Implications of loyalty program membership and service experiences for customer retention and value

By Ruth N. Bolton, P. K. Kannan, Matthew D. Bramlett. 2000

1,331 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/92013404899068bd0922bea32a562dd6ac54ba35

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In Organizational Behavior and Human Resource Management

Citations in the corpus

The Role of Relational Information Processes and Technology Use in Customer Relationship Management (2005, background): “…long-term customer relationships have a positive impact on organizational performance (Anderson, Fornell, and Lehmann 1994), partly because customers included in these programs discount negative information about the firm and evidence higher repurchase behavior (Bolton, Kannan, and Bramlett 2000).”
Direct and Interaction Effects of Team Identification and Satisfaction on Intention to Attend Games (2003, neutral): “It is commonly held that repur-chase intentions and repurchase behavior are a function of customers’ satisfaction and their loyalty toward products or brands (Bolton, Kannan, & Bramlett, 2000; Dick & Basu, 1994; Engel, Blackwell, & Miniard, 1995; Kotler, 2000; Pride & Ferrell, 1997).”
Understanding the Effect of Customer Relationship Management Efforts on Customer Retention and Customer Share Development (2003, background): “This is consistent with empirical studies that show that payment equity positively affects customer retention (Bolton, Kannan, and Bramlett 2000; Varuki and Colgate 2001).”
Assessing behavior before it becomes behavior (2005, background): “Word-of-mouth intentions, for example, are often used together with repatronizing intentions to form an “intention” scale (Bolton et al., 2000).”
Developing Affective Brand Commitment through Social Media (2013, background): “…are affectively committed to a brand are less expensive to retain; less vulnerable to loss from competitive efforts, brand blunders, or service failures; willing to pay a price premium; and also desire to convert others to the brand via brand advocacy [Bolton et al. 2000; Grisaffe and Nguyen 2011].”
Receiver responses to rewarded referrals: the motive inferences framework (2013, background): “For example, Bolton et al. (2000) have shown that loyalty programs generate WOM.”
Perceived value, transaction cost, and repurchase-intention in online shopping: A relational exchange perspective (2014, background): “Of the few studies, they identify two precursors for mutual relationship development over time: consumers' perceived value (Bolton et al., 2000; Neal, 1999; Sirdeshmukh et al., 2002; Woodruff, 1997) and transaction costs (Chiou, 2010; Williamson, 1985).”
Online repatronage intention: an empirical study among Malaysian experienced online shoppers (2014, background): “The prior repatronage intentions is likely to be very strong in making repatronage decisions (Bolton et al., 2000) indicating that managing customer relationships for retention of higher-value customers is becoming a strategic focus (Ball et al.”
Linking Customer Management Effort to Customer Profitability in Business Markets (2004, background): “…included the impact of competitor performance assessments in several ways, including as a mediating effect (e.g., Bolton and Drew 1994), and various conceptualizations of competitor performance as a benchmark (e.g., Bolton, Kannan, and Bramlett 2000; Kumar 2002; Sirdeshmukh, Singh, and Sabol 2002).”
Competing Loyalty Programs: Impact of Market Saturation, Market Share, and Category Expandability. (2009, background): “…the factors contributing to diverse loyalty program performances is important because it can aid in managers’ assessment of whether a loyalty program is appropriate in a certain context and can help identify ways of improving the effectiveness of such programs (Bolton, Kannan, and Bramlett 2000).”