Retention Equity Research Articles

Role of customer retention equity in consumption enhancement of VoD services: a PLS-SEM approach

Role of customer retention equity in consumption enhancement of VoD services: a PLS-SEM approach

Role of Customer Retention Equity in Creating and Developing Brand Value

ABSTRACTThe present study attempts to explore and establish a customer retention equity scale and examines its impact on brand value in the Indian banking sector. The data were collected from 500 account holders of the five nationalized banks—State Bank of India, Punjab National Bank, Industrial Credit and Investment Corporation of India, Housing Development Finance Corporation, and Jammu and Kashmir Bank from Jammu City, North India—using a purposive sampling technique. Structural equation modeling was applied to test the study hypotheses. The study finds that customer retention strategies that include loyalty and affinity schemes, special treatment benefits, a customer feedback survey, a courtesy system, and content marketing significantly contribute to retention equity. Further, the study also reveals that retention equity has a positive and significant impact on brand value and its dimensions—brand loyalty, brand association, and brand awareness. The study contributes to the extant literature by developing and validating the customer retention equity scale from customer perspectives in the Indian banking sector. In addition, the study also integrates the research stream of retention equity with brand value to signify the contributory role of customer retention equity on brand value and its dimensions. Since the study is limited to assessing customer retention equity and brand value relationship, their relationship with other constructs, such as relational quality, customer equity, and customer loyalty, should be explored in further work.

Research on brand extension feedback effects based on customer equity

As a strategy for enterprises to expand the scale of their operations, brand extension could also generate feedback effect diluting parent brand's customer equity. This study proposes and estimates a theoretical model examining the influence of brand extension on the drivers of parent brand's customer equity, namely value equity, brand equity, and retention equity using data of 850 questionnaires from ordinary consumers in China. The model indicates whether the drivers of a parent brand's customer equity change after brand extension, and how fit and consumer evaluations of brand extension influence the drivers of the parent brand's customer equity. The results show that firstly brand extension influences the drivers of parent brand's customer equity, secondly fit and consumer evaluations of brand extension directly affect the drivers of parent brand's customer equity, consumer evaluations also perform an intermediary function between fit and the drivers of parent brand's customer equity. Finally, this paper talks about managerial implications of the finding.Limitations and suggestions for future research are also discussed.

Segmentation policies using the customer equity model: a study in a Brazilian hypermarket

The objective of this study was to analyse the criteria of priority used to adopt the marketing strategies of quality, price, convenience, brand and relationship, and its adequacy towards the values that are perceived by the customers’ segments of a retailer, using the customer equity model. The methodological procedures consisted of a survey that was directed to the consumers and an analytic hierarchy process (AHP) was applied with the hypermarkets’ managers. The priority criteria for the adoption of marketing policies were based on the value equity, brand equity and retention equity constructs. The results have shown that these policies do not meet the expectations of most of the consumers, who value first the brand, followed by the retention and finally the value equity. In contrast, the managers that were interviewed still have their focus on the price as the main strategic action for the customers’ satisfaction, followed by brand and retention.

항공사 유지자산이 고객의 긍정적·배타적 행동의도에 미치는 영향

본 연구는 최근 급변하고 있는 국내 항공운송시장에서 항공사 유지자산이 항공여행객들의 긍정적 배타적 행동의도에 미치는 영향력을 평가하고, 고객이탈을 최소화할 수 있는 유지기반의 주요 변인들을 도출하는데 목적이 있다. 먼저 실증분석을 위해 인천국제공항과 김포공항에서 국적항공사를 이용하는 내국인 항공여행객들을 대상으로 서베이를 실시하였고, 수집된 자료 480부에 대해 SPSS 통계패키지의 다중회귀분석을 실시하였다. 그 결과 항공사 충성도 프로그램, 특별우대와 인정프로그램, 커뮤니티 프로그램은 모두 긍정적 행동의도에 유의한 영향을 미쳤다. 그러나 배타적 행동의도에 대해서는 특별우대와 인정프로그램, 커뮤니티 프로그램만이 유의한 영향을 미치고 있었다. 연구결과는 특별우대와 인정프로그램, 커뮤니티 프로그램이 충성도 프로그램보다 항공사 전환 장벽으로서 더 높은 영향력을 가지고 있음을 시사한다. 본 연구는 심화된 경쟁시장에서 고객유지를 극대화할 수 있는 유지자산의 변인들을 도출하고 전략적 우선순위를 실증 규명하였다는 데에 연구의 학문적 실무적 의의를 가진다. The purpose of this study is to evaluate the impact of airline's retention equity on customer positive exclusive behavior intention and to minimize customer churn based maintenance is aimed to derive key variables in air transport market. A survey was conducted Incheon and Gimpo airport to use in the national carrier of domestic air travelers. A total of 480 respondents completed a survey. The result reveal that loyalty program, preferential treatment & acknowledgement program, and community program have significantly effect on positive behavior intention. However, preferential treatment & acknowledgement program, and community program have significantly effect on exclusive behavior intention. It showed that they are more influence than loyalty program as a switching barrier of airlines. The academic and practical implication of this study has been identified in the competitive market to maximize customer retention factors of maintaining retention equity to derive empirical strategic priorities.

Employee equity: Toward a person-based approach to HRM

This paper explores a theoretical framework for HRM that we term “employee equity.” Adapting the customer equity concept from marketing, the framework shifts the primary unit of analysis from tasks to people. We show how value, brand, and retention equity translate to the HRM domain by viewing employees as internal customers. The translation and a model of employee lifetime value offer starting points for research that will aid in effectively managing and retaining human assets in organizations.

Incorporating satisfaction measures into a restaurant productivity index

The increasing stature of the foodservice industry in the global service economy suggests that productivity analyses—similar to those performed in non-service-based settings—would benefit multi-unit operators by maximizing their desirable operational outcomes while minimizing expenses and other detrimental conditions such as low job satisfaction. This paper suggests that such analyses might be possible through the application of a holistic productivity metric—one that includes traditional operational variables such as revenue, profit, food cost, and labor cost, and previously ignored variables such as guest and employee satisfaction as well as retention equity. Through data gathered from a single chain's 36 corporate-owned, same-brand casual-theme restaurants located in metropolitan centers across the United States, we found that factors leading to maximum outputs such as controllable profit and retention equity include employee satisfaction in addition to expected variables such as cost of goods sold and number of seats. Most notably, employee satisfaction as an input proved to be the most volatile variable in maximizing operational outputs.