忠诚计划对南非青年重复购买行为的影响

Siphiwe N. Dlamini, N. Chinje
{"title":"忠诚计划对南非青年重复购买行为的影响","authors":"Siphiwe N. Dlamini, N. Chinje","doi":"10.24052/JBRMR/V13IS03/ART-21","DOIUrl":null,"url":null,"abstract":"Despite the substantial interest in loyalty programs amongst marketing scholars and professionals, few studies have been conducted amongst the youth within emerging markets. The purpose of the study was to examine the mediating influence of customer satisfaction, trust, and commitment on the relationship between loyalty programs and repeat purchase behaviour of a group of South African youth. The methodology involved a self-administrated questionnaire adapted from previous similar studies. Data were collected from 263 South African young people between the ages of 18 and 24 who were retail loyalty program members. The study tested six hypotheses using Structural Equation Modeling. The software used was SPSS 22 for descriptive statistics and IBM Amos 22. The findings indicate that all hypotheses were supported. They also suggest the significance of customer satisfaction as a strong mediator of loyalty programs and repeat purchase behaviour. Moreover, the study reveals that the mediating influence of customer commitment on loyalty programs and repeat purchase behaviour was the weakest influence. The findings revealed that, by building customer satisfaction and customer trust amongst the youth, the potential for marketers to positively impact on the success of loyalty programs and repeat purchase behaviour is high. This paper makes a valuable contribution to the literature on loyalty programs amongst youth within a developing market context. Corresponding author: Siphiwe Dlamini Email address for corresponding author: Siphiwe.dlamini@uct.ac.za First submission received: 2nd October 2018 Revised submission received: 18th January 2019 Accepted: 25th January 2018 1. The introduction Loyalty programs have been found to be commonly used in retail as a customer relationship management tool to acquire and retain customers (Goel, Kamble, Banerjee and Goel, 2017; Kang, Alejandro and Groza, 2015). This body of research explains their wide adoption amongst companies across different markets (Leva and Ziliani, 2017; Söderlund and Colliander, 2015). Loyalty programs are immensely popular globally, with 90% of European and United States customers being members of at least one loyalty program (Meyer-Waarden, 2015). In the U.S alone, there are 2.1 billion loyalty program memberships growing at 16% annually (Meyer-Waarden, 2015). In South Africa, the number of loyalty program memberships has increased from 12 to 15 million registered members in 2007 (Oliver, 2007), with Pick ‘n Pay having 8.9 million members and the Edcon group having 12 million members by 2015, while Clicks and Woolworths have 5 and 3.1 million members, respectively. There are over 70 loyalty programs in South Africa, and many are found in the retail sector. The most significant value of a loyalty program has been found to be that of increasing sales and retaining valued customers (Bolton, Kannan and Bramlett, 2000; Lee, Tsang and Pan, 2015; Lima and Lee, 2015). Gomez, Arranz and Cillán (2006) suggest that companies use loyalty programs as a specific marketing strategy to secure customer loyalty. Most prior studies have investigated the effect of one or two of the three predictors of customer loyalty (Stathopoulou and Balabanis, 2016; Pandit and Vilches-Montero, 2016; Baloglu, Zhong and Tanford, 2017); but none has examined the joint effects of all three on loyalty programs and repeat Journal of Business and Retail Management Research (JBRMR), Vol. 13 Issue 3 April 2019 www.jbrmr.com A Journal of the Academy of Business and Retail Management (ABRM) 236 purchase behaviour. Our study intends to fill this gap by investigating the combined effect of customer satisfaction, trust, and commitment on loyalty programs and repeat purchase behaviour. We consider thorough knowledge about such mediating effects to be vital to the marketing strategy of products and services, since all these effects need to be considered when planning and evaluating actions to be taken to increase customer share of wallet (Magi, 2003). Notwithstanding studies showing the positive effect of loyalty program benefits on customer satisfaction (Stathopoulou and Balabanis, 2016), many