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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.
1. Introduction
New generation of CRM The past decade has seen many firms (re)adopt a customer focus often through
tactics created a formal program of customer relationship management (CRM) (e.g. Brown,
2000; Kalakota and Robinson, 1999; Peppers and Rogers, 1997). Recent
advances in information technology have provided the tools for marketing
managers to create a new generation of CRM tactics. One such tactic that
thousands of firms have considered, and which many have adopted, is to
establish a customer loyalty program. Examples of these schemes can be found
in Japanese retailing, US airlines and hotels, French banks, UK grocery stores,
German car companies, Australian telecommunications, Italian fashion stores,
US universities, and many other areas. Typically these programs offer financial
and relationship rewards to customers, and in some instances benefits also
accrue to third-parties such as charities[1].
Two aims of customer loyalty programs stand out. One is to increase sales
revenues by raising purchase/usage levels, and/or increasing the range of
products bought from the supplier. A second aim is more defensive by
building a closer bond between the brand and current customers it is hoped to
The authors would like to thank Jack Cadeaux, Robert East, Jennifer Harris,
Byron Sharp and Chris Styles for their constructive suggestions. Also, all those who
commented on earlier drafts of this paper at workshops organized by the Marketing
Science Institute, University of New South Wales and University of Melbourne. The
assistance of an Australian Research Council (Small Grant) is acknowledged.
294 JOURNAL OF CONSUMER MARKETING, VOL. 20 NO. 4 2003, pp. 294-316, # MCB UP LIMITED, 0736-3761, DOI 10.1108/07363760310483676
maintain the current customer base. The popularity of these programs is based
on the argument that profits can be increased significantly by achieving either of
these aims[2]. While loyalty programs can have many other peripheral goals
such as furthering cross-selling, creating databases, aiding trade relations,
assisting brand PR, establishing alliances, etc. we do not assess these goals in
this paper.
But, how effective are these programs in enhancing the number, the loyalty,
and/or the sales from customers? Are they likely to be profitable when fully
costed? To answer these questions we first discuss what is meant by the term
``customer loyalty''. A review of the literature reveals that this task is not
straightforward generally people have in mind one of three different
models (section 2). We consider whether these models are based on
competing or complementary theories (section 3). This provides a platform
for thinking about a loyalty continuum (section 4). We show that it is crucial
to define and understand customer loyalty if the demand-side benefits of
loyalty programs are to be properly evaluated. Next, drawing on these
conceptualizations, we review the goals, successes and failings of loyalty
programs (section 5). We show that, at one extreme are programs for niche
products that presume customers are committed to ``a favorite brand''. At the
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other extreme there are promotional programs that cater to the divided
loyalty of their customers. In between, and widely represented across many
different products and services, are loyalty programs that are best described
as ``for the brands people already buy''. Future prospects are discussed
briefly (section 6).
Direct competition The focus of this paper is on established repeat-purchase markets where there
between branded products is direct competition between branded products and services. These markets
and services include most packaged goods, personal services such as banking and travel
agents, food and beverages, hotels, transport, retail, OTC pharmaceuticals,
basic cosmetics, and media. They are hugely important in terms of the share
of disposable consumer income for which they account, and they have been
the focus of much research.
2. Customer loyalty
At a very general level, loyalty is something that consumers may exhibit to
brands, services, stores, product categories (e.g. cigarettes), and activities
(e.g. swimming). Here, we use the term customer loyalty as opposed to brand
loyalty; this is to emphasize that loyalty is a feature of people, rather than
something inherent in brands.
Popular conceptualizations Unfortunately, there is no universally agreed definition (Jacoby and
Chestnut, 1978; Dick and Basu, 1994; Oliver, 1999). Instead, there are three
popular conceptualizations:
(1) loyalty as primarily an attitude that sometimes leads to a relationship
with the brand (Model 1);
(2) loyalty mainly expressed in terms of revealed behavior (i.e. the pattern of
past purchases) (Model 2); and
(3) buying moderated by the individual's characteristics, circumstances,
and/or the purchase situation (Model 3) (see Figure 1).
Jacoby and Chestnut, 1978; Foxall and Goldsmith, 1994; Mellens et al.,
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model is defined mainly with reference to the pattern of past purchases with
only secondary regard to underlying consumer motivations or commitment
to the brand (Ehrenberg, 1988; Fader and Hardie, 1996; Kahn et al., 1988;
Massy et al., 1970). Researchers have gathered impressive amounts of data
about these purchase patterns over many years across dozens of product
categories and for many diverse countries (Uncles et al., 1994). They have
found that few consumers are ``monogamous'' (100 percent loyal) or
``promiscuous'' (no loyalty to any brand). Rather, most people are
``polygamous'' (i.e. loyal to a portfolio of brands in a product category).
From this perspective, loyalty is defined as ``an ongoing propensity to buy
the brand, usually as one of several'' (Ehrenberg and Scriven, 1999).
Researchers tend to adopt a These researchers tend to adopt a market focus as opposed to an individual
market focus focus (e.g. key performance measures are brand shares, penetration, average
purchase frequencies, repeat-buying for a defined period). Stochastic
modeling techniques describe the observed patterns of customer buying.
Given these descriptions, loyalty is inferred to operate in the following
manner. Through trial and error, a brand that provides a satisfactory
experience is chosen. Loyalty to the brand (measured by repeat purchase) is
the result of repeated satisfaction that in turn leads to weak commitment. The
consumer buys the same brand again, not because of any strongly-held prior
attitude or deeply-held commitment, but because it is not worth the time and
trouble to search for an alternative. If the usual brand is out of stock or
unavailable for some reason, then another functionally similar (or
substitutable) brand (from the portfolio) will be purchased (e.g. East, 1997;
Ehrenberg et al., 1997; Ehrenberg et al., 2003). There is little reason to spend
much effort weighing up the alternatives when all are likely to be
satisfactory. However, over repeated purchases a weak commitment to the
(limited) number of brands bought in a product category can form.
