The aim of this study is to investigate whether club card loyalty have an impact on customers store loyalty. A secondary purpose is to distinguish which attributes of a loyalty card that ICA’s customers prefer, with the focus on the variables; direct- versus indirect rewards, monetary- versus nonmonetary rewards, necessary- versus luxury rewards and immediate- versus delayed rewards.

This qualitative, case-based study examined how managers conceptualise customer value and translate customer learning into customer value creating processes. The study considered a sample of high and low performing firms operating in non-dynamic and dynamic market environments to investigate market and firm-level effects. It was found regardless of whether a firm operates in a non-dynamic or dynamic market environment, managers approach customer value as a time dependent and tridimensionally construct. In order to operationalise customer value, managers need to constantly consider: 1. The attributes or benefits that are embedded in or customers can associate with the firm’s products and services, 2. The consequences achieved by customers when using or being provided with the firm’s products and services, and 3. The goals and purposes which are achieved by customers after they use or received the firm’s products and services. In other words, in order to create optimal levels of customer value, managers must be able to map the configuration of activities that need to be undertaken at the firm to the configuration of commercial and assurance-based benefits customers want to have delivered to them through the firm’s products and services at different points in time. They must then be able to map these activities and benefits to the combination of resources that can realise them. This includes the combination of dynamic capabilities which the firm uses to develop products and services that can help customers cope with change and have their idiosyncratic problems addressed. However, it was found that firms that operate in dynamic market environments tend to invest in and develop more structured and ordered approaches to customer learning than the firms that operate in non-dynamic market environments. They also rely more on bottom-up/top down decision-making processes to develop the firm’s customer value delivery strategy than firms that operate in non-dynamic market environments. Firms that operate in non-dynamic market environments tend to use top-down decisionmaking processes and are more likely to lever off their strategic planning processes to develop their customer value delivery strategy than firms that operate in dynamic market environments. Consistent with these findings and the RBV literature, it was found that the high performing firms were better at creating value for their target customers across three customer value dimensions. Their managers were also better at identifying when it was in everyone’s best interests to differentiate between customer groups, and integrate and link critical customer learning and decision-making processes. This includes processes that promote strategic and operational forms of customer learning, and continual customer value learning and performance tracking. In summary, the study demonstrated that heterogeneous firm performance can be explained by the way managers at different firms are able to conceptualise customer value, how they develop their customer value delivery strategies, and their differing abilities to integrate key customer value learning and decision-making processes. Moreover, it demonstrated that a firm is more likely to sustain a competitive advantage and be persistently high performing if it develops a core customer value learning and customer value delivery competency. / Thesis (Ph.D.) -- University of Adelaide, Business School, 2009

This qualitative, case-based study examined how managers conceptualise customer value and translate customer learning into customer value creating processes. The study considered a sample of high and low performing firms operating in non-dynamic and dynamic market environments to investigate market and firm-level effects. It was found regardless of whether a firm operates in a non-dynamic or dynamic market environment, managers approach customer value as a time dependent and tridimensionally construct. In order to operationalise customer value, managers need to constantly consider: 1. The attributes or benefits that are embedded in or customers can associate with the firm’s products and services, 2. The consequences achieved by customers when using or being provided with the firm’s products and services, and 3. The goals and purposes which are achieved by customers after they use or received the firm’s products and services. In other words, in order to create optimal levels of customer value, managers must be able to map the configuration of activities that need to be undertaken at the firm to the configuration of commercial and assurance-based benefits customers want to have delivered to them through the firm’s products and services at different points in time. They must then be able to map these activities and benefits to the combination of resources that can realise them. This includes the combination of dynamic capabilities which the firm uses to develop products and services that can help customers cope with change and have their idiosyncratic problems addressed. However, it was found that firms that operate in dynamic market environments tend to invest in and develop more structured and ordered approaches to customer learning than the firms that operate in non-dynamic market environments. They also rely more on bottom-up/top down decision-making processes to develop the firm’s customer value delivery strategy than firms that operate in non-dynamic market environments. Firms that operate in non-dynamic market environments tend to use top-down decisionmaking processes and are more likely to lever off their strategic planning processes to develop their customer value delivery strategy than firms that operate in dynamic market environments. Consistent with these findings and the RBV literature, it was found that the high performing firms were better at creating value for their target customers across three customer value dimensions. Their managers were also better at identifying when it was in everyone’s best interests to differentiate between customer groups, and integrate and link critical customer learning and decision-making processes. This includes processes that promote strategic and operational forms of customer learning, and continual customer value learning and performance tracking. In summary, the study demonstrated that heterogeneous firm performance can be explained by the way managers at different firms are able to conceptualise customer value, how they develop their customer value delivery strategies, and their differing abilities to integrate key customer value learning and decision-making processes. Moreover, it demonstrated that a firm is more likely to sustain a competitive advantage and be persistently high performing if it develops a core customer value learning and customer value delivery competency. / Thesis (Ph.D.) -- University of Adelaide, Business School, 2009

Thesis (Ph.D.)--University of Western Australia, 2007.

