is examining the purchase behaviour of black consumers if they possess a loyalty card. The purpose of this research was to investigate the purchasing habits of black South African consumers who possess a loyalty card, looking specifically at purchase frequency and polygamous loyal customers. In order to test various hypotheses, 65 black South African clients of two pharmaceutical outlets were surveyed. The results of the study indicated that a relationship does exist between the possession of a loyalty card and shopping frequency, as well as the relationship between polygamous loyalty and shopping frequency.
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Heskett, James L. "Beyond customer loyalty." Managing Service Quality: An International Journal 12, no. 6 (December 2002): 355–57. http://dx.doi.org/10.1108/09604520210451830.
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Carbone, James H. "Loyalty: Subversive doctrine?" Academy of Management Perspectives 11, no. 3 (August 1997): 80–86. http://dx.doi.org/10.5465/ame.1997.9709231666.
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Bhat, Suhail Ahmad, and Mushtaq Ahmad Darzi. "Customer relationship management." International Journal of Bank Marketing 34, no. 3 (May 16, 2016): 388–410. http://dx.doi.org/10.1108/ijbm-11-2014-0160.
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Purpose – The purpose of this paper is to develop a comprehensive integrated model which helps in explaining the impact of Customer Relationship Management (CRM) dimensions (complaint resolution, customer knowledge, customer empowerment and customer orientation) on customer loyalty and competitive advantage of a bank. The study also explores the mediating role of customer loyalty in the relationship between CRM and competitive advantage in retail banking. Design/methodology/approach – The research is based on a theoretical model which consists of four CRM dimensions and two exogenous variables. These have been used for establishing the hypotheses to analyze relationships between the variables constituting the CRM model. The data have been collected from 278 customers of a private bank. The data were analyzed using structural equation modeling (SEM). The scale was developed and purified through factor analysis (exploratory and confirmatory factor analysis). SEM was then used to examine the causal relationships and “model fit” of the proposed model. Findings – The results provide evidence that the four CRM dimensions have a positive effect on customer loyalty and competitive advantage of the bank. Among the CRM dimensions, customer knowledge is most influential of all the dimensions. Furthermore, customer loyalty acts as the mediator in the CRM model between CRM and competitive advantage. Research limitations/implications – Since, the study involved a single bank and therefore the results should be generalized cautiously. Only four CRM variables were included in the study; additional variables can be introduced in further studies involving different contexts. Practical implications – The study highlights and supports the need for mangers to devote additional resources toward developing a better CRM system. Therefore, mangers need to think beyond the technological aspects and should focus on these four dimensions, especially customer knowledge, to enhance the loyalty and competitiveness. Originality/value – The paper investigated hitherto unexplored relationships between customer-centric CRM dimensions instrumental in providing competitive advantage to a bank through mediational analysis. Thus, it contributes to the information on the implementation of CRM practices valuable for banking sector.
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Kushwaha, Gyaneshwar Singh, and Shiv Ratan Agrawal. "Customer Management Practices." International Journal of Customer Relationship Marketing and Management 6, no. 2 (April 2015): 1–14. http://dx.doi.org/10.4018/ijcrmm.2015040101.
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The paper explores the interrelationships between service quality, customer satisfaction, customer retention, and customer loyalty through multiple (three) case studies in stock broking settings. A semi-structured, face-to-face interview was conducted of staff members. The findings from the study show that service quality as an overall and each of them are positively associated with customer satisfaction. The findings also suggested that customer retention is the predictor for customer loyalty in stock broking services. The proposed theory model may provide adoption guidance and a practical foundation for customer management to managers.
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Suartina, I. Wayan, Anak Agung Ngurah Sadiartha, and Ni Nyoman Rahayu Diantari Ady. "Pengaruh Customer Relationship Management Dan Kepuasan Terhadap Loyalitas Anggota." WIDYA MANAJEMEN 2, no. 2 (August 18, 2020): 88–99. http://dx.doi.org/10.32795/widyamanajemen.v2i2.910.
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The purpose of this study was to determine the effect of customer relationship management on member satisfaction, the effect of member satisfaction on member loyalty, the effect of customer relationship management on member loyalty, and the influence of customer relationship management on loyalty which is influenced by member satisfaction. This research was conducted at Village-Owned Enterprises (BUMDes) throughout Penebel District, Tabanan, Bali with a sample of 100 people who were determined using the Slovin method and the determination of the sample using incidental sampling. Testing instruments and analysis tools include validity test, reliability test, and path analysis accompanied by Sobell test. Based on the results of the path analysis test, it was found that customer relationship management has a positive and significant effect on member satisfaction, member satisfaction has a positive and significant effect on member loyalty, customer relationship management has a positive and significant effect on member loyalty and based on the results of the Sobell test, member satisfaction has been proven. mediating the relationship between the influence of customer relationship management on member loyalty is seen from the value of Z-score (4.84)> Z-table (1.66). Suggestions given in this study are BUMDes in Penebel District are suggested to further improve customer relationship management strategies to increase member satisfaction and loyalty from members.
