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Critical review of the e-loyalty literature: a purchase-centred framework

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Abstract

Over the last few years, the concept of online loyalty has been examined extensively in the literature, and it remains a topic of constant inquiry for both academics and marketing managers. The tremendous development of the Internet for both marketing and e-commerce settings, in conjunction with the growing desire of consumers to purchase online, has promoted two main outcomes: (a) increasing numbers of Business-to-Customer companies running businesses online and (b) the development of a variety of different e-loyalty research models. However, current research lacks a systematic review of the literature that provides a general conceptual framework on e-loyalty, which would help managers understand their customers better, take advantage of industry-related factors, and improve their service quality. The present study is an attempt to critically synthesize results from multiple empirical studies on e-loyalty. Our findings illustrate that 62 instruments for measuring e-loyalty–with two or more items—are currently in use, influenced predominantly by Zeithaml et al. (J. Marketing 60(2):31–46, 1996) and Oliver (Satisfaction: a behavioral perspective on the consumer. New York: McGraw Hill, 1997). Additionally, we propose a new general conceptual framework, which leads to e-loyalty dividing antecedents into prepurchase, during-purchase and after-purchase factors, based on the act of purchase. To conclude, a number of managerial implementations are suggested in order to help marketing managers increase their customers’ e-loyalty by making crucial changes in each purchase stage.

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Notes

  1. Oliver [143, 144] has provided many exemplar phrases for the concepts in his texts, which, by simple alterations, can create new items for instruments.

  2. Researchers have used one or more concepts to express most factors. These have been included in the boxes under the main factor name. References to each concept are provided in the Supplementary Appendix and can be used for the specific definition of each concept.

  3. Porter’s Five Forces model draws upon industrial organization economics to derive five forces that determine competitive intensity. They include three forces from ‘horizontal’ competition: threat of substitute products, threat of established rivals, and threat of new entrants; and two forces from ‘vertical’ competition: bargaining power of suppliers and bargaining power of customers [157, 187]. His models have been extended to the online commercial environment as well [158].

  4. Over the Internet, word of mouth has a far wider reach. In the offline world, 30 % of a company’s resources are spent providing a good customer experience and 70 % goes to marketing. But online, he says, 70 % should be devoted to creating a great customer experience and 30 % should be spent “shouting” about it. Jeff Bezos, Amazon.com [192].

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  1. Department of Management, Birkbeck, University of London, London, UK

    Aikaterini C. Valvi

  2. Department of Economics, Mathematics and Statistics, Birkbeck, University of London, London, UK

    Konstantinos C. Fragkos

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Valvi, A.C., Fragkos, K.C. Critical review of the e-loyalty literature: a purchase-centred framework. Electron Commer Res 12, 331–378 (2012). https://doi.org/10.1007/s10660-012-9097-5

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