Online business models are developing rapidly and market competition is intensifying. Customer loyalty and consumer willingness are declining across many industries. Customer loyalty is a decisive factor affecting a company's long-term profits. Market share measured by customer loyalty is more meaningful than market share measured by the number of customers. At the same time, corporate managers have shifted the focus of marketing management to improving customer loyalty, allowing companies to gain advantages in fierce competition. To build customer loyalty, it is important to use the right customer loyalty tools, which means the significant question for companies is which tool to choose. Therefore, this paper aimed to address the issues that how to design customer loyalty in online business models. To achieve this goal, this paper first illustrated the basics of customer loyalty and online business models. Then, relevant customer loyalty tools were selected and evaluated from contracts, products, communication and distribution policies to better build customer loyalty in online business models. This paper found that customer analysis and competitive analysis can also be evaluated as customer loyalty-oriented theories. Finally, the case of Amazon was also studied in the paper specifically, combining theory with practice to build customer loyalty in an online business model.
| Published in | International Journal of Economics, Finance and Management Sciences (Volume 12, Issue 2) |
| DOI | 10.11648/j.ijefm.20241202.14 |
| Page(s) | 93-100 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2024. Published by Science Publishing Group |
Customer Loyalty, Online Business Models, Customer Loyalty Tools, Amazon
| [1] | Meier, S., Customer loyalty. Hamburg: Diplomica Publishing; 2015, p. 17-19. |
| [2] | Saxi, M., Customer loyalty management. Hamburg: Disserta; 2013, p. 49-54. |
| [3] | Scheutzow, S., Customer loyalty. Wiesbaden: Springer Gabler; 2017, p. 40-42. |
| [4] | Meier, S., Customer loyalty. Hamburg: Diplomica Publishing; 2015, p. 12-20. |
| [5] | Künzel, H., Customer Satisfaction. 2. Edition. Heidelberg: Springer Gabler; 2012, p. 54-60. |
| [6] | Kreutzer, R. T., Digital Business. Wiesbaden: Springer Gabler; 2017, p. 67-70. |
| [7] | Kreutzer, R. T., Land, K. H., Digital Darwinism. 2. Edition. Wiesbaden: Springer Gabler; 2016, p. 58-64. |
| [8] | Rennhak, C., Marketing. Wiesbaden: Springer Gabler; 2016, p. 81-83. |
| [9] |
Bruhn, M., Services Marketing. 14. Edition. Wiesbaden: Springer Gabler; 2019, p. 638-643.
https://doi.org/10.1007/978-3-658-09803-2 (13.edition) |
| [10] | Meyer, A., Customer Loyalty. Wiesbaden: Springer Gabler; 2011, p. 97-101. |
| [11] | Kittinger, A., Service Oriented Action. Wiesbaden: Springer Gabler; 2010, p. 51-55. |
| [12] | Brock, C., Complaint Behavior. 4. Edition. Wiesbaden: GWV; 2009, p. 17-21. |
| [13] | Schmidt, J. H., Tadikian, M., Social Media. Wiesbaden: Springer specialist media; 2017, p. 130-135. |
| [14] | Dillerup, R., Stoi, R., Corporate Management. 4. Edition. Munich: Vahlen; 2013, p. 244-251. |
| [15] | Pufahl, M., Management. 2. Edition. Wiesbaden: Springer Gabler; 2019, p. 49-54. |
| [16] | Lennartz, W., Customer Value. Wiesbaden: Springer Gabler; 2017, p. 124-128. |
| [17] | Pufahl, M., Sales Controlling. 4. Edition. Wiesbaden: Springer Gabler; 2012, p. 50-53 |
| [18] | Neu, M., Günter. J., Successful customer recovery. Wiesbaden: Springer Gabler; 2015, p. 5-13. |
APA Style
Xing, Y., Gao, K., Zhou, L. (2024). Building Customer Loyalty in Online Business Models. International Journal of Economics, Finance and Management Sciences, 12(2), 93-100. https://doi.org/10.11648/j.ijefm.20241202.14
ACS Style
Xing, Y.; Gao, K.; Zhou, L. Building Customer Loyalty in Online Business Models. Int. J. Econ. Finance Manag. Sci. 2024, 12(2), 93-100. doi: 10.11648/j.ijefm.20241202.14
Share This Article
Twitter
Linked In
Facebook
Copy
Download@article{10.11648/j.ijefm.20241202.14,
author = {Yuhang Xing and Ke Gao and Leyi Zhou},