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Wagner, Tillmann, Thorsten Hennig-Thurau, and Thomas Rudolph. "Does Customer Demotion Jeopardize Loyalty?" Journal of Marketing 73, no. 3 (May 2009): 69–85. http://dx.doi.org/10.1509/jmkg.73.3.069.
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Hierarchical loyalty programs award elevated customer status (e.g., “elite membership”) to consumers who meet a predefined spending level. However, if a customer subsequently falls short of the required spending level, firms commonly revoke that status. The authors investigate the impact of such customer demotion on loyalty intentions toward the firm. Building on prospect theory and emotions theory, the authors hypothesize that changes in customer status have an asymmetric negative effect, such that the negative impact of customer demotion is stronger than the positive impact of status increases. An experimental scenario study provides evidence that loyalty intentions are indeed lower for demoted customers than for those who have never been awarded a preferred status, meaning that hierarchical loyalty programs can drive otherwise loyal customers away from a firm. A field study using proprietary sales data from a different industry context demonstrates the robustness of the negative impact of customer demotion. The authors test the extent to which design variables of hierarchical loyalty programs may attenuate the negative consequences of status demotions with a second experimental scenario study and present an analytical model that links status demotion to customer equity to aid managerial decision making.
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Gupta, Seema, Tanvi Gupta, and G. Shainesh. "Navigating from programme loyalty to company loyalty." IIMB Management Review 30, no. 3 (September 2018): 196–206. http://dx.doi.org/10.1016/j.iimb.2018.01.009.
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Parihar, Prateeksha, and Jagrook Dawra. "The role of customer engagement in travel services." Journal of Product & Brand Management 29, no. 7 (January 31, 2020): 899–911. http://dx.doi.org/10.1108/jpbm-11-2018-2097.
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Purpose The purpose of this study is to understand the role of customer engagement (CE) in transforming a committed customer into a loyal customer in an online service context. The study explores the varied effect of the dimensions of commitment on the dimensions of beyond purchase CE and their effect on loyalty. Design/methodology/approach The study uses a survey for data collection and assesses the measurement model with confirmatory factor analysis and uses partial least square-structural equation modeling for the structural model. Findings The study reveals that the constructs commitment, CE and loyalty are interrelated. It empirically supports that the affective and continuance commitment has a significant positive association with CE, and two out of the three dimensions of CE have a significant positive association with loyalty. Research limitations/implications This study advances the understanding of the relationship between commitment, CE and loyalty and supports the conceptualization of CE as a behavioral construct. The study uses cross-sectional data, which miss the effect of the time lag of the constructs and use of the context of travel booking websites limits its generalization. Practical implications This study helps marketers to understand CE, what motivates CE, its impact on the firm and how to align CE strategies with the firm’s goal. Originality/value This study proposes a conceptual model for how CE transforms commitment into loyalty. It improves the understanding of CE’s conceptualization, its drivers and its impact on brand loyalty.
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Saini, Shivani, and Jagwinder Singh. "Managing Consumer Loyalty." International Journal of Asian Business and Information Management 11, no. 1 (January 2020): 21–47. http://dx.doi.org/10.4018/ijabim.2020010102.
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A growing body of academic and practitioner literature has highlighted the role of consumer experience management in maintaining long-term relationships with consumers. However, related studies are still divergent and there is little empirical evidence available to support the positive effect of consumer experience management on attitudinal and behavioural loyalty. The present study aims to fill this gap by investigating the direct and indirect impacts of consumer experience efforts on attitudinal and behavioural loyalty. To conduct an empirical study, data was collected from consumers of three service firms: health, retail, and wellness. By means of AMOS17.0, using CFA and SEM techniques, the measurement and comparison of structural models was carried out to test the invariance across three service groups. This article has significant implications for academicians well as marketers of service firms.
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Moudud-Ul-Huq, Syed, Runa Akter, Md Shahed Mahmud, and Noman Hasan. "Impact of Customer Relationship Management on Tourist Satisfaction, Loyalty, and Retention." International Journal of Customer Relationship Marketing and Management 12, no. 3 (July 2021): 20–37. http://dx.doi.org/10.4018/ijcrmm.2021070102.
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The aim of this study is to evaluate by using the more recent and popular marketing strategy or concept that is customer relationship management's impact on tourist satisfaction, loyalty, and retention of a specific, attractive, and amazing tourism destination: Saint Martin island. By reviewing the literature, the authors develop a proposed model and for testing this model based on data collected from 328 respondents using online media. They use PLS-SEM SmartPLS3.2.1 software. The outcome of the analysis reveals that customer relationship management (CRM) has a significant positive impact on tourist satisfaction and loyalty but failed to show a relationship with tourist retention. On the other hand, tourist satisfaction has a positive relationship with loyalty and retention whereas loyalty has a significant impact on retaining tourists.
