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Journal articles on the topic 'Programs loyalty'

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Published: 28 May 2022
Last updated: 29 May 2022

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1

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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Yi, Youjae, and Hoseong Jeon. "Effects of Loyalty Programs on Value Perception, Program Loyalty, and Brand Loyalty." Journal of the Academy of Marketing Science 31, no. 3 (June 1, 2003): 229–40. http://dx.doi.org/10.1177/0092070303031003002.

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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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Szczepańska, Katarzyna, and Patryk Gawron. "Loyalty Programs Effectiveness." Foundations of Management 3, no. 2 (January 1, 2011): 89–102. http://dx.doi.org/10.2478/v10238-012-0044-5.

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Loyalty Programs EffectivenessAn increasing number of loyalty programs is one of the most common phenomena observed in the practice of marketing companies on the market today. Objectives and tasks of loyalty programs determine the type of use of marketing instruments affecting the attitudes and behaviours of customers, which is aimed at the program. The diversity of factors influencing the effectiveness of loyalty programs should set the scope and object of empirical research. As the results of studies to evaluate the effectiveness of loyalty programs mainly on the B2C market is diverse in terms of the criteria. This article presents the essence of loyalty programs and the factors influencing their effectiveness.
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Bowen, John T., and Shiang-Lih Chen McCain. "Transitioning loyalty programs." International Journal of Contemporary Hospitality Management 27, no. 3 (April 13, 2015): 415–30. http://dx.doi.org/10.1108/ijchm-07-2014-0368.

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Purpose – The purpose of this study is to reflect on Bowen and Chen’s study and provide insight for researchers to help them build loyalty models that will fit the consumer behavior of Millennials and managers as they build customer loyalty with Millennials. In 2001, Bowen and Chen developed and implemented a research framework for hotel managers to identify attributes that will increase customer loyalty. Since 2001, a major shift has taken place: demographically, as Baby Boomers retire and pass on, Millennials will become the dominant generational segment. Design/methodology/approach – The authors use a review of literature to accomplish its purpose. Findings – The authors argue that the loyalty models developed for Boomers will not be a good fit for Millennials. Three propositions are presented in the paper to help researchers develop models that will explain the customer loyalty of Millennials. Research limitations/implications – Implications are presented for researchers wishing to investigate the antecedents and consequences of loyalty for Millennials. Practical implications – The transition from Boomers to Millennials creates a number of opportunities and challenges for managers, which are discussed in the paper. Originality/value – There has been a dearth of empirical research on customer loyalty models developed for Millennials. This paper is a commentary on past models developed for Boomers and the transition needed to develop models for Millennials. It is hoped this dialogue will spawn research that develops loyalty models for Millennials.
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Kim, Hye-Young, Ji Young Lee, Dooyoung Choi, Juanjuan Wu, and Kim K. P. Johnson. "Perceived Benefits of Retail Loyalty Programs: Their Effects on Program Loyalty and Customer Loyalty." Journal of Relationship Marketing 12, no. 2 (April 2013): 95–113. http://dx.doi.org/10.1080/15332667.2013.794100.

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Omar, Nor Asiah, Syed Shah Alam, Norzalita Abdul Aziz, and Muhamad Azrin Nazri. "RETAIL LOYALTY PROGRAMS IN MALAYSIA: THE RELATIONSHIP OF EQUITY, VALUE, SATISFACTION, TRUST, AND LOYALTY AMONG CARDHOLDERS / MAŽMENINĖS PREKYBOS LOJALUMO PROGRAMOS MALAIZIJOJE: NUOSAVAS KAPITALAS, VERTĖ, PASITENKINIMAS, PASITIKĖJIMAS IR LOJALUMAS." Journal of Business Economics and Management 12, no. 2 (June 9, 2011): 332–52. http://dx.doi.org/10.3846/16111699.2011.573297.