retailers do not have loyalty programs in place geared towards a specific market, in this instance, the youth aged between 18 and 24. Considering that the youth represent a significant future earning potential, one would expect that retailers would target them from an early age in order to generate a long-term relationship with them, and thereby achieve customer lifetime value. Loyalty programs, benefits, and customer trust in a service provider have been clearly shown to influence consumer behaviour (Baloglu et al., 2017) and much of the literature suggests that satisfaction and trust are key determinants of loyalty (Pandit and Vilches-Montero, 2016). Thus, given these insights on loyalty programs, the research question that this paper seeks to answer is, what is the degree to which, and what is the nature of, the influence of loyalty programs on the repeat purchase behaviour of South African youth? In answering this question, the study makes a potentially valuable contribution to the loyalty program, youth and emerging market literature by providing empirical evidence to fill several research gaps. We found the first gap in the extant literature to be the narrow focus on financial benefits and their effects on loyalty programs (Henderson, Beck and Palmatier, 2011), and on the effects of customer satisfaction, while customer trust and customer commitment remain largely unexplored. Secondly, loyalty program members belong to different segments of the consumer population and should thus be given different benefit offers (Söderlund and Colliander, 2015). However, no studies have to date investigated the specific effects of loyalty programs on the youth, a crucial segment of the consumer population for many retailers. Lastly, while loyalty programs have reached saturation in most developed markets and are growing rapidly in emerging markets (Yan & Cui, 2016), there exists limited empirical findings of loyalty programs and repeat purchase behaviour in emerging markets. In addition, several existing studies have revealed that customers in emerging markets may present diverse purchasing behaviours from those of customers in developed markets (Atsmon, Kuentz and Seong, 2012). The next section discusses the key constructs of the study and related hypotheses. The methodology section follows and a discussion of results, implications, limitations of the study and future research conclude the paper. 2. Literature review 2.1. Loyalty programs Yi and Jeon (2003) define a loyalty program as a marketing program that drives customer loyalty and rewards profitable customers. Evanschitzky, Iyer, Plassmann, Niessing and Meffert (2012) see loyalty programs as a marketing to increase sales and retain customers. The value of a loyalty program is dependent upon the customer appreciation, or positive perception, of its benefits or rewards (Lee et al., 2015). Successful loyalty programs can be implemented if clear company goals are established, along with suitable systems for implementation and measurement (Lee et al., 2015). Dowling and Uncles (1997) saw loyalty programs as being beneficial for the following reasons: serving loyal customers is cost effective, such programs are less price sensitive, more profitable, and loyal to customers, and become advocates for the company. More importantly, according to Beneke, Blampied, Cumming and Parkfelt (2015), the main objective of customer loyalty programs is to cultivate customer retention, increase satisfaction and drive value for customers. Loyalty programs can offer customers benefits in exchange for repeat purchase to a company (Noble, Esmark and Noble, 2014). Undoubtedly, as many studies have shown, loyalty programs have become a strategic marketing tool to encourage behavioural customer loyalty (Evanschitzky et al., 2012; Agudo, Crespo and del Bosque 2012; Leenheer, Van Heerde, Bijmolt and Smidts, 2007). Omar and Musa (2009) assert that loyalty programs are a systematic process of recruiting, selecting, maintaining, and capitalising on customers. The intended purpose of loyalty programs is for companies to reward loyal customers and influence their purchase behaviour (Dorotic, Bijmolt and Verhoef, 2012; Omar and Musa, 2009). Journal of Business and Retail Management Research (JBRMR), Vol. 13 Issue 3 April 2019 www.jbrmr.com A Journal of the Academy of Business and Retail