Direct and Indirect Effects of Commitment to a Service Employee on the Intention to Stay

Hansen, Håvard; Sandvik, Kåre; Selnes, Fred

doi:10.1177/1094670503005004007

Cited by 115 publications

(97 citation statements)

References 45 publications

(48 reference statements)

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“…Accordingly, we differentiate attitudinal and behavioral loyalty. Attitudinal loyalty is grounded in liking and a positive psychological attachment to the firm, whereas behavioral loyalty refers to the act of staying with the firm or intentions to do so (Dick and Basu 1994;Fullerton 2003;Hansen, Sandvik, and Selnes 2003;Oliver 1997;Yi and Jeon 2003). Because a positive attitude toward the firm or its offerings is usually a precursor of behavioral loyalty, we expect a positive relationship between attitudinal and behavioral loyalty (Dick and Basu 1994;Gruen, Summers, and Acito 2000;Verhoef 2003):…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Growing Existing Customers’ Revenue Streams through Customer Referral Programs

Garnefeld

Eggert

Helm

et al. 2013

Journal of Marketing

135

118

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Customer referral programs are an effective means of customer acquisition. By assessing a large-scale customer data set from a global cellular telecommunications provider, the authors show that participation in a referral program also increases existing customers' loyalty. In a field experiment, recommenders' defection rates fell from 19% to 7% within a year, and their average monthly revenue grew by 11.4% compared with a matched control group. A negative interaction between referral program participation and customer tenure reveals that the loyalty effect of voicing a recommendation is particularly pronounced for newer customer-firm relationships. A laboratory experiment further demonstrates that referral programs with larger rewards strengthen attitudinal and behavioral loyalty, whereas smaller rewards affect only the behavioral dimension. This article contributes to our theoretical understanding of the roles played by the commitment-consistency principle and positive reinforcement theory as mechanisms underlying the effectiveness of customer referral programs.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Growing Existing Customers’ Revenue Streams through Customer Referral Programs

Garnefeld

Eggert

Helm

et al. 2013

Journal of Marketing

135

118

View full text Add to dashboard Cite

show abstract

“…Marketing literature indicates that an employees' service performance (e.g., good interpersonal skills; employees' credibility) positively impacts customer satisfaction and loyalty (Alge et al, 2002;Hansen, Sandvik, and Selnes, 2003). Bowen and Schneider (1988) noted three defining characteristics of service: intangibility, simultaneous production and consumption, and customer co-production.…”

Section: Relationships Among Service Orientation Employee Service Pementioning

confidence: 99%

Impact of Service Orientation on Frontline Employee Service Performance and Consumer Response

Liang¹,

Tseng²,

Lee³

2010

IJMS

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As product and price become less important, managers search for new ways to differentiate themselves in a buyer-seller relationship. Increasingly, businesses have to focus on service orientation to differentiate themselves from their competitors. As consumer loyalty depends primarily upon rendering quality service, the delivery process among business service orientation, frontline service employee performance and consumer response deserves more attention. This article explores some of the ways in which service orientation can be used as an appropriate alternative to the more traditional business methods. This study analyzes the dyadic data collected from 247 questionnaires distributed to consumers and employees across 17 branches of a financial service company. The results show that service orientation positively affects employee service performance but negatively affects consumer loyalty. Employee service performance positively influences consumer loyalty and indirectly positively influences word-of-mouth of consumers.

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“…Emotions shape behaviors and perceptions and play a crucial role in the development of different kinds of relationships (Andersen & Kumar, 2006;Johnson et al, 2006), because these cannot be built on behavior alone (Barnes, 2003). Rather than total rationalizing, customers' behavior is also based on emotional bonds that go beyond core product attributes, involving enjoyment, personal meaning, and a feeling of gratitude, the currency of relationships (Hansen, Sandvik, & Selnes, 2003;Styles & Ambler, 2003). Emotional content (Berscheid, Snyder, & Omoto, 1989) could be the path to attaining true customer intimacy, the backbone of rewarding relationships (Fournier, 1998).…”

Section: The Research: Reassessing Relationships In Consumer Marketsmentioning

confidence: 99%

Reassessing Relationships in Consumer Markets: Emotion, Cognition, and Consumer Relationship Intention

Fernandes

Proença

2013

Journal of Relationship Marketing

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Direct and Indirect Effects of Commitment to a Service Employee on the Intention to Stay

Cited by 115 publications

References 45 publications

Growing Existing Customers’ Revenue Streams through Customer Referral Programs

Growing Existing Customers’ Revenue Streams through Customer Referral Programs

Impact of Service Orientation on Frontline Employee Service Performance and Consumer Response

Reassessing Relationships in Consumer Markets: Emotion, Cognition, and Consumer Relationship Intention

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