The relationship between customer loyalty and satisfaction, profitability and customer retention is described within the framework of relationship marketing. The importance of loyal customers and their impact on business profitability is undisputed, but it is more difficult to build customer retention than it may appear. Various strategies including loyalty schemes and discount cards are sometimes used in an effort to retain customers, but their success is questionable. A New Zealand hotel case study is presented which describes customer reactions to a discount card promotion. It was found that customers who purchased the card exhibited the characteristics of Morgan's``mercenaries''. Although they had high satisfaction, their commitment to the company was low. However, in order to succeed, loyalty programmes need to develop``loyalists'', customers who have high satisfaction, high loyalty and who will stay and be supportive of the company.

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This paper takes a fresh look at M aori women and leadership through individual and collective storytelling. Stories or p ur akau about M aori women leaders involved in environmental sustainability, employment rights, and sport are used to reveal the often silenced realities of M aori women's leadership and challenge dominant leadership discourse. Findings suggest mana wahine/the power and authority of women is a critical element of M aori women's leadership as well as values and concepts that feature in traditional p ur akau and cultural roles for women. The holistic nature of M aori leadership was captured by considering three interrelated and fluid spheres -leadership as influence, leadership in context and the performance of leadership. These stories are a preface and we invite others to join the dynamic process of storytelling so that the plurality of Indigenous women's leadership perspectives, experiences and performances are recognised and celebrated.Karanga mai r a, te piringa ki te h apai ake i te mana wahine e! Heed our call to join together and acknowledge the power and authority of M aori women! KarangaWe begin this paper with a karanga, a customary ''call of welcome'' or summons. A karanga is delivered by a woman of status and is the first voice heard in a p owhiri, a M aori 1 cultural Leadership 0(0) 1-22! The Author(s) 2015 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav

Since its bi-cultural foundation with Te Tiriti o Waitangi (the Treaty of Waitangi, signed in 1840 by Māori, the indigenous Polynesian people of Aotearoa New Zealand (NZ), chiefs and representatives of the British Crown), cultural identities have expanded through immigration. While Aotearoa NZ's government seeks to encourage workplace diversity in public service agencies, developments are being disrupted by Covid-19. Using a typology of equality approaches, this study appraises the "ambition" of equity progress in Aotearoa NZ public service agencies based on content analysis of interviews with sector experts, agency staff and managers. In terms of equity discourses, workplace inequities emerge as more pronounced for Māori and Pasifika (the indigenous peoples of the Pacific), indicating that more "ambitious" equality initiatives, including those which aim for intersectional inclusion, are needed. The study thereby contributes a more nuanced understanding of equity approaches that could meaningfully inform workplace initiatives designed to recognize, value and empower gender diversity. Its relevance for Aotearoa NZ, which has one of the most diverse working-age populations in the world, is likely to resonate in other countries where workforce diversity is yet to translate into equitable engagement in and experiences of work organizations by all.