Management (ABRM) 237 2.2. Customer satisfaction Creating and maintaining customer satisfaction is one of the greatest modern challenges, faced by management, as well as being an urgent priority (Veloutsou, 2015; Radojevic, Stanisic and Stanic, 2015). Keropyan and Gil-Lafuente (2012) also see customer satisfaction as a major objective of marketing and the vital importance for companies to keep their customers satisfied. When the customer is at the heart of a company, the company grows more satisfied customers (Aktepe, Ersöz and Toklu, 2015). Customer satisfaction, switching cost, and trust in a company all have an impact on customer loyalty (Minarti and Segoro, 2014). Customer satisfaction, customer loyalty, internal marketing, and consumer behaviour are all interconnected and should be vital for customer retention (Roberts-Lombard, 2009). While researchers such as Barkaoui, Berger and Boukhtouta (2015) see customer satisfaction levels as relating directly to a company’s service quality, two decades ago Bowen and Shoemaker (1998) argued that satisfied customers are not automatically loyal. Instead, according to Omar, Wel, Aniza, Musa and Nazri (2010), customer satisfaction is defined as a measure of the degree to which a customer’s expectations are met. Customer satisfaction in this paper is defined broadly in terms of a company exceeding all customer expectations and fulfilling all the needs of its customers (Terblanche and ","PeriodicalId":236465,"journal":{"name":"Journal of Business & Retail Management Research","volume":"12 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2019-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"6","resultStr":"{\"title\":\"The influence of loyalty programs on South African Youth’s repeat purchase behaviour\",\"authors\":\"Siphiwe N. Dlamini, N. Chinje\",\"doi\":\"10.24052/JBRMR/V13IS03/ART-21\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Despite the substantial interest in loyalty programs amongst marketing scholars and professionals, few studies have been conducted amongst the youth within emerging markets. The purpose of the study was to examine the mediating influence of customer satisfaction, trust, and commitment on the relationship between loyalty programs and repeat purchase behaviour of a group of South African youth. The methodology involved a self-administrated questionnaire adapted from previous similar studies. Data were collected from 263 South African young people between the ages of 18 and 24 who were retail loyalty program members. The study tested six hypotheses using Structural Equation Modeling. The software used was SPSS 22 for descriptive statistics and IBM Amos 22. The findings indicate that all hypotheses were supported. They also suggest the significance of customer satisfaction as a strong mediator of loyalty programs and repeat purchase behaviour. Moreover, the study reveals that the mediating influence of customer commitment on loyalty programs and repeat purchase behaviour was the weakest influence. The findings revealed that, by building customer satisfaction and customer trust amongst the youth, the potential for marketers to positively impact on the success of loyalty programs and repeat purchase behaviour is high. This paper makes a valuable contribution to the literature on loyalty programs amongst youth within a developing market context. Corresponding author: Siphiwe Dlamini Email address for corresponding author: Siphiwe.dlamini@uct.ac.za First submission received: 2nd October 2018 Revised submission received: 18th January 2019 Accepted: 25th January 2018 1. The introduction Loyalty programs have been found to be commonly used in retail as a customer relationship management tool to acquire and retain customers (Goel, Kamble, Banerjee and Goel, 2017; Kang, Alejandro and Groza, 2015). This body of research explains their wide adoption amongst companies across different markets (Leva and Ziliani, 2017; Söderlund and Colliander, 2015). Loyalty programs are immensely popular globally, with 90% of European and United States customers being members of at least one loyalty program (Meyer-Waarden, 2015). In the U.S alone, there are 2.1 billion loyalty program memberships growing at 16% annually (Meyer-Waarden, 2015). In South Africa, the number of loyalty program memberships has increased from 12 to 15 million