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The global increase in coffee consumption has increased competition among cafes, generating the need to find ways of increasing customers’ revisit. Considering this backdrop, the purpose of this paper is to investigate the impact of authenticity, interpersonal justice and prior experience on customer’s revisit intention, taking involvement as a mediator.

The data for this study were collected from 489 customers between April and July 2018 from an emerging coffee market. The customers were approached on a convenience basis and a questionnaire-based survey method was used to collect responses.

The data were analyzed using a two-stage structural equation modeling technique. The study noted authenticity, interpersonal justice and prior experience to not only have a direct impact on revisit intention but also having an indirect impact through involvement.

This study is cross-sectional in nature, which is the foremost limitation of the study. Findings of the study reveal some unexplored dimensions of managing customers’ revisit intention, thus leaving a valuable message for the management of coffee cafes.

This study highlights the importance of authenticity, interpersonal justice, prior experience and involvement with respect to the revisit intention of the customers, as literature is scant on these variables.

In the realm of increased competition among coffee café, the need for customer citizenship behavior (CCB) has increased. But the question of how a café can win CCB through firm-level and individual dispositional factors have not been gained due attention. Against this backdrop, this study aims to investigate a moderated-mediation model to predict CCB through CSR, affective commitment and service quality.

The data were collected from 797 coffee café visitors between April–June 2019. The respondents were approached through a convenience sampling technique.

Using both Structural Equation Modeling and Hayes Macros, data analysis proved that CSR significantly predicts affective commitment and CCB. Moreover, it is also witnessed that the presence of high service quality strengthens the mediation mechanism; thus, a moderated-mediation model is supported.

The study is cross-sectional, although the design did not cause a common method variance. The model tested in the study offers a novel mechanism explaining the linking between CSR and CCB through affective commitment and service quality. The findings are useful for the management of café as the large sample size may offer generalizable results.

The study offers a novel way of predicting CCB, the desired customer behavior in the present competitive environment in the coffee market. The usefulness of the findings for management is yet another contribution offered by this study.

The issue of export instability exerts an enduring fascination for economists with an interest in the area of economic development. Over several decades a voluminous literature has emerged embracing debates on the domestic consequences and on the causes of export instability. The purpose here is to examine these debates and an attempt is made to set out different theoretical stances, to classify and examine empirical findings, and to indicate the directions in which the debates have moved. Such a statement of a review article's purpose is, of course, incomplete without more specific delineation of the boundaries within which the general objectives are pursued. Here that delineation has three facets.

The issue of customer mistreatment in food and retail sectors has come under the spotlight during the COVID-19 crisis. The purpose of this paper is to examine the problem in the COVID-19 pandemic context and study its implications for employee counterproductive behavior in the workplace. Specifically, this study aims to investigate the relationship between customer mistreatment and employee counterproductive behavior by considering the mediating role of cognitive rumination and moderating role of servant leadership at coffee cafés that operated during the COVID-19 smart lockdown period.

Structured questionnaires were distributed to 479 frontline staff working at cafés and coffee shops located in two large cities of Pakistan. The questionnaire data were analyzed by using bootstrapped regression procedures to determine how the investigated variables influenced counterproductive work behavior during the pandemic.

The findings revealed a positive influence of customer mistreatment on counterproductive work behavior both directly as well as indirectly in the presence of employee rumination as a mediator. Furthermore, the presence of servant leadership at cafés and coffee shops was found to moderate the impact of customer mistreatment during the pandemic.

The study offers a novel insight into the relationships between mistreatment by customers, counterproductive work behavior, employee rumination and servant leadership in the COVID-19 pandemic context, hitherto unexplored.

This inquiry examines the challenge for marketers to foster both anti‐slavery and fair trade. Analyzes communicative work to enhance both. Describes underlying issues and public misunderstanding; draws on specific themes by illustrating the Anti‐Slavery International campaigns to end child labour via the Rugmark label, and the work of a fair trade coffee company, Cafédirect Ltd; and furnishes a link between societal marketing and the emergent theory of sustainable communication to effect anti‐slavery and global fair trade. Concludes with a discussion, implications for societal marketing and suggestions for further research.

An estimated 52% of Pakistan’s population is under the age of 25, and like their counterparts elsewhere around the globe, Generation Z in Pakistan was born into a world overrun with technology, Internet, and social media. This generation of consumers possess information processing ability that is much faster than any other generation. Generation Z consumers in Pakistan are active users of social media platforms connecting with local and international users, brands and exchanging information, photos, videos, ideas, and opinions with people inside and outside Pakistan. To develop insights into the consumption patterns, preferences, attitudes, and preferences of this segment of consumers, this chapter provides an overview of cultural and social values underpinning consumption choices and social media preferences. The chapter identifies and discusses the dynamic nature of Generation Z in Pakistan by identifying some of its defining features: the generation consists of confident, able, and multilingual consumers who are largely collectivists in orientation but shows strong individualistic tendencies. Such consumers have a global outlook and actively seek engagement with brands via digital platforms and influencer marketers expecting authenticity, respect, and equality. The chapter discusses work-related implications such as the need for providing transformational leadership and training programs to harness the intellectual skills of Generation Z in Pakistan. The chapter concludes by identifying and discussing issues relevant to handling Generation consumers in Pakistan including effective marketing strategies.

Marketing of Services, Brand Management.

Graduate (MBA), Services Marketing Course.

The case highlights growth challenges faced by a fast food brand named Peri-Peri Original in a developing country context of Pakistan. The major presence of the brand is in two major cities of Pakistan – Karachi and Lahore where mostly youth and families are the target markets of this brand. However, there is no unique element in the minds of the target market because the brand faces a differentiation challenge in the realm of strong global competition from McDonald’s and Kentucky Fried Chicken (KFC). The management team at Peri-Peri has several environmental challenges to face as well. Internally, the brand is confused with its close competitor Nando’s as people perceive these two brands as the same. Second, there is growing concern among social activist groups and families in Pakistan that fast food consumption is causing diabetes, cardiovascular diseases and obesity among children. On the contrary, the global fast food chains especially McDonald’s and KFC are on top of the mind in the consideration set. With these challenges and concerns in mind, the brand team has two options on the table. One is to geographically extend the brand to other cities whereas the other option is to use the same outlets and dedicate a portion to the kids’ market segment to increase product variety and ultimately the store traffic. It is noticeable that the brand has a reputation of excellence in service quality; the employees are motivated and Peri-Peri have retained their staff over a period of time. Furthermore, the brand is a small scale restaurant with only limited budget and focused product mix which is its core spirit of branding – the chicken grilled in Mozambican sauces and a service attitude which no one can demonstrate; in a way, Peri-Peri is approaching to grow its brand equity.

To understand the brand positioning of developing countries’ organizations facing a growth challenge in a service environment. To understand the concept and application of Services Tangibility spectrum. To understand the decision-making process managers have to face when dealing with brand extension decisions.

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CSS 8: Marketing.