Integrative View of Emotion and the Dedication-Constraint Model in the Case of Coffee Chain Retailers

Abstract

: Following the phenomenal growth of and competition among coffee chain retailers, the coffee chain market has expanded substantially thanks to rising income levels, the increasing young population, and rapidly changing lifestyles. Attracting consumers’ attention and enhancing their loyalty behaviors have become very difficult for coffee chain retailers. This study seeks to understand the mechanisms through which emotions and the dedication-constraint model lead to brand loyalty and willingness to pay more to certain coffee chain retailers. Emotions and the dedication-constraint model are major factors in the research, but few studies have combined them to examine the formation of loyalty behaviors. This study synthesizes emotional responses and the dedication-constraint model to develop a theoretical model. Based on the ambivalent view of emotions, it also examines how positive and negative emotions affect the combination of brand loyalty and willingness to pay more to certain coffee chain retailers. Moreover, it identifies the antecedents of affective and calculative commitments in the context of coffee chain retailers. Our findings indicate that loyalty behaviors (dedication- and constraint-based mechanisms from brand loyalty and willingness to pay more to certain coffee chain retailers), emotional responses, and affective and calculative commitments significantly affect brand loyalty directly and indirectly through both positive and negative emotions. Furthermore, service quality, physical environment quality, and price fairness significantly affect affective commitments, while price fairness significantly affects both affective and calculative commitments. Finally, affective and calculative commitments significantly affect willingness to pay more, both directly and indirectly, through positive emotions and affect it directly through negative emotions. The results’ theoretical and managerial implications and possible future research directions are discussed.

Managing positional innovation in small food enterprises. The bakery industry

“…In line with Kim and Mauborgne (1999a), Guest et al (1997) and Doyle (1997), "a positional innovation does not significantly affect the composition or functionality of the product, but rather the meaning of the product in the eyes of the potential customer and/or the market segments selected as target" (Francis and Bessant, 2005, p. 175). Moreover, the core feature of a product position innovation strategy "is the management of identities, through advertising, marketing, media, packaging and the manipulation of various signals" (Francis and Bessant, 2005, p. 175).…”

“…Among them, it emerges as particularly relevant the position (or positional) innovation. It is a strategic approach to product innovation (Francis and Bessant, 2005;Kim and Mauborgne, 1999a;Guest et al, 1997;Doyle, 1997). Positional innovation of products is the change of some product's elements that results into a new product suitable for the use in a new context and/or for a new market position.…”