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This study examines loyalty programs in Malaysia in terms of perceived equity, value, program satisfaction, program trust, and store loyalty. A total of 400 questionnaires were collected from cardholders in Klang Valley, Malaysia. The hypotheses were based on social exchange and equity theories. The structural equation model that assessed the relationship between the proposed variables was tested using AMOS 6.0. The findings revealed that perceived equity and perceived value of the loyalty program significantly influence program satisfaction and trust. Program trust was the most important predictor of store loyalty. Limitations of the study and recommendations for future research are discussed. Santrauka Autoriai analizuoja Malaizijoje paplitusias mažmeninės prekybos programas, t. y. jų vertę, patrauklumą, pasitikėjimą programa ir lojalumą. Tyrime dalyvavo 400 respondentų. Hipotezės buvo pagrįstos socialinių mainų ir lygybės teorijomis. Sudarytas struktūrinis modelis vertina siūlomų rodiklių ir jų variacijų santykinę priklausomybę naudojant AMOS 6.0. Gauti rezultatai parodė, kad tiek nuosavo kapitalo, tiek siūlomos programos lojalumas turi įtakos programos pasitenkinimo ir pasitikėjimo lygiui. Pasitikėjimas programa buvo vienas svarbiausių veiksnių vertinant vartotojų lojalumą.
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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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Dimitrieska, Savica, and Tanja Efremova. "LOYALTY PROGRAMS: DO COMPANIES REALLY MAKE CONSUMERS LOYAL?" Entrepreneurship 9, no. 2 (November 10, 2021): 23–32. http://dx.doi.org/10.37708/ep.swu.v9i2.2.

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In the markets of different products and services, the interests of both, companies and consumers collide. Companies that offer products and services expect a return on investment and higher profits. They can achieve these goals only if they have regular consumers, preferably loyal who will buy products and services more often or in larger quantities. The companies are interested in achieving long-term and sustainable relationships with the consumers and they want to minimize the churn and their switching to competitors. Consumers, on the other hand, have more sophisticated demands and expect more value for less money. They are interested not only in the quality of the product, but also in packaging, discounts, cashback, rewards, additional customer services, free shipping, maintenance, special treatments, reputation, etc. To meet these consumer expectations, companies offer many promotional activities, including loyalty programs. Loyalty programs, as part of the CRM (customer relationship management), are marketing programs that reward consumers for their repeated purchases over a longer period of time. Unlike other promotional tools, loyalty programs need to build a long-term relationship between companies and their consumers. But despite the offer of such programs, many studies show that consumers are not loyal and do not fully enjoy the benefits of the programs. Do companies give “something for nothing” and spend their money in vain? What are the reasons for the downfall of loyalty programs? This paper aims to investigate the reasons for consumer disloyalty despite the offered companies' loyalty programs. The paper will also provide guidance for companies to design loyalty programs that will attract more consumers.
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Bruneau, Virginie, Valérie Swaen, and Pietro Zidda. "Are loyalty program members really engaged? Measuring customer engagement with loyalty programs." Journal of Business Research 91 (October 2018): 144–58. http://dx.doi.org/10.1016/j.jbusres.2018.06.002.

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McMahon, Laurence F., Renuka Tipirneni, and Vineet Chopra. "Health System Loyalty Programs." JAMA 315, no. 9 (March 1, 2016): 863. http://dx.doi.org/10.1001/jama.2015.19463.

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Blanco-Justicia, Alberto, and Josep Domingo-Ferrer. "Privacy-aware loyalty programs." Computer Communications 82 (May 2016): 83–94. http://dx.doi.org/10.1016/j.comcom.2016.02.002.

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13

Silalahi, Jojor Marintan, Lizar Alfansi, and Akram Harmoni Wiardi. "The Role of Brand Trust in Determining The Relationship Between Brand Affection and Loyalty Programs on Customer Loyalty." AFEBI Management and Business Review 1, no. 01 (March 14, 2017): 12. http://dx.doi.org/10.47312/ambr.v1i01.27.

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<p>study investigates how brand affection, loyalty programs, and brand trust determine the loyalty in airways industry. We examined the influence of brand trust and brand affection on loyalty in airlines services. The airways companies applied loyalty programs as a trend. The purpose of the loyalty programs is to encourage the loyalty of the customers. The purpose of this study is to analyze the influence of brand affection and loyalty programs on brand trust and loyalty among GarudaMiles members. Primary data were collected through a survey. Data collected by online quistionnaire through social media and resulting 171 processable questionnaire. Data were analysed using confirmatory factor analysis and structural equation modelling. Confirmatory factor analysis within structural equation modeling were carried out to assess adequacy of the measurements and validity of the model. We found that brand affection is not significantly influence customer loyalty; brand affection significantly influence brand trust; and brand trust significantly influence customer loyalty. This result indicate that brand affection has an indirrect effect on loyalty, it’s mediated by brand trust. Loyalty program is not significantly effect brand trust, it has direct effect on loyalty. It’s become clear that only brand trust mediates the relationship of brand affection and loyalty. The customers of the airways companies tend to be loyal because of the loyalty programs applied by the airways companies. These finding add performance effectiveness and long-term relationships with customers in airlines industry to the factors needed to respond to the highly competitive situation at present, which will be even more important with the ASEAN Economic Community in 2015.</p><p><br />Keywords: Brand Affection, Brand Trust, loyalty, Loyalty Program</p>
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Silalahi, Jojor Marintan, Lizar Alfansi, and Akram Harmoni Wiardi. "The Role of Brand Trust in Determining The Relationship Between Brand Affection and Loyalty Programs on Customer Loyalty." AFEBI Management and Business Review 1, no. 1 (June 14, 2016): 12. http://dx.doi.org/10.47312/ambr.v1i1.27.

