Surprise... Surprise..., An Empirical Investigation on How Surprise is Connected to Customer Satisfaction

This research investigates the specific influence of the emotion of surprise on customer transaction-specific satisfaction. Four empirical studies-two field studies (a diary study and a cross section survey) and two experiments-were conducted. The results show that surprise positively [negatively] influences satisfaction directly and indirectly (via the amplification of positive [negative] emotions), even when disconfirmation is taken into account in the model. The amplification property of surprise and the How-do-I-feel-about-it? heuristic are believed to explain this influence. Some results also show that surprised customers display higher levels of satisfaction and dissatisfaction than non surprised customers

“Surprise Gift” Purchases of Small Electric Appliances: A Pilot Study

Understanding decision-making processes for gifts is of strategic importance for companies selling small electrical appliances as gifts account for a large part of their sales. Among all gifts, the ones that are surprising are the most valued by recipients. However, research about decision-making processes involved in surprise gift purchases is lacking. This article shows, for example, that design and money back guarantees are more important for the purchase of surprise gifts than other gifts. The brand name, however, appears to be less important. Also, surprise gifts are more often bought on the spot, without extended information search (similar to impulse purchases)

Strategic ambiguity in minority targeting

Ambiguous cues in advertising offer companies the chance to reach multiple consumer segments with the one economical campaign. ‘Purposeful polysemy’ can indeed be an effective strategy – but it may not always deliver what it promises

“Surprise gift” purchases: customer insights from the small electrical appliances market

Surprise gifts offer more business opportunities than gifts suggested by recipients, because a larger part of the selection and purchase processes can be molded, and such gifts are especially valued by recipients. Yet the extant gift-giving literature explicitly takes into account neither the giver's intention to surprise nor the consequences for the gift selection and purchase processes. The present study investigates surprise gifts from the giver's point of view and disentangles the selection and purchase processes of surprise gifts and gifts that are not meant as surprises. The hypotheses emerge as a consequence of the enhanced pleasure and experiential motivation underlying surprise gifts, as well as their greater inherent perceived risk. According to panel data, design and money-back guarantees are more important for the purchase of surprise gifts (compared with non-surprise gifts), whereas good deals appear less important, and brand name does not seem to matter any more than it does for gifts not intended as a surprise. Also, surprise gifts more often are bought on the spot than non-surprise gifts, without extended information search (similar to impulse purchases), by women alone, and for someone within the household. Finally, the giver usually has a poorer idea of what he or she wants to buy before entering the shop and visits fewer stores to purchase surprise gifts. However, the last three results apply only to appliances which often serve as gifts. These insights lead to significant managerial implications for retailers and manufacturers

The Manchester Super Casino: experience and learning in a cross-sector social partnership

The management of cross-sector social partnerships (CSSPs) among government, business, and not-for-profit entities can be complex and difficult. This article considers the importance of organizational experience and learning for the successful development of CSSPs. By analyzing the Manchester Super Casino, this research emphasizes the significant benefits of prior experience with CSSPs that enable partners to learn and develop relationships, skills, and capabilities over time, which then have positive influences on future performance. The result is a refined learning model of the CSSP process that includes key variables for CSSP success. As such, these findings provide a template for managing complex CSSPs from the perspective of the different partner organizations