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The purpose of this paper is to extend research on customer loyalty status and customer demotion by investigating if the effect of demotion on customer attitudinal and behavioral responses is the same for top-tier and low-tier customers in the context of airlines.

A survey was conducted with travelers intercepted at large airport terminals in Australia. Multivariate analyses examined group differences across status change (no change vs demoted) and status level (high status vs low status). Multi-group moderation structural equation modeling (SEM) analysis tested the moderating role of status (high status vs low status) on the effects of demotion on the relationship between customers’ attitudes and loyalty intention, and between loyalty intention and share of wallet.

This study shows that the detrimental effects of demotion on the relationship between customer satisfaction/commitment/perceived betrayal on loyalty intentions, and on the relationship between loyalty intentions and share of wallet are stronger for “high status” than “low status” customers.

A cross-sectional design was employed to investigate customer demotion in the airline industry. Future studies could investigate different types of demotions in other industries by employing a longitudinal design.

The study provides new insight about the effects of status demotion and highlights that service firms could be jeopardizing the loyalty of numerous valuable customers, especially among the “high status” customer group.

This study reveals loyalty status moderates the effect of demotion on customer attitudinal responses and loyalty behaviors. It draws on social identity, social comparison, emotion and equity theories to explain the different effects of demotion on customers from different status level groups.

The purpose of this paper is threefold: first, to examine the effects of different touch points on customer experience, second, effects of customer experience on loyalty intentions, and actual spend, and third, the moderating role of motivation orientation on these effects.

By recognizing the importance of capturing customer experience assessments at the “time of the experience”, a smartphone technology mobile app was developed for the purpose of this study. Real time customer experience data were collected at individual touch points.

The results show that the real-time touch point evaluations significantly effect overall customer experience and that these effects significantly differ for utilitarian and hedonic motivation orientations. The effects of technology, atmospherics, employee–customer interaction and service/product interaction touch points on overall customer experience are significantly stronger for hedonic orientation than for utilitarian orientation. In contrast, the effect of process touch point on overall customer experience is significantly stronger for utilitarian than hedonic orientation. Also, favorable overall customer experience evaluations exert significant positive influence on loyalty intentions, and actual spend, and these influences are significantly stronger for consumers with hedonic than utilitarian motivation orientations.

The findings of this study will enable companies to manage customer experience programs effectively by providing an understanding of the distinct touch points that occur along the customer journey and the relative importance of each of these touch points in enhancing customer experience.

This is the first empirical study that offers important insights on the effects of different touch points on customer experience, and on the moderating role of consumer motivation orientations on the touch points – customer experience – loyalty link by using real-time data.

The purpose of this paper is to contribute to marketing communications literature by exploring consumer responses to covert advertising (CA) in a social media context.

The persuasion knowledge model was used to explore the impact of CA on brand evaluations. A factorial design experiment was conducted in a social media context (YouTube).

The results of the study show that triggering knowledge about CA changes the way consumers respond to unfamiliar brands that use such tactics. This implies that for unfamiliar brands, with future development of persuasion knowledge, CA in social media will not only be ineffective but also detrimental with damaging effects on the brand.

An important contribution of this study lies in the application of the persuasion knowledge model to social media context.

The results indicate that firms should desist from covert product and brand communications in social media contexts, and instead employ disclosed brand communications.

Given that the effects of CA have not been investigated in an online context, this study makes a unique contribution to brand communications research by providing valuable insights and better understanding of the effects of CA in social media, specifically YouTube.

Employees in community pharmacies play a far significant and distinct role compared to the employees in traditional retail stores. The purpose of this paper is to examine the effects of employee performance (EP) on customer loyalty of pharmacy services.

Data were collected through a self-administered survey filled in by the customers of 25 community pharmacies. A total of 679 completely filled-in questionnaires were analysed. The proposed model was tested through structural equation modelling using AMOS 22.

EP positively affects pharmacy customers’ perceived value (PV), trust and loyalty. PV and trust fully mediates the relationships between EP and customers’ attitudinal and behavioural loyalty. Unlike short-term customers, the long-term relational customers’ PV was found to have significant impact on their trust and behavioural loyalty.

This study is based on the Australian community pharmacy industries; hence, caution must be exercised in the generalization of the results to other countries. The study has considered only PV and trust in examining the link between the EP and customer loyalty. Other variables such as commitment could possibly influence the link, which has not been considered in this study.

The study contributes to the existing literature by focusing on how EP affects both attitudinal and behavioural loyalty of pharmacy customers. It shows empirical evidence that EP influences customers’ PV and trust en-route to influencing their loyalty. The study measures EP based on both empathy and service provider performance covering a broader spectrum of the construct.

The purpose of this paper is to extend prior research on referral reward programs (RRPs) by examining if and how the mode of customer acquisition (RRP-acquired customers vs non-RRP-acquired new customers) moderates the relationships between customer satisfaction and attitudinal loyalty, perceived switching costs and attitudinal loyalty, and attitudinal loyalty and behavioral loyalty (i.e. recommendations, cross-buying, and total spend).

