Willing to pay more, eager to pay less : the role of customer loyalty in price negotiations

This article is the first to empirically examine the effect of customer loyalty in retail price negotiations. Across three field studies and one negotiation experiment, the authors establish what they call the “loyalty–discount cycle”: in price negotiations with salespeople, loyal customers receive deeper discounts that, in turn, increase customer loyalty, resulting in a downward spiral of a company's price enforcement. The reason for the positive effect of customer loyalty on discount is twofold: (1) loyal customers demand a reward for their loyalty and invoke their elevated perceived negotiation power, and (2) to retain loyal customers, salespeople grant discounts more willingly. Furthermore, the mechanisms are moderated by the basis of a customer's loyalty (price vs. quality) and the length of the relationship between the salesperson and the customer. To escape the loyalty–discount cycle, salespeople can use functional and relational customer-oriented behaviors. The study helps managers and salespeople optimize their price enforcement and servicing of loyal customers

Understanding the impact of relationship disruptions

Personal relationships between salespeople and customers are essential for the success of business-to-business relationships, and research has shown that a change of the salesperson can severely harm financial performance. However, such interpersonal relationship disruptions may also have positive effects by encouraging vitalizing reexplorations of the relationship. Using multilevel loyalty theory and relationship life cycle theory, the authors offer a comprehensive conceptualization of potentially countervailing consequences of relationship disruptions. In particular, disruptions may have different effects on resale revenue (from previously sold products) versus new sale revenue (from newly sold products), contingent on both the history and expected future development of the relationship. Therefore, this study examines moderators on the firm-level relationship prior to disruption and salesperson relationship management afterward. Longitudinal data from 2,040 customers of an international business-to-business firm reveal that a disruption can increase overall performance by more than 29%, depending on the firm-level relationship before disruption and the new salesperson’s relationship management. Managers can use these findings proactively to evaluate and manage the risks and opportunities involved in relationship disruptions

Customers often believe that suppliers who engage in CSR charge unfair prices

Johannes Habel, Laura Marie Schons, Sascha Alavi and Jan Wieseke recommend ways to counter these belief

Gambled price discounts: A remedy to the negative side effects of regular price discounts

© 2015, American Marketing Association. In the context of price discounts, a special type of price promotion, in which savings depend on the outcome of a gamble and are thus uncertain, has recently achieved some popularity. The question arises as to whether such gambled price discounts (GPDs) incur the negative reference price effect-that is, a downward shift in customers' internal reference price (IRP)-which is often associated with regular price discounts (RPDs). From several studies, including two longitudinal field experiments, the authors find that GPDs indeed alleviate the negative reference price effect: IRPs and actual repurchasing tend to be lower for RPDs than for GPDs and a no-discount control condition. Moreover, the authors explore the psychological underpinnings of these effects and show that the different consequences of GPDs versus RPDs on IRPs are more pronounced if information regarding product quality is limited. The authors demonstrate that findings are robust to variations of GPD discount levels and th

The risky side of inspirational appeals in personal selling : when do customers infer ulterior salesperson motives?

In personal selling, the inspirational appeal (IA) is a widely promoted tactic that aims at stimulating customers' values and ideals, thereby evoking emotions and arousing their enthusiasm for a product. However, whether IAs in fact improve or undermine salespeople's success in sales talks remains controversial. Therefore, this study examines consequences and key contingencies of IAs in customer–salesperson interactions in a retailing context, using multisource data from several retailing industries for three quantitative studies, comprising a total sample of 590 customer and 174 salesperson responses. Drawing on the Multiple Inferences Model (MIM), the authors show that an IA is likely to drive the customer's inference that the salesperson holds ulterior motives. IAs seem to be particularly detrimental for salespeople with a lack of customer orientation. Beyond expanding research on influence tactics and the ambivalent role of IAs in retailing interactions, these findings can guide practitioners about when to refrain from using an IA

Saving on discounts through accurate sensing - Salespeople's estimations of customer price importance and their effects on negotiation success

© 2015 New York University. Discount negotiations are prevalent in retailing and serve as key instruments for adjusting retail prices to the individual customer. Accurate perception of the importance the customer attaches to price, which the authors label as customer price importance (CPI) sensing, should be critical to retail salespeople's negotiation performance. However, prior research has neither conceptually nor empirically investigated the role of CPI sensing in customer-salesperson interactions. Addressing this research void, this study analyzes both antecedents and consequences of salespeople's accurate CPI sensing in discount negotiations with customers. The authors use a four-sources multilevel data set from the B2C automobile retailing context that comprises data on 537 salesperson-customer interactions. Results provide evidence that through accurate CPI sensing, salespeople are able to substantially reduce the discounts they grant to customers (on average by $616 per transaction). Moreover, with respect to CPI sensing accuracy, results show that retail salespeople misperceive CPI owing to reliance on heuristic customer cues

