Do customers exhibit recurring behaviors beyond repeat purchases? If so, what are those behaviors, how are they formed, and why should marketers care? The authors apply the theory of habit to customer behavior in the context of a large customer data set of a national retailer. They find that (1) beyond repeat purchases, customers' recurring behavior with respect to returning products, purchasing on promotion, and purchasing low-margin items can be quantified along a continuum of habit strength; (2) marketing has a temporal impact on the formation of different customers' habits; and (3) customers' purchase and promotion habits positively affect firm performance (by $58 million), whereas return and low-margin purchase habits negatively affect firm performance (by $62 million). The findings underscore the need for managers to consider customer habits beyond repeat purchases, take stock of customers' habit measures before implementing policy changes, and leverage the habit measures (as compared with using only traditional behavioral measures) to strategically allocate resources at the customer level to maximize customer and firm profits.

Consumers’ postpurchase evaluations have received much attention due to the strong link between ratings and sales. However, less is known about how herding effects from reference groups (i.e., crowd and friends) unfold in online ratings. This research examines the role of divergent opinions, rater experience, and firm product portfolio in attenuating/amplifying herding influences in online rating environments. Applying robust econometric techniques on data from a community of board gamers, we find that herding effects are significant and recommend a more nuanced view of herding. Highlighting the role of rater experience, the positive influence of the crowd is weakened and friend influences are amplified as the rater gains experience. Furthermore, divergent opinions between reference groups create herding and differentiation depending on the reference group and the rater’s experience level. Finally, firms can influence online opinion through their product portfolio in profound ways. A broad and deep product portfolio not only leads to favorable quality inferences but also attenuates social influence. Implications for online reputation management, rating system design, and firm product strategy are discussed.

Business-to-business firms spend significant resources in direct marketing to manage close relationships with their customers. Nevertheless, there is limited understanding of how the effectiveness of direct marketing communications varies by value propositions. Typically, direct marketing efforts are geared toward explicitly featuring economic or relational values. To implement an effective communication strategy catering to customers' preferences, firms should understand how customers consistently evaluate these organizational marketing communications, which ultimately affect their buying behaviors. Therefore, the authors analyze marketing messages and employ content analysis to capture the two distinct types of direct marketing communications. Using data from a Fortune 500 business-to-business service firm and a robust econometric model, they find that the (1) effects of economic and relational marketing communication on customer purchase behaviors interplay and vary over time, (2) latent stock of direct marketing communication affects customer purchase behaviors, and (3) evolution of customers' perceived importance can be recovered using transaction data. Overall, the authors provide a marketing resource reallocation strategy that enables marketers to customize marketing communications and improve a firm's financial performance.

Past studies have overlooked the joint effects of economic and customer experience factors on service purchase behaviors. Furthermore, service firms tend to make substantial investments in enhancing customer experience, mitigating the negative effects of service failures through recovery efforts and increasing overall customer satisfaction. Yet, largely due to a paucity of data, we know little about how the state of the economy influences the way in which customers use past service experiences to make future purchase decisions. We hypothesize that the state of the economy moderates the effects of customer experience factors on customers’ service purchase behaviors. In addition, we examine how personal income influences the degree to which the aggregate economy influences service purchase decisions. We test the proposed model using panel survey and transaction data from an international airline carrier. Our findings demonstrate that, contrary to wisdom in the popular press, customer experience matters more when the economy is doing better, not worse. Furthermore, lower income consumers are more sensitive to changes in the economy than higher income consumers. We validate the hypothesized model using a controlled experiment and establish that aggregate measures of the economy can be used to predict individual perceptions and purchase intentions.

Marketing affects customer behavior, and customer behavior in turn drives a firm's cash flows and, ultimately, valuation. In this sequence of relationships, a commonly overlooked factor by marketers is the volatility of customers' cash flows. This study links different recurring customer behaviors to the future level and volatility of a customer's cash flows. Empirical analyses of the large customer database of a Fortune 500 retailer reveal that a 1% desired change in the different types of recurring customer behaviors corresponds to a future quarterly 4.61% decrease in the cash flow volatility and $39.42 million increase in the future cash flow level of the firm. Furthermore, firm-initiated marketing is 1.9–3.2 times more effective at managing the future cash flow level and volatility when it is selectively targeted to customers with certain characteristics. Overall, the study enables marketers to manage different customer behaviors that influence customers' future cash flow level and volatility and ultimately quantify the impact of these behaviors on the shareholder value of the firm.