Affluent Customers Research Articles

Limited influence of loyalty program membership on relational outcomes

PurposeThe purpose of this paper is to investigate customer loyalty program membership effects from a multi‐faceted relational outcome perspective.Design/methodology/approachA model was developed to assess hypothesized loyalty program effects on a series of linkages between relationship commitment and a variety of relational outcomes. The study's hypotheses are tested with customer survey data from an upscale department store chain. Structural model multi‐group analysis is used to test the hypotheses between members (n=1,239) and non‐members (n=743) of the department store's customer loyalty program.FindingsThe findings display the surprisingly limited impact of loyalty program membership on the tested relational outcomes. Loyalty program membership favorably influences customers' desires to increase their purchases and provide complaint feedback to the firm. However, loyalty program membership fails to favorably impact four key advocacy outcomes; namely, customers' willingness to provide personal referrals, marketing research support, share personal information, and demonstrate openness to firm promotions.Research limitations/implicationsThe results are based on a large sample of highly educated and affluent customers of a specific retailer, encompassing members of one particular loyalty program.Practical implicationsThe results provide cautionary evidence as to what marketers may be able to gain from loyalty programs as a relationship marketing tool for impacting firm advocacy behaviors.Originality/valueThe tested model captures potential contributions of customers as advocates to the firm. The mixed empirical support demonstrates the limited impact of loyalty programs on strengthening non‐purchase‐related outcomes.

Trustmark Corp.

AbstractCommercial Banking (MIC: 8.1 SIC: 6021 NAIC: 522110)Trustmark is a multi‐bank holding company. Through its subsidiaries, Co. operates as a financial services organization providing banking and financial services to corporate, institutional and individual customers through over 145 offices in Florida, Mississippi, Tennessee, and Texas. The General Banking division provides traditional banking products and services, including loans and deposits. The Wealth Management division provides integrated financial services for affluent customers, such as trust and fiduciary services and brokerage services. The Insurance division provides a range of retail insurance products. Co. also operates a proprietary mutual fund family, The Performance Funds.

Trustmark Corp.

Mergent's Dividend AchieversVolume 3, Issue 3 p. 286-286 U.S. Company Reports Trustmark Corp.† First published: 30 June 2006 https://doi.org/10.1002/div.4512 † Contact: : Richard G. Hickson — Chmn., Pres., C.E.O. Address: : 248 East Capitol Street, Jackson, MS 39201 Web Site: : www.trustmark.com AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Abstract Commercial Banking (MIC: 8.1 SIC: 6021 NAIC: 522110) Tnistmark is a multi-bank holding company. Through its subsidiaries, Co. operates as a financial services organization providing banking and financial services to corporate, institutional and individual customers through over 145 offices in Florida, Mississippi, Tennessee, and Texas. The General Banking division provides traditional banking products and services, including loans and deposits. The Wealth Management division provides integrated financial services for affluent customers, such as trust and fiduciary services and brokerage services. The Insurance division provides a range of retail insurance products. Co. also operates a proprietary mutual fund family, The Performance Funds. Volume3, Issue3Summer 2006Pages 286-286 RelatedInformation

Trustmark Corp.

Mergent's Dividend AchieversVolume 3, Issue 2 p. 287-287 U.S. Company Reports Trustmark Corp.† First published: 20 April 2006 https://doi.org/10.1002/div.4095 † Contact: : Richard G. Hickson — Chmn., Pres., C.E.O. Address: : 248 East Capitol Street, Jackson, MS 39201 Web Site: : www.trustmark.com AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Abstract Commercial Banking (MIC: 8.1 SIC: 6021 NAIC: 522110) Trustmark is a multi-bank holding company. Through its subsidiaries, Co. operates as a financial services organization providing banking and financial services to corporate, institutional and individual customers through over 145 offices in Florida, Mississippi, Tennessee, and Texas. The General Banking division provides traditional banking products and services, including loans and deposits. The Wealth Management division provides integrated financial services for affluent customers, such as trust and fiduciary services and brokerage services. The Insurance division provides a range of retail insurance products. Co. also operates a proprietary mutual fund family, The Performance Funds. Volume3, Issue2Spring 2006Pages 287-287 RelatedInformation

Case Study of Customer Relationship Management (CRM) in the On-Line Affluent Financial Services Market

ABSTRACT In the current period of constrained economic conditions, this study initiates an analysis of customer relationship management (CRM) on the Web sites of financial service businesses. Customer relationship management is a critical differential that enables competitive edge for businesses focused on the affluent customer market. Though investment in marketing, sales and service innovation is limited under existing conditions, the analysis of the study on large financial businesses indicates that the businesses enable higher commerce, content and context, but lower and generally inadequate communication, community, connection and customization design on their Web sites. The analysis, conducted as an assignment by adult graduate students in an information systems course, contributes important insight into the competitive dynamics of customer relationship management for Web empowered financial service businesses striving to service the demanding affluent market. This study furnishes an expanded framework to research customer relationship management of financial service businesses competing in the paradigm of the Web.

Limits of the Citizen's Charter in India

In line with the current neoliberal public sector reforms, there has recently emerged the so-called Citizen's Charter in many developed and developing nations. In most cases, this Citizen's Charter aims to ensure the delivery of services based on quality, promptness, transparency and customer choice realized through the display of information related to services expected, their quality standards, feedback options and complaint and redress mechanisms. In the case of India, although this Citizen's Charter may benefit affluent customers, it is less likely to ensure access to services for the majority who suffer from various forms of social exclusion based on class, caste and gender. This article explores how such social exclusion may render the Charter ineffective for the less privileged citizens. It concludes by stressing the need for appropriate initiatives to overcome such social exclusion as a precondition for the success of the Citizen's Charter in India.

Trustmark Corp.