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<p>study investigates how brand affection, loyalty programs, and brand trust determine the loyalty in airways industry. We examined the influence of brand trust and brand affection on loyalty in airlines services. The airways companies applied loyalty programs as a trend. The purpose of the loyalty programs is to encourage the loyalty of the customers. The purpose of this study is to analyze the influence of brand affection and loyalty programs on brand trust and loyalty among GarudaMiles members. Primary data were collected through a survey. Data collected by online quistionnaire through social media and resulting 171 processable questionnaire. Data were analysed using confirmatory factor analysis and structural equation modelling. Confirmatory factor analysis within structural equation modeling were carried out to assess adequacy of the measurements and validity of the model. We found that brand affection is not significantly influence customer loyalty; brand affection significantly influence brand trust; and brand trust significantly influence customer loyalty. This result indicate that brand affection has an indirrect effect on loyalty, it’s mediated by brand trust. Loyalty program is not significantly effect brand trust, it has direct effect on loyalty. It’s become clear that only brand trust mediates the relationship of brand affection and loyalty. The customers of the airways companies tend to be loyal because of the loyalty programs applied by the airways companies. These finding add performance effectiveness and long-term relationships with customers in airlines industry to the factors needed to respond to the highly competitive situation at present, which will be even more important with the ASEAN Economic Community in 2015.</p><p><br />Keywords: Brand Affection, Brand Trust, loyalty, Loyalty Program</p>
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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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Nobre, Helena, and Catarina Rodrigues. "Loyalty programs in the pharmaceutical retail: The impact of a network loyalty program on the pharmacy loyalty." International Journal of Business Excellence 14, no. 1 (2018): 1. http://dx.doi.org/10.1504/ijbex.2018.10005735.

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Nobre, Helena, and Catarina Rodrigues. "Loyalty programs in the pharmaceutical retail: the impact of a network loyalty program on the pharmacy loyalty." International Journal of Business Excellence 14, no. 4 (2018): 454. http://dx.doi.org/10.1504/ijbex.2018.090312.

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Kong, Qing Min, and Xiu Qing Liang. "The Research on Structural Path between Relationship Benefits and Relationship Outcomes in Customer Loyalty Programs: Using Data Mining." Advanced Materials Research 457-458 (January 2012): 1118–21. http://dx.doi.org/10.4028/www.scientific.net/amr.457-458.1118.

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In recent years, more enterprises start to take seriously to customer loyalty programs. However, customer loyalty programs do not generate relationship outcomes as people expect. This paper introduces relationship benefits into the research of customer loyalty programs. Using data mining, this study show that relationship benefits in customer loyalty can generate relationship outcomes which are customer satisfaction with customer loyalty programs and customer loyalty on customer loyalty programs. The findings of this paper are directions for future research and managerial implications.
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Tanford, Sarah, and Seyhmus Baloglu. "Applying the Loyalty Matrix to Evaluate Casino Loyalty Programs." Cornell Hospitality Quarterly 54, no. 4 (November 16, 2012): 333–46. http://dx.doi.org/10.1177/1938965512464694.

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Hendrawan, Dimas, and Rila Anggraeni. "IS THE LOYALTY PROGRAM EFFECTIVE IN CREATING LOYALTY PROGRAM SATISFACTION AND STORE LOYALTY? AN EVIDENCE FROM INDONESIA RETAIL INDUSTRY." Jurnal Aplikasi Manajemen 18, no. 4 (December 1, 2020): 645–55. http://dx.doi.org/10.21776/ub.jam.2020.018.04.04.

