Customer Satisfaction, Share of Wallet and Customer Loyalty. Is this the key to growth?

Transcription

1 Customer Satisfaction, Share of Wallet and Customer Loyalty Is this the key to growth? Author: John Edwards Macquarie University 9 June 2013 ========================================================================= INTRODUCTION This paper compares and contrasts the two research articles published by Cooil (2007) and Kumar (2013), on the subject of customer satisfaction, share of wallet and customer loyalty. Cooil examines the effect of customer characteristics on the relationship between satisfaction and share of wallet, in a 5 year longitudinal quantitative study of 4,319 Canadian households based on their banking relationship. Kumar, in contrast, reviews the existing literature to highlight the relationship between customer satisfaction and loyalty. Kumar develops a range of generalisations (not hypotheses as in the Cooil study), and makes recommendations for further research, largely based on his own research. As Cooil and Kumar both acknowledge, satisfaction is a multidimensional concept which has been extensively viewed differently by many scholars around the world. After an extensive review of literature on customer satisfaction, share of wallet and loyalty by Kumar and cited by Cooil in his study, two main views emerged on the satisfaction-loyalty relationship. The first perspective considers satisfaction as the main driver of customer loyalty (Cronin, 2000; Fornell 1992; Hallowell 1996; Heitmam, 2007; Mittal and Kamakura 2001; Olsen 2007; Szymanski and Henard 2001). 1

2 The second view considers that customer satisfaction may positively influence customer loyalty but it is not sufficient to form loyalty (Kim, 2004; Oliver 1999; Olsen, 2007; Reichheld, 2000; Suh and Yi, 2006). Many industries have become a battle ground for a share of the customer s wallet. Relationship marketing programs are important tools for driving customer retention in many industries, including banks, telecommunications, insurance airlines, credit card companies, retail and hotel chains are all focusing on obtaining more products, services, accounts from their existing customer base (Perkins-Munn, 2005). The goal of these programs is to enhance and reinforce customer relationships by offering high value services and products to profitable market segments (Kumar and Shah, 2004). This paper focuses on two main dimensions of loyalty, namely attitudinal loyalty and share of wallet, and their relationship. Attitudinal loyalty reflects the consumer s psychological attachment towards a particular provider or brand (Oliver, 1999), whereas share of wallet reflects the consumer s brand level spending within a product category (Baumann, Burton and Elliot, 2005). An understanding of the attitudinal component of loyalty is crucial since it has been shown to be linked to enhanced word-of-mouth recommendations (Reichheld, 2003), and ultimately to customer profitability (Reinartz and Kumar, 2002). METHODOLOGY The methodology use by the authors was determined by their research questions and approach. Due to the differences in research questions and aims, two different methodology approaches were adopted. 2

3 In Cooils case, his aim was to conduct a longitudinal study of the impact of changes in customer satisfaction on changes in customers share of wallet and determine the moderating effects of key variables such as: age, income, education, expertise, and tenure. Cooil collected data from a Canadian National panel study over 5 years, where 10,000 households were surveyed annually, on all financial products of their banking institution. He ended up using a large sample size of 4,319 households with 12,249 observations. The authors applied a two-level linear latent class regression model to predict annual changes in the share of wallet per Canadian household with each financial institution. To test the conditional percentile changes in satisfaction, the Likert scale units were adopted on a 4 point semantic scale (satisfied to a dissatisfied customer). In Kumar s article in the Journal of Retailing, he and his co-authors review the existing literature on customer satisfaction and loyalty. Interestingly, while this was a very ranging literature review on this topic, and thus not specific to retailing, this article got published in a Journal of Retailing. His focus was on analysing the literature on customer satisfaction in explaining and predicting customer loyalty. The methodology was all qualitative in nature, and as one of the world s top marketing scholars, his analysis and recommendations, will be accepted. Lesser known scholars need to adopt a more scientific and rigorous quantitative evidence to reaffirm their argument. No hypotheses were developed, which is common for any research-based academic paper, but a list of ten empirical generalisations, to further guide the reader on further understanding and researching this topic. 3

