Stakeholders have long pressured firms to provide societal benefits in addition to generating shareholder wealth. Such benefits have traditionally come in the form of corporate social responsibility. However, many stakeholders now expect firms to demonstrate their values by expressing public support for or opposition to one side of a partisan sociopolitical issue, a phenomenon the authors call “corporate sociopolitical activism” (CSA). Such activities differ from commonly favored corporate social responsibility and have the potential to both strengthen and sever stakeholder relationships, thus making their impact on firm value uncertain. Using signaling and screening theories, the authors analyze 293 CSA events initiated by 149 firms across 39 industries, and find that, on average, CSA elicits an adverse reaction from investors. Investors evaluate CSA as a signal of a firm’s allocation of resources away from profit-oriented objectives and toward a risky activity with uncertain outcomes. The authors further identify two sets of moderators: (1) CSA’s deviation from key stakeholders’ values and brand image and (2) characteristics of CSA’s resource implementation, which affect investor and customer responses. The findings provide new and important implications for marketing theory and practice.

Service firms, which have high attrition rates, are finding it exceedingly difficult to grow their customer base. Despite their extensive retention efforts, customers still defect. For these firms, "lost" customers may pose a rewarding "lastresort" opportunity. Reacquiring customers who left the firm may help these firms not only regain their lost profits but also usurp profits from competitors. However, some pertinent questions remain as to whether lost customers are worth the investment in reacquisition and whether they will remain profitable if reacquired. This is the first study to empirically demonstrate how (1) the lost customers' first-lifetime experiences and behaviors, (2) the reason for defection, and (3) the nature of the win-back offer made to lost customers are all related to the likelihood of their reacquisition, their second-lifetime duration, and their second-lifetime profitability per month. The study shows that the stronger the first-lifetime relationship with the firm, the more likely a customer is to accept the win-back offer. This study also presents relevant implications for managers interested in identifying new avenues for growth through effective resource allocation on the reacquisition and management of lost customers. Finally, the authors outline if and when managers should choose between maximizing reacquisition and profitability.

Service firms are encouraged by historic evidence that loyal customers are less price sensitive. Yet, some research has challenged the assertion while others have demonstrated considerable heterogeneity within loyal segments. Aiming to reconcile this debate, we investigate the relationship between customers' behavioral loyalty and the importance they place on price relative to two managerially relevant service attributes: rewards and convenience. We also assess the moderating role of attitudinal loyalty resulting from superior service experience. Results from a longitudinal survey and transaction data from an airline carrier show that as customers' behavioral loyalty increases, they place more importance on price and less importance on rewards and convenience, revealing that behavioral loyalty causes a shift in emphasis toward price. As a result, behaviorally loyal customers spend less and revenue decreases. However, by improving attitudinal loyalty, firms achieve the desired outcome of reducing price sensitivity and increasing revenue. Specifically, after experiencing better service, behaviorally loyal customers focus less on price and instead shift their focus toward rewards and convenience, and this results in revenue gains for the firm. Overall, attitudinal loyalty from better service experience acts as a key mitigator of the positive link between behavioral loyalty and price sensitivity.

Past studies have overlooked the joint effects of economic and customer experience factors on service purchase behaviors. Furthermore, service firms tend to make substantial investments in enhancing customer experience, mitigating the negative effects of service failures through recovery efforts and increasing overall customer satisfaction. Yet, largely due to a paucity of data, we know little about how the state of the economy influences the way in which customers use past service experiences to make future purchase decisions. We hypothesize that the state of the economy moderates the effects of customer experience factors on customers’ service purchase behaviors. In addition, we examine how personal income influences the degree to which the aggregate economy influences service purchase decisions. We test the proposed model using panel survey and transaction data from an international airline carrier. Our findings demonstrate that, contrary to wisdom in the popular press, customer experience matters more when the economy is doing better, not worse. Furthermore, lower income consumers are more sensitive to changes in the economy than higher income consumers. We validate the hypothesized model using a controlled experiment and establish that aggregate measures of the economy can be used to predict individual perceptions and purchase intentions.