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Retailers must find specific ways to be able to continue to maintain their business with changes in consumer behavior. Some retailers use a loyalty program as their marketing strategy that provides certain additional benefits for frequent consumers. The objective of this work is to verify the effect of the loyalty program and loyalty program satisfaction on store loyalty. The data was collected through questionnaires from 150 respondents. The results reflected that loyalty programs significantly influence loyalty program satisfaction. Loyalty program satisfaction significantly influences store loyalty. The loyalty program is not directly related to storing loyalty. Loyalty program satisfaction mediates the effect of a loyalty program on store loyalty. The study highlights the importance of loyalty program satisfaction in the connection of loyalty program and store loyalty. To gain a loyal consumer, the retailer should improve the exclusivity and the attractiveness of the program. A useful and valuable reward will improve customer retention.
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S., Sreejesh, Abhigyan Sarkar, and Sudeepta Pradhan. "Examining the roles played by a store satisfaction-love framework in shaping the influence of store loyalty programs." Management Research Review 39, no. 8 (August 15, 2016): 879–98. http://dx.doi.org/10.1108/mrr-06-2014-0150.

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Purpose This study aims to investigate how the influences of store loyalty programs on store loyalty and store relations can be mediated by the store satisfaction-love framework. Design/methodology/approach The survey data were collected from selected retail stores using stratified random sampling. The hypotheses were tested using structural equation modeling. Findings The results indicate that the impacts of store loyalty programs on store loyalty and store relations are mediated both by store love and store satisfaction. Practical implications This study’s findings help practitioners by empirically demonstrating that the combined cognitive satisfaction of consumers with store loyalty programs and affective store love mediate the influences of loyalty programs on consumer loyalty toward the store and on the consumer–store relation. Therefore, cognitive satisfaction with loyalty programs alone cannot create strong loyalty and a customer relationship. Cognitive satisfaction with various loyalty programs must be converted into affective store love for the mediation to be significant and effective. Originality/value This research adds value to the domain of store loyalty research by empirically establishing the mediating role played by the cognitive satisfaction-affective love framework in shaping the influences of loyalty programs designed by store management on the final store loyalty and customer–store relationship.
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Berezka, Svetlana. "Loyalty Programs: Foreign and Russian Experience." Moscow University Economics Bulletin 2016, no. 5 (October 30, 2016): 113–31. http://dx.doi.org/10.38050/01300105201657.

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The aim of this paper is to identify the role of the loyalty programs in the Russian market. The methodology of the study based on the analysis of relevant publications and qualitative research using semi-structured interviews with experts in customer relationship and loyalty programs which were fulfilled in 2014–2015 in Russia and Austria. The article offers the definition of customer loyalty programs as relationship marketing tool, and contains the differentiation criteria from the frequency and reward schemes, also the role of customer loyalty programs for retail chains are investigated. The systematization of the reward types that are widely use in loyalty programs are provided. The paper contributes to the development of relationship marketing theory and customer loyalty programs issue.
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Wendlandt, Mark, and Ulf Schrader. "Consumer reactance against loyalty programs." Journal of Consumer Marketing 24, no. 5 (August 7, 2007): 293–304. http://dx.doi.org/10.1108/07363760710773111.

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Stauss, Bernd, Maxie Schmidt, and Andreas Schoeler. "Customer frustration in loyalty programs." International Journal of Service Industry Management 16, no. 3 (July 2005): 229–52. http://dx.doi.org/10.1108/09564230510601387.

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Adha, Mufti Alam, Rofiul Wahyudi, and Faiza Husnayeni Nahar. "Pengaruh Program Loyalitas terhadap Kesetiaan Konsumen pada Industri Halal di Yogyakarta." Ihtifaz: Journal of Islamic Economics, Finance, and Banking 1, no. 1 (December 17, 2018): 69. http://dx.doi.org/10.12928/ijiefb.v1i1.287.

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This study aims to examine the effect of perceived benefits of loyalty programs, which include: financial benefits, social benefits, hedonic benefits, symbolic benefits of loyalty programs in the Halal Industry. This study also examined the effect of loyalty programs on brand loyalty. This research was conducted using a quantitative approach, namely by conducting surveys, online with a sample of 200 respondents. The data in this study were processed using the Structural Equation Modeling (SEM) analysis version 21. The results showed that the financial benefit variables, social benefits, symbolic benefits had a significant positive effect on loyalty programs. While the hedonic variable on loyalty programs shows a negative relationship. This study also confirms the significant positive effect of the loyalty program on brand loyalty.
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Ruzeviciute, Ruta, and Bernadette Kamleitner. "Attracting new customers to loyalty programs: The effectiveness of monetary versus nonmonetary loyalty programs." Journal of Consumer Behaviour 16, no. 6 (June 28, 2017): e113-e124. http://dx.doi.org/10.1002/cb.1663.

