• Journal of the Korean Society of Clothing and Textiles
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• v.33 no.2
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• pp.331-342
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• 2009

The purposes of this study were to provide the apparel companies with a effective marketing strategy by identifying the present condition of loyalty programs and designing the type of reward and the timing of reward, and to investigate the effects of loyalty programs on customers' satisfaction and loyalty. The experimental study was conducted to examine the relationship between loyalty programs and performances. The experiment, which adopted a scenario methodology, was a 2(type of rewards)${\times}$2(timing of rewards) between subjects factorial design. The sample was based on 362 college students. The data analysis was completed on the basis of SPSS 12.0 package, using descriptive analysis, frequency, factor analysis, Cronbach's a, ANOVA, and regression analysis. The following results were found in this research. First the respondent's recognition of reward(benefit, reserve fund, experience) was not relatively high. Second, the interaction effect of type of rewards and timing of rewards on the loyalty programs' satisfaction(p<.01) and customer loyalty(p<.001) was significant, but that on customer satisfaction was not significant. Finally, loyalty programs' satisfaction positively affected customer satisfaction and loyalty. The implications of the research and directions for future researchers were discussed.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.7
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• pp.273-280
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• 2022

The study aimed to determine the impact of societal participation on the customer loyalty of Saudi banks and identify the statistical differences in customer loyalty according to sex, age, education level, and occupation type. The independent variable is corporate societal participation, and the dependent represents customer loyalty. Corporate societal programs have two dimensions: social participation and philanthropic participation. The research population consists of Saudi workers in three sectors: government, military, and private reached 3.58 million people in 2021. The unit of analysis is the Saudi employee in one formal industry and dealing with the Saudi banks that offered corporate societal participation programs. The research used the appropriate stratified sampling method, and the recommended sample size reached 387 respondents. A fully structured questionnaire is used. The study concluded that corporate social programs have not impacted customer loyalty, while corporate philanthropy programs strongly affected customer loyalty. On the other hand, there are no differences in customer loyalty according to demographics (sex, age, education, and occupation type). Finally, the study presents a set of recommendations in the field of corporate social responsibility and develops the local communities.

• Journal of Information Management
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• v.40 no.1
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• pp.183-197
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• 2009

With development of the internet, internet shopping is taking its place as one of digitalization industries transcending time and space beyond the scope of commercial activities as the means of goods sales and purchase. We studied about the relations of customer value, environment of internet shopping mall, customer satisfaction and loyalty. Customer value is customers' subjective evaluation, which is formed after their purchasing and consuming. Customer satisfaction can be characterized as post-purchase evaluation of product quality given pre-purchase expectations. Customer loyalty is a potentiality or ensure of durative relationship between customer and enterprises. Customer satisfaction functions as an antecedent of customer loyalty, while customer value does customer satisfaction. It prevents customer churn and consolidates retention, thereby constituting an important cause of customer loyalty. This study shows that customer value, environment of internet shopping mall and customer satisfaction are each found to have a direct effect on customer loyalty. The results provide empirical support for relation between customer satisfaction and loyalty. To increase customer satisfaction and customer loyalty in internet shopping mall is the primary purpose of this study. We believe that only high quality based customer programs accompanied by well designed loyalty programs can be effective in increasing customer retention.

• Fashion & Textile Research Journal
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• v.13 no.2
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• pp.242-252
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• 2011

The purpose of the study was to investigate customer loyalty programs of diverse types of retailers. As offline retailers, department store and discount store retailers were examined, and as nonstore retailers, online store and TV home shopping retailers were investigated. Types of customer loyalty programs were analyzed based on Dowling and Uncles'(1997) loyalty program framework which included two schemes, types of reward(direct versus indirect rewards) and timing of reward(immediate versus delayed rewards). The study found that different types of retailers utilized different types of loyalty programs: Department store used all the type of rewards, discount store focused on direct/immediate rewards, online store retailers used direct/delayed rewards and/or direct/immediate rewards, and TV home shopping retailers focused on direct/delayed rewards. The study provided diverse managerial and academic implications.

• The Research Journal of the Costume Culture
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• v.20 no.3
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• pp.378-391
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• 2012

Loyalty programs are used by many fashion firms as marketing tools for reducing customer switching and increasing customer loyalty in keen market competition conditions. The purpose of this study is to explore and propose an effective implementation of a loyalty program for a targeted fashion firm's customers by grasping their perceived value of and satisfaction with the loyalty program. Questionnaires were administered to 329 college students in Gwangju. For data analysis, factor analysis, Chronbach's ${\alpha}$, correlation analysis, and a Structural Equation Model using the LISREL 8.30 program were applied. The results were as follows. First, the degree of perceived value of the loyalty program was classified according to cash value, convenience of use, aspirational value, and suitability of use. The aspirational value and cash value significantly affected the students' satisfaction with the loyalty program, but the convenience of use and suitability of use were not significant. Second, higher satisfaction with the loyalty program was related to higher overall customer satisfaction but did not affect customer trust and loyalty. Finally, higher overall satisfaction was related to customer trust but did not affect customer loyalty, and higher trust affected customer loyalty.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.3
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• pp.1315-1325
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• 2021

This study aimed to design a strategy in encouraging the loyalty level of priority customers of Sharia banks in Indonesia. The strategy was outlined in a series of alternative applicative programs priority. The use of ANP intended to simplify the existing problems so that the offered solution was easier to apply. Each item was scored on a 5-point Likert scale. The expected outcome was to give priority scales to the offered solutions. The findings of this study are service quality, brand image, bank image which could build customer loyalty in Sharia banks. Priority customer gathering could strengthen the bonds between customers and also between customers and their banks. The excellence of Sharia banks in terms of service quality, brand image, and bank image, when combined with priority customer gathering activities, would become a powerful formula in increasing priority customer loyalty to banks that lead to increased revenue from banks. Originality of this research was the formulation process of a new approach in search of ways to increase the customer loyalty, as well as giving concrete proposals for the banking world in designing customer loyalty improvement programs. This paper shows the updated strategy in Customer Loyalty, Bank image, Brand image, Banking service quality.

