The authors examine two aspects of brand loyalty, purchase loyalty and attitudinal loyalty, as linking variables in the chain of effects from brand trust and brand affect to brand performance (market share and relative price). The model includes product-level, category-related controls (hedonic value and utilitarian value) and brand-level controls (brand differentiation and share of voice). The authors compile an aggregate data set for 107 brands from three separate surveys of consumers and brand managers. The results indicate that when the product- and brand-level variables are controlled for, brand trust and brand affect combine to determine purchase loyalty and attitudinal loyalty. Purchase loyalty, in turn, leads to greater market share, and attitudinal loyalty leads to a higher relative price for the brand. The authors discuss the managerial implications of these results.

The Chain of Effects from Brand Trust and Brand Affect to Brand Performance: The Role of Brand Loyalty:

This meta-analysis investigated the relationships between person‐job (PJ), person‐organization (PO), person‐group, and person‐supervisor fit with preentry (applicant attraction, job acceptance, intent to hire, job offer) and postentry individual-level criteria (attitudes, performance, withdrawal behaviors, strain, tenure). A search of published articles, conference presentations, dissertations, and working papers yielded 172 usable studies with 836 effect sizes. Nearly all of the credibility intervals did not include 0, indicating the broad generalizability of the relationships across situations. Various ways in which fit was conceptualized and measured, as well as issues of study design, were examined as moderators to these relationships in studies of PJ and PO fit. Interrelationships between the various types of fit are also meta-analyzed. 25 studies using polynomial regression as an analytic technique are reviewed separately, because of their unique approach to assessing fit. Broad themes emerging from the results are discussed to generate the implications for future research on fit.

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Consequences of individuals' fit at work: a meta-analysis of person-job, person-organization, person-group, and person-supervisor fit

Brand experience is conceptualized as sensations, feelings, cognitions, and behavioral responses evoked by brand-related stimuli that are part of a brand's design and identity, packaging, communications, and environments. The authors distinguish several experience dimensions and construct a brand experience scale that includes four dimensions: sensory, affective, intellectual, and behavioral. In six studies, the authors show that the scale is reliable, valid, and distinct from other brand measures, including brand evaluations, brand involvement, brand attachment, customer delight, and brand personality. Moreover, brand experience affects consumer satisfaction and loyalty directly and indirectly through brand personality associations.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID1960358_code1671431.pdf?abstractid=1960358&mirid=4

Brand Experience: What is it? How is it Measured? Does it Affect Loyalty?

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Brand Experience: What Is It? How Is It Measured? Does It Affect Loyalty?

Although managers cite human resources as a firm's most important asset, many organizational decisions do not reflect this belief. This article uses the value, rareness, imitability, and organization (VRIO) framework to examine the role that the human resource (HR) function plays in developing a sustainable competitive advantage. Why some popularly cited sources of sustainable competitive advantage are not, and what aspects of a firm's human resources can provide a source of sustainable competitive advantage are discussed. The role of the HR executive as a strategic partner in developing and maintaining competitive advantage within the firm is also examined. © 1998 John Wiley & Sons, Inc.

/pdf/on-becoming-a-strategic-partner-the-role-of-human-resources-53fkmbbh2q.pdf

On becoming a strategic partner: The role of human resources in gaining competitive advantage

The virtues and value of loyalty the economics of customer loyalty the right customers the right employees productivity the right investors in search of failure the right measures transforming the value proposition partnerships for change getting started - the path toward zero defections.

The loyalty effect : the hidden force behind growth, profits, and lasting value

The business world seems to have given up on loyalty: many major corporations now lose-and have to replace-half their customers in five years, half their employees in four, and half their investors in less than one. Fred Reichheld's national bestseller The Loyalty Effect shows why companies that ignore these skyrocketing defections face a dismal future of low growth, weak profits, and shortened life expectancy. Reichheld demonstrates the power of loyalty-based management as a highly profitable alternative to the economics of perpetual churn. He makes a powerful economic case for loyalty-and takes you through the numbers to prove it. His startling conclusion: Even a small improvement in customer retention can double profits in your company. The Loyalty Effect will change the way you think about loyalty, profits, and the nature of business

The Loyalty Effect: The Hidden Force Behind Growth, Profits, and Lasting Value (Эффект лояльности: скрытая движущая сила роста, прибыли и постоянной ценности)

Thomas Teal

Papers

The loyalty effect : the hidden force behind growth, profits, and lasting value

The Loyalty Effect: The Hidden Force Behind Growth, Profits, and Lasting Value (Эффект лояльности: скрытая движущая сила роста, прибыли и постоянной ценности)

El efecto lealtad: crecimiento, beneficios y valor último