4 THEORY DEVELOPMENT AND DISCUSSION The theoretical background into customer satisfaction, share of wallet and loyalty is incorporated with an extensive review of the literature and discussion of the findings of the Cooil (2007) quantitative study in the Canadian retail banking sector and Kumar s (2013) review study. While many of the articles the authors used and cited are commented on in this paper, there are also some relevant publications not sited, but important to the understanding of these topics, and are specifically noted in this section. According to Mittal and Kamakura, customer satisfaction and dissatisfaction is one of the core marketing concepts, which can be held responsible for any competitive advantage an organisation can have (Mittal and Kamakura, 2001). As Kumar and his colleagues noted in their extensive literature review, published in 2013, many companies around the world monitor customer satisfaction on a continuous basis in order to promote quality and make their companies more market oriented and competitive (Fornell, 1992). A significant amount of resources are dedicated by companies to improve their customer satisfaction. This is because satisfaction indicates the general health of the organisation, its future prospects, and provides companies with many benefits including forming customer loyalty, preventing customer churn, reducing marketing cost, and enhancing business reputation (Fornell, 1992). Kumar acknowledges that many researchers have investigated the link between customer satisfaction and customer loyalty along with its impact on the profit of organisations (Reichheld, 2003). 4

5 However, Kumar inquires more and reviews the current literature to ask the following research questions: R1: Do we really know about the customer-satisfaction-loyalty link? R1: Is customer satisfaction a good predictor of loyalty? R1: Is it really worth investing in customer satisfaction is an effort to improve loyalty? Cooil examines share of wallet, rather than retention or loyalty. There is a relationship between these concepts but they are classified as different constructs in the literature. He develops seven hypotheses to test in his research: H1: The relationship between a change in customer satisfaction and a contemporaneous change in current share of wallet is positive. H2: The positive relationship between changes in share of wallet and changes in satisfaction depends on the baseline satisfaction levels and differs by customer segment. H3: The impact of a change in customer satisfaction on change in share of wallet increases with the consumer s age H4: The impact of a change in customer satisfaction on change in share of wallet decreases with the consumer s income level. H5: The impact of a change in customer satisfaction on change in share of wallet decreases with the as the consumer becomes more educated. H6: Higher levels of expertise are negatively associated with a change in share of wallet, after the effects of other moderators are adjusted for. The impact of a change in customer satisfaction on change in share of wallet decreases with higher levels of consumer response. H7: The impact of a change in customer satisfaction on change in share of wallet decreases with an increase in the length of relationship between the consumer and the company. Cooil highlights the importance of satisfaction in continuous buyer s relationship (Oliver 1980). Pertinent to Kumar s article published in the highly rated Journal of Retailing, but not presented in his study, Ganesan (1994) found that a retailer s satisfaction with past outcomes is significantly related to the retailer s long-term orientation. Similarly, in a retail sales setting, Swan and Trawick (1981) found that satisfaction determines a customer s anticipation of future behaviour to patronise a retail store. Further, Ping (1993) found that satisfaction is positively associated with re-purchase intentions in a service setting. 5

6 Also, both Cooil and Kumar discovered and reported, many scholars have researched on the impact of customer satisfaction on customer loyalty in many different settings. For example, Patterson and Spreng (1997) found a positive relationship between satisfaction and repurchase intentions in a consulting firm. Cronin and Taylor (1992) found a positive relationship between customer satisfaction and customer loyalty in four different service industries. Taylor and Baker (1994) reported a positive relationship between customer satisfaction and loyalty in a context of long distance communication. However several important studies were missed by Cooil and Kumar, which address satisfaction constructs as contained multiple facets in the setting of maintaining buyer relationships. Scholars have studied where the satisfaction focus lies; is it satisfaction with the salesperson and/or satisfaction with the firm? (Oliver and Swan, 1989). In the business-toconsumer context, these authors found that future intention to deal with the same salesperson when purchasing their next car was a function of satisfaction with the salesperson. Thus, satisfaction with the dealer was associated with increased product satisfaction. Other authors found that satisfaction with the salesperson was associated with word-of- mouth, increased share of purchase, satisfaction with the company, and increased loyalty to the salesperson Reynolds and Beatty (1999). Also, scholars undertook research to explore the factors predicting customer loyalty in retail banking in the short and long term (Baumann, Burton, Elliott and Kehr, 2007). This is very relevant to the Cooil research, which focused on the Canadian retail banking market measuring the relationship between customer satisfaction and share of wallet. 6