registered members in 2007 (Oliver, 2007), with Pick ‘n Pay having 8.9 million members and the Edcon group having 12 million members by 2015, while Clicks and Woolworths have 5 and 3.1 million members, respectively. There are over 70 loyalty programs in South Africa, and many are found in the retail sector. The most significant value of a loyalty program has been found to be that of increasing sales and retaining valued customers (Bolton, Kannan and Bramlett, 2000; Lee, Tsang and Pan, 2015; Lima and Lee, 2015). Gomez, Arranz and Cillán (2006) suggest that companies use loyalty programs as a specific marketing strategy to secure customer loyalty. Most prior studies have investigated the effect of one or two of the three predictors of customer loyalty (Stathopoulou and Balabanis, 2016; Pandit and Vilches-Montero, 2016; Baloglu, Zhong and Tanford, 2017); but none has examined the joint effects of all three on loyalty programs and repeat Journal of Business and Retail Management Research (JBRMR), Vol. 13 Issue 3 April 2019 www.jbrmr.com A Journal of the Academy of Business and Retail Management (ABRM) 236 purchase behaviour. Our study intends to fill this gap by investigating the combined effect of customer satisfaction, trust, and commitment on loyalty programs and repeat purchase behaviour. We consider thorough knowledge about such mediating effects to be vital to the marketing strategy of products and services, since all these effects need to be considered when planning and evaluating actions to be taken to increase customer share of wallet (Magi, 2003). Notwithstanding studies showing the positive effect of loyalty program benefits on customer satisfaction (Stathopoulou and Balabanis, 2016), many retailers do not have loyalty programs in place geared towards a specific market, in this instance, the youth aged between 18 and 24. Considering that the youth represent a significant future earning potential, one would expect that retailers would target them from an early age in order to generate a long-term relationship with them, and thereby achieve customer lifetime value. Loyalty programs, benefits, and customer trust in a service provider have been clearly shown to influence consumer behaviour (Baloglu et al., 2017) and much of the literature suggests that satisfaction and trust are key determinants of loyalty (Pandit and Vilches-Montero, 2016). Thus, given these insights on loyalty programs, the research question that this paper seeks to answer is, what is the degree to which, and what is the nature of, the influence of loyalty programs on the repeat purchase behaviour of South African youth? In answering this question, the study makes a potentially valuable contribution to the loyalty program, youth and emerging market literature by providing empirical evidence to fill several research gaps. We found the first gap in the extant literature to be the narrow focus on financial benefits and their effects on loyalty programs (Henderson, Beck and Palmatier, 2011), and on the effects of customer satisfaction, while customer trust and customer commitment remain largely unexplored. Secondly, loyalty program members belong to different segments of the consumer population and should thus be given different benefit offers (Söderlund and Colliander, 2015). However, no studies have to date investigated the specific effects of loyalty programs on the youth, a crucial segment of the consumer population for many retailers. Lastly, while loyalty programs have reached saturation in most developed markets and are growing rapidly in emerging markets (Yan & Cui, 2016), there exists limited empirical findings of loyalty programs and repeat purchase behaviour in emerging markets. In addition, several existing studies have revealed that customers in emerging markets may present diverse purchasing behaviours from those of customers in developed markets (Atsmon, Kuentz and Seong, 2012). The next section discusses the key constructs of the study and related hypotheses. The methodology section follows and a discussion of results, implications, limitations of the study and future research conclude the paper. 