Uncertainty about true All these studies are grounded in considerable amounts of market research
loyalty data and analysis. But, despite the weight of empirical evidence, controversy
persists. Those who subscribe to the ``attitudes drive behavior'' and
``relationship'' approaches expressly rule-out revealed behavior as a
dominant measure of loyalty. That, they argue, may merely reflect
happenstance. Even combined measures of revealed behavior and
assortment mix (to cater for various usage situations and variety seeking),
having 24-hour call centers, providing online access, etc. They also often use
price promotions, deals and special offers to attract the customers of
competitor brands (e.g. as with gasoline retailers). Here the potential for
loyalty programs to impact demand is very limited. Indeed, the product or
service provider is likely to gain greater loyalty by responding directly to the
contingent factors, and an image-building program may run counter to such a
goal. Nevertheless, loyalty programs have been launched by companies who
operate in markets with very little product/service differentiation many of
these can be seen as continuous promotional programs (Palmer and Beggs,
1997).
Choice of theory becomes For management, the choice of theory becomes important when brands
important competing in a category are functionally similar and marketing budgets are
not big enough to fund the tactics implied by all three models. Even where
budgets are large allowing for the simultaneous expansion of the sales
base, advertising to encourage more positive beliefs about the brand, and
tactical promotions the need for strategic focus may preclude one or two of
these options. For instance, as noted above, the launch of a loyalty program
may run counter to the creation of a price-competitive image (particularly if
it is perceived as an unnecessary expense that inhibits price-cuts from being
passed on to customers). In the next section the conceptual implications of
these different approaches to customer loyalty are explored.
Nevertheless, the nature of the market in which customers buy and brands
compete will govern what is normally observed thus, in highly competitive
repeat-purchase markets acceptance is to be expected more often than the
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CBC
Brand component that The first exception to CBA concerns those consumers who value
drives choice and psychological and social value more than function. This is easiest to see
commitment when these consumers are buying high-identity products (luxury goods,
expensive cosmetics, etc.) and thinking of life-choices (education, sporting
allegiances, etc.). Here there may be a brand component that drives choice
and commitment for a significant number of customers, especially the initial
adoption of some distinctive brands such as the Apple Macintosh, the Sony
Walkman and Harley-Davidson motorbikes. We label this CBC. In this
differentiation.
Second, when a brand is designed to have a distinct and unique personality, it
does not mean customers will recognize and value this. Likewise, a manager
may want to create a meaningful relationship between the brand and the
customer, but customers do not necessarily desire this or reciprocate
(Fournier et al., 1998; Hart et al., 1999; Horne and Worthington, 1999).
When the type of loyalty is defined by the customer, it means that the same
brand may be the object of commitment for one person but merely
acceptable to another.
Harley-Davidson was Third, even where a relationship develops, it may not be the only one in a
forced to instigate a quality particular product category. For example, Fournier and Yao (1997) quote
improvement program instances of customers having ``compartmentalized friendships'' with
different brands of coffee perhaps Starbucks in the morning and Folgers in
the afternoon. Moreover, with CBC, while the non-functional sources of
value may be strong, they will not eliminate the need for the brand to ``do the
job''. Harley-Davidson, one of the strongest personality-relationship brands,
was forced to instigate a quality improvement program to save the brand
from Japanese competition.
CBB
The second exception to CBA concerns those consumers who exhibit very
low levels of loyalty. Their choices are shaped by considerations of
immediate availability, price, promotions, etc., and at most weak
attitudes (e.g. users of an online travel agency may express liking for it
because it obtains for them best price airfares). The concept of CBB is
closely allied to Model 3, where contingencies are the co-determinants of
choice, and not simply nuisance factors.
In summary, our contention is that CBC and CBB are the exceptions rather
than the rule in most repeat-purchase markets. One way to see this is as a
sampling problem (Figure 2). Consider the example of car rental: if we were
to draw from a large sample of the population, most customers of Avis or
Hertz would be characterized by CBA, and only a few by CBC (committed
to my Hertz) or CBB (renting from literally any car hire firm that happened
to be discounted at the time of purchase). Some researchers however have
commitment. Also, they argue that these programs are expensive to set up
and maintain and that there is little or no evidence that any changes in
behavior justify the expenditure (Dowling and Uncles, 1997). These are
strong claims and counter-claims, and to a large extent they rest on the
different models of customer loyalty we have outlined above.
Supporters of loyalty programs have in mind Model 1, where the program is
seen to reinforce CBC-type outcomes. Or they envisage a combination of
Models 3 and 1, where consumers with no loyalty (CBB-types) are converted
into single-brand loyal CBC-types because of the customer benefits of the
program. Critics favor the multi-brand divided-loyalty model (Model 2), and
assume most customers are CBA-types who are not strongly swayed by the
program. In evaluating the aims and demand-side success of loyalty
programs, we take account of these somewhat contradictory positions. We
examine the issues from the perspective of individual customers, markets,
and touch on the contribution to profits of such schemes[5].
double jeopardy (DJ) effect structure namely, most brands exhibit a double jeopardy effect whereby
small brands have fewer buyers who buy them less often than big brands
(Ehrenberg et al., 1990). Whatever their market shares, it is to be expected
that, for all brands, there will be some CBB and CBC buyers, and a majority
of CBA buyers. This market structure gives rise to three strategies for
enhancing the observed level of repeat-purchase or loyalty of a brand. A
possible fourth strategy is considered too.
The first strategy is to try to grow the size of the brand. This can be achieved
by making the brand acceptable to a larger number of potential customers
in keeping with Figure 3 and the focus on CBA. Tactically, this means
exposure at the point of purchase, offering greater perceived value, gaining
wider distribution, suggesting more usage occasions, etc.
Niche brands The second strategy is to create a niche brand by aiming to keep the numbers
of buyers relatively low but at the same time increasing the average amount
bought by these buyers. This could be achieved by reducing the distribution
coverage of the brand and using the money saved to better support/promote
the brand to current customers. This strategy implies a higher proportion of
behaviorally-loyal and committed buyers (CBCs) for the level of market
share than predicted by the DJ effect. In its early years, the Body Shop was a
successful niche brand.