7 Also worth noting is the effect of customer s satisfaction with the salesperson on buyer relationship has received less attention in the business-to-business (B2B) setting. Within a business-to-business (B2B) service context, If a buyer is not satisfied or committed to the salesperson, then he/she may begin the process of searching for a new supplier (Bove & Johnson, 2001). As Cooil and Kumar both acknowledge, satisfaction is a multidimensional concept which has been viewed differently by different researchers. Homburg and Gierin (2001) explicate that satisfaction can be perceived on different levels, e.g. satisfaction with the product itself, satisfaction with the sales process, and satisfaction with after sales service. Satisfaction with the product includes consumer s evaluation of the product performance, satisfaction with the sales process includes interactions between sales personnel and consumers, and satisfaction with after sales service includes quality of service and the experience with the service provider. Also, the majority of research examines satisfaction on a product level, and less attention has been given to areas like brand, store and sales personnel (Carpenter and Fairhurst, 2005). As noted by Cooil, but not Kumar, many scholars have defined satisfaction based on Oliver s (1980) paradigm. That is, satisfaction is the notion of the consumer comparison between the expectation and performance (Bloemer and Kasper, 1995). If the consumer is able to compare between expectation and performance, it is called manifest satisfaction (Bloemer and Kasper, 1995). 7

8 However, in some situations it could be quite difficult to compare or the consumers might not be capable of forming expectations, evaluating performance, and comparing the two as independent elements. In that situation, satisfaction is defined as latent satisfaction, which is the result of an implicit evaluation (Bloemer and Kasper, 1995). Both Cooil and Kumar explained in their articles that the satisfaction response can be broken down into cognitive and affective components (Homburg and Gierin, 2001). When consumers form pre-consumption expectations by observing the product or product attributes performance and compare the performance with prior expectation, forming perceptions, and compare those perceptions with expectations, cognitive satisfaction takes place (Oliver, 1993). This cognitive element also includes equity and attribution; whereas, the former is consumer perceived fair treatment and the later is consumers attribute favourable outcomes to themselves, while unfavourable to others (Oliver, 1993). On the other hand, affective component of satisfaction is based on post-purchase attributes and includes positive affect on consumption and negative affect on consumption (Yu and Dean, 2001). These scholars explain the positive affect on consumption as success, whereas, the negative affect on consumption as failure. These affects also include emotional components such as happiness, surprise or disappointment (Yu and Dean,2001). Other authors mention that one of the major issues in the satisfaction research is that many researchers concentrate on cognitive elements and do not include the affective component of satisfaction (Strauss and Neuhaus, 1997). 8

9 However, as Kumar notes in his literature review, satisfaction is often viewed as a cumulative satisfaction which reflects customers general impression of a product or service performance (Homburg and Gierin, 2001; Mittal and Kamakura, 2001). Cumulative satisfaction includes multiple components such as product satisfaction (quality, price, or brand name), interpersonal satisfaction (the salesperson trustworthiness, knowledge, understanding customer, or after sales service), and performance satisfaction (delivery, orientation, installation, or training) (Homburg and Gierin, 2001). Other scholars consider cumulative satisfaction to be a better predictor of economic performance, behaviour and customer loyalty (Olsen, 2007). The current literature review by Kumar and cited by Cooil highlights numerous studies concentrating on the relationship between satisfaction and loyalty (Homburg and Gierin 2001; Lam, 2004; Mittal and Kamakura 2001; Olsen 2002, Suh and Yi 2006; Szymanski and Hernard 2001; Yang and Peterson 2004; Yu and Dean 2001). For example, scholars have found that moving customers to a higher level of satisfaction helps to develop long-term loyalty (Jones and Sasser, 1995). Similarly, other authors have found satisfaction to be a leading factor in determining loyalty (Rust and Zahorik, 1995). So after an extensive review of literature on customer satisfaction, share of wallet and loyalty by Kumar and cited by Cooil in his study, two main views emerged on the satisfaction-loyalty relationship. 9

