While co-design with users has evolved as a promising approach to service innovation, it remains unclear how it can be used in public service contexts. This article addresses this knowledge gap by applying a co-design framework during the ideation stage of six public service design projects. The findings provide insights into (a) recruiting and sensitizing suitable service users, (b) conditions enabling users to co-design ideas, and (c) requirements for implementation of user-driven ideas. The article contributes an approach that shifts public service design away from an expert-driven process towards enabling users as active and equal idea contributors.

This research was conducted under a collaborative research agreement between Griffith University and the Defence Science and Technology Group (DST Group). The authors would like to acknowledge DST Group for providing financial support for this study (via a student scholarship). Conflict of Interest: None. Authorship: JC led the study design and execution; analysis and interpretation; and authoring of the manuscript. SR-T contributed to study design; interpretation; and authorship of the manuscript. RS contributed to study design and execution; analysis; and critical reviewing of the final manuscript. Ethics of human subject participation: The study protocol was considered by the GU Ethics Committee and assessed as not requiring formal ethical review.

Purpose Food waste is a systemic problem, with waste occurring at all stages in the supply chain and consumption process. There is a need to unpack which strategies, approaches and tools can be applied to reduce the amount of food wasted. Understanding the extent of social marketing principles used offers insights into the additional means that can be applied to increase voluntary behavioral change. Design/methodology/approach Following preferred reporting items for systematic reviews and meta-analyses guidelines, a systematic quantitative literature review was undertaken focused on outcome evaluation studies conducted since 2000. Six databases were examined, and cross rating was used to identify previous programs tackling food waste behavior at a household level. A total of 23 programs were analyzed against 8 social marketing components. Findings Overall, only 2 out of 23 food waste programs self-identified as social marketing programs. A lack of application of social marketing elements was observed across all studies, indicating a tendency to implement non-voluntary change approaches. The most commonly targeted behaviors were source-separation. Personal interaction involved the distribution of information in person (typically through door knocking). Personal interaction strategies were identified as the most effective program techniques. Program effectiveness was greater when the social marketing components of behavioral change, theory and marketing mix were used, indicating the potential for voluntary approaches to be applied more in the future. Originality/value To the best of the authors’ knowledge, the current study was the first systematic literature review to examine the extent of social marketing application in food waste programs reported in peer-reviewed academic literature using eight components of social marketing. The study revealed behavioral change was more likely when more social marketing components were used. Future research is recommended to consider the application of full range of social marketing elements to extend beyond involuntary approaches, which can be subjected to criticism from community.

Purpose The purpose of this paper is to present an innovative reflexive process evaluation method for a social marketing programme featuring an innovative virtual reality (VR) simulation experience for adolescents. Design/methodology/approach A process evaluation framework focusing on three key elements – context, implementation and mechanisms of impact – was followed in this study. In total, 374 participants (mean age: 15.2 years, 58 per cent female) completed outcome evaluation surveys before and after the programme delivery, and 300 participants completed qualitative feedback forms following their participation in the VR component of the programme. Findings A process evaluation delivers insights beyond those attained in outcome evaluations, enhancing the understanding of factors contributing to programme success or failure that can be used to improve future programme iterations. The VR experience demonstrated high satisfaction scores with users, and the findings demonstrate the importance of a multi-disciplinary and industry partnered programme approach to support VR implementation and delivery. Research limitations/implications This research demonstrates that additional learnings are obtained from a process evaluation. The findings are limited to one specific research programme, and the outcome effects of the VR simulation have not been assessed in isolation. Practical implications The methods outlined in this paper offer a process evaluation tool that can be used by marketers and other practitioners to reflect on programme success or failure to enhance core offerings. Originality/value The application of Moore et al.’s (2015) process evaluation framework delivers a reflexive research tool that can be applied to critically consider three key elements: context, implementation and mechanisms of impact of developed programmes. VR’s capacity to provide a satisfying and highly valued programme resource that participants value for its realistic, novel and immersive experiential learning experience was demonstrated.

Seeks to enhance our understanding of the suitability of loyalty measurement techniques by proposing a classification of brand loyalty based on varying market types. Distinguishing between market types is important because the very nature of markets indicates that the measures used to capture loyalty should be very different. This paper, in effect, argues against a single brand loyalty measure for all market types. Marketing practitioners wishing to predict future levels of loyalty would need to use different loyalty measures. In consumable markets where the market is stable and where there is high switching and low involvement and risk, behavioral measures are appropriate for predicting future brand loyalty levels. However where the market is not stable, there is a propensity towards sole brands and attitudinal measures may be better predictors of future behavior in such cases.

The role of internal marketing on building employee satisfaction has been empirically established. More than 200 internal marketing studies are evident in the literature yet few consider the role of an employee's own cultural background with no quantitative exploration to date. In response to this gap in the literature, this research seeks to understand whether cultural congruence (the degree to which an organisation meets an employee's cultural needs) moderates the internal marketing practice and employee satisfaction relationship in a culturally diverse work setting. A sample of 458 valid responses was received from English and Traditional Chinese online and face to face surveys of tourism employees in Australia who were both Australian and Taiwanese born. The data were analysed using confirmatory factor analysis and multi-group analysis. The results confirmed the positive internal marketing and employee satisfaction relationship. Further, this research contributes both applied and theoretical outcomes with empirical evidence establishing that cultural congruence can further strengthen the internal marketing and employee satisfaction relationship. Limitations and future research directions are outlined.

Purpose -This paper sets out to provide a step towards simplifying and shortening loyalty surveys for marketers and to summarise and to categorise more than 30 survey-based loyalty measures administered in previous academic surveys. Design/methodology/approach -This research took a step back from theory to re-define the concept of loyalty. An exploratory perspective using two service markets was taken to examine a broad range of survey-based loyalty measures. Findings -The results of this research provide support for the more recent view that there are different ways in which customers can be loyal. The results of this research suggest that attitudinal loyalty could be the most important dimension for marketers to monitor. The exploratory method selected in this research suggests that dimensions of loyalty may include propensity to be loyal, behavioural intentions, complaining behaviour, resistance to competing offers, attitudinal loyalty and behavioural loyalty. Practical implications -There are important managerial implications arising from this research. First, loyalty should be considered as more than one thing. Second, this research has provided a step towards consolidating a wide range of survey-based loyalty measures that exist in the academic literature, helping to simplify loyalty measurement for marketers. This research paper provides a guide of the better survey-based measures by identifying "pure" measures of loyalty for marketers. Marketers will be able to better understand what type of loyalty a measure captures. Originality/value -Valuable for marketers who can be helped to simplify and shorten their surveys by better understanding what type of loyalty a survey measure captures and which measures may be most appropriate for their needs.

There has long been a requirement for researchers to relate different loyalty measures in one paper and to compare measures across markets. Explores the performance of a number of loyalty measures in two service markets, namely a telecommunications market, and a credit card market. Also explores the performance of a number of measures across market types. The results indicate that all eight measures can be considered as indicators of brand loyalty in service markets. Two distinct concepts of loyalty were apparent in the telecommunications market. A third possible concept, termed differentiation loyalty, was also evident in the analysis conducted. This suggests that distinguishing between concepts does matter, specifically in service markets where a decrease in behavioral loyalty results in a customer defection. There is no difference in the performance of brand loyalty measures in service markets when compared with a repeat-purchase market.