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Previous research argues that customer switching costs play an important role in the firm’s ability to retain customers and achieve competitive advantage. Research also indicates that in the increasingly networked environment, switching costs are changing in important ways. Despite switching costs’ recognized role in contributing to competitive advantage and its increasingly strategic characteristics in the expanding networked environment, we find a lack of coherence and completeness in the conceptual tools and models developed to understand its role and help effectively to manage the phenomenon. In this paper we attempt to address these needs by expanding and refining the conceptualization of customer switching costs and developing a more useful and comprehensive framework for managers.

This case illustrates how two entrepreneurs bootstrapped their start-up, overcame the challenges that accompany growth, and built a successful business while remaining socially responsible.

Tiffany & Company was the leading U.S. luxury jewelry brand, generating more than $2.6 billion in revenue through 167 retail outlets globally and from catalogue and Internet sales. For nearly 170 years, Tiffany had managed its brand. In February 2007, a hedge fund, Trian Fund Management LP, announced that it had bought a 5.5% stake in Tiffany, and became its largest shareholder. Trian believed that Tiffany was undervalued and stated that it wanted to help the company “improve its earnings per share by addressing various operational and strategic issues.” In response, Tiffany began to consider different actions to increase shareholder value.

This study aims to use the lens of the stereotype threat theory to explore older consumers’ age identity and experiences with service providers.

This study used semi-structured interviews with Australian consumers aged between 55 and 69. Data were examined using thematic analysis.

Older consumers justify a younger cognitive age by distancing themselves from the negative stereotypes associated with ageing and by associating themselves with attitudes and behaviours consistent with a younger age identity. Older consumers are confronted with age-based stereotype threats in a services context through four practices. Exposure to these threats results in service failure and can have a negative impact on both consumers’ ability to function effectively as consumers and their overall well-being.

A more diverse sample is required to identify the extent to which age-based stereotype threats are experienced and which services marketing practices have the most detrimental impact on older consumers.

The findings provide insight for services marketers seeking to effectively cater for older consumers and have implications for service staff training, service technology and communications.

The findings have implications for the well-being of older consumers in terms of their self-efficacy and self-esteem as well as their ability to function effectively as consumers.

This study contributes to the nascent understanding of older consumers’ experiences and their expectations of service interactions and advertising communication. The findings also extend the literature on service failure by demonstrating how age-based stereotypes threaten age identity, resulting in a negative customer experience.

This case could be used in entrepreneurship, strategy, and small-business courses. It presents classic issues regarding successful start-ups such as how to choose from a multitude of growth opportunities; how to pace growth so as not to dilute quality control and financial risk tolerance; and how to choose a strategic focus.

The dynamical characteristics of electron transfer between two channels are elucidated by using a many‐particle Monte Carlo model with self‐consistent electric fields. The study has been performed to assess switching speeds associated with various novel devices such as velocity modulation transistors and dual channel high electron mobility transistors. Typical time constants for a one micrometer device (0.4 µm gate length) are 3.5 psec for the longitudinal (source‐to‐drain) and 0.2 psec for the transport perpendicular to the interfaces between the two channels.

Offline retail stores have been working on improving their in-store customer experience; they have begun to realise the physical advantage they have over online channels. Especially sports products have a number of unique features, such as high emotional involvement or a sense of community; additionally, sports customers put emphasis on multisensory brand experience at the point of sale. This study examines the in-store customer experience (ISCX) in offline sports retail stores, taking into account the commercial uniqueness of sport.

A qualitative study (focus groups; n = 16) and quantitative survey (cross-sectional survey design; n = 238) were conducted to measure ISCX in sports retail stores.

The results suggest that the customers' in-store experience has a significant influence on customers' satisfaction with the sports retailer and their likeliness to recommend the store to friends, which, in turn, is significantly affected by customers' satisfaction with the retailer. Moreover, social responses to actors involved in the service encounter, for example, the interaction with employees, play a significant role for the customer in-store experience. Accordingly, sports customers strive not only for functional benefits inherent in the interaction with customers and employees but also for social benefits.

This study extends the knowledge by (1) replicating the ISCX scale, (2) analysing ISCX in a sports retail environment and (3) examining the influence of ISCX on the Net Promoter Score. Moreover, the findings support managers' know-how about in-store setting and help to maintain the customer relationship.