10 The first assessment considers satisfaction as the main driver of customer loyalty (Cronin, 2000; Fornell, 1992; Hallowell, 1996; Heitmam, 2007; Mittal and Kamakura, 2001; Olsen, 2007; Szymanski and Henard, 2001). This group of scholars think that satisfaction positively affects loyalty, willingness to recommend, and word of mouth. Satisfaction affects future customer s choices, which in turn leads to improved customer retention and ultimately these customers want to continue their relationship and stay loyal to the company because they are satisfied (Heitmann, 2007). The second view considers that customer satisfaction may positively influence customer loyalty but it is not sufficient to form loyalty (Bove & Johnson, 2001; Kim, 2004; Oliver 1999; Olsen, 2007; Reichheld, 2000; Suh and Yi, 2006). According to these scholars, loyal customers are satisfied but this satisfaction does not universally translate into loyalty and the direct effect of satisfaction on loyalty varies among industries (Olsen, 2007). It is reported by some researchers that even a loyal, satisfied customer is vulnerable to situational factors such as competitors coupons or price cuts, therefore, satisfaction is not likely to be the sole and reliable predictor of loyalty (Reichheld, 2000; Suh and Yi, 2006). Therefore, the relationship between customer satisfaction and customer loyalty is not simple and straightforward because it is strongly influenced by the characteristics of the customer such as variety-seeking, age, and income (Homburg and Gierin, 2001). 10

11 The complexity of the satisfaction-loyalty relationship is illustrated by: Ultimate loyalty can totally encompass satisfaction; satisfaction and loyalty can overlap, or satisfaction does not transform to loyalty and can exist without it, Oliver (1999). Overall, researchers agree that when customers are completely satisfied, they are less likely to defect or switch, which makes them loyal to the company (Strauss and Neuhaus, 1997). There is an evident shift in the marketing arena from product-centric to customer-centric, where the focus is more on building long term relationship with the customer rather than a single transactional based relationship (Reinartz & Kumar, 2000). As a result of this, many companies are exploring which customers are willing to share a greater piece of his or her wallet (Keiningham, Perkins-Munn and Evans, 2003). Share of wallet is defined as the total spending of a customer on a particular product of a company in comparison to that of the spend on competitor s product (Garland 2004). The empirical research conducted on share of wallet appears to confirm the positive link between customer satisfaction and share of wallet across various industries. Researchers in different industries have found a positive relationship between satisfaction and share of wallet for the following industry segments: fleet trucking (Perkins-Munn, 2005), pharmaceutical (Perkins-Munn, 2005), institutional securities (Keiningham, 2005), processed metals (Bowman and Narayandas, 2004), hotels (Noone, Kimes and Renaghan, 2003), banks (Baumann, Burton, and Elliott, 2005; Garland, 2004; Mittal,2004), grocery retailing (Magi 2003; Silvestro and Cross, 2000), and apparel (Huff, 2002). 11

12 Share of wallet is considered an important indicator of the firm s performance In the current literature reported by Cooil and Kumar. Cooil, in his five year research study into Canadian retail banking industry, argues that changes in customers levels of satisfaction are meant to correspond with changes in customers share of wallet allocations. However, a lot of research examining the relationship between satisfaction and share of wallet has disregarded time-based effects and has relied almost exclusively on cross-sectional data, resulting in complications in the estimations of the impact of changes in satisfaction on share of wallet, over time. Many researchers have tried to find out the background of share of wallet (Magi 2003; Keiningham, Perkins-Munn and Evans 2003). For example, some scholars used customer satisfaction as a forerunner of share of wallet (Magi 2003; Keiningham, Perkins-Munn and Evans, 2003). Some scholars believe affective commitment plays a vital role in finding customers contribution to the company (Verhoef 2003). Some authors highlight shopper characteristics (Magi, 2003); product and service quality features (Odekerken-Schroder, 2003); loyalty programmes (Magi, 2003), and some scholars have investigated the role of direct mail on customer share of wallet (Verhoef, 2003). Cooil reports that share of wallet has been measured by either consumer own reports (Odekerken-Schroder, 2003; Magi, 2003), or by using consumer own reports in combination with a firm s customer data (Verhoef, 2003). 12