The third strategy is for a big brand to become a ``super-loyalty brand''.
These are brands that exhibit signs of strong commitment and that have
higher than expected (using the DJ model) repeat-purchase (Fader and
Schmittlein, 1993) (i.e. an above-average number of CBCs at a high level of
market share). During the early 1990s, icon-status Nike appeared to be such
a super loyalty brand.
Desire for change-of-pace A fourth strategy implied by the DJ effect is to exploit the desire of
customers for change-of-pace. Here the penetration is higher and the repeat-
purchase rate lower, than predicted by the DJ effect (Kahn et al., 1988).
Some imported and premium beer brands fall into this category, though the
typical beer brand of this type is simply small. This is primarily a penetration
effect and cannot be seen as loyalty building unless an organization offers a
targeting purposes.
Problems collecting right Second, few of these programs collect data about the complete customer
kind of data experience or the portfolio of brands bought (i.e. little information on either
decision-making or total category expenditure). Nor do they have much to
say about the total market and competitor marketing activity (e.g. non-
customers are ignored). Yet, our discussion in the first part of the paper
shows that this information is essential for anything other than a superficial
and possibly inaccurate understanding of customer loyalty. Specifically, a
thorough and accurate understanding of Models 2 and 3 requires data that are
rarely available from loyalty-program databases. Here, the problem is that
too little of the right kind of data are collected.
Successful schemes quickly A third area of concern is that data come from two sources these often
copied by competitors provide contradictory evidence. One source is the companies that have
introduced these schemes. Not surprisingly, many suggest that their schemes
are successful (publicly at least). The effects are reported as one or more of
the following: increased sales of the target brand, higher levels of cross-
selling, fewer customer defections, and more satisfied customers (e.g.
Rayner (1998) reports on a number of UK schemes). However, researchers
are beginning to question the accuracy of these effects (e.g. Reinartz and
Kumar 2000, 2002). Notwithstanding the various initiatives that have been
tried over the years, the empirical regularities of purchase incidence noted
earlier (namely, DJ effects) have been robust to attempts by loyalty schemes
to change them. One reason for this is that if a scheme looks as though it
might be successful in increasing levels of accessibility, availability and
conspicuousness, or in adding to the perceived value of the brand, it is
quickly copied by competitors. The classic example of such imitation is the
airline frequent-flier programs there are now no major airlines without
such a scheme. When widespread copying happens, any benefit gained is
likely to be ephemeral.
A fourth area of concern is that evaluations on the sales effectiveness of
loyalty programs are often based on a poor quasi-experimental design. When
quantitative measures of effectiveness are developed they typically compare
post-program levels of sales, customer retention, customer satisfaction, etc.
More loyalty programs are Notwithstanding our cautious assessment, the fact remains that many loyalty
being introduced programs are in operation and more are being introduced. We conclude by
briefly considering why is there so much momentum behind these programs.
First, it is possible to see loyalty programs as vehicles for maintaining
customer loyalty (i.e. for keeping the brand in the customer's repertoire) or
for maintaining brand share (where the program works in combination with
other valued enhancements, including product and service improvements).
Here, rather than trying to induce single-brand loyalty from customers who
previously have exhibited divided-brand loyalty, a more realistic aim is to
build on existing levels of CBA. If customers feel the need for affinity, or
desire an explicit reward for their loyalty, they will join the programs of the
brands they buy. The critical issue then is for the program to reinforce the
value proposition of the parent brand enhancing brand equity, not just
building loyalty-program equity. The critical task for the program manager is
to design a cost-effective scheme to achieve this aim.
Brand accessibility and Second, another role for loyalty programs can be to improve levels of
market conspicuousness accessibility and market conspicuousness for a brand. This can manifest
itself as a more credible proposition to retailers in order to secure more
shelf-space and benefit from ``retail push''. In other cases it may provide
more opportunities to talk with customers and, perhaps, more opportunity to
sell brand extensions to customers. In either case, the aim of the program is
to get the brand into the customer's set of acceptable brands. This, however,
is not a substitute for the inherent functional, psychological and economic
value designed into the brand, but rather it simply makes the brand easier to
consider. If for some people the program provides additional emotional
value, then this is a bonus.
``Me-too'' pressure A third major factor is the me-too pressure to follow others who have
embarked on this path. Moreover, once these programs have been
introduced, managers seem very reluctant to cancel them even if their
claimed benefits are not being realized. For example, there are persistent
rumors that many airlines would like to end their frequent-flier programs if
they could find an acceptable way to do this. So far, that goal has proved
elusive, although the need to respond to deep discounting by companies such
Notes
1. Loyalty programs are schemes offering delayed, accumulating economic benefits to
consumers who buy the brand. Usually this takes the form of points that can be exchanged
for gifts, free products, or aspirational rewards such as air miles. Airline frequent-flier
programs have been a prototype for many of the schemes. Affinity programs are a
specific type of loyalty program. They are designed to enhance the emotional bond
between customer and brand. Mechanisms are set up to enhance two-way communication
in order for the customer to get to know the brand (or company that stands behind it)
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better, and for the company to learn more about the customer. No direct economic benefit
is offered to the customer. Examples include telephone help lines, club memberships,
alumni associations, newsletters, Web site ``chat'' groups, etc. Hybrids also exist. For
instance, where the focus is on enhancing the emotional bond between customer and
brand, and a third-party (e.g. a charity) receives a financial benefit. Or the establishment
of a club where consumers pay for membership, in return for access to special events and
offers. This latter format is prevalent in countries like Germany where privacy and trading
laws prohibit incentive-based schemes, e.g. Volkswagen Club, Swatch the Club,
Mercedes Mastercard (Butscher, 2002).