Thesis (M.B.A.)--University of North Carolina Wilmington, 2009. / Title from PDF title page (February 23, 2010)

Thesis (Ph.D.)--University of Western Australia, 2008.

Thesis (Ph. D.)--Graduate School of Management, University of Western Australia. / Title taken from title screen (viewed October 5, 2007). Includes bibliographical references (p. 355-383) and appendices.

The purpose of this study is to investigate and explain the underlying factors that contribute to the creation of loyalty within the area of mobile banking, and their relative importance. The study is limited to the Swedish market and members of the millennial generation. To acquire the wanted primary data, this study adopted a survey strategy, where responses from 153 current and former university students were collected. Following the survey, an exploratory factor analysis was conducted, and ultimately a multiple linear regression analysis to reveal what factors that predicts loyalty. Findings show that Relationship Quality (Commitment/Satisfaction/ Trust) has a positive impact on mobile banking loyalty and is thestrongest determinant. A lower level of Perceived Risk also has a positive impact on mobile banking loyalty. A Net Promotor Score of 1.4 percent indicate low loyalty among millennial mobile banking customers. This study contributes to the bank marketing theory by being one of the first studies that investigate which factors that directly influence loyalty among mobile banking customers. Since millennials is the next working generation it is crucial for banks to understand how loyalty in this generation is created. As the study is focused on Swedish millennials, applicability to the general population is limited.

Abstract Background: The quality of service is considered as an essential component in any service industry. It has been evolved in service marketing and has often been used in other research fields and sectors. Further, researchers have emphasized the importance of measuring the quality dimensions over years and in various industries in order to manage it. Also, they have proposed that enhancing the quality of services enhances customer satisfaction and loyalty, in turn that will enable the service provider to meet the changes and challenges in its business environment. Purpose: Based on listed companies’ perception at Nasdaq Stockholm OMX, the study seeks to evaluate the service quality provided by accounting firms in Sweden and determine the situation of its dimensions, as well as to explore their direct impact on the client satisfaction and client loyalty. In addition, the study utilizes the SERVPERF model to measure the service quality’s dimensions. Approach/methodology: To achieve the purpose, the study conducts a deductive and quantitative approach with explanatory purpose. Also, the data has been collected based an online questionnaire. It was sent to 450 listed companies at Nasdaq Stockholm OMX, resulting in a sample of 58 respondents. The analysis has been conducted based on regression analysis. Result/discussion: the research presents and discusses the result based on two hypotheses groups separately. The first hypotheses group regarding the impact of service quality and its dimensions on customer satisfaction. The second hypotheses group concerning the impact of service quality and its dimensions on customer loyalty. Originality: To the researcher’s knowledge this study is considered as a first attempt using a multi-dimension scale to assess the service quality of the accounting firms in Sweden based on the perception of Swedish listed companies.

Background: The number of acquisitions is continuously increasing andthey are often an important source for competitive advantage. Meanwhile, acquisitions can be a hazardous investment and many do not succeed in creating the expected value. When seeking value creation, corporations can occasionally rebrand in the company. However, the challenges associated with corporate rebranding are sometimes inevitable. Therefore, a developed understanding of the challenges associated with corporate rebranding is required by investigation. Purpose: The purpose of the research is to investigate the corporate rebranding, from the aspect of customer satisfaction, brand equity and customer mindset. Moreover, the relationship between customer satisfaction, customer loyalty and brand equity will be examined. Execution: A quantitative research method is applied where empirical data is collected through structured interviews with customers of Circle K. The findings will be utilised for the data interpretation and analysis, as well as for the conclusion of the research. Conclusion: Rebranding does not result into a negative customer mindset or brand equity. However, the research shows that the rebranding has a positive influence on the customer satisfaction, and that there is a positive relationship between customer satisfaction and loyalty. In turn, the customer loyalty is proven to affect the brand equity positively. The customer satisfaction of the new brand decreased compared to the original brand. Conversely, the difference in customer loyalty between the original and new brand cannot be proven and therefore there is no negative connection between loyalty to the original brand and loyalty to the new brand.