Definition and Evolution of the Variables in the Model in Marketing Studies and Research

  • Manlio Del Giudice
  • Maria Rosaria Della Peruta
Part of the Palgrave Studies in Democracy, Innovation, and Entrepreneurship for Growth book series (DIG)


Nowadays, the set of business resources identifies in customer loyalty one of the most important intangible assets(Christopher, Payne & Ballantyne, 1992; Cialdini, 1984; Clemmer & Schneider, 1996;Cronin & Taylor, 1992; Crosby & Taylor, 1983; Cummings & Bromiley, 1996): as pointed out on several occasions by the management literature, loyalty is a core resource both for businesses and for customers (Darroch, 2005; Palacios Marqués & José Garrigós Simón, 2006; Smith & Rupp, 2002; Rowley, 2002; Chaudhuri & Holbrook, 2001; Hollensen, 2015; Palmatier, Jarvis, Bechkoff, & Kardes, 2009). The deep changes experienced by modern markets have progressively led businesses toward the need for a more rational analysis of their customer portfolio and turnover dynamics (Bang & Joshi, 2010; Schindehutte, Morris, & Kocak, 2008; Sirmon, Hitt, Arregle, & Campbell, 2010), concluding that the conquest of new customers can be compatible, in purely economic terms, only with high-growth markets and customers who tend to express a low churn rate (Selden & MacMillan, 2006; Tsai, 2005; Verhees, Meulenberg, & Pennings, 2010; Vrontis & Thrassou, 2007). However, the digital economy and the new evolutionary trends of markets and consumers have created a fracture with respect to the way customer loyalty was interpreted before the introduction of the Internet. Today, the acquisition of a new customer is much more expensive than the interventions that may be implemented for retention purposes (Reichheld, 1996; Kotler, Burton, Deans, Brown & Armstrong, 2015); moreover, for this reason indeed, on the Internet, the strategic attitude of a company aims at favoring the preservation of the “capital” that is mostly at risk: loyal customers (Busacca & Castaldo, 1996,Saeidi, Sofian, Saeidi, Saeidi & Saaeidi, 2015.). The warning signs of such a revolution in the concept of business, and the conditions triggering such a change in the markets, first classical (offline) and then digital (online), are numerous and varied (Shankar, Smith, & Rangaswamy, 2003; Zhang & He, 2012):


Customer Satisfaction Switching Cost Management Literature Customer Loyalty Cognitive Dimension 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© The Author(s) 2017

Authors and Affiliations

  • Manlio Del Giudice
    • 1
  • Maria Rosaria Della Peruta
    • 2
  1. 1.International Business AdministrationLink Campus University International Business AdministrationNaplesItaly
  2. 2.Faculty of EconomicsSecond University of Naples Faculty of EconomicsNaplesItaly

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