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Companies operating in the grocery industry are facing low customer loyalty, resulting in strong customer switching behaviour. Additionally, the high similarity of the products predominantly prevents them from deriving benefits from switching barriers. As these issues represent decisive interfering factors for a sustainable and successful business, we intend to examine possible customer retention strategies, which target an increase in customer loyalty. We aim to identify the most appropriate reward strategy in the context of customer loyalty for direct sellers in the grocery industry.
In order to compare and evaluate different possibilities, we conducted an empirical study. Our study focuses on the concrete case of bofrost*, a representative of direct sellers. A total of about 430 bofrost* customer panel members participated in an online survey. With four different survey versions, four customer groups were influenced by different specific customer retention strategies. After being confronted with unfavourable situations, participants had to state how likely they would recommend the company, intend to stay loyal to the company and abstain from competitive offers.
The survey data reveals no significant differences among the four groups. Therewith, based on the study results, we cannot diagnose the best strategy. Nevertheless, based on the theory of cognitive dissonance, we highly recommend bofrost* and other direct sellers to surprise the customer with a present, namely with a T-shirt, discreetly embroidered with the company logo. Furthermore, this research highlights the specific potential of direct sellers - especially in the grocery industry - to reinforce relational switching costs by implementing this suggested customer retention strategy. Thereby, companies can strengthen customer loyalty in the long-term and are able to prevent customers from churning. Moreover, company-specific recommendations of action are provided to bofrost*.
This research creates value to direct sellers, specifically of the grocery industry, by offering a foundation for decisionmaking regarding the design of a sustainably effective customer retention strategy. This takes companies a step closer to the increase of customer loyalty, which is essential in the light of a highly competitive market in which own customers are likely to get attracted from competitors.
Due to changes in the labour market, the share of atypical employment in Germany has risen substantially. This has implications on the old-age provision of the persons concerned, since the German pension framework has been primarily developed for persons under standard employment. The analysis shows that the statutory pension insurance discriminates against the self employed, since their entry into the system is only provided in an atypical manner. Marginally and part time employed often fail to accumulate entitlements and thus their risk of old-age poverty is high. Moreover, the quantitative assessment of the statutory pension framework unveils that independent retirement planning is in conflict with the statutory basic income provision as it undermines individual efforts. In the light of a changing work environment and the rise of the digital economy, future trends are posing challenge on the German system. Those require reforms, in order to ensure a higher accessibility of more flexible employment forms into the statutory pension insurance as well as other types of state-subsidised retirement plans.