Customer loyalty and customer loyalty programs
[ABSTRACT READ IN FULL at the Crossref item record; full text not read] Uncles, M. D., Dowling, G. R., & Hammond, K. (2003). 'Customer loyalty and customer loyalty programs.' Journal of Consumer Marketing, 20(4), 294-316. doi:10.1108/07363760310483676. the paradox they set up is this article's in miniature, and it is new to the vault. '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.' They review three perspectives on loyalty, relate them to a framework of customer brand commitment, customer brand acceptance and customer brand buying, use it to analyse the demand-side potential of loyalty programmes, and discuss 'where these programs might work and where they are unlikely to succeed on any large scale'. Passive acceptance rather than strongly held attitudes is the phrase the article wants, because a brand community is the purest possible bet on strongly held attitudes.
[ABSTRACT READ IN FULL at the Crossref item record; full text not read] Uncles, M. D., Dowling, G. R., & Hammond, K. (2003). 'Customer loyalty and customer loyalty programs.' Journal of Consumer Marketing, 20(4), 294-316. doi:10.1108/07363760310483676. the paradox they set up is this article's in miniature, and it is new to the vault. '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.' They review three perspectives on loyalty, relate them to a framework of customer brand commitment, customer brand acceptance and customer brand buying, use it to analyse the demand-side potential of loyalty programmes, and discuss 'where these programs might work and where they are unlikely to succeed on any large scale'. Passive acceptance rather than strongly held attitudes is the phrase the article wants, because a brand community is the purest possible bet on strongly held attitudes.
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Uncles, M. D., Dowling, G. R., & Hammond, K. (2003). Customer loyalty and customer loyalty programs. Journal of Consumer Marketing, 20(4), 294-316. doi:10.1108/07363760310483676