2. See, for example, Reichheld (1996). While this generalization is often made by
consultants, it takes no account of the company's specific circumstances, particularly its
target market, marketing strategy and cost structures (Niraj et al., 2001; Shaw, 1998).
Indeed, there is some evidence to suggest declining profitability from long-term
customers in the context of catalogue buying in the US (Reinartz and Kumar, 2000,
2002).
3. In this context, use of the word ``loyalty'' is debatable. Some prefer to use the term
``spurious loyalty'', in that any pattern of buying here is likely to result from the
recurrence of contingent factors (e.g. Mellens et al., 1996). It is pointed out that if the
contingent factors are removed, buying may change. Nevertheless, we argue that Model 3
is the basis of brand acceptance and weak loyalty, neither of which should be regarded as
spurious.
4. The main exception where exclusive buying is observed is among consumers who are
light buyers of the product category and therefore of any brand in the category. Among
these buyers, monogamous ``loyalty'' may merely reflect a very limited number of
purchase occasions (e.g. the infrequent holiday traveler versus the international business
executive). Exclusive loyalty is also a function of the length of the observation period in
a short period most people will appear to be exclusively loyal because they have had so
few opportunities to buy.
5. The bias is towards a consideration of customer issues, reflecting the customer-focus
logic of marketing. Therefore, our comments about the contribution of loyalty schemes to
profits focus largely on consumer-related demand-side issues. It would be useful for
others to consider other perspectives. For example, some of these programs could be
viewed as a form of indirect price cut that is desired by one segment of customers but is
ultimately paid for by all customers. Programs that offer air miles as their reward could be
viewed as the outcome of airlines wanting to sell excess capacity at a price greater than
marginal cost. There are also broader issues of business policy and marketing strategy
that need to be addressed. For instance, from the perspective of one business partner in a
loyalty program, the success of the endeavor may depend on an ability to negotiate a
particularly attractive deal with the other business partners irrespective of whether the
program has much impact on customer loyalty. We regard this as a very important, but
separate, issue.
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These divided loyalties make it more difficult for marketers to take actions
aimed a promoting loyalty. It would seem the case that the focus on loyalty to
the exclusion of other elements in consumer behaviour could result in
misplaced marketing strategies. Moreover the loyalty strategies employed by
different brands are very similar. I suspect that many consumers do not
distinguish between loyalty campaigns and other forms of sales promotions.
We know that the point of frequent flyer programmes, for example, is to
1. Kambiz Heidarzadeh Hanzaee Science and Research Branch, Islamic Azad University Tehran Iran, Islamic Republic of Fariba
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reward programs on customers loyalty: evidence from Iran. Journal of Islamic Marketing 8:1. . [Abstract] [PDF]
2. Izaskun Agirre Aramburu, Irune Gmez Pescador. 2017. The Effects of Corporate Social Responsibility on Customer Loyalty:
The Mediating Effect of Reputation in Cooperative Banks Versus Commercial Banks in the Basque Country. Journal of Business
Ethics . [CrossRef]
3. LeppniemiMatti Matti Leppniemi matti.leppaniemi@jyu.fi JayawardhenaChanaka Chanaka Jayawardhena
C.Jayawardhena@hull.ac.uk http://orcid.org/0000-0002-5696-7355 KarjaluotoHeikki Heikki Karjaluoto heikki.karjaluoto@jyu.fi
HarnessDavid David Harness D.Harness@hull.ac.uk Department of Marketing, University of Jyvskyl, Jyvskyl, Finland
Department of Marketing, University of Hull, Hull, UK Department of Marketing, University of Jyvskyl, Jyvskyl, Finland
Department of Marketing, Hull University, Hull, UK . 2017. Unlocking behaviors of long-term service consumers: the role of
action inertia. Journal of Service Theory and Practice 27:1, 270-291. [Abstract] [Full Text] [PDF]
4. Joachim Zentes, Dirk Morschett, Hanna Schramm-KleinCustomer Relationship Management 351-373. [CrossRef]
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6. OdoomRaphael Raphael Odoom rafaelodoom@gmail.com Raphael Odoom (PhD) is a fellow at University of Copenhagen and
currently with the University of Ghana Business School. He researched into branding in small- and medium-sized enterprises
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(SMEs), and his current research interests are in the areas of branding, social media marketing and small business management.
He has published in the Journal of Product and Brand Management and Services Marketing Quarterly. Department of Marketing
and Entrepreneurship, University of Ghana Business School, Accra, Ghana . 2016. Brand marketing programs and consumer
loyalty evidence from mobile phone users in an emerging market. Journal of Product & Brand Management 25:7, 651-662.
[Abstract] [Full Text] [PDF]
7. Chun-Hua Hsiao. 2016. The effects of post-adoption beliefs on the expectationconfirmation model in an electronics retail
setting. Total Quality Management & Business Excellence 1-15. [CrossRef]
8. Sridhar N. Ramaswami, S. Arunachalam. 2016. Divided attitudinal loyalty and customer value: role of dealers in an indirect
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9. Isabella Maggioni. 2016. What drives customer loyalty in grocery retail? Exploring shoppers' perceptions through associative
networks. Journal of Retailing and Consumer Services 33, 120-126. [CrossRef]
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research areas. BinneyWayne Wayne Binney Wayne Binney, PhD, is a Researcher with the William Anglis Institute, Melbourne.
He is an active Marketing Researcher in Consumer Behaviour and Social Marketing. His research has been published in several
peer reviewed business and marketing publications including the Journal of Business Research, Marketing Theory, Australasian
Marketing Journal, and Journal of Nonprofit & Public Sector Marketing. VieceliJulian Julian Vieceli Julian Vieceli, PhD, is the
Director of Postgraduate Education in Swinburne Business School at the Swinburne University of Technology. His main research
interests include branding, brand salience, consumer behaviour, membership, and tourism research. Department of Management,
Deakin University , Burwood, Australia Faculty of Business and Enterprise, Swinburne University of Technology, Hawthorn,
Australia . 2016. Increasing loyalty in the arts by bundling consumer benefits. Arts and the Market 6:2, 141-165. [Abstract] [Full
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11. Wilson Ozuem, Tara Thomas, Geoff Lancaster. 2016. The influence of customer loyalty on small island economies: an empirical
and exploratory study. Journal of Strategic Marketing 24:6, 447-469. [CrossRef]
12. Hae Yeun Se, Hyang Mi Kim. 2016. The Effects of Value of Reward Program on Loyalty Strengthening and Transference
-Focusing on Reward Program of Performance Art/Exhibition-. The Journal of the Korea Contents Association 16:7, 760-770.