2. Literature review 2.1. Loyalty programs Yi and Jeon (2003) define a loyalty program as a marketing program that drives customer loyalty and rewards profitable customers. Evanschitzky, Iyer, Plassmann, Niessing and Meffert (2012) see loyalty programs as a marketing to increase sales and retain customers. The value of a loyalty program is dependent upon the customer appreciation, or positive perception, of its benefits or rewards (Lee et al., 2015). Successful loyalty programs can be implemented if clear company goals are established, along with suitable systems for implementation and measurement (Lee et al., 2015). Dowling and Uncles (1997) saw loyalty programs as being beneficial for the following reasons: serving loyal customers is cost effective, such programs are less price sensitive, more profitable, and loyal to customers, and become advocates for the company. More importantly, according to Beneke, Blampied, Cumming and Parkfelt (2015), the main objective of customer loyalty programs is to cultivate customer retention, increase satisfaction and drive value for customers. Loyalty programs can offer customers benefits in exchange for repeat purchase to a company (Noble, Esmark and Noble, 2014). Undoubtedly, as many studies have shown, loyalty programs have become a strategic marketing tool to encourage behavioural customer loyalty (Evanschitzky et al., 2012; Agudo, Crespo and del Bosque 2012; Leenheer, Van Heerde, Bijmolt and Smidts, 2007). Omar and Musa (2009) assert that loyalty programs are a systematic process of recruiting, selecting, maintaining, and capitalising on customers. The intended purpose of loyalty programs is for companies to reward loyal customers and influence their purchase behaviour (Dorotic, Bijmolt and Verhoef, 2012; Omar and Musa, 2009). Journal of Business and Retail Management Research (JBRMR), Vol. 13 Issue 3 April 2019 www.jbrmr.com A Journal of the Academy of Business and Retail Management (ABRM) 237 2.2. Customer satisfaction Creating and maintaining customer satisfaction is one of the greatest modern challenges, faced by management, as well as being an urgent priority (Veloutsou, 2015; Radojevic, Stanisic and Stanic, 2015). Keropyan and Gil-Lafuente (2012) also see customer satisfaction as a major objective of marketing and the vital importance for companies to keep their customers satisfied. When the customer is at the heart of a company, the company grows more satisfied customers (Aktepe, Ersöz and Toklu, 2015). Customer satisfaction, switching cost, and trust in a company all have an impact on customer loyalty (Minarti and Segoro, 2014). Customer satisfaction, customer loyalty, internal marketing, and consumer behaviour are all interconnected and should be vital for customer retention (Roberts-Lombard, 2009). While researchers such as Barkaoui, Berger and Boukhtouta (2015) see customer satisfaction levels as relating directly to a company’s service quality, two decades ago Bowen and Shoemaker (1998) argued that satisfied customers are not automatically loyal. Instead, according to Omar, Wel, Aniza, Musa and Nazri (2010), customer satisfaction is defined as a measure of the degree to which a customer’s expectations are met. Customer satisfaction in this paper is defined broadly in terms of a company exceeding all customer expectations and fulfilling all the needs of its customers (Terblanche and \",\"PeriodicalId\":236465,\"journal\":{\"name\":\"Journal of Business & Retail Management Research\",\"volume\":\"12 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2019-01-04\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"6\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Business & Retail Management Research\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.24052/JBRMR/V13IS03/ART-21\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Business & Retail Management Research","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.24052/JBRMR/V13IS03/ART-21","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
引用次数: 6

摘要