Set in a banking context, this study is the first in an RRP context to link survey data with actual purchase data from a bank’s CRM records. Specifically, the survey captured customers’ satisfaction, perceived switching costs and attitudinal loyalty, whereas the CRM data provided actual loyalty behaviors (cross-buying and total spend).

The findings show that the effect of satisfaction on attitudinal loyalty, and the effects of attitudinal loyalty on recommendations, cross-buying, and total spend were stronger for RRP-acquired customers than for non-RRP-acquired new customers. Furthermore, perceived switching costs had a lower effect on attitudinal loyalty for RRP-acquired customers than for non-RRP-acquired new customers.

The findings offer managers a better understanding of how RRP-acquired customers differ from non-RRP-acquired new customers with regard to their satisfaction, perceived switching costs, and attitudinal and behavioral loyalty, thus enabling effective management of RRPs.

This is the first empirical study that explores the differences between RRP-acquired customers and non-RRP-acquired new customers with regard to the effects of satisfaction and perceived switching costs on attitudinal loyalty, and the effect of attitudinal loyalty on behavioral loyalty.

This paper aims to investigate the effects of customer equity drivers on customer loyalty via customer trust in a B2B context.

A self‐administered online survey was conducted to collect data from the organizational customers of an on‐hold service company in Australia. Structural equation modelling was used to analyse the data.

The study reveals that in a B2B context, value equity and relationship equity have significant influence on customer loyalty through the mediating effect of customer trust. On the other hand, brand equity is found to have no effect on customer trust and loyalty.

In order to obtain business customers' loyalty, managers should focus more on value and relationship equity than brand equity.

While most of the previous studies on “customer equity” focused on the B2C context, this study focuses on a B2B context. It demonstrates the impact of customer equity drivers on business customers' loyalty.

Anomia describes the individual’s lack of integration in social life. The construct has been linked to various types of activities and concepts but no research appears to have been undertaken linking it to deviant behaviour inmarketing. In this preliminary study the literature on anomia and deviant behaviour, specifically attitude toward fraudulent behaviour among retail employees and academic misconduct among students, are examined. Hypotheses are formulated, measurement instruments are identified and two surveys are carried out, one among employees of a large retail chain and another among business undergraduate students. The psychometric properties of the instruments are confirmed and relationships are investigated using regression equations. The implications for theory are considered, limitations are noted and directions for future research are indicated.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000614. When citing the article, please cite: B. Ramaseshan, (1990), “Research Note: Marketing Budgeting Practices of Retailers”, European Journal of Marketing, Vol. 24 Iss: 8, pp. 40 - 45.

This study aims to investigate the role of three customer equity drivers on customer repurchase intent in business-to-business (B2B) markets. It also explores the interconnected nature of equity drivers, specifically, the effects of brand equity and value equity on relationship equity. Further, it investigates how perceived switching costs moderates the interrelationships between customer equity drivers. The authors explore the interrelationships between the customer equity drivers in a B2B context involving commodity products in a developing market.

Data collection was done from a pool of 184 institutional customers of a lubricant brand in a developing market. The sample had representations of buyer organizations across sectors, namely, automobile, cement, metal, fertilizer, railway, defence and mining, etc. The final data were subjected to partial least squares-based structural equation modeling to test the hypothesized model.

The study found a direct effect of brand equity, and value equity on relationship equity and an indirect effect on repurchase intent, namely, relationship equity. Perceived switching cost was found to moderate the interaction between brand equity and relationship equity as well as between value equity and relationship equity. The direct effect of relationship equity on repurchase intent was also significant.

The study implies that B2B firms should ground their marketing program on these customer equity drivers, especially when dealing with commodity products. The absence of any of these drivers would be detrimental in customer retention. The study also establishes the relevance of switching cost(s) and its impact on the underlying dynamics between the different equity drivers in the context of commodity products. The customer equity drivers along with switching costs, if managed well, may become switching barriers for customers and eventually would ensure recurring revenue through repeat purchases.

To the best of the authors’ knowledge, this is one of the first studies that focuses on the disaggregated effect of customer equity on customer outcomes in the B2B context. Furthermore, this study investigates how perceived switching costs moderates the interrelationships between customer equity drivers in the industrial sales context in an emerging market.

The purpose of this study is to describe online factors that predict abandonment of social media accounts.

This study conducts an analysis of 3,380 Twitter corporate brand accounts belonging to Interbrand's top 100 global brands to determine if brand posting behavior and network position predicts the length of time accounts survive.

Results found that both posting volume and consistency as well as network position were significant predictors of account survival time yet surprisingly, the number of account followers was not. Brand social media accounts were often not formally closed or protected but allowed to fall inactive.

Despite the existence of a healthy body of research on why individuals quit social media, there is little research on how brands' abandon their social media accounts or the factors that predict abandonment. This study identifies indicators for at-risk accounts and provides guidance regarding best practices when abandoning accounts.