The research focus is individuals who have information about many kinds of products, places to shop, and other facets of the market, and initiate discussions with and respond to information requests from other consumers. Specifically, the authors develop a Likert-type scale to measure consumers’ propensity to provide general shopping and marketplace information. Consumers scoring high on this scale are referred to as “market mavens.” Based on a national sample of 1531 households, the findings indicate that market mavens exist and that other consumers recognize them. Consumers believe market mavens are influential in their purchasing decisions. The authors document the distinctness of market mavens from other influencers. They test several propositions about the market attitudes and behaviors of market mavens, but find no clear socioeconomic and demographic profile of these influencers. The results have implications for marketing managers and suggest a reexamination of the approach to information diffusion.
The main objective of customer satisfaction programs is to increase customer retention rates. In explaining the link between customer satisfaction and loyalty, switching costs play an important role and provide useful insight. For example, the presence of switching costs can mean that some seemingly loyal customers are actually dissatisfied but do not defect because of high switching costs. Thus, the level of switching costs moderates the link between satisfaction and loyalty. The purposes of this paper are: to examine the moderating role of switching costs in the customer satisfaction‐loyalty link; and to identify customer segments and then analyze the heterogeneity in the satisfaction‐loyalty link among the different segments. An empirical example based on the mobile phone service market in France indicates support for the moderating role of switching costs. Managerial implications of the results are discussed.
Drawing on our work in two postsocialist countries, Hungary and Romania, we contribute to understanding product involvement and brand commitment. We demonstrate that prominent political-cultural discourses, cultural intermediaries, social influences, and life themes and projects collectively prompt product involvement. We introduce the concept of involvement with branded products and examine its origins within a sociohistorical context. We consider the origins of brand commitment and illustrate that consumers with little interest in either the product category or the idea of branded products may be committed to particular brands. Further, we contribute to understanding the relationships among product involvement, brand commitment, and brand experimentation.
Because referral reward programs reward existing customers and build the customer base, firms use them to encourage customers to make recommendations to others. The authors report on four experiments in which they find that rewards increase referral likelihood. More specifically, they find that rewards are particularly effective in increasing referral to weak ties and for weaker brands. It is also important who receives the reward. Overall, for weak ties and weaker brands, giving a reward to the provider of the recommendation is important. For strong ties and stronger brands, providing at least some of the reward to the receiver of the referral seems to be more effective. The authors discuss the implications of the results for the design of reward programs.
Referral reward programs have been shown in past research to stimulate referrals and also to contribute positively to customer lifetime value and firms' profitability. In this paper we examine whether, how, and under what conditions providing a reward for a referral affects receivers' responses to the referral. Based on a multiple motives inference framework, we propose that rewards adversely affect responses because they lead receiving consumers to infer ulterior motives for the referral. Using experiments and a survey we find support for this hypothesis, and show that this effect is stronger for unsolicited and weak tie referrals. We also demonstrate that rewarding both referral provider and receiver, or providing symbolic rewards can eliminate the negative effect of rewarded referrals. The paper makes conceptual contributions to the literature on referral reward programs, word-of-mouth, and motive inferences. The work has implications for managers considering ways to construct referral programs and design marketing activities to increase referrals. Although word-of-mouth (WOM) has long been recognized as an important influence on consumers, for a variety of reasons research attention to WOM recently has surged. First, technology has allowed the emergence of new types of person-to-person interaction about products, and is shifting control of message and media timing to the consumer (cf., Libai et al.
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