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13. Craig C. Julian, Zafar U. Ahmed, Che Aniza Binti Che Wel, Jamil Bojei. 2016. Dynamics of loyalty programs in Malaysian
retailing: A strategic marketing perspective. Journal of Transnational Management 21:3, 101-114. [CrossRef]
14. Tiffany Winchester, John Hall, Wayne Binney. 2016. Conceptualizing Usage in Voting Behavior for Political Marketing: An
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15. CollianderJonas Jonas Colliander SderlundMagnus Magnus Sderlund SzugalskiStefan Stefan Szugalski Center for Consumer
Marketing, Stockholm School of Economics, Stockholm, Sweden . 2016. Multi-level loyalty program rewards and their effects
on top-tier customers and second-tier customers. Journal of Consumer Marketing 33:3, 162-171. [Abstract] [Full Text] [PDF]
16. Munyaradzi W. Nyadzayo, Saman Khajehzadeh. 2016. The antecedents of customer loyalty: A moderated mediation model of
customer relationship management quality and brand image. Journal of Retailing and Consumer Services 30, 262-270. [CrossRef]
17. Ji Hye Min, Carola Raab, Sarah Tanford. 2016. Improving Casino Performance Through Enhanced Loyalty Programs. Journal
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18. Patricia Martnez Garca de Leaniz, Ignacio Rodrguez del Bosque Rodrguez. 2016. Corporate Image and Reputation as Drivers
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19. Marko Kukanja, Doris Gomezelj Omerzel, Borut Kodri. 2016. Ensuring restaurant quality and guests loyalty: an integrative
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20. Kahlil S. Philander, Carola Raab, Orie Berezan. 2016. Understanding Discount Program Risk in Hospitality: A Monte Carlo
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21. Jagwinder Singh Department of Humanities and Management, Dr. B.R. Ambedkar National Institute of Technology, Jalandhar,
India Shivani Saini Department of Humanities and Management, Dr. B.R. Ambedkar National Institute of Technology, Jalandhar,
India . 2016. Importance of CEM in CRM-CL framework. Journal of Modelling in Management 11:1, 91-115. [Abstract] [Full
Text] [PDF]
22. Orie Berezan CSUDH, Carson, California, USA Michelle Yoo Cal State Pomona, Pomona, California, USA Natasa
Christodoulidou California State University, Carson, California, USA . 2016. The impact of communication channels on
communication style and information quality for hotel loyalty programs. Journal of Hospitality and Tourism Technology 7:1,
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42. Elisa Martinelli, Alex Belli, Gianluca Marchi. 2015. The role of customer loyalty as a brand extension purchase predictor. The
International Review of Retail, Distribution and Consumer Research 25:2, 105-119. [CrossRef]
43. Jawaid Islam Ch, M. Tasleem, S. Akbar, R. IqbalThe impact of employee satisfaction and service quality on perceived firm's
performance in high contact service industry of Pakistan 1-8. [CrossRef]
44. Bikash Ranjan Debata Department of Marketing, Rourkela Institute of Management Studies, Rourkela, India Bhaswati Patnaik
Department of Humanities and Social Sciences, National Institute of Technology Rourkela, Rourkela, India Siba Sankar Mahapatra
Department of Mechanical Engineering, National Institute of Technology, Rourkela, India Kumar Sree Department of Marketing,
Rourkela Institute of Management Studies, Rourkela, India . 2015. Interrelations of service quality and service loyalty dimensions
in medical tourism. Benchmarking: An International Journal 22:1, 18-55. [Abstract] [Full Text] [PDF]
45. Jun Kang, Thomas Brashear Alejandro, Mark D. Groza. 2015. Customercompany identification and the effectiveness of loyalty
programs. Journal of Business Research 68:2, 464-471. [CrossRef]
46. Shuji Suzuki. 2015. NEGATIVE EMOTION OR PROBLEM CONTENT? TESTING EXPLANATIONS OF THE
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47. Rebekah Russell-Bennett, Joy ParkinsonLoyalty (Brand Loyalty) 1-11. [CrossRef]
48. Sarah Tanford, Rhonda Montgomery. 2015. Developing Loyalty Programs for Convention Attendees: An Exploratory Study.
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49. Petra Solarov. 2015. Loyalty Programmes of Selective Grocery Retailers in the Czech Republic. Acta Universitatis Agriculturae
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50. Melinda A. McLelland, Jamye Foster. 2015. Reactions of the jilted consumer. Journal of Retailing and Consumer Services 22,
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51. People and Service: Customers 47-64. [CrossRef]
52. Ilias Vlachos, Zhibin Lin. 2014. Drivers of airline loyalty: Evidence from the business travelers in China. Transportation Research
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53. Frauke Mattison Thompson, Alex Newman, Martin Liu. 2014. The moderating effect of individual level collectivist values on
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54. James M. Curran, Brian C. Healy. 2014. The Loyalty Continuum: Differentiating Between Stages of Loyalty Development. The
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55. Sanjit Kumar Roy, Gul Butaney, Harjit Sekhon, Bhupin Butaney. 2014. Word-of-mouth and viral marketing activity of the on-
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56. Ivan De Noni Department of Economics, Mangement and Quantitative Methods, University of Milan, Milan, Italy Luigi Orsi
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Mangement and Quantitative Methods, University of Milan, Milan, Italy . 2014. Coalition loyalty-programme adoption and urban
commercial-network effectiveness evaluation. International Journal of Retail & Distribution Management 42:9, 818-838. [Abstract]
[Full Text] [PDF]
57. Syed Fazal e Hasan, Ian Lings, Larry Neale, Gary Mortimer. 2014. The role of customer gratitude in making relationship
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58. Madhurima Deb Indian Institute of Management Kashipur, Kashipur, India . 2014. A study on the factors governing retailer
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59. Husni Kharouf Department of Marketing and Advertising, Coventry University, Coventry, UK Donald J. Lund Department
of Marketing, Economics, and Industrial Distribution, University of Alabama at Birmingham, Birmingham, Alabama, USA
Harjit Sekhon Department of Marketing and Advertising, Coventry University, Coventry, UK . 2014. Building trust by signaling
trustworthiness in service retail. Journal of Services Marketing 28:5, 361-373. [Abstract] [Full Text] [PDF]
60. Emre Sahin Dlarslan Department of Business Administration/Marketing, ankiri Karatekin University, ankiri, Turkey . 2014.