13 Interestingly, other authors compared self-reported measures of share of wallet with measures of repurchase intentions and concluded that self-reported measures may not be reliable (Keiningham, Perkins-Munn and Evans, 2003). In contrast to the Cooil s Canadian bank study, which used regression model to predict changes, other scholars used a multi-variant factor analysis model to predict share of wallet (Du, Kamakura and Mela, 2005). They used the firm s internal customer data with external data; the internal data came from a bank, a sample of whose customers were also surveyed about their business in ten different product categories at competing financial service providers. Total outside balances and holdings in each category fulfilled the external data requirement. They modelled customer share of requirement in each of the ten categories, which were then used to predict total share of wallet. Reviewing this from a retail industry perspective, share of wallet refers to the share of a customer s business that is obtained by a particular retailer in a category (Magi, 2003). Cooil in his article explains that customers have divided their share of wallet into multiple retailers. For example, most grocery shoppers have a primary or focal store in which they make a large share of their purchase. However, the extent to which they use other stores routinely, and consequently the share they devote to the focal store, is known to vary widely (Kim and Lee, 2010). 13

14 This is why, retailers emphasise the importance and significance of share of wallet because they need to know how their customers divide their category purchases across competing stores and how they can increase their share of total category spending and patronage (Meyer-Waarden, 2007). This important finding wasn t mentioned in Kumar s literature review article. As noted by Cooil, share of wallet has been constantly used by researchers to operationalise loyalty behaviour (Bowman and Narayandas, 2004). However, Cooil argues the relationship between share of wallet and customer satisfaction is a major research issue, because previous studies (as referred to earlier) report a positive link between satisfaction and share of wallet. This clearly contradicts the widespread recognition that high levels of customer satisfaction do not necessarily translate into high levels of loyalty behaviour (Chitturi, Raghunathan and Mahajan, 2008). One recent study concluded that 80% of customers who switch retailers and brands classify themselves as satisfied (Arnold, 2005). These arguments from the academic literature bring up some interesting questions. For example: Why do satisfied customers share a portion of their wallet with another company or brand? How can this separation of customers share of wallet be prevented? Kumar and Cooil didn t explain or cite the current marketing literature which explains how these questions are being managed by organisations. Organisations need to focus more on creating a higher level of emotional bond with their customers in order to sustain a steadfast loyalty. This is due to the awareness and improvement in customers knowledge, as customer satisfaction per se, is no longer adequate and organisations need to focus on other methods to keep customers for a long time, to acquire a major share of their wallets (Kim and Lee 2010). 14

15 However, it is also revealed by Cooil that the relationship between share of wallet and past experience is moderated by the differing characteristics of customers segments. Scholars have studied the relationship between satisfaction and share of wallet, examining the impact of different organisational buyer groups (Keiningham, Perkins-Munn, and Evans, 2003). Their findings show that the relationship between satisfaction and share of wallet varies considerably by buyer group and that the relationship is nonlinear. In a similar manner, other scholars also found that customer characteristics affect share of wallet allocations in retail banking (Baumann, Burton, and Elliott, 2005). Additionally, other authors have studied the moderating role of different customer characteristics on customers share of wallet in retail settings (Kim and Lee, 2010). Their results suggested that emotional loyalty is positively related to share of wallet and that some demographic and situational customer characteristics moderate this relationship. Furthermore, education, duration of relationship, and type of product also plays significant moderating roles on share of wallet. Interestingly explaining the customer characteristics and their impact on share of wallet, Kim and Lee found that different level of customers education influence the customers share of wallet differently. That is, low-education customers shop and spend more than do high-education customers. Similarly, another characteristic with the moderating role they investigated was relationship duration. 15