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Jahanbazi Goujani, Afshin, Arash Shahin, Ali Nasr Isfahani, and Ali Safari. "Analyzing the influence of job satisfaction on hostage employee loyalty in Isfahan Province Gas Company." Benchmarking: An International Journal 26, no. 6 (August 5, 2019): 1728–48. http://dx.doi.org/10.1108/bij-04-2018-0093.
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Purpose The purpose of this paper is to analyze the influence of job satisfaction on hostage employee loyalty in Isfahan Province Gas Company (IPGC). Design/methodology/approach The statistical population of this study included the formal recruited employees of IPGC out of which, 212 employees have been selected using a stratified random sampling method. A questionnaire has been developed and used for data collection regarding job satisfaction and employee loyalty. In this study along with the other studies of the authors, employees of IPGC were classified into four different categories on the basis of loyalty matrix, and the majority (78 percent) of them were located in the hostage category. Structural equation modeling has been used for data analysis. Findings The findings imply that job satisfaction does not have a significant influence on the loyalty of hostage employees. Practical implications Organizations are encouraged to identify the individual and organizational factors and obstacles, take necessary measures to increase job satisfaction and maintain the level of employee loyalty and gradually shift them from the hostage category to the apostle category, which results in an increased number of loyal and satisfied employees. Originality/value This study indicates how the application of the concepts of loyalty matrix, particularly its hostage category, can be expanded in the field of organizational behavior management.
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Putri, Anak Agung Istri Mas Vedanthi, and Ni Made Purnami. "PERAN KEPUASAN MEMEDIASI CUSTOMER RELATIONSHIP MANAGEMENT TERHADAP LOYALITAS NASABAH BANK MEGA CABANG SUNSET ROAD KUTA." E-Jurnal Manajemen Universitas Udayana 8, no. 7 (March 10, 2019): 4357. http://dx.doi.org/10.24843/ejmunud.2019.v08.i07.p13.
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Banking world is growing in competition, many strategies carried out bycompany in maintaining customers to build long-term good relations. This study explain the role of satisfaction mediating customer relationship management towards loyalty. The research was conducted at Bank Mega branch of Sunset Road Kuta Badung involving 110 respondents use purposive sampling method. The research collected by questionnaires. The analysis technique are path analysis and sobel. The results shows customer relationship management has a positive and significant effect on loyalty. Customer relationship management has a positive and significant effect on satisfaction. Satisfaction has a positive and significant effect on loyalty. Satisfaction significantly mediates partially customer relationship management relationships with loyalty, it shows that customer relationship management accompanied by satisfaction will affect the high and low customer loyalty. This research expected to contribute the science of marketing and consideration of companies or business people.
Keywords : loyalty, customer relationship management, satisfaction
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Tuti, Meylani, and Nanda Putri Wicaksono. "Customer Relationship Management and Brand Image’s Influence on Loyalty through Decision to Stay." Jurnal Bisnis dan Manajemen 8, no. 2 (November 30, 2021): 214–22. http://dx.doi.org/10.26905/jbm.v8i2.5750.
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The study’s aim is analyzing the influence of management of customer relationship and brand image on loyalty by way of decision to stay. Population of this study was guests who stayed more than twice at Santika Taman Mini Hotel. The sampling technique uses purposive sampling to obtain 243 respondents. The method of data analysis is quantitative descriptive. The quantitative analysis is done by the use of SEM (Structural Equation Modeling). The results of this research indicate that customer relationship management has a significant which gives influence on stay decision , brand image has got influence which is significant on decision to stay, customer relationship management has a significant influence on loyalty, brand image has a significant influence on loyalty, decision to stayhas a significant on loyalty, customer relationship management has an influence that is indirect on loyalty through decision to stay, and brand image has an indirect influence on loyalty through decision to stay.
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Лустина, Татьяна, and Tatyana Lustina. "A Systematic Approach to Personnel Commitment Assessment." Servis Plus 8, no. 1 (March 15, 2014): 71–76. http://dx.doi.org/10.12737/2799.
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The article researches the issue of personnel loyalty /commitment as affecting organizational competitive potential. The author aims at creating a systematic approach to personnel loyalty management and drawing up a loyalty-type-specific plan of personnel loyalty development.
With long-term survival prospects making it any organization´s imperative to treat its personnel loyalty / commitment as a contributor to competitive advantage, research into the issue is gaining momentum. In terms of management, personnel loyalty / commitment is viewed as an effective driver of an organization´s efficiency, lending to HR stability, raising the organization´s competitive potential and improving performance. Thus, creating a personnel loyalty / commitment management system is an increasingly pressing matter.
