Thought Leadership

Hier finden Sie unsere Veröffentlichungen von Loyalty.

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Alexander Buoye und und Timothy L. Keiningham, Ipsos Loyalty und Lerzan Aksoy, Fordham University und Pelin Aksoy, Fordham University und Bart Larivière, Ghent University / Erasmus School of Economics in Interactive Marketing, 02/2013

Improving customer satisfaction has become a strategic imperative for managers and researchers given the benefits of developing customer loyalty for long-term financial success. Creating these linkages becomes even more important in the context of mobile telecommunications due to the ubiquitous nature of mobile phones and the potential this creates to engage in interactive marketing for firms. Further, with increased global penetration of mobile telecommunications, examining cross-national differences in consumer attitudes and behaviors has become critical. Most studies that examine customer satisfaction and loyalty linkages however have traditionally focused on single countries and/or single industries. This study extends the literature by testing the moderating impact of cultural variables on the impact of satisfaction on loyalty intentions using data from many countries.
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Dr. Heiko Dees in planung & analyse, 06/2012

Unternehmen wenden sehr viel Zeit und Geld auf, um die Zufriedenheit und Loyalität ihrer Kunden zu messen und zu verbessern. Zum Messen der Kundenloyalität oder der Weiterempfehlungswahrscheinlichkeit (zum Beispiel Net-Promoter-Score) werden klassische Metriken verwendet, die jedoch zumeist alle unter dem gleichen Nachteil leiden: Die ihnen zugesprochene hohe Korrelation mit dem ökonomischen Erfolg des Unternehmens kann längst nicht immer nachgewiesen werden. Diese traditionellen Herangehensweisen in der Loyalitätsforschung beziehen jedoch eine zentrale Erfolgsgröße für das Unternehmen erst gar nicht mit ein; den Share of Wallet. Dieses ist der Prozentsatz der Ausgaben eines Kunden innerhalb einer Kategorie, die ein Anbieter bzw. eine Marke auf sich vereinen kann.
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Sunil Gupta, Timothy Keiningham, Ray Weaver, Luke Williams in Havard Business School, 10/2012

In the relatively short time since Groupon was founded, the response to "daily deals"—services that promote businesses by marketing deeply discounted, pre-paid vouchers to an online subscriber base—has by all accounts been spectacular. In the process, a global multi-billion dollar industry has emerged, attracting hundreds of competitors, tens of thousands of merchants, and many millions of consumers. Despite this success, a vocal contrarian view of the daily deals model has emerged. Its chief criticism is probably skepticism about the value of daily deals to the merchants whose goods and services are promoted. In this article, we evaluate the profitability of daily deals for merchants more thoroughly and in more detail than previous attempts. For this purpose we developed a model of merchant profits that includes not only the effects of voucher purchase and redemption, but also cannibalization and the long-run profit from newly acquired customers.
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Dr. Heiko Dees in planung & analyse, 01/2012

Seit der Liberalisierung des Strom- und Erdgasmarktes sind die Energieversorgungsunternehmen (EVU)einem stetig zunehmenden Wettbewerb und steigenden Kündigerzahlen ausgesetzt. Leider bleibt es bei vielen Energieversorgern oft nur bei der unregelmäßigen Befragung von Kündigern und der Beobachtung konkreter Kündigerzahlen.
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Forrest V. Morgeson III, Sunil Mithas, Timothy L. Keiningham and Lerzan Aksoy in Journal of Service Management, 02/2011

Many multinational corporations have implemented cross-national satisfaction measurement programs for tracking and benchmarking the satisfaction of their customers across their various markets. These companies measure satisfaction with the goal of maximizing customer loyalty and the financial benefits associated with loyalty. However, existing research comparing consumer satisfaction across nations is limited, with the few existing studies examining only a small number of countries or predictors of satisfaction, or a small group of consumers within a particular economic sector. This investigation aims at expanding our knowledge of the determinants of cross-national variation in customer satisfaction.
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Timothy L. Keiningham, Lerzan Aksoy, Alexander Buoye, and Bruce Cooil in Havard Business Review, 10/2011

Companies spend a great deal of time and money trying to improve customer loyalty by measuring and managing metrics like satisfaction and Net promoter scores. But traditional gauges of loyalty correlate poorly with what matters most: share of wallet. This is the percentage of a customer's spending within a category that's captured by a given brand, or store or firm. Customers may be very satisfied with your brand and happily recommend it to others – but if they like your competitors just as much (or more), you're losing sales. A new tool – the Wallet Allocation Rule – shows the best way to pull ahead of competitors.

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