Customer loyalty and customer loyalty programs

Abstract

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.

The benefits of airline global alliances: an empirical assessment of the perceptions of business travelers

“…Like FFPs, consumers expect the benefits, but offering them is not a sufficient reason for business travelers to fly with one airline rather than another. The history of loyalty schemes could be repeating itself (Dowling and Uncles 1997, Fournier et al 1998, Uncles et al 2003.…”

Perceived value, customer attitude and loyalty in retailing

“…In the second meaning, loyalty is considered in terms of revealed behaviour through repeated purchases ( Uncles et al ., 2003 ). In this sense, Dick and Basu (1994) defi ne loyalty as the conjunction of a positive attitude and repeat patronage.…”

Responsabilidade ambiental e lealdade de clientes em banco de varejo

“…Na abordagem comportamental, a lealdade é expressa por meio dos comportamentos passados de compras do consumidor. O objeto de estudo são os padrões de compras reiteradas de um consumidor de determinado produto ou a proporção em que esse padrão ocorre, ao longo do tempo, diante de um conjunto de alternativas disponíveis (Uncles, Dowling, & Hammond, 2003). Essa lente tem recebido ponderações, por não levar em conta as motivações internas e o comprometimento do consumidor com a marca (Baumann et al, 2011).…”

“…Possivelmente isso se deve à concorrência de variáveis contingenciais na explicação da lealdade comportamental (Uncles et al, 2003), tais como o recebimento dos proventos no banco (conta-salário), a renda disponível para aquisição dos produtos do prestador e as próprias necessidades bancárias do cliente. Além disso, as barreiras de saída e a percepção dos custos de mudança de provedor são consideradas altas nesse setor, interferindo nos níveis de lealdade (Matos et al, 2009).…”