Creating consumer durable retailer customer loyalty through order fulfillment service operations

Abstract

Manufacturers now find themselves in the position of finding new ways to remain competitive in the era of retail power. The onus rests on the manufacturer's ability to implement operational strategies that help the retailer achieve its objectives. Specifically, manufacturers that establish successful order fulfillment service can affect retailer loyalty. The overarching goal of this research, therefore, is to examine the importance to operations managers of understanding the order fulfillment needs and expectations of their retail customers and to establish the value-added role that operations management plays in developing retailer loyalty. Empirical evidence is provided on the relationships between relational order fulfillment service, operational order fulfillment service, satisfaction, affective commitment, purchase behavior, and loyalty. Such evidence not only focuses on the strategic importance of the OM discipline in manufacturer-retailer relationships, but also extends previous OM theory by taking a more complex view of the loyalty phenomenon. Published by Elsevier B.V.

Role of the Brand Image of Boutique Hotel for Customers Choosing Accommodation, “LE CHATEAU LAMBOUSA” Case Study, North Cyprus

“…The affective element arises from the evaluation of emotions that have been inspired by the destination and its people [27]. On the other hand, guest loyalty refers to an honest commitment on the part of the consumer to continue purchasing his/her preferred service [28].…”

Adaptação cultural e validação dos construtos: serviço logístico, satisfação e lealdade

“…O construto satisfação já foi conceituado, mensurado e testado na literatura em várias indústrias e contextos (OLIVER, 1980;BERRY, 1985;STANK, 2008). Normalmente é utilizada a confirmação de expectativas como base para a definição operacional do construto satisfação.…”

“…GOLDSBY; VICKERY, 1999;STANK et al, 2003;STANK, 2008). Esse escore confirma que o relacionamento pessoal entre vendedores e compradores é importante, podendo inclusive ajudar a resolver problemas no nível operacional sem afetar a satisfação do comprador.…”

“…Esse escore confirma que o relacionamento pessoal entre vendedores e compradores é importante, podendo inclusive ajudar a resolver problemas no nível operacional sem afetar a satisfação do comprador. Resultados similares foram encontrados entre desempenho operacional e satisfação (r = 0,81), conforme previsto por Daugherty, Stank e Ellinger (1998) e Leuthesser e Kohli (1995); satisfação e lealdade atitudinal (r = 0,76), conforme estimado por Fornell (1992) e Reichheld e Sasser (1990); lealdade atitudinal e lealdade comportamental (r = 0,64), reportado por Dick e Basu (1994) e Davis-Sramek, Mentzer e Stank (2008). Estes resultados indicam que os construtos estão relacionados.…”

The Impact of Retailer’s Economic and Social Satisfaction on Its Commitment, and the Moderating Effect of Manufacturer Brands’ Strength

“…Research on commitment has focused on Business to Consumer (B2C) and Business to Business (B2B) realms, but the latter is few and far between particularly in the context of non-durable goods, this may be due the limited understanding of the importance of commitment for maintaining long-term benefits and a positive relationship between parties of business relationship (Ali, 2011). In addition, many recent studies examined commitment as a consequence of overall relationship satisfaction (e.g., Davis-Sramek, Mentzer, & Stank, 2008;Sharma & Paul, 2000), but very little research has addressed commitment as a consequence of economic and social satisfaction (Goaill, Selvan, & Nor Azila, 2013). Therefore, empirical study is needed to fill this gap.…”