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창업초기 및 창업성장 이후 마케팅 주요수단인 로열티 프로그램의 강등이 고객반응에 미치는 영향에 대한 근거이론분석

A Grounded Approach on the Effects of Demotion in Loyalty Program (A Major Marketing Mean of Start-ups and Established Organizations) on Consumer Responses

권혁진|이성호
한국창업학회|2020.03|한국창업학회지 (Journal of the Korean Entrepreneurship Socieity)|제15권 제1호|pp. 1-46|DOI 10.24878/tkes.2020.15.1.1

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참고문헌

키워드

Loyalty program강등관계규범로열티 프로그램창업초기 및 창업성장 이후 마케팅근거이론접근법DemotionRelationship normsGrounded approach

초록

창업 초기 또는 창업 이후 사업을 성장시키면서 기업의 중요한 과제들 중 하나는 고객관계관리인데, 고객과의 관계를 창출, 지속하거나 확장하기 위한 유효한 수단이 로열티 프로그램이다. 그런데 로열티 프로그램의 비용을 통제하거나 효율성을 제고하기 위해 많은 회사들은 정기적으로 고객 상황을 평가하여 로열티 프로그램의 고객혜택을 감소시키거나 고객등급을 강등시키는 경우가 상당히 많다. 본 연구의 목적은 로열티 프로그램에서의 강등과 그로 인한 고객들의 반응을 조사하는 것이다. 이 분야의 핵심적 이론설명체계가 부족함을 감안하여 탐색적 연구방법인 표적집단면접법(표적집단면접법)을 통하여 고객등급(customer tiers) 구조의 로열티 프로그램에서 강등을 경험한 고객들을 대상으로 강등에 대한 지각과 반응에 대한 전반적인 특징을 파악하였다. 구체적으로 근거이론접근법(grounded approach)을 사용하여 본 연구는 강등을 경험한 고객들을 대상으로 수집된 자료에서 공통적인 요인들을 추출하고 하위 범주를 형성하는 개방 코딩을 수행하였고 이후 각 범주들 간의 연결을 파악하여 패러다임 모형을 구성하는 축 코딩을 실시하였다. 또한 본 연구가 중점을 두는 범주나 요인들 간의 관계를 선정하여 심층적으로 파악하는 선택적 코딩을 통하여 연구모형과 연구제안을 도출하였다. 발견한 주요 결과는 다음과 같다. 고객들은 강등 전 사전 공지를 받거나 받지 못한 상태에서 등급이 하락하고 혜택이 감소하는 강등을 경험하게 되며, 이러한 강등은 고객이 기준을 충족하지 못하여 발생하기도 하고 기업이 로열티 프로그램의 기준을 변경하여 일어나기도 하며 고객들이 원인을 모르는 경우도 있었다. 강등 경험은 크게 다른 회사로 이탈하고자 하는 부정적 반응과 기존기업과의 관계를 유지하고자 하는 긍정적 반응 그리고 무반응을 유발하며, 이러한 반응은 관계규범, 만족, 신뢰, 관여도, 충성도, 대안의 수, 전환비용과 같은 다양한 중재적 조건들로부터 영향을 받는다. 본 연구는 41개의 연구제안을 도출했다는 점과 그 중에서 특히 고객들의 관계규범이 갖는 중요성을 발견했다는 측면에서 그 의의를 찾을 수 있다. 예를 들어 기존연구들은 내적 귀인일 때보다 외적 귀인일 때 고객들은 강등에 대해 더 부정적 반응을 보이는 것을 발견하였다. 이와 달리 본 연구에서는 고객이 기업과 공동체적 관계규범(communal relationship norm)을 가지고 있는 경우, 내적 귀인일 때 고객은 더 부정적 반응을 보였다. 나아가 이러한 고객들은 오히려 실질적 손실이 발생하지 않는 지위하락을 더 민감하게 지각하였다. 즉 본 연구는 고객들이 기업에 대하여 가지는 기대인 관계규범에 따라 강등으로 인한 고객 반응이 달라질 수 있음을 발견하였다. 창업 초기나 창업 이후 사업을 성장시킴에 있어 고객관계관리가 쉽지 않음을 감안하면서 관리적 시사점과 향후 연구 방향 등을 제시하였다.

Abstract

One of the important tasks of a company, at the beginning of the start-up or as it grows its business, is customer relationship management, and the loyalty program is an effective means to create, sustain, or expand customer relationships. However, in order to control the cost of the loyalty program or to increase efficiency, many companies regularly evaluate the customer situation to reduce the customer benefit of the loyalty program or to demote the customer rating. The purpose of this study is to investigate the demotion in the loyalty program and the resulting customer reaction. Considering the lack of a core theoretical explanation system in this field, the perception of and responses to the demotion were collected from customers who experienced demotion in a loyalty program of customer tiers structure through the focus group interview method, an exploratory research method. Specifically, using a grounded approach, this study extracted common factors from data collected for customers who experienced demotion and performed open coding to form subcategories, and then connected the connections between each category. We grasped and coded the axes that make up the paradigm model. In addition, the research model and research propositions were derived through selective coding that selects the relationship between categories or factors that we aim to focus on and deeply understand. The main findings are as follows. Customers experience a decline in grade and a decrease in benefits, which may be caused by a customer's failure to meet the criteria or by a company changing the loyalty program's criteria, with or without prior notice about demotion. In some cases, customers did not know the cause. The experience of demotion occurs in three ways: negative reactions (switching to other companies), positive reactions (maintaining a relationship with an existing company), or no responses. These customer responses are influenced by other moderating conditions relationship norms, satisfaction, trust, involvement, loyalty, number of alternatives, and switching cost. We can find the significance of this study in terms of discovering the 41 propositions drawn, especially the ones regarding the important influence of the relationships norms customers have with companies. For example, consistent with existing studies’ finding, we found that customers were more negative about demotion in the case of external attribution than internal attribution. In addition, however, we further found that customers responded more negatively in the case of internal attribution when customers have communal relationship norms with their companies. Furthermore, these customers were more sensitive to the decline in status without actual losses. In other words, this study found that the customer response due to demotion can be different depending on the relationship norms that customers builds to expect from the company. Considering that it is not easy to manage customer relationships at the beginning of starting a business or in growing a business, we present managerial implications and directions for future research.

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