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Azimi, Hossein. "Ranking the effect of services marketing mix elements on the loyalty of customers by using Topsis method (case study: city bank branches in Tehran)." Innovative Marketing 13, no. 2 (September 8, 2017): 41–46. http://dx.doi.org/10.21511/im.13(2).2017.04.
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Successful companies do not only pursue sale, but they are looking for satisfactions of customers and their loyalty. This study aims to rank effect of services marketing mix elements on the customers’ loyalty in the City Bank. Method of this research is survey and causal-comparative and domesticated questionnaire was used for gathering data which its validity was confirmed by experts and its reliability with Cronbach alpha 0.908. Statistical sample size was 384 loyal customers of City Bank in Tehran based on Cochrane formula and simple random sampling was used as sampling method. Findings showed that there is significant relationship in average level between physical factors and environmental factors including distribution of physical facilities and customer loyalty and the relationship between competence related factors including promotion of employees or customers’ loyalty is strongly significant. Besides, there is significant relationship between services related factors including product, price, operation management and quality of services or customers’ loyalty in moderate level. It is suggested that for attracting loyal customers, more attention should be paid to promotion which has very strong relationship with customers’ loyalty. It is suggested that City Bank increases the motivation of employers in providing careful and rapid services for improving productivity and services quality by suitable incentives.
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Aristana, I. Nengah, I. Wayan Edi Arsawan, and Ni Wayan Rustiarini. "Employee loyalty during slowdown of Covid-19: Do satisfaction and trust matter?" International Journal of Tourism Cities 8, no. 1 (October 11, 2021): 223–43. http://dx.doi.org/10.1108/ijtc-03-2021-0036.
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Purpose This research aims to test employee loyalty in the hotel industry, particularly during the Covid-19 pandemic. This study examines the relationship between leader support in building job satisfaction, trust and employee loyalty. Also, this research aims to test and explain the role of satisfaction and trust as mediator variables. Design/methodology/approach This research used a quantitative design by distributing questionnaires to 206 employees of the 97 hotels in Bali, Indonesia, particularly during pandemic Covid-19. The research data were then analyzed by using WarpPLS software. Findings The results revealed that leader support did not have a significant effect on loyalty. Satisfaction and trust act as double mediators in leaders’ support and loyalty relationships. Research limitations/implications Employees need leaders’ support to remain loyal to their organization in a slowdown situation due to the Covid-19 pandemic and its various challenges. Originality/value Research on the effects of the Covid-19 pandemic on various sectors has been comprehensive. However, the research that invests in employee loyalty in the hospitality industry is still rare. This study analyzes the loyalty of hotel employees, particularly when the tourism sector is experiencing a slowdown. This study also examines the role of trust and satisfaction as mediating relationships between leaders’ support and loyalty, which have not been widely analyzed in previous studies.
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Iriqat, Raed A. M., and Mohannad A. M. Abu Daqar. "The Impact of Customer Relationship Management on Long-term Customers’ Loyalty in the Palestinian Banking Industry." International Business Research 10, no. 11 (October 13, 2017): 139. http://dx.doi.org/10.5539/ibr.v10n11p139.
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This paper aims to investigate the impact of customer relationship management on Long-term Customers’ Loyalty in the Palestinian banking industry. The data was collected through distributing questionnaires on the Palestinian banking employees. Using multiple regression analysis tests, this paper finds these results; there is a positive and strong linear relationship between dependent variable “long-term customers’ loyalty” and CRM, the CRM dimensions are service quality, customer’s database, solving customer’s problems, employees behavior, and CRM system integration. At the end, the two predictors (employee’s behavior and CRM system integration) explained 48.2% of the variance in the long-term customers’ loyalty. The scholars’ found that banks have to investigate why there is a difference in the service quality level between male and female employees where male employees more effective than females. Furthermore, banks need to update their customers’ database in order to be alerted to changes in their customers’ requirements and needs to retain their loyal relationships with customers.
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S, Kavitha, and Haritha P. "Building customer loyalty through customer experience management." Journal of Management and Science 6, no. 3 (December 31, 2016): 288–94. http://dx.doi.org/10.26524/jms.2016.28.
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Customers are more demanding than ever. Creating superior customer experience is crucial in gaining competitive advantage in any business environment.Companies need to have a well-defined customer experience management strategy to determine a place in the competitive world. Customer Experience Management has gained importance in recent years. As companies are faced with the issues like decreasing customer loyalty, reduced scope of differentiation through product features, and with increasing costs of customer acquisition, it has become immensely important for companies to practice experience based differentiation in every stage of customer interaction. This paper focuses on the various aspects that impact customer experience and its impact on customer loyalty.