000119012 001__ 119012
000119012 005__ 20240319081024.0
000119012 0247_ $$2doi$$a10.1016/j.indmarman.2022.04.020
000119012 0248_ $$2sideral$$a129692
000119012 037__ $$aART-2022-129692
000119012 041__ $$aeng
000119012 100__ $$aViswanathan, V.
000119012 245__ $$aQuantifying the effect of status in a multi-tier loyalty program
000119012 260__ $$c2022
000119012 5060_ $$aAccess copy available to the general public$$fUnrestricted
000119012 5203_ $$aMulti-Tier Loyalty Programs (MTLPs) have become a popular marketing instrument to develop customer-firm relationships. Within a MTLP, customers are assigned to different tiers based on their purchase behavior. In this article, we examine whether and when tiers in the MTLP are effective in influencing customer purchase behavior, specifically share of wallet (SOW). A unique business-to-business dataset of a firm in the German agricultural market from 2009 to 2017 is used for the analysis. Data is available on the customer-specific tier level in the MTLP each year. We utilize a Tobit-style panel regression model for the analysis which is inspired by the Regression Discontinuity Design approach. This study makes several important contributions. First, it examines the effect of status in MTLPs and uses causal design to quantify the hitherto intangible effect of customer tiers. Second, this study reveals important insights on how the tier levels interact with other drivers of customer-firm relationships. Third, we use an interesting dataset from a B2B market and thereby contribute to the limited existing literature on the effectiveness of loyalty programs in B2B markets. Armed with a new understanding of how customers respond to tier levels or the negative effects of tenure especially in the highest tier, academics and managers gain new perspectives of whether and how loyalty programs affect customer behavior and drive desired outcomes in the marketplace. © 2022
000119012 540__ $$9info:eu-repo/semantics/openAccess$$aby-nc-nd$$uhttp://creativecommons.org/licenses/by-nc-nd/3.0/es/
000119012 590__ $$a10.3$$b2022
000119012 592__ $$a2.658$$b2022
000119012 591__ $$aMANAGEMENT$$b20 / 227 = 0.088$$c2022$$dQ1$$eT1
000119012 593__ $$aMarketing$$c2022$$dQ1
000119012 591__ $$aBUSINESS$$b21 / 154 = 0.136$$c2022$$dQ1$$eT1
000119012 594__ $$a13.8$$b2022
000119012 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/acceptedVersion
000119012 700__ $$aKoetterheinrich, K.
000119012 700__ $$aBijmolt, T.
000119012 700__ $$aKrafft, M.
000119012 700__ $$0(orcid)0000-0001-5321-8052$$aSese, F. J.$$uUniversidad de Zaragoza
000119012 7102_ $$14011$$2095$$aUniversidad de Zaragoza$$bDpto. Direc.Mark.Inves.Mercad.$$cÁrea Comerci.Investig.Mercados
000119012 773__ $$g104 (2022), 376-383$$pInd. mark. manage.$$tIndustrial Marketing Management$$x0019-8501
000119012 8564_ $$s426682$$uhttps://zaguan.unizar.es/record/119012/files/texto_completo.pdf$$yPostprint
000119012 8564_ $$s1360468$$uhttps://zaguan.unizar.es/record/119012/files/texto_completo.jpg?subformat=icon$$xicon$$yPostprint
000119012 909CO $$ooai:zaguan.unizar.es:119012$$particulos$$pdriver
000119012 951__ $$a2024-03-18-16:33:39
000119012 980__ $$aARTICLE