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Hofman-Kohlmeyer, Magdalena. "CUSTOMER LOYALTY PROGRAM AS A TOOL OF CUSTOMER RETENTION: LITERATURE REVIEW." CBU International Conference Proceedings 4 (September 21, 2016): 199–203. http://dx.doi.org/10.12955/cbup.v4.762.

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Customer loyalty is a highly valuable asset. To gain loyalty of current customers and create attachments, the growing ranks of entrepreneurs decide on implementation of loyalty programs. This article aims at providing a theoretical outlook on various approaches on loyalty programs derived from literature review and identifing the factors which lead to success of a company. The literature review offers some directives for managers which are useful in the preparation of rewarding programs and are also a source of valuable customer information that helps in building future marketing strategies. We concluded that loyalty programs impact customers using financial and psychological factors to maintain long-term loyalty. Furthermore, loyalty programs should include financial as well as affective components as only financial incentives don’t guarantee a long-term relationship.
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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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Nemec Rudež, Helena. "Integration of corporate social responsibility into loyalty programs in the tourism industry." Tourism and hospitality management 16, no. 1 (May 2010): 101–8. http://dx.doi.org/10.20867/thm.16.1.8.

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Loyalty programs are a step further than frequency programs and they help to develop advocates of the company in the marketplace. The paper focuses on loyalty programs in the tourism industry and, further, applies corporate social responsibility into loyalty programs. Joint donation, environmental-friendly programs and programs of care for people are proposed as social responsible loyalty programs. They include psychological and emotional bonds between the supplier and its customers on the basis of corporate social responsibility. Managerial implications in this regard are given.
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Mattison Thompson, Frauke, and Sven Tuzovic. "Why organizational loyalty programs cannot prevent switching." Journal of Services Marketing 34, no. 2 (February 10, 2020): 207–22. http://dx.doi.org/10.1108/jsm-10-2019-0387.

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Purpose The purpose of this study is to investigate the extent to which loyalty programs can prevent switching, and how individual level cultural values impact this. Loyalty programs are designed to create switching costs, which reduce customers’ desire to leave. However, in practice, these programs are often misapplied; that is, most companies inadvertently treat all customers as equal. While ample research has examined the role of loyalty reward programs in facilitating customer loyalty, little is known about the extent to which individual-level cultural values moderate customer loyalty measures of trust and affective commitment and how this impacts the effectiveness of loyalty programs; that is, consumers’ intentions to “stick” with the program or to switch. Design/methodology/approach This study uses a quasi-experiment combined with an extensive survey to collect the data. Findings Based on data collected from one industrial country and four emerging countries, the results show that loyalty programs do not universally prevent switching behavior. Instead, this study finds that individual-level uncertainty avoidance and collectivist values significantly moderate the effects. Originality/value This study helps advance the understanding of how international retailers can increase their loyalty program effectiveness and reduce customer switching to competitors.
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Sharp, Byron, and Anne Sharp. "Loyalty programs and their impact on repeat-purchase loyalty patterns." International Journal of Research in Marketing 14, no. 5 (December 1997): 473–86. http://dx.doi.org/10.1016/s0167-8116(97)00022-0.

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García Gómez, Blanca, Ana Gutiérrez Arranz, and Jesús Gutiérrez Cillán. "The role of loyalty programs in behavioral and affective loyalty." Journal of Consumer Marketing 23, no. 7 (December 2006): 387–96. http://dx.doi.org/10.1108/07363760610712920.

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Navickienė, Regina, and Daiva Paplauskaitė. "LOJALUMO PROGRAMŲ PATRAUKLUMAS TURIZMO PASLAUGŲ VARTOTOJAMS." Laisvalaikio tyrimai 2, no. 4 (2014): 1–12. http://dx.doi.org/10.33607/elt.v2i4.211.