Assessing the effects of satisfaction and value on customer loyalty behaviors in service environments. Management Research Review
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61. Yongdong Shi, Catherine Prentice, Wei He. 2014. Linking service quality, customer satisfaction and loyalty in casinos, does
membership matter?. International Journal of Hospitality Management 40, 81-91. [CrossRef]
62. Sanat Kumar Bista, Surya Nepal, Ccile Paris, Nathalie Colineau. 2014. Gamification for Online Communities: A Case Study for
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63. Xiong Lina College of Business, Marshall University, Huntington, West Virginia, USA King Ceridwyn School of Tourism
and Hospitality Management, Temple University, Philadelphia, Pennsylvania, USA Hu Clark Department of Hospitality
Management, College of Business, Southern Taiwan University of Science and Technology, Tainan City, Taiwan . 2014. Where
is the love?. International Journal of Contemporary Hospitality Management 26:4, 572-592. [Abstract] [Full Text] [PDF]
64. Farzana Quoquab International Business School, University Teknologi Malaysia, Kuala Lumpur, Malaysia Norjaya Mohd. Yasin
Graduate School of Business, Universiti Kebangsaan Malaysia, Bangi, Malaysia Rozhan Abu Dardak Economic and Technology
Management Research Centre, Institut Penyelidikan Dan Kemajuan Pertanian Malaysia (MARDI), Serdang, Malaysia . 2014. A
qualitative inquiry of multi-brand loyalty. Asia Pacific Journal of Marketing and Logistics 26:2, 250-271. [Abstract] [Full Text]
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65. Medha Srivastava, Alok Kumar Rai. 2014. An investigation into service qualitycustomer loyalty relationship: the moderating
influences. DECISION 41:1, 11-31. [CrossRef]
66. Azin Mostajer Haghighi, Thomas Baum, Farhad Shafti. 2014. Dimensions of customer loyalty in hospitality micro-enterprises.
The Service Industries Journal 34:3, 251-273. [CrossRef]
67. Shih-Hao Wu, Stephen Chi-Tsun Huang, Ching-Yi Daphne Tsai, Hsin-I Chen. 2013. Relationship quality in a coproduction
context and the moderating effects of relationship orientation. Total Quality Management & Business Excellence 24:9-10,
1062-1083. [CrossRef]
68. V. Kumar, Ilaria Dalla Pozza, Jaishankar Ganesh. 2013. Revisiting the SatisfactionLoyalty Relationship: Empirical Generalizations
and Directions for Future Research. Journal of Retailing 89:3, 246-262. [CrossRef]
69. Alessandro Arbore, Zachary Estes. 2013. Loyalty program structure and consumers' perceptions of status: Feeling special in a
grocery store?. Journal of Retailing and Consumer Services 20:5, 439-444. [CrossRef]
70. Elissar Toufaily, Line Ricard, Jean Perrien. 2013. Customer loyalty to a commercial website: Descriptive meta-analysis of the
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71. Mahim Sagar, Siddharth Bora, Abhishek Gangwal, Puneet Gupta, Anuj Kumar, Aman Agarwal. 2013. Factors Affecting Customer
Loyalty in Cloud Computing: A Customer Defection-Centric View to Develop a Void-in-Customer Loyalty Amplification Model.
Global Journal of Flexible Systems Management 14:3, 143-156. [CrossRef]
72. I Gede Mahatma Yuda BaktiIndonesian Institute of Sciences, Tangerang Selatan, Indonesia Sik SumaediIndonesian Institute of
Sciences, Tangerang Selatan, Indonesia. 2013. An analysis of library customer loyalty. Library Management 34:6/7, 397-414.
[Abstract] [Full Text] [PDF]
73. Lerzan AksoySchool of Business, Fordham University, Bronx, New York, New York, USA. 2013. How do you measure what you
can't define?. Journal of Service Management 24:4, 356-381. [Abstract] [Full Text] [PDF]
74. Richard Brophy Dublin, Ireland . 2013. Adding value to insurance products: the AXA Irish experience. Journal of Product &
Brand Management 22:4, 293-299. [Abstract] [Full Text] [PDF]
75. Minjung Park. 2013. The Effect of Reward Channel and Reward Time of Customer Loyalty Programs for On-offline Channels -
Focusing on Department Stores and Online Shopping Stores-. Journal of the Korean Society of Clothing and Textiles 37:4, 467-481.
[CrossRef]
76. Nic Terblanche. 2013. The influence of value on loyalty in the supermarket industry. Acta Oeconomica 63:2, 185-200. [CrossRef]
77. Hamed ShammaDepartment of Management, School of Business, American University in Cairo, Cairo, Egypt Salah
HassanDepartment of Marketing, School of Business, George Washington University, Washington, DC, USA. 2013. Customer
driven benchmarking. Benchmarking: An International Journal 20:3, 377-395. [Abstract] [Full Text] [PDF]
78. Bedman Narteh, George Cudjoe Agbemabiese, Prince Kodua, Mahama Braimah. 2013. Relationship Marketing and Customer
Loyalty: Evidence From the Ghanaian Luxury Hotel Industry. Journal of Hospitality Marketing & Management 22:4, 407-436.
