Generating and maintaining consumers' engagement in online brand communities is critical for marketing managers to enhance relationships and gain customer loyalty. In this research, we investigate how the type of signal used to indicate user reputation can enhance (or diminish) consumers' community engagement. Specifically, we explore differences in perceptions of points (i.e., point accrual systems), labels (i.e., descriptive, hierarchical identification systems), and badges (i.e., descriptive, horizontally-ordered identification systems). We argue that reputation signals vary in the degree to which they can provide role clarity-the presence of user roles that deliver information about expected behaviors within a group. Across several studies, including a natural experiment using panel data, a survey of community members, and two controlled experiments, we show that signals that evoke a positive social role have the ability to drive greater engagement (i.e., creating discussions, posting comments, and future engagement intentions) than signals that do not provide role clarity. The effect is moderated by user tenure, such that new consumers' engagement is particularly influenced by signal type. These findings have important implications for marketers as they use reputation signals as a strategic tool when managing online communities.
Technology is changing frontline service scripts. Businesses are now using mobile point-of-sale applications (e.g., Square) and mobile technology (e.g., iPad) to prompt customers for tips. Tip requests are occurring more frequently at the start of service transactions, before any service has been provided. This research examines how requesting a tip either before or after service completion affects customers and service providers. We test the effects of preservice versus postservice tip sequence in four studies (a natural experiment in the field and three controlled experiments) across food and beauty service contexts. Findings reveal that requesting a tip before (vs. after) completing a service leads to smaller tips, reduced return intentions, diminished word-of-mouth intentions, and lower online ratings. Inferred manipulative intent is revealed as the psychological mechanism underlying the harmful effects of requesting a tip before service. Findings suggest that emphasizing the benefits of automated point-of-sale systems can reduce, but not eliminate, the negative effects of preservice tip requests. Contrary to norms within the service industry, we find that service providers should avoid requesting tips before serving customers.
Businesses often seek to leverage customers' social networks to acquire new customers and stimulate word-ofmouth recommendations. While customers make brand recommendations for various reasons (e.g., incentives, reputation enhancement), they are also motivated by a desire for social empowerment-to feel an impact on others. In several multimethod studies, we show that facilitating sharing of social coupons (i.e., coupon sets that include one for self-use and one to be shared) is a unique marketing strategy that facilitates social empowerment. Firms benefit from social coupons because customers who share spend more and report greater purchase intentions than those who do not. Furthermore, we demonstrate that social coupons are most effective when the sharer's brand relationship is new versus established. For customers with an established relationship, sharing with a receiver who also has an established relationship maximizes potential impact. Together, these studies connect social empowerment to relationship marketing and provide guidance to managers targeting social coupons.
This study investigates consumers' sharing of social coupons, a novel and understudied marketing strategy in which a consumer receives a coupon set where one coupon is meant to be kept and redeemed, while the other is meant to be shared with a secondary recipient. Linking the literature on marketing promotions, social influence, sharing motivations, and consumer characteristics, we examine how identification of a specific secondary recipient (e.g., family member vs. co-worker) and coupon discount structure (e.g., equal discount for both the sharer and the secondary recipient vs. a structure favoring one of the parties) affect social coupon sharing. Four experimental studies demonstrate that consumers are more likely to share social coupons when socially close to the identified recipient and when discount structure benefits the secondary recipient due to enhanced feelings of altruism. These effects are particularly impactful for individuals low in market mavenism, whereas individuals high in market mavenism share regardless. These findings enhance theories on behavioral pricing, social influence, and sharing motivations. Results indicate that current practices in the marketplace may not all be strategically sound and that practitioners should carefully consider how identification and discount structure are employed to maximize social coupon sharing.
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