16 They confirmed the moderating role of the relationship duration of customers on share of wallet hence concluding that the long term customers are more profitable for the organisation by sharing a larger portion of their wallet. Not mentioned by Cooil and Kumar, but relevant to this topic, is the theory of reason action (Ajzen, 2002). Specifically, a person s former behaviour can explain his or her actual behaviour, which means that customer will prefer to buy at the same company they bought from on pervious purchase occasions, even though they might perceive other retailers as providing the same benefits (Vogel, Evanshitzky and Ramaseshan, 2008). Customers preferring the same retailer or the same brand means, they prefer to share their wallet with that particular retailer or brand, confirming the impact of behaviour on share of wallet. This is due to the psychological commitment to prior choices and customers desire to minimise their cost of thinking (Corstjens and Lal, 2000). This psychological commitment is called the inertia effect (Vogel, Evanshitzky and Ramaseshan, 2008). They argue that this inertia effect is rational because it helps customers achieve satisfactory outcomes by simplifying the decision-making process and saving the costs of making decisions, hence making them share a piece of their wallet automatically and without conscious thought (Vogel, Evanshitzky and Ramaseshan, 2008). Some other scholars call this sharing of wallet with a particular organisation, a habitual behaviour (Rust, Lemon and Zeithaml, 2004). Their research shows that 40% to 60% of customers buy at the same organisation (share the wallet) because of habit. 16

17 Also argued is that share of wallet is a key indicator of customer value, and hence a critical component of loyalty (Baumann, Burton and Elliott, 2005). These scholars in their banking study reveal that satisfaction is the key predictor of share of wallet. Customers feel comfortable in sharing their wallet when they discover that a particular brand or company fits their personality or character, because brands have a deep cultural meaning developed by the consumption and the use of the brand (Holt, 2003). In this case, the customer s switching costs are high as both the cultural and personality fit are lost on switching brands. Therefore, customers prefer to stay with the organisation (share their wallet) and commit in a continual relationship (Johnson, Herrmann and Huber, 2006). CONCLUSIONS Both Cooil (2007) and Kumar (2007) authors contribute to the academic field of customer satisfaction, share of wallet and customer loyalty, but in different ways. Cooil argues that customer satisfaction is a fundamental determinant of long-term consumer behaviour, and the satisfaction-loyalty association, if sustained, will lead to higher firm performance. His five year retail banking quantitative study in Canada from 2001 to 2005 indicates a positive relationship between changes in satisfaction and share of wallet. Other areas Cooil could research to enhance his quality paper, would include investigate the share of wallet behaviour in retail banking between different cultural groups, Western based and the Chinese (Baumann, Hamin and Tung, 2012). 17

18 Also, applying the same approach to different industries and to business-to-business relationships would be recommended. The segmentation variables used in the study age, income, educational, expertise and tenure could be expanded as companies use a variety of characteristics to segment their customer base (eg, product value and volume). In contrast, Kumar s extensive qualitative review of academic articles on the satisfactionloyalty relationship suggests the customer satisfaction main effect is indeed weak and that customer satisfaction, by itself can hardly change customer loyalty in any significant way. Kumar advocates companies to focus resources to high value or potential high value customers, to reward and satisfy. Interesting to note with Kumar s directions for future research ; he states his own research in the paper for prospecting studies. These selfcitations, where an author cites (continually in this case) his or her own previously published work, questions the authors motives on whether his own self-citing are different from those of citing others (Swales and Feak, 2012). In an era when citations are becoming increasingly important in the evaluations of academic standing, these self-citations are controversial. Finally, the impact of the Global Financial Crisis (CFC) was not mentioned in any of Kumar s literature reviews. Leading scholars have written extensively on the turbulent impact of the GCF on brand loyalty, customer satisfaction and share-of-wallet in all countries (Baumann & Valentine, 2009). 18

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