000120125 001__ 120125
000120125 005__ 20241125101128.0
000120125 0247_ $$2doi$$a10.1007/s11747-022-00898-z
000120125 0248_ $$2sideral$$a130825
000120125 037__ $$aART-2023-130825
000120125 041__ $$aeng
000120125 100__ $$0(orcid)0000-0003-0575-375X$$aGao, Lily$$uUniversidad de Zaragoza
000120125 245__ $$aWinning your customers’ minds and hearts: Disentangling the effects of lock-in and affective customer experience on retention
000120125 260__ $$c2023
000120125 5060_ $$aAccess copy available to the general public$$fUnrestricted
000120125 5203_ $$aBuilding barriers to lock in customers and improving the affective customer experience are two key strategies employed by firms to enhance customer retention. Although pursuing the same goal, these strategies work differently: the former relies more on a calculative, cost–benefit approach to the exchange, while the latter promotes affective aspects of the relationship. Integrating experiential learning theory with social exchange theory, we provide a conceptual framework to understand the impact of lock-in and affective customer experience on customer retention, and the moderating role of relationship depth. Using a comprehensive data set for a sample of 13,761 customers covering all firms in one telecom market for two different services, we empirically test the framework via multinomial logit modeling. The results offer novel insights into the interplay between the two strategies. For poor affective customer experience (i.e., a score below five on a 0–10 scale), lock-in helps firms reduce customer churn (between 49.03% and 47.86%). However, the impact of lock-in decreases when affective customer experience improves and turns to be insignificant once the experience reaches the “acceptable level” (i.e., a score above seven on a 0–10 scale). Importantly, the separate and joint effects of the two strategies are stronger when there is a low relationship depth, and weaker when heavy relationships are established. The findings offer useful practical advice to manage these strategies in an efficient and optimal way.
000120125 536__ $$9info:eu-repo/grantAgreement/ES/DGA/S54-20R-GENERES Group$$9info:eu-repo/grantAgreement/ES/MICINN/PID2020-114874GB-I00
000120125 540__ $$9info:eu-repo/semantics/openAccess$$aby$$uhttp://creativecommons.org/licenses/by/3.0/es/
000120125 590__ $$a9.5$$b2023
000120125 592__ $$a7.194$$b2023
000120125 591__ $$aBUSINESS$$b14 / 304 = 0.046$$c2023$$dQ1$$eT1
000120125 593__ $$aEconomics and Econometrics$$c2023$$dQ1
000120125 593__ $$aMarketing$$c2023$$dQ1
000120125 593__ $$aBusiness and International Management$$c2023$$dQ1
000120125 594__ $$a30.0$$b2023
000120125 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/publishedVersion
000120125 700__ $$ade Haan, Evert
000120125 700__ $$0(orcid)0000-0002-2620-0639$$aMelero-Polo, Iguácel$$uUniversidad de Zaragoza
000120125 700__ $$0(orcid)0000-0001-5321-8052$$aSese, F. Javier$$uUniversidad de Zaragoza
000120125 7102_ $$14011$$2095$$aUniversidad de Zaragoza$$bDpto. Direc.Mark.Inves.Mercad.$$cÁrea Comerci.Investig.Mercados
000120125 773__ $$g51, 2 (2023), 334-371$$pJ. Acad. Mark. Sci.$$tJOURNAL OF THE ACADEMY OF MARKETING SCIENCE$$x0092-0703
000120125 8564_ $$s1568388$$uhttps://zaguan.unizar.es/record/120125/files/texto_completo.pdf$$yVersión publicada
000120125 8564_ $$s2290827$$uhttps://zaguan.unizar.es/record/120125/files/texto_completo.jpg?subformat=icon$$xicon$$yVersión publicada
000120125 909CO $$ooai:zaguan.unizar.es:120125$$particulos$$pdriver
000120125 951__ $$a2024-11-22-11:58:13
000120125 980__ $$aARTICLE