AbstractCommercial Banking (MIC: 8.1 SIC: 6021 NAIC: 522110)Trustmark is a multi‐bank holding company. Through its subsidiaries, Co. operates as a financial services organization providing banking and financial services to corporate, institutional and individual customers through over 145 offices in Florida, Mississippi, Tennessee, and Texas. The General Banking division provides traditional banking products and services, including loans and deposits. The Wealth Management division provides integrated financial services for affluent customers, such as trust and fiduciary services and brokerage services. The Insurance division provides a range of retail insurance products. Co. also operates a proprietary mutual fund family, The Performance Funds.

Trustmark Corp.

AbstractCommercial Banking (MIC: 8.1 SIC: 021 NAIC: 22110)Trustmark is a multi‐bank holding company. Through its subsidiaries, Co. operates as a financial services organization providing banking and financial services to corporate, institutional and individual customers through over 145 offices in Florida, Mississippi, Tennessee, and Texas. The General Banking division provides traditional banking products and services, including loans and deposits. The Wealth Management division provides integrated financial services for affluent customers, such as trust and fiduciary services and brokerage services. The Insurance division provides a range of retail insurance products. Co. also operates a proprietary mutual fund family, The Performance Funds.

Hyper-Segmentation and Exclusion in Financial Services in the U.S.

Abstract The last twenty years has been a period of major structural change for the financial services sector in the United States. Some of this restructuring has been prompted by technological change, but public policy has actively facilitated the increased mobility of capital to places where it brings the highest short-term private return but not necessarily the greatest long-term social return. While deregulation and technology have combined to provide a wider choice of services and increased price pressure in the lucrative segments of different financial markets, the pursuit of affluent customers has left lower-income consumers and very small firms at a disadvantage. The sector overall has moved toward a hyper-segmentation of customer bases by income and race, leaving many communities served primarily by higher-cost and sometimes abusive financial services firms.

A Study Of Customer Relationship ManagementIn Financial Services On The Web

In the current period of constrained economic conditions, this study initiates an analysis of customer relationship management on the Web sites of financial service businesses. Customer relationship management is a critical differential that effects competitive edge for businesses focused on the affluent customer market. Though investment in marketing, sales and service innovation is limited under the existing financial and global political conditions, the analysis of the study on large financial businesses in the United States indicates that the businesses enable higher commerce, content and context, but lower and generally inadequate communication, community, connection and customization design on their Web sites. The analysis contributes an important insight into the competitive dynamics of customer relationship management for Web empowered financial service businesses striving to service the demanding affluent market. This study furnishes an expanded framework to research customer relationship management of financial service businesses competing in the paradigm of the Web.

Why Do the Poor and the Less-Educated Pay More for Long-Distance Calls?

The benefits of competition among the long-distance interexchange carriers (IXCs) are not realized equally by all their customers. Despite the declines in rates under the discount plans, we document that basic message toll service (MTS) rates have been rising for several years. We show that poorer and less educated customers pay more than better educated and more affluent customers. We suspect that the reason for this correlation is that they are more apt to pay the MTS rates or other high rates, and we present some preliminary evidence that this tendency explains the correlation that we find. We also present evidence that the payment differences exist even after controlling for usage. These findings are significant because it seems likely to us that these two patterns (rising MTS rates and higher payments by the poor and the less educated) will each be ameliorated by the entry of the regional Bell operating companies (RBOCs) into long-distance markets—a state-by-state regulatory process that was nearly complete as of the beginning of 2004.

Why Do the Poor and the Less-Educated Pay More for Long-Distance Calls?

The benefits of competition among the long-distance interexchange carriers (IXCs) are not realized equally by all their customers. Despite the declines in rates under the discount plans, we document that basic message toll service (MTS) rates have been rising for several years. We show that poorer and less educated customers pay more than better educated and more affluent customers. We suspect that the reason for this correlation is that they are more apt to pay the MTS rates or other high rates, and we present some preliminary evidence that this tendency explains the correlation that we find. We also present evidence that the payment differences exist even after controlling for usage. These findings are significant because it seems likely to us that these two patterns (rising MTS rates and higher payments by the poor and the less educated) will each be ameliorated by the entry of the regional Bell operating companies (RBOCs) into long-distance markets - a state-by-state regulatory process that was nearly complete as of the beginning of 2004.

Optimal location of public health centres which provide free and paid services

A model and a heuristic are presented for finding the most effective location of public health centres providing non-vital services in competition with existing private health centres. While private centres provide only services to customers who can pay for them, public centres provide both paid services to affluent customers, and subsidised services to customers belonging to low-income groups (a hierarchical structure). While low-income customers are assigned to fixed public centres, high-income customers can choose which centre to patronise. To find the solution of this problem, the equilibrium between maximum coverage of low-income population (within a pre-specified distance), and an adequate capture of high-income population must be found. Thus, in the public service, the revenues obtained from paid services are used to partly cover the costs of the subsidised services, and the number of centres that can be located depends on how many high-income clients can be captured. Capture of a high-income client happens when a public centre is located closer to the client than any of the existing private centres. Computational experience with optimal, as well as special heuristic, methods for solving this problem is described.

The Effect of Buyer Participation on Repurchase Intentions in Professional Service Relationships

Abstract While there is a broad consensus that certain buyer attitudes are associated with the repurchase of professional services, comparatively little attention has been devoted to identifying the behaviors associated with such a repurchase. This study contrasts the predictive power of behaviors with those of attitudes for both established and new professional service relationships among 471 affluent customers. Behaviors, specifically behaviors which heighten participation in the service delivery process, are associated with positive repurchase intentions in new relationships. This study shows that professional service providers should encourage new buyers of their services to become involved in the specification and delivery of the service in order to increase positive repurchase intentions.