尽管市场营销学者和专业人士对忠诚度计划非常感兴趣,但在新兴市场的年轻人中进行的研究却很少。本研究的目的是检验顾客满意度、信任和承诺对南非青年群体忠诚计划和重复购买行为之间关系的中介影响。研究方法包括一份自我管理的问卷,该问卷改编自之前的类似研究。数据收集自263名年龄在18至24岁之间的南非年轻人,他们是零售忠诚度计划的成员。该研究使用结构方程模型检验了六个假设。采用SPSS 22描述性统计软件和IBM Amos 22。研究结果表明,所有的假设都得到了支持。他们还提出了客户满意度作为忠诚计划和重复购买行为的强大中介的重要性。此外,研究发现顾客承诺对忠诚计划和重复购买行为的中介影响是最弱的。调查结果显示,通过在年轻人中建立客户满意度和客户信任,营销人员对忠诚度计划的成功和重复购买行为产生积极影响的潜力很大。本文对发展中市场背景下青年忠诚度计划的文献做出了有价值的贡献。通讯作者:Siphiwe Dlamini通讯作者电子邮件地址:Siphiwe.dlamini@uct.ac.za首次投稿:2018年10月2日修改收到:2019年1月18日接受:2018年1月25日忠诚度计划已被发现在零售业中常用作为客户关系管理工具来获取和留住客户(Goel, Kamble, Banerjee和Goel, 2017;Kang, Alejandro and Groza, 2015)。这一研究解释了它们在不同市场的公司中被广泛采用(Leva和Ziliani, 2017;Söderlund and Colliander, 2015)。忠诚度计划在全球范围内非常受欢迎,90%的欧洲和美国客户是至少一个忠诚度计划的成员(meyer - warden, 2015)。仅在美国,就有21亿忠诚计划会员以每年16%的速度增长(meyer - warden, 2015)。在南非,2007年,忠诚计划会员的数量从1200万增加到1500万注册会员(Oliver, 2007),到2015年,Pick ' n Pay拥有890万会员,Edcon集团拥有1200万会员,而click和Woolworths分别拥有500万和310万会员。南非有70多个忠诚计划,其中很多都在零售业。忠诚计划最重要的价值是增加销售和留住有价值的客户(Bolton, Kannan和Bramlett, 2000;李,曾,潘,2015;Lima and Lee, 2015)。Gomez, Arranz和Cillán(2006)建议公司使用忠诚度计划作为一种特定的营销策略来确保客户忠诚度。大多数先前的研究已经调查了三个预测因素中的一个或两个对客户忠诚度的影响(Stathopoulou和Balabanis, 2016;Pandit and Vilches-Montero, 2016;Baloglu, Zhong and Tanford, 2017);但没有人研究过这三者对忠诚度计划的共同影响,并重复商业与零售管理研究杂志(JBRMR),第13卷第3期2019年4月www.jbrmr.com商业与零售管理学院学报(ABRM) 236购买行为。我们的研究旨在通过调查顾客满意度、信任和承诺对忠诚计划和重复购买行为的综合影响来填补这一空白。我们认为对这种中介效应的全面了解对产品和服务的营销策略至关重要,因为在计划和评估要采取的行动以增加客户的钱包份额时,需要考虑所有这些影响(Magi, 2003)。尽管有研究表明忠诚度计划对客户满意度的积极影响(Stathopoulou和Balabanis, 2016),但许多零售商没有针对特定市场的忠诚度计划,在这种情况下,年龄在18至24岁之间的年轻人。考虑到年轻人代表着未来重要的收入潜力,人们会期望零售商从早期就瞄准他们,以便与他们建立长期关系,从而实现客户终身价值。服务提供商的忠诚度计划、福利和客户信任已被清楚地证明会影响消费者行为(Baloglu等人,2017),许多文献表明,满意度和信任是忠诚度的关键决定因素(Pandit和Vilches-Montero, 2016)。 因此,鉴于这些对忠诚计划的见解,本文试图回答的研究问题是,忠诚计划对南非青年重复购买行为的影响程度是什么,以及本质是什么?在回答这个问题时,本研究通过提供实证证据来填补几个研究空白,为忠诚度计划、青年和新兴市场文献做出了潜在的有价值的贡献。我们发现现有文献中的第一个差距是对财务利益及其对忠诚度计划的影响的狭隘关注(Henderson, Beck和Palmatier, 2011),以及对客户满意度的影响,而客户信任和客户承诺在很大程度上仍未被探索。其次,忠诚度计划成员属于不同的消费者群体,因此应该给予不同的福利优惠(Söderlund和Colliander, 2015)。然而,迄今为止还没有研究调查忠诚度计划对年轻人的具体影响,而年轻人是许多零售商的关键消费群体。最后,虽然忠诚度计划在大多数发达市场已经达到饱和,并在新兴市场迅速增长(Yan & Cui, 2016),但在新兴市场中,忠诚度计划和重复购买行为的实证研究结果有限。此外,已有的几项研究表明,新兴市场的客户可能会表现出与发达市场客户不同的购买行为(Atsmon, Kuentz和Seong, 2012)。下一节讨论了研究的关键结构和相关假设。接下来是方法论部分,并讨论了结果、含义、研究的局限性和未来的研究。2. 文献综述忠诚计划Yi和Jeon(2003)将忠诚计划定义为推动客户忠诚和奖励有利可图的客户的营销计划。Evanschitzky、Iyer、Plassmann、nising和Meffert(2012)将忠诚度计划视为一种增加销售和留住客户的营销方式。忠诚计划的价值取决于客户对其利益或奖励的欣赏或积极感知(Lee等人,2015)。如果建立了明确的公司目标,以及合适的实施和衡量系统,就可以实施成功的忠诚度计划(Lee et al., 2015)。Dowling和Uncles(1997)认为忠诚计划是有益的,原因如下:服务忠诚的客户是有成本效益的,这样的计划对价格不太敏感,更有利可图,对客户忠诚,并成为公司的倡导者。更重要的是,根据Beneke, Blampied, Cumming和Parkfelt(2015),客户忠诚度计划的主要目标是培养客户保留,提高满意度和为客户驱动价值。忠诚度计划可以为客户提供利益,以换取公司的重复购买(Noble, Esmark和Noble, 2014)。毫无疑问,正如许多研究表明的那样,忠诚度计划已经成为一种战略营销工具,以鼓励行为客户忠诚(Evanschitzky等人,2012;阿古多、克雷斯波和德尔·博斯克2012;Leenheer, Van Heerde, Bijmolt and Smidts, 2007)。Omar和Musa(2009)断言,忠诚计划是一个招募、选择、维护和利用客户的系统过程。忠诚度计划的预期目的是让公司奖励忠诚的客户并影响他们的购买行为(Dorotic, Bijmolt和Verhoef, 2012;奥马尔和穆萨,2009)。商业与零售管理研究杂志(JBRMR),第13卷第3期2019年4月www.jbrmr.com商业与零售管理学院学报(ABRM) 237 2.2。创造和保持客户满意度是管理层面临的最大现代挑战之一,也是当务之急(Veloutsou, 2015;Radojevic, Stanisic and Stanic, 2015)。Keropyan和Gil-Lafuente(2012)也将客户满意度视为营销的主要目标,对公司保持客户满意度至关重要。当客户是公司的核心时,公司会增长更多满意的客户(Aktepe, Ersöz和Toklu, 2015)。客户满意度、转换成本和对公司的信任都对客户忠诚度有影响(Minarti和Segoro, 2014)。客户满意度,客户忠诚度,内部营销和消费者行为都是相互关联的,应该是至关重要的客户保留(罗伯茨-伦巴德,2009)。虽然Barkaoui, Berger和Boukhtouta(2015)等研究人员认为客户满意度水平与公司的服务质量直接相关,但二十年前Bowen和Shoemaker(1998)认为满意的客户不会自动忠诚。相反,根据Omar, Wel, Aniza, Musa和Nazri(2010)的观点,顾客满意度被定义为顾客期望得到满足的程度。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
The influence of loyalty programs on South African Youth’s repeat purchase behaviour
Despite the substantial interest in loyalty programs amongst marketing scholars and professionals, few studies have been conducted amongst the youth within emerging markets. The purpose of the study was to examine the mediating influence of customer satisfaction, trust, and commitment on the relationship between loyalty programs and repeat purchase behaviour of a group of South African youth. The methodology involved a self-administrated questionnaire adapted from previous similar studies. Data were collected from 263 South African young people between the ages of 18 and 24 who were retail loyalty program members. The study tested six hypotheses using Structural Equation Modeling. The software used was SPSS 22 for descriptive statistics and IBM Amos 22. The findings indicate that all hypotheses were supported. They also suggest the significance of customer satisfaction as a strong mediator of loyalty programs and repeat purchase behaviour. Moreover, the study reveals that the mediating influence of customer commitment on loyalty programs and repeat purchase behaviour was the weakest influence. The findings revealed that, by building customer satisfaction and customer trust amongst the youth, the potential for marketers to positively impact on the success of loyalty programs and repeat