Behavioral Consequences of Overbooking Service Capacity

Loyalty Programs: Generalizations on Their Adoption, Effectiveness and Design

“…A firm can increase attitudinal loyalty by enhancing the perceived attractiveness of the LP and its rewards (Demoulin and Zidda, 2008;Furinto et al, 2009;Keh and Lee, 2006;Steyn et al, 2010;Wirtz et al, 2007). Attitudinally loyal members will likely forgive minor service failures (Bolton et al, 2000), but are inclined to give feedback and be more critical in their evaluation or more sensitive to big service failures (Lacey, 2009;Smith et al, 2003;von Wangenheim and Bayón, 2007). Finally, improving the quality of employee interactions is an important but often neglected aspect of LP management.…”

“…Fourth, the stratification of LP members elevates hightier customers' perceptions of status, which increases overall positive feelings about the relationship (Drèze and Nunes, 2009), but it may also make these comfortable members more critical in their evaluations (Stauss et al, 2005). Customers in the higher tiers tend to be particularly sensitive to service failures and loss of status (von Wangenheim and Bayón, 2007;Wagner et al, 2009), such that the negative effects of downgrading are stronger than the positive effects of upgrading.…”

Customer perceived value, satisfaction, and loyalty: the role of willingness to share information

“…Customer satisfaction is also considered an antecedent of recommend intention. Indeed, a number of studies have found positive relationship between satisfaction and recommend intention (Brown et al 2005;Wangenheim and Bayón 2007). Thus, strong evidence supports a positive effect of satisfaction on loyalty intentions.…”

Perceived Fairness of Differential Customer Treatment

“…Second, consumers' fairness perceptions have been characterized as indispensable for well-functioning and loyal customer-firm relationships (e.g., Seiders & Berry, 1998;Xia, Monroe, & Cox, 2004). These authors emphasize that unfairness perceptions on part of the customer can lead to intensely negative, revengeful reactions as well as to enduring attitude and behavior changes (see also Wangenheim & Bayón, 2007). Hence-following research showing that 'soft' psychological variables (e.g., customers' attitudes) are related to 'hard' variables like a company's market value (Fornell, Mithas, Morgeson, & Krishnan, 2006)-consumers' fairness perceptions can be understood as an important factor that influences a firm's long-term financial success.…”

“…The term has also been applied in sociology and political economy (e.g., Wade, 2004), expressing that the rich get richer and the poor get poorer. 11 Note that in economics (e.g., Fehr & Schmidt, 1999) and sometimes also in marketing (e.g., Wangenheim & Bayón, 2007), the terms fairness and equity are used as synonyms, whereas this work follows the tradition of Deutsch (1975) who regards equity as one possible fairness principle among others (see Table 4). 12 Equity theory has stimulated a lot of research in the past decades, for example in organizational contexts (e.g., research on pay inequalities, Cowherd & Levine, 1992), in social relationships (e.g., Walster et al, 1973), and in marketing (e.g., Huppertz, Arenson, & Evans, 1978;Oliver & Swan, 1989;Wangenheim & Bayón, 2007).…”