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Research background. In order to enhance the company's competitiveness and efficiency, there is a strong focus on customers’ loyalty formation by using a variety of loyalty programs, which not only help to retain existing customers but also to attract the new ones. Loyalty programs are widely used in various business sectors by investing finances, material, human and time resources, developing customer habits, behavioural analysis, IT, filing, and data storage applications. Actually loyalty programs work in many spheres of activity and organizations can feel the economic benefits of it. No exception is the tourism sector where the clients have recently become very price sensitive because tourism services have changed. However, the main question is if they are effective. Such studies have not been conducted in Lithuania (tourism enterprises itself analyse programs for attractiveness of tourism services to consumers and at the same time see the benefit for the organization). The aim of the research was to find out whether the loyalty programs of tourism sector are attractive to consumers of tourism services. This paper analyses the concept of loyalty programs and their attractiveness to consumers of tourism services. The definitions (found in literature) of loyalty programs allow to classify them into two groups where the first group emphasizes the added value and benefits of the development and the second one – increasing loyalty of customers. Research methods. An empirical study (questionnaire survey) was made in summer of 2013 with 413 participants, also the literature material was applied. Research results showed that the users of tourism service, regardless of their age, appreciated loyalty programs applied in the tourism market. The most recognized short-term loyalty promotion means are gifts and prizes, as they provide a good luck by switching, improve mood, cheer. They can influence a person’s choice of the tourism business and encourage to purchase. Respondents also expect a special price, lower price, and higher quality of services. However, Loyalty programs which require more time and bigger involvement, and participation are in form of contest or point accumulation programs are valued by customers as less attractive. To sum up, it can be said that loyalty programs is an effective tool in tourism markets in Lithuania. Keywords: loyalty, loyalty program, tourism.
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Dudin, M. N., Y. N. Popovskiy, and N. V. Lyasnikov. "Marketing aspect of development of customer loyalty programs in the context of formation of consumer behavior." Izvestiya MGTU MAMI 9, no. 1-5 (September 10, 2015): 60–66. http://dx.doi.org/10.17816/2074-0530-67035.

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The article discusses theoretical basis for development of customer loyalty programs in commercial enterprises. Foreign experience of development of customer loyalty programs and the effect of customer loyalty programs on the efficiency of enterprises are considered.
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Kwiatek, Piotr, Vladimir Dženopoljac, and Abdul Rauf. "Loyalty program value: Give me more or treat me better?" Menadzment u hotelijerstvu i turizmu 9, no. 2 (2021): 11–23. http://dx.doi.org/10.5937/menhottur2102011k.

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Customer loyalty programs are frequently used by companies to establish and improve relationships with customers by providing them with rewards. Loyalty programs investigated in the literature focus mainly on tangible rewards and economic benefits offered to the customers. However, some research done on intangible rewards of loyalty programs suggest that they can be superior to tangible benefits in affecting customer loyalty. Previous research drew conclusions in industry-specific settings. The aim of the paper is to assess the impact of tangible and intangible benefits on customer loyalty using an on-line customer panel representing different industries. The data collected from over 300 customers is subjected to CFA/SEM analysis in R environment. The main contribution of the present study is that it represents the first attempt (to the best of authors" knowledge) to capture loyalty programs" tangible and intangible value in an Arab cultural context, given the fact the focus was on the participants from the United Arab Emirates. Several important dimensions of LP programs in an Arab country are revealed. Firstly, the study confirmed that social value of a loyalty program significantly impacts customer loyalty. In addition, it was confirmed that the flexibility of a loyalty program increased customer loyalty. Ultimately, it was established that customers value intangible benefits more than the tangible ones.
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Corbishley, Karen Margaret, Roger B. Mason, and Corne Meintjes. "Perceived Benefits of Loyalty Programs and Relationship Quality." International Journal of Customer Relationship Marketing and Management 11, no. 1 (January 2020): 1–18. http://dx.doi.org/10.4018/ijcrmm.2020010101.

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The aim of this article is to investigate perceived loyalty program benefits inherent in loyalty programs and how they might affect relationship quality, specifically in the South African FMCG sector. A quantitative study was undertaken where loyalty program members were approached via a national database. Hypotheses were individually tested by means of regression analysis. All three forms of perceived benefits exhibited positive relationships with each of the relationship quality constructs. Retailers that are considering which benefits to include in a loyalty program would find the results instructive. This article also adds to the international body of research in the field of relationship marketing, customer loyalty and retail loyalty programs. This study reiterates the importance of loyalty program design and the potential for attitudinal change towards the retailer.
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Mrkosová, Klára, Ondřej Dufek, and Luděk Majer. "Loyalty programs as a part of company’s marketing strategy." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 59, no. 2 (2011): 199–204. http://dx.doi.org/10.11118/actaun201159020199.