purchase behaviour is high. This paper makes a valuable contribution to the literature on loyalty programs amongst youth within a developing market context. Corresponding author: Siphiwe Dlamini Email address for corresponding author: Siphiwe.dlamini@uct.ac.za First submission received: 2nd October 2018 Revised submission received: 18th January 2019 Accepted: 25th January 2018 1. The introduction Loyalty programs have been found to be commonly used in retail as a customer relationship management tool to acquire and retain customers (Goel, Kamble, Banerjee and Goel, 2017; Kang, Alejandro and Groza, 2015). This body of research explains their wide adoption amongst companies across different markets (Leva and Ziliani, 2017; Söderlund and Colliander, 2015). Loyalty programs are immensely popular globally, with 90% of European and United States customers being members of at least one loyalty program (Meyer-Waarden, 2015). In the U.S alone, there are 2.1 billion loyalty program memberships growing at 16% annually (Meyer-Waarden, 2015). In South Africa, the number of loyalty program memberships has increased from 12 to 15 million registered members in 2007 (Oliver, 2007), with Pick ‘n Pay having 8.9 million members and the Edcon group having 12 million members by 2015, while Clicks and Woolworths have 5 and 3.1 million members, respectively. There are over 70 loyalty programs in South Africa, and many are found in the retail sector. The most significant value of a loyalty program has been found to be that of increasing sales and retaining valued customers (Bolton, Kannan and Bramlett, 2000; Lee, Tsang and Pan, 2015; Lima and Lee, 2015). Gomez, Arranz and Cillán (2006) suggest that companies use loyalty programs as a specific marketing strategy to secure customer loyalty. Most prior studies have investigated the effect of one or two of the three predictors of customer loyalty (Stathopoulou and Balabanis, 2016; Pandit and Vilches-Montero, 2016; Baloglu, Zhong and Tanford, 2017); but none has examined the joint effects of all three on loyalty programs and repeat Journal of Business and Retail Management Research (JBRMR), Vol. 13 Issue 3 April 2019 www.jbrmr.com A Journal of the Academy of Business and Retail Management (ABRM) 236 purchase behaviour. Our study intends to fill this gap by investigating the combined effect of customer satisfaction, trust, and commitment on loyalty programs and repeat purchase behaviour. We consider thorough knowledge about such mediating effects to be vital to the marketing strategy of products and services, since all these effects need to be considered when planning and evaluating actions to be taken to increase customer share of wallet (Magi, 2003). Notwithstanding studies showing the positive effect of loyalty program benefits on customer satisfaction (Stathopoulou and Balabanis, 2016), many retailers do not have loyalty programs in place geared towards a specific market, in this instance, the youth aged between 18 and 24. Considering that the youth represent a significant future earning potential, one would expect that retailers would target them from an early age in order to generate a long-term relationship with them, and thereby achieve customer lifetime value. Loyalty programs, benefits, and customer trust in a service provider have been clearly shown to influence consumer behaviour (Baloglu et al., 2017) and much of the literature suggests that satisfaction and trust are key determinants of loyalty (Pandit and Vilches-Montero, 2016). Thus, given these insights on loyalty programs, the research question that this paper seeks to answer is, what is the degree to which, and what is the nature of, the influence of loyalty programs on the repeat purchase behaviour of South African youth? In answering this question, the study makes a potentially valuable contribution to the loyalty program, youth and emerging market literature by providing empirical evidence to fill several research gaps. We found the first gap in the extant literature to be the narrow focus on financial benefits and their effects on loyalty programs (Henderson, Beck and Palmatier, 2011), and on the effects of customer satisfaction, while customer trust and customer commitment remain largely unexplored. Secondly, loyalty program members belong to different segments of the consumer population and should