- A-Z Publications
- International Retail and Marketing Review
- Previous Issues
- Volume 5, Issue 2, 2009
International Retail and Marketing Review - Volume 5, Issue 2, 2009
Volume 5, Issue 2, 2009
Author C.H. BothmaSource: International Retail and Marketing Review 5 (2009)More Less
Author M.C. CantSource: International Retail and Marketing Review 5 (2009)More Less
We look forward to a stimulating and healthy debate from eminent scholars and business leaders worldwide, and we have been very fortunate to have a number of esteemed academics from all over the world on our editorial board. A number of new members have been added to the editorial team.
Using the conceptual model of service quality to map gaps in perceived service quality in a banking sector and hence make recommendations for improvementSource: International Retail and Marketing Review 5, pp 41 –58 (2009)More Less
Organisations are now confronted with endless challenges. Likewise, the banking industry faces deregulation, increasing competition and continuously evolving customer demands. In order to succeed, banks have to adopt proactive approaches to maintain standards of service delivery. This study evaluates quality of service at a major banking institution. A sample of 159 customers was drawn using convenience sampling. Data was collected using a questionnaire adapted from Servqual, the psychometric properties of which were statistically tested using factor analysis and Cronbach's Coefficient Alpha. Data was analysed using descriptive and inferential statistics. Based on the results, mapping was used to identify gaps and a framework was generated outlining the critical factors and recommendations for improving service quality.
Source: International Retail and Marketing Review 5, pp 59 –70 (2009)More Less
The challenge of the Chair of Department of Marketing and Retail Management (DMRM) is to plan and manage the DMRM in such a way so as to ensure that the department continues to deliver relevant marketing education to students, while still meeting the broader University objectives. This planning and management task needs to take into consideration the challenges facing the DMRM in the delivery of marketing education. One such challenge is to decide on what technology to use to deliver and support learning amongst the DMRM's students. The process of choosing one or more technologies to adopt as a preferred learning technology within the DMRM can either be done by drawing on the current thinking on this topic in the academic literature, by speaking with peers and other educational and technology experts, by asking the lecturers involved in the every-day delivery of this education, or by surveying students themselves. The lecturer is the key driver behind the delivery of education within the DMRM and will be instrumental in the successful adoption of any technology decided upon. Their views were obtained using the Delphi methodology and analysed using Chi-square analysis. The findings suggest that a learning management system is considered by lecturers as the preferred technology to use.
Paying too much and being happy about it : existence, causes and consequences of tariff-choice biasesSource: International Retail and Marketing Review 5, pp 71 –88 (2009)More Less
A common assumption underlying the analysis of consumers' choice between optional tariffs is that consumers choose the tariff that maximizes consumer surplus and, thus, the tariff that leads for a given amount of usage to the lowest billing rate. Yet, there is evidence that many users prefer a flat rate even though their billing rate would be lower on a pay-per-use tariff (flat-rate bias) and some users prefer a pay-per-use tariff even though they would save money on a flat rate (pay-per-use bias). The authors conduct four empirical analyses based on three different data sets. They show that the flat-rate bias is more important and has a greater regularity and time-persistence than the pay-per-use bias. They classify potential causes of the flat-rate bias as "insurance effect," "taxi meter effect," "convenience effect," and "overestimation effect" and show that the insurance, the taxi meter and the overestimation effect lead to a flat-rate bias. They provide evidence that underestimation of usage is a major cause of the pay-per-use bias. They show that the flat-rate bias does not significantly increase customer churn and thus results in a short- and long-term profit increase. In contrast, the pay-per-use bias largely increases churn so that the additional short-term profit is in the long-term offset by higher churn.
Source: International Retail and Marketing Review 5, pp 89 –113 (2009)More Less
Loyalty programs have become an important component of firms' relationship management strategies. There are now some industries in which numerous rival loyalty programs are offered, inducing intense competition among these programs. However, existing research on loyalty programs has often studied such programs in a non-competitive setting and has often focused on a single program in isolation. Addressing this gap, this research examines the effect of a firm's competitive positioning and market saturation on the performance of the firm's loyalty program. Based on the analysis of firm- and individual-level data from the airline industry, the results indicate that larger firms tend to benefit more from their loyalty program offerings than smaller firms. Moreover, when the product category demand is rigid, the impact of an individual loyalty program decreases as the marketplace becomes more saturated with competing programs. However, when the product category is highly expandable, the saturation effect disappears. Under such situations, loyalty programs can help an industry gain competitive advantage over substitute offerings outside the industry, and multiple programs can effectively coexist even under a high level of market saturation.