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This paper aims to characterize the current status of using customer loyalty programs in the Czech Republic. Customer loyalty programs are evaluated as a part of marketing communication, where especially customer cards have a specific role in communication mix of selected companies. Furthermore, customer loyalty programs are evaluated from the perspective of internal marketing system company, as an invaluable source of data about customers. Obtained data are used for decisions on segmentation, targeting and overall marketing strategy. Customer loyalty programs in the Czech Republic are also examined from the perspective of consumers – factors that influence consumer involvement in these programs are evaluated. The paper also shows the results of desk research about personal information provided by consumers to engage in customer loyalty programs.
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Zanchett, Ricardo, and Edson Pacheco Paladini. "Consumer loyalty programs: impact of different modalities." DYNA 86, no. 208 (January 1, 2019): 206–13. http://dx.doi.org/10.15446/dyna.v86n208.71080.

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The present study structures a new modality for loyalty programs and compares it with traditional approaches. Initially, described here are two modalities of loyalty programs - individual and coalition, often used, being analyzed are their main characteristics, advantages and restrictions, market ranges in which they operate and the managerial implications of each modality. Subsequently, the study proposes a new program modality (cluster) and provides practical aspects for its use. The types of loyalty (loyalty to the brand, loyalty to the store or loyalty to the program) that are intended to be achieved in each program modality were also identified. Participation of partners, accumulation of benefits, options for recovery of benefits, market ranges, program management and program focus were the analyzed variables for comparison of the programs. This analysis revealed which approaches are most appropriate for each type of program.
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Winters, Erica, and Sejin Ha. "Consumer evaluation of customer loyalty programs: the role of customization in customer loyalty program involvement." Journal of Global Scholars of Marketing Science 22, no. 4 (September 2012): 370–85. http://dx.doi.org/10.1080/21639159.2012.720752.

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Mrkosová, Klára, Ondřej Dufek, and Luděk Majer. "Motivation and consumer behaviour in the context of loyalty programs." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 60, no. 2 (2012): 211–16. http://dx.doi.org/10.11118/actaun201260020211.

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The paper introduces the partial results of the marketing research on loyalty programs. The aim was to identify the reasons that lead consumers to participate in loyalty programs and the benefits that are the main motivators for participation in the loyalty program. Respondents had the opportunity to create a loyalty program as they wish. The aim of this paper was also to prove the popularity of loyalty programs based on the principles of the deferred compensation.
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Ramazanov, A. A., and Sh Aldabergen. "Effectiveness of customer loyalty." Bulletin of "Turan" University, no. 1 (March 31, 2021): 136–44. http://dx.doi.org/10.46914/1562-2959-2021-1-1-136-144.

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This article examines the issues of consumer loyalty, taking into account Kazakhstan's experience in hospitality, examines the loyal programs of well-known hotels in the country, analyzes the research of several authors in the framework of the previous loyal topics. For the hospitality industry, which is currently developing in large volumes, it is important to study customer loyalty and think through the right program. When writing the article, the methods of theoretical analysis and generalization were used. The content, criteria of loyalty are examined theoretically. Sustainable consumer incentive programs are common in Kazakhstan hotels. A well-thought-out marketing policy aimed at retaining and attracting new guests significantly increases the load on the hotel and makes it more attractive for corporate clients. With the introduction of so-called loyalty programs, domestic hotels of the same use foreign experience and their know-how. Currently, the hotel can use the following tools to establish close contact with the customer and meet their needs. To encourage regular guests, it isrecommended that the hotel keep a record of repeated customer requests. To do this, the hotel must develop a special program that constantly stores all information about customers who have rooms. After receiving all the necessary information about the participants of such a program, you can send them to the hotel with special offers for hotels and congratulate them on holidays and anniversaries. Address mail, interactive communication, and personalization of guests must continue from the moment of planning a trip to the hotel and after the client arrives at the hotel. The implementation of research results in practice is the main result of the study. The use of the research results discussed in this article to increase the loyalty of guests in the hotel business of the country is the scientific result of the study.
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Roehm, Michelle L., Ellen Bolman Pullins, and Harper A. Roehm. "Designing Loyalty-Building Programs for Packaged Goods Brands." Journal of Marketing Research 39, no. 2 (May 2002): 202–13. http://dx.doi.org/10.1509/jmkr.39.2.202.19085.

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The authors investigate the effects of loyalty programs on loyalty to packaged goods brands. Findings from a series of experiments indicate that the incentive that is offered in a loyalty program is important to whether the program succeeds or fails at building brand loyalty. The data reported suggest that incentives that have overlap with brand associations, which the authors term cue-compatible incentives, can prompt rehearsal that increases the accessibility of favorable brand associations. This, in turn, helps boost postprogram loyalty. At the same time, incentives that are tangible or concrete can undermine postprogram loyalty. This seems to occur because elaboration is attracted to the incentive at the expense of the brand. Incentive associations may thus gain in accessibility and interfere with access to brand associations.
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43

Lee, Seung Min, Sang Yong Kim, and Dong Young Kim. "Effect of program type and reward timing on customer loyalty: The role of the sunk cost effect." Social Behavior and Personality: an international journal 47, no. 11 (November 5, 2019): 1–10. http://dx.doi.org/10.2224/sbp.8407.