thus be given different benefit offers (Söderlund and Colliander, 2015). However, no studies have to date investigated the specific effects of loyalty programs on the youth, a crucial segment of the consumer population for many retailers. Lastly, while loyalty programs have reached saturation in most developed markets and are growing rapidly in emerging markets (Yan & Cui, 2016), there exists limited empirical findings of loyalty programs and repeat purchase behaviour in emerging markets. In addition, several existing studies have revealed that customers in emerging markets may present diverse purchasing behaviours from those of customers in developed markets (Atsmon, Kuentz and Seong, 2012). The next section discusses the key constructs of the study and related hypotheses. The methodology section follows and a discussion of results, implications, limitations of the study and future research conclude the paper. 2. Literature review 2.1. Loyalty programs Yi and Jeon (2003) define a loyalty program as a marketing program that drives customer loyalty and rewards profitable customers. Evanschitzky, Iyer, Plassmann, Niessing and Meffert (2012) see loyalty programs as a marketing to increase sales and retain customers. The value of a loyalty program is dependent upon the customer appreciation, or positive perception, of its benefits or rewards (Lee et al., 2015). Successful loyalty programs can be implemented if clear company goals are established, along with suitable systems for implementation and measurement (Lee et al., 2015). Dowling and Uncles (1997) saw loyalty programs as being beneficial for the following reasons: serving loyal customers is cost effective, such programs are less price sensitive, more profitable, and loyal to customers, and become advocates for the company. More importantly, according to Beneke, Blampied, Cumming and Parkfelt (2015), the main objective of customer loyalty programs is to cultivate customer retention, increase satisfaction and drive value for customers. Loyalty programs can offer customers benefits in exchange for repeat purchase to a company (Noble, Esmark and Noble, 2014). Undoubtedly, as many studies have shown, loyalty programs have become a strategic marketing tool to encourage behavioural customer loyalty (Evanschitzky et al., 2012; Agudo, Crespo and del Bosque 2012; Leenheer, Van Heerde, Bijmolt and Smidts, 2007). Omar and Musa (2009) assert that loyalty programs are a systematic process of recruiting, selecting, maintaining, and capitalising on customers. The intended purpose of loyalty programs is for companies to reward loyal customers and influence their purchase behaviour (Dorotic, Bijmolt and Verhoef, 2012; Omar and Musa, 2009). Journal of Business and Retail Management Research (JBRMR), Vol. 13 Issue 3 April 2019 www.jbrmr.com A Journal of the Academy of Business and Retail Management (ABRM) 237 2.2. Customer satisfaction Creating and maintaining customer satisfaction is one of the greatest modern challenges, faced by management, as well as being an urgent priority (Veloutsou, 2015; Radojevic, Stanisic and Stanic, 2015). Keropyan and Gil-Lafuente (2012) also see customer satisfaction as a major objective of marketing and the vital importance for companies to keep their customers satisfied. When the customer is at the heart of a company, the company grows more satisfied customers (Aktepe, Ersöz and Toklu, 2015). Customer satisfaction, switching cost, and trust in a company all have an impact on customer loyalty (Minarti and Segoro, 2014). Customer satisfaction, customer loyalty, internal marketing, and consumer behaviour are all interconnected and should be vital for customer retention (Roberts-Lombard, 2009). While researchers such as Barkaoui, Berger and Boukhtouta (2015) see customer satisfaction levels as relating directly to a company’s service quality, two decades ago Bowen and Shoemaker (1998) argued that satisfied customers are not automatically loyal. Instead, according to Omar, Wel, Aniza, Musa and Nazri (2010), customer satisfaction is defined as a measure of the degree to which a customer’s expectations are met. Customer satisfaction in this paper is defined broadly in terms of a company exceeding all customer expectations and fulfilling all the needs of its customers (Terblanche and
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