title = {Building Customer Loyalty in Online Business Models
},
journal = {International Journal of Economics, Finance and Management Sciences},
volume = {12},
number = {2},
pages = {93-100},
doi = {10.11648/j.ijefm.20241202.14},
url = {https://doi.org/10.11648/j.ijefm.20241202.14},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijefm.20241202.14},
abstract = {Online business models are developing rapidly and market competition is intensifying. Customer loyalty and consumer willingness are declining across many industries. Customer loyalty is a decisive factor affecting a company's long-term profits. Market share measured by customer loyalty is more meaningful than market share measured by the number of customers. At the same time, corporate managers have shifted the focus of marketing management to improving customer loyalty, allowing companies to gain advantages in fierce competition. To build customer loyalty, it is important to use the right customer loyalty tools, which means the significant question for companies is which tool to choose. Therefore, this paper aimed to address the issues that how to design customer loyalty in online business models. To achieve this goal, this paper first illustrated the basics of customer loyalty and online business models. Then, relevant customer loyalty tools were selected and evaluated from contracts, products, communication and distribution policies to better build customer loyalty in online business models. This paper found that customer analysis and competitive analysis can also be evaluated as customer loyalty-oriented theories. Finally, the case of Amazon was also studied in the paper specifically, combining theory with practice to build customer loyalty in an online business model.
},
year = {2024}
}
TY - JOUR T1 - Building Customer Loyalty in Online Business Models AU - Yuhang Xing AU - Ke Gao AU - Leyi Zhou Y1 - 2024/04/12 PY - 2024 N1 - https://doi.org/10.11648/j.ijefm.20241202.14 DO - 10.11648/j.ijefm.20241202.14 T2 - International Journal of Economics, Finance and Management Sciences JF - International Journal of Economics, Finance and Management Sciences JO - International Journal of Economics, Finance and Management Sciences SP - 93 EP - 100 PB - Science Publishing Group SN - 2326-9561 UR - https://doi.org/10.11648/j.ijefm.20241202.14 AB - Online business models are developing rapidly and market competition is intensifying. Customer loyalty and consumer willingness are declining across many industries. Customer loyalty is a decisive factor affecting a company's long-term profits. Market share measured by customer loyalty is more meaningful than market share measured by the number of customers. At the same time, corporate managers have shifted the focus of marketing management to improving customer loyalty, allowing companies to gain advantages in fierce competition. To build customer loyalty, it is important to use the right customer loyalty tools, which means the significant question for companies is which tool to choose. Therefore, this paper aimed to address the issues that how to design customer loyalty in online business models. To achieve this goal, this paper first illustrated the basics of customer loyalty and online business models. Then, relevant customer loyalty tools were selected and evaluated from contracts, products, communication and distribution policies to better build customer loyalty in online business models. This paper found that customer analysis and competitive analysis can also be evaluated as customer loyalty-oriented theories. Finally, the case of Amazon was also studied in the paper specifically, combining theory with practice to build customer loyalty in an online business model. VL - 12 IS - 2 ER -
School of Accountancy, Shandong Youth University of Political Science, Jinan, China
School of Economics, Peking University, Beijing, China; Development Research Center, Shandong Provincial People’s Government, Jinan, China
School of Business, University of New South Wales, Sydney, Australia