• Asia Marketing Journal
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• v.22 no.1
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• pp.1-26
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• 2020

Firms employing hierarchical loyalty programs (HLPs) periodically demote customers from higher to lower status level to divest from unprofitable customers and boost profitability. However, existing literature lacks objective evidence on how customer demotion affects demoted customers' future purchase behaviors and ultimately profitability for the firm. Moreover, customers in the HLP's higher position may respond to customer demotion differently from those in the HLP's lower position. Drawing upon emotions and equity theories, this study quantifies how the profits that customers contribute to the firm change after customer demotion, and compares demoted customers' behavioral reactions from top-tier with those from bottom-tier based on customers' actual behavior data from a major retail bank in South Korea. The findings show that withdrawing customer status actually deteriorates customer profitability, and customers with top-tier status decrease their profitability more dramatically than those with bottom-tier status after demotion. The results contribute to previous literature on customer demotion and relationship marketing, and provide specific guidelines into how firms should design and implement customer demotion in HLPs.

• Asia Marketing Journal
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• v.13 no.3
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• pp.25-53
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• 2011

This study probes the effect of loyalty program on the customer retention based on the real transaction data(n=2,892) acquired from education service industry. We try to figure out the outcomes of reward program through more than 1 year-long data gathered and analyzed according to quasi-experimental design(i.e., before and after design). We adopt this kinds of research scheme in regard that previous studies measured the effect of loyalty program by dividing the customers into two group(i.e., members vs. non-members) after the firms or stores had started the program. We believe that it might not avoid the self-selection bias. The research questions of this study could be explained such as: First, most research said that the loyalty programs could increase the customer loyalty and contribute to the sustainable growth of company. But there are little confirmation that this promotional tool could be justified in terms of financial perspective. Thus, we are interested in both the retention rate and financial outcomes caused by the introduction of loyalty programs. Second, reward programs target mainly current customer. Especially CRM(customer relationship management) said that it is more profitable for company to build positive relationship with current customer instead of pursuing new customer. And it claims that reward program is excellent means to achieve this goal. For this purpose, we check in this study whether there is a interaction effect between loyalty program and customer type in retaining customer. Third, it is said that dis-satisfied customers are more likely to leave the company than satisfied customers. While, Bolton, Kannan and Bramlett(2000) claimed that reward program could contribute to minimize the effect of negative service by building emotional link with customer, it is not empirically confirmed. This point of view explained that the loyalty programs might work as exit barrier to current customer. Thus, this study tries to identify whether there is a interaction effect between loyalty program and service experience in keeping customer. To achieve this purpose, this study adopt both Kaplan-Meier survival analysis and Cox proportional hazard model. The research outcomes show that the average retention period is 179 days before introducing loyalty program but it is increased to 227 days after reward is given to the customers. Since this difference is statistically significant, it could be said that H1 is supported. In addition, the contribution margin coming from increased transaction period is bigger than the cost for administering loyalty programs. To address other research questions, we probe the interaction effect between loyalty program and other factors(i.e., customer type and service experience) affecting it. The analysis of Cox proportional hazard model said that the current customer is more likely to engage in building relationship with company compared to new customer. In addition, retention rate of satisfied customer is significantly increased in relation to dis-satisfied customer. Interestingly, the transaction period of dis-satisfied customer is notably increased after introducing loyalty programs. Thus, it could be said that H2, H3, and H4 are also supported. In summary, we found that the loyalty programs have values as a promotional tool in forming positive relationship with customer and building exit barrier.

• Journal of Distribution Science
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• v.13 no.5
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• pp.5-14
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• 2015

Purpose - Loyalty programs enable retailers to maintain longer and better customer relationships. In successful services, customers actively use and value these programs. As the proximity to the goal (goal gradient) might signal active participation, this study empirically examines customer's goal gradient behavior in a multi-vendor loyalty program. We also consider the effect of customer's accrual diversity on goal gradients, which is a differentiating feature in a multi-vendor loyalty program, and is further examined. Research Design, Data, and Methodology - The data consists of6,646 OK Cashbag members' individual transaction records from 2006 to 2009. The goal gradient hypothesis was tested as an increase in both the speed and the amount of accumulated award points. Result - The findings suggest that the goal gradient is also observed in a multi-vendor loyalty program, occurring more strongly among members with high accrual diversity. Conclusions - The results indicate that customers with high accrual diversity attend strongly to goal gradients in multi-vendor loyalty programs; hence, it is important for such program managers to better inform members about affiliated partners.

• Culinary science and hospitality research
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• v.13 no.4
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• pp.80-91
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• 2007

The purpose of the study is to investigate how customer reward programs that are provided strategically to develop customer favors are assessed by customers, if they affect customer loyalty and what effect using membership card(how many possess and use it) takes. The findings from the study can be summarized as follows. Firstly, customer loyalty showed high when shared value and convenient value are felt for preference and referring effect and when shared value and allied value were felt for revisit. Secondly, when the number of cards in possession was a lot, high customer loyalty existed. Thirdly, when the number of cards in use was a lot, the customer loyalty was high. The customer's awareness of values, e.g. economic, shared, use, convenience and allied values, put a very meaningful positive effect on loyalty, i.e. preference, referring effect and revisit. The more the number of food service provider's' membership cards in use and in possession was, the higher customer loyalty was. This implies that continued development of business partners and quality control are critical for various benefits and shared value of the customer reward pro-grams and service upgrade.