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We examined the effect on customer loyalty of the type of loyalty program (paid vs. free) and timing of rewards (immediate vs. delayed). To test the research objectives we recruited 142 Korean college students and used a 2 × 2 full-factorial, randomized experimental design. Results suggested that the membership fee in paid loyalty programs acted as a sunk cost, which, compared to free loyalty programs, led to greater loyalty to the provider. An immediate (vs. delayed) reward was generally preferred; however, owing to the sunk cost effect, this depended to some extent on the type of loyalty program. In a paid loyalty program, immediate rewards were effective in increasing customer loyalty, whereas customers in free loyalty programs focused more on receiving the reward regardless of its timing. Our findings contribute to the literature by providing useful information for the design of an effective loyalty program scheme.
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Formánek, Tomáš, and Radek Tahal. "Socio-demographic and lifestyle determinants of loyalty program participation in the Czech Republic." Management & Marketing 12, no. 4 (December 20, 2017): 524–39. http://dx.doi.org/10.1515/mmcks-2017-0031.

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Abstract Loyalty programs are among the most frequently employed marketing tools used to minimize customer attrition rates. In this article, different aspects of consumer participation in loyalty programs for major product categories are analyzed with focus on generational differences. We use the time-proven segmentation of Baby boomers and generations X, Y and Z. Our analyses and findings are based on primary data (2016): the survey is formed by a representative sample of 585 respondents. A wide portfolio of statistical learning methods and tests is used for data analysis. The first segment of our analysis brings forward groups of product categories where consumers tend to use loyalty programs concurrently. This identifies opportunities and boundaries for establishing and managing co-branded loyalty programs. The second part of our quantitative analysis is based on generational, other socio-demographic and lifestyle factors influencing individual participation in loyalty programs. Here, the main focus is on four product categories where loyalty programs are used most often. Generational differences are well pronounced in fashion-related categories. On the other hand, loyalty program usage rates in product categories related to basic household operations show little generational differences.
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Шурыгина, Инна. "Loyalty systems (programs) for the clients." Управленческий учет и финансы 1 (2020): 54–60. http://dx.doi.org/10.36627/2587-8360-2020-1-1-54-60.

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46

Shugan, Steven M. "Brand Loyalty Programs: Are They Shams?" Marketing Science 24, no. 2 (May 2005): 185–93. http://dx.doi.org/10.1287/mksc.1050.0124.

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Basso, Leonardo J., Matthew T. Clements, and Thomas W. Ross. "Moral Hazard and Customer Loyalty Programs." American Economic Journal: Microeconomics 1, no. 1 (January 1, 2009): 101–23. http://dx.doi.org/10.1257/mic.1.1.101.

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Frequent-flier plans (FFPs) may be the most famous of customer loyalty programs, and there are similar schemes in other industries. We present a theory that models FFPs as efforts to exploit the agency relationship between employers (who pay for tickets) and employees (who book travel). FFPs “bribe” employees to book flights at higher prices. While a single airline offering an FFP has an advantage, competing FFPs can result in lower profits for airlines even while ticket prices rise. Thus, in contrast to switching-cost treatments of FFPs, we may observe prices and profits moving in opposite directions. (JEL D82, L93, M31)
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Stourm, Valeria, Eric T. Bradlow, and Peter S. Fader. "Stockpiling Points in Linear Loyalty Programs." Journal of Marketing Research 52, no. 2 (April 2015): 253–67. http://dx.doi.org/10.1509/jmr.12.0354.

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Goel, Arpit, Vijay Kamble, Siddhartha Banerjee, and Ashish Goel. "Network Formation of Coalition Loyalty Programs." ACM SIGMETRICS Performance Evaluation Review 44, no. 3 (January 12, 2017): 15–20. http://dx.doi.org/10.1145/3040230.3040234.

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Pizam, Abraham. "Hotel Loyalty Programs: The Halo Effect." International Journal of Hospitality Management 48 (July 2015): 167–68. http://dx.doi.org/10.1016/j.ijhm.2015.05.010.

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