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79. Maja eri, Irene Gil-Saura, Alejandro Moll-Descals. 2013. Loyalty in High-Quality Hotels of Croatia: From Marketing
Initiatives to Customer Brand Loyalty Creation. Journal of Relationship Marketing 12:2, 114-140. [CrossRef]
80. Ji Yoon Kim. 2013. Customer's Point Accumulation and Redemption Behavior Revisited : Focusing on the Moderating Effects of
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81. Anita Goyal and Moutusi MaityHarsandaldeep KaurDepartment of Commerce and Business Management, Guru Nanak Dev
University, Amritsar, India Harmeen SochPunjab Institute of Technology, Punjab Technical University, Kapurthala, India. 2013.
Mediating roles of commitment and corporate image in the formation of customer loyalty. Journal of Indian Business Research
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104. 2011. An Analysis of the Relationship between Passenger Loyalty and Consumer Buying Behavior for Network and Low-Cost
Carriers. Transportation Journal 50:3, 271-290. [CrossRef]
105. B P S Murthi, Erin M Steffes, Abdul A Rasheed. 2011. What price loyalty? A fresh look at loyalty programs in the credit card
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106. Gi-Youn Jung, Hee-Jin Lee, Seung-Kwon Jang, Woo-Suk Choi. 2011. Success Factors for IT-based Coalition Loyalty Programs:
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107. Min-Jung Park, So-Jin Jung. 2011. The Study on Customer Loyalty Programs of Retailers. Journal of the Korean Society for
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108. Rujirutana MandhachitaraPennsylvania State University, New Kensington, Pennsylvania, USA Yaowalak PoolthongBank of
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Journal of Services Marketing 25:2, 122-133. [Abstract] [Full Text] [PDF]
109. Jessica Y.Y. Kwong, Dilip Soman, Candy K.Y. Ho. 2011. The role of computational ease on the decision to spend loyalty program
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110. Samy BelaidEM Normandie Business School, METIS and NIMEC lab, Le Havre, France Azza Temessek BehiDepartment of
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111. Mahdokht Kalantari, Masoud Rabbani, Mahmood Ebadian. 2011. A decision support system for order acceptance/rejection in
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112. Nadia Zainuddin, Josephine Previte, Rebekah Russell-Bennett. 2011. A social marketing approach to value creation in a well-
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113. Horst Treiblmaier, Larry Neale, Sandy Chong. 2011. The Web Site and Brand Trust as Antecedents of Online Loyalty.
International Journal of Online Marketing 1:2, 24-42. [CrossRef]
114. Aiwu Cheng, Lei Han, Cheng Cao. 2011. The Empirical Research of Factors Influencing Share of Wallet in the B2B Market.
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115. Yujie Wei, Faye S. McIntyre, Salil Taplade. 2011. A Cross-Cultural Study of Relationship Proneness and Its Implications for
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116. Beatriz Moliner Velzquez, Irene Gil Saura, Mara Eugenia Ruiz Molina. 2011. Conceptualizing and measuring loyalty: Towards
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117. Larry Neale. 2010. Loyalty and the ritualistic consumption of entertainment. Continuum 24:6, 905-919. [CrossRef]
118. Jason Pridmore. 2010. Reflexive marketing: the cultural circuit of loyalty programs. Identity in the Information Society 3:3, 565-581.
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119. Feng Ning, Zhang Ming-li, Tang Sai-liImpact of loyalty programs on relationship benefits and customer loyalty: A customer
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120. Heath McDonald. 2010. The Factors Influencing Churn Rates among Season Ticket Holders: An Empirical Analysis. Journal
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121. Ahmad Daryanto, Ko de Ruyter, Martin Wetzels, Paul G. Patterson. 2010. Service firms and customer loyalty programs: a
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122. Patrick VeselBig Bang, Ljubljana, Slovenia Vesna ZabkarDepartment of Marketing, Faculty of Economics, University of Ljubljana,
Ljubljana, Slovenia. 2010. Relationship quality evaluation in retailers' relationships with consumers. European Journal of Marketing
44:9/10, 1334-1365. [Abstract] [Full Text] [PDF]
123. I. Boxer, G. Rekettye. 2010. The influence of perceived emotional intelligence on the perceived service value and customer loyalty.
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124. Eh Di, Chien-Jung Huang, I-Heng Chen, Te-Cheng Yu. 2010. Organisational justice and customer citizenship behaviour of retail
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125. Georgina WhyattBusiness School, Oxford Brookes University, Oxford, UK Ralph KoschekFresh Start Bakeries, Berlin, Germany.
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126. Xiang Li. 2010. Loyalty Regardless of Brands? Examining Three Nonperformance Effects on Brand Loyalty in a Tourism Context.
Journal of Travel Research 49:3, 323-336. [CrossRef]
127. MariaEugenia RuizMolinaMarketing Department, University of Valencia, Valencia, Spain Irene GilSauraMarketing
Department, University of Valencia, Valencia, Spain Beatriz MolinerVelzquezMarketing Department, University of Valencia,
Valencia, Spain. 2010. The role of information technology in relationships between travel agencies and their suppliers. Journal of
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128. Tony Garry, T.C. Melewar and Len Tiu WrightChanaka JayawardhenaThe Business School, Loughborough University,
Loughborough, UK. 2010. The impact of service encounter quality in service evaluation: evidence from a businesstobusiness
context. Journal of Business & Industrial Marketing 25:5, 338-348. [Abstract] [Full Text] [PDF]
129. Jason Q. Zhang, Ashutosh Dixit, Roberto Friedmann. 2010. Customer Loyalty and Lifetime Value: An Empirical Investigation
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130. Juozas Bivainis, Neringa Vilkait. 2010. Vartotoj lojalumo nustatymo metodinio potencialo analiz. Verslas: teorija ir praktika
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131. Steve Worthington, Rebekah Russell-Bennett, Charmine Hrtel. 2010. A tri-dimensional approach for auditing brand loyalty.
