Why customers stay: measuring the underlying dimensions of services switching costs and managing their differential strategic outcomes

By Michael A. Jones, David L. Mothersbaugh, S. Beatty. 2002

992 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/9839f10fb96e50069d20450f75af0d879611be34

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

1. I. Ishaq
2. Markus Blut
3. Heiner Evanschitzky
4. Simon Bell
5. Andreas B. Eisingerich
6. Thomas Rudolph
7. Liane Nagengast
8. G. Özer

In Organizational Behavior and Human Resource Management

1. I. Ishaq
2. Markus Blut
3. Andreas B. Eisingerich
4. Heiner Evanschitzky
5. Simon Bell
6. Thomas Rudolph
7. Liane Nagengast
8. G. Özer

Citations in the corpus

• Customer value and switching costs in business services: developing exit barriers through strategic value management (2006, background): “As such, perceived switching costs can be viewed as exit barriers that hold customers in relationships ( Jones et al. , 2002”
• Perceived value, service quality, corporate image and customer loyalty: Empirical assessment from Pakistan (2012, background): “…perceived value have been proposed as antecedents of loyalty (e.g., Wieringa & Verhoef, 2007; Patterson & Smith, 2003; Burnham et al., 2003; Jones et al., 2000, 2002, 2007) and these variables are also taken as driving force of competitive advantage and corporate success (Landrum &…”