Loyalty transfer from offline to online stores in the UK grocery industry
Loyalty transfer from offline to online stores in the UK grocery industry
复制标题
英国杂货行业的忠诚度从线下商店转移到线上商店
DOI：
10.1108/09590550510600861
复制
发表时间：
2005
影响因子：
4.4
通讯作者：
H. Fulford
中科院分区：
文献类型：
--
作者：
M. Rafiq;H. Fulford
-旨在检验英国超市将实体店忠诚度转化为网络忠诚度的有效性。通过对大学员工的在线调查，我们既检验了品牌资产命题——忠诚顾客更有可能采用品牌延伸，也检验了双重危险模型——市场领导者从忠诚转移中获益的比例过高。-本研究为品牌资产和双重诉讼主张提供了支持。乐购和塞恩斯伯里在线上和线下市场的主导地位，再加上它们的留存率指数分别为92%（乐购）和76%（塞恩斯伯里），都支持了品牌资产观点。与Sainsbury’s（14%）相比，乐购从竞争对手那里吸引的顾客比例（67%）也高得多，这表明乐购正受益于其市场领导地位，正如双重危险模型所预测的那样。-样本的相对较小的规模和有限的性质意味着探索性的发现现在需要更严格的调查。更大的样本将允许更详细地探索在线忠诚度不同方面之间的关系。研究表明，较小的零售品牌有两个主要的选择，即扩大品牌规模或建立一个利基品牌。对于市场领导者来说，挑战在于成为“超级忠诚品牌”。也就是说，通过细分或提供比竞争对手更好的服务，达到比双重危险效应所预测的更高的忠诚度水平。-这是第一个研究商店忠诚度到在线忠诚度的可转移性的研究，并证明了品牌资产和双重危险模型对理解和预测忠诚度转移行为的有用性。
– Aims to examine the effectiveness of UK supermarkets in transferring store loyalty to online loyalty., – An online survey of university staff is used to test both the brand equity proposition that loyal customers are more likely to adopt brand extensions, and the double jeopardy model's prediction that market leaders benefit disproportionately from loyalty transference., – The study provides support for the brand equity and double jeopardy propositions. Tesco's and Sainsbury's dominance of both the online and offline markets, coupled with their retention indices of 92 per cent (Tesco) and 76 per cent (Sainsbury's), support the brand equity view. Tesco also attracts a disproportionately higher percentage of its customers from competitors (67 per cent) compared with Sainsbury's (14 per cent), suggesting that it is benefiting from its market leadership position, as predicted by the double jeopardy model., – The relatively small size and restricted nature of the sample means that the exploratory findings now need to be investigated more rigorously. A larger sample would permit a more detailed exploration of the relationships between the different aspects of online loyalty., – The research suggests that smaller retail brands have two main options, namely growing the size of the brand or building a niche brand. For a market leader the challenge is to become a “super‐loyalty brand”. That is, to achieve levels of loyalty higher than predicted by the double jeopardy effect, either through segmentation or through better service provision than that of competitors., – This is the first study to examine transferability of store loyalty to online loyalty and demonstrate the usefulness of the brand equity and double jeopardy models for understanding and predicting loyalty transfer behaviour.