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132. Jillian Dawes Farquhar, Arthur MeidanInformation regarding marketing financial services 133-162. [CrossRef]
133. Rose Leahy. 2009. Differences in Exchange Situations in Fast Moving Consumer Goods' Markets. Journal of Euromarketing 18:4,
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134. Asnan Furinto, Teddy Pawitra, Tengku E Balqiah. 2009. Designing competitive loyalty programs: How types of program affect
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135. Russell LaceyDepartment of Marketing and Logistics, University of New Orleans, New Orleans, Louisiana, USA. 2009. Limited
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Text] [PDF]
136. Olgun KitapciCumhuriyet University, Sivas, Turkey Ibrahim Taylan DortyolCumhuriyet University, Sivas, Turkey. 2009. The
differences in customer complaint behaviour between loyal customers and first comers in the retail banking industry. Management
Research News 32:10, 932-941. [Abstract] [Full Text] [PDF]
137. Chieh-Peng Lin, Yuan Hui Tsai, Chou-Kang Chiu. 2009. Modeling Customer Loyalty from an Integrative Perspective of Self-
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138. Patrick Vesel, Vesna Zabkar. 2009. Managing customer loyalty through the mediating role of satisfaction in the DIY retail loyalty
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139. Lars Meyer-Waarden, Christophe Benavent. 2009. Grocery retail loyalty program effects: self-selection or purchase behavior
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140. Sven Theysohn University of Frankfurt, Grueneburgplatz 1, 60323 Frankfurt am Main, Germany Oliver Hinz University of
Frankfurt Steve Nosworthy COLT Telecom Group Limited, Beaufort House, 15 St Botolph Street, London EC3A 7QN,
UK Michael Kirchner Deutscher Fussball-Bund, Otto-Fleck-Schneise 6, 60528 Frankfurt am Main, Germany . 2009. Official
supporters clubs: the untapped potential of fan loyalty. International Journal of Sports Marketing and Sponsorship 10:4, 33-55.
[Abstract] [PDF]
141. Matthew G. Kenney, Nile M. Khanfar. 2009. Antecedents of Repurchase Intention: Propositions Towards Using Marketing
Strategy to Mitigate the Attrition of Online Students. Services Marketing Quarterly 30:3, 270-286. [CrossRef]
142. Paolo GuenziInstitute of Marketing, Department of Management, SDA Bocconi School of Management, Bocconi University,
Milan, Italy Michael D. JohnsonSchool of Hotel Administration, Cornell University, Ithaca, New York, USA Sandro
CastaldoInstitute of Marketing, Department of Management, SDA Bocconi School of Management, Bocconi University, Milan,
Italy. 2009. A comprehensive model of customer trust in two retail stores. Journal of Service Management 20:3, 290-316. [Abstract]
[Full Text] [PDF]
143. Daihwan Min, Lili Wan. 2009. Switching factors of mobile customers in Korea. Journal of Service Science 1:1, 105-120. [CrossRef]
144. Andrew Smith, Leigh Sparks. 2009. Reward Redemption Behaviour in Retail Loyalty Schemes. British Journal of Management
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145. IkeElechi OgbaNewcastle Business School, Northumbria University, Newcastle upon Tyne, UK Zhenzhen TanNewcastle
Business School, Northumbria University, Newcastle upon Tyne, UK. 2009. Exploring the impact of brand image on customer
loyalty and commitment in China. Journal of Technology Management in China 4:2, 132-144. [Abstract] [Full Text] [PDF]
146. Kallol DasSchool of Management Technology, International Institute of Information Technology, Pune, India. 2009. Relationship
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marketing research (19942006). Marketing Intelligence & Planning 27:3, 326-363. [Abstract] [Full Text] [PDF]
147. MariaEugenia RuizMolinaMarketing Department, Faculty of Economics, University of Valencia, Valencia, Spain Irene Gil
SauraMarketing Department, Faculty of Economics, University of Valencia, Valencia, Spain Gloria BerenguerContrMarketing
Department, Faculty of Economics, University of Valencia, Valencia, Spain. 2009. Relational benefits and loyalty in retailing: an
intersector comparison. International Journal of Retail & Distribution Management 37:6, 493-509. [Abstract] [Full Text] [PDF]
148. Andrew Smith, Leigh Sparks. 2009. It's nice to get a wee treat if you've had a bad week: Consumer motivations in retail loyalty
scheme points redemption. Journal of Business Research 62:5, 542-547. [CrossRef]
149. Mark D. Uncles, Simon Kwok. 2009. Patterns of store patronage in urban China. Journal of Business Research 62:1, 68-81.
[CrossRef]
150. Erin M. Steffes, B P S Murthi, Ram C Rao. 2008. Acquisition, affinity and rewards: Do they stay or do they go?. Journal of
Financial Services Marketing 13:3, 221-233. [CrossRef]
151. Mara-Eugenia Ruiz-Molina, Irene Gil-Saura. 2008. Perceived value, customer attitude and loyalty in retailing. Journal of Retail
& Leisure Property 7:4, 305-314. [CrossRef]
152. Hee-Kang Moon, Eun-Young Rhee. 2008. The Types of Relationship Quality and Multi-loyal Relations of Department Store
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153. Gianfranco WalshInstitute for Management, University of KoblenzLandau, Koblenz, Germany Heiner EvanschitzkyMarketing
Center Muenster, Muenster, Germany Maren WunderlichCustomer Relationship Management Projects, Premiere Fernsehen
GmbH & Co. KG, Germany. 2008. Identification and analysis of moderator variables. European Journal of Marketing 42:9/10,
977-1004. [Abstract] [Full Text] [PDF]
154. Marianna SigalaMaria SalamouraDepartment of Business Administration, Business School, University of the Aegean, Chios,
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