When do customers get what they expect? Understanding the ambivalent effects of customers’ service expectations on satisfaction

Extant research established that customers’ expectations play an ambivalent role in the satisfaction formation process: While higher expectations are more difficult to meet and thus cause dissatisfaction, they simultaneously increase satisfaction via customers’ perceived performance owing to a placebo effect. However, to date, knowledge is scarce on the question under which conditions either the positive or negative effect of expectations on satisfaction prevails. Building on information processing theory, the authors hypothesize that an essential contingency of the indirect, placebo-based effect is the degree to which customers are able and motivated to process a service experience. Three studies with a total of over 4,000 customers in different service contexts provide strong evidence for this hypothesis. Thus, managers are well advised to provide a realistic or even understated prospect if the service context favors customers’ ability or motivation to evaluate. Conversely, if customers are neither able nor motivated to evaluate the service, increasing customer expectations represents a viable strategy to enhance satisfaction. Relatedly, if customers hold low service expectations, managers should foster customers’ ability and motivation to evaluate the service. In contrast, if service expectations are high, managers may benefit from reducing the likelihood that customers overly focus on the service performance

The contingent roles of R&D–sales versus R&D–marketing cooperation in new-product development of business-to-business firms

© 2016 Elsevier B.V. This investigation explores the effectiveness of R & D–marketing cooperation as compared to R & D–sales cooperation for new-product development under different market and organizational circumstances in business-to-business settings. Using a cross-industry dyadic data set of 230 industrial firms, we show that the effects of R & D–marketing and R & D–sales cooperation on new-product advantage vary significantly, depending on the velocity of the market environment, company strategy, and R & D characteristics. Specifically, R & D–marketing cooperation exhibits a stronger association with new-product advantage if firms follow a cost leadership strategy, if R & D holds high power levels regarding new-product decisions, and if R & D collectivism is strongly pronounced. Conversely, R & D–sales cooperation exhibits a stronger effect on new-product advantage if technological turbulence is pronounced in the market, if the firm follows a differentiation strategy, and if R & D is influential in firm-wide budgeting decisions. These results may help firms decide which R & D cooperation type might be encouraged to maximize innovation success in a given situation

Warm glow or extra charge? The ambivalent effect of corporate social responsibility activities on customers' perceived price fairness

© 2016, American Marketing Association. Prior research has firmly established that consumers draw benefits from a firm's engagement in corporate social responsibility (CSR), especially the feeling of a "warm glow." These benefits positively affect several desirable outcomes, such as willingness to pay and customer loyalty. The authors propose that consumers do not blindly perceive benefits from a firm's CSR engagement but tend to suspect that a firm's prices include a markup to finance the CSR engagement. Taking customers' benefit perceptions and price markup inferences into account, the authors suggest that CSR engagement has mixed effects on consumers' evaluation of price fairness and, thus, on subsequent outcomes such as customer loyalty. The authors conduct one qualitative study and four quantitative studies leveraging longitudinal field and experimental data from more than 4,000 customers and show that customers indeed infer CSR price markups, entailing mixed effects of firms' CSR engagement on price fairness. The authors find that perception critically depends on customers' CSR attributions, and they explore the underlying psychological mechanisms. They propose communication strategies to optimize the effect of CSR engagement on perceived price fairness

Customer-oriented salespeople’s value creation and claiming in price negotiations

Although customer orientation is widely endorsed as a crucial salesperson characteristic, little is known about its effect in price negotiations with customers. This study rectifies this omission and argues for its ambiguous effects. While customer-oriented salespeople create value for customers that enables them to reduce price concessions, they may overly focus on customers’ needs and, in doing so, hesitate to defend against such requests. Results of two quantitative studies and one preliminary qualitative study reveal that customer-oriented salespeople do not unconditionally benefit from their created value in price negotiations with customers. That is, salespeople effectively leverage their created value to negotiate prices with customers only if their sales managers instill confidence that high prices are justified. Furthermore, we find that profit-related incentives reduce undesired consequences of salespeople’s customer orientation in price negotiations