A Literature Review of the Conceptualisation of Service Loyalty: Do we

really know what Service Loyalty is?

Abstract
The majority of marketing researchers and practitioners agree on the strategic importance of
customer loyalty. However, there is growing debate on the effectiveness of loyalty
programmes. Therefore, to gain the benefits from investing in loyalty programmes, service
managers need to understand clearly what loyalty is and measure it correctly. A
comprehensive literature review of customer loyalty research indicates that despite the
progress in understanding the multidimensionality of the concept and the characteristics of the
loyalty object (e.g. brand, store, service), there is no clear understanding of various
dimensions of loyalty. Several scholars argue that the construct of service loyalty differs from
and is more complex than brand and store loyalty (e.g. Gremler and Brown 1996).A number
of issues were argued based on factors such as degree of customer interaction, perceived risk,
switching costs and the level of loyalty object. This paper aims to identify and justify the most
comprehensive conceptualisation of loyalty toward services. To achieve the purpose of this
paper, first, a critical literature review is conducted to identify the various approaches for
defining loyalty objects. Second, the most comprehensive loyalty conceptualisation is
identified and then justified. Third, recommendations for service managers are outlined.

A Literature Review of the Conceptualisation of Service Loyalty: Do we

really know what Service Loyalty is?
Introduction
Customer loyalty has attracted enduring and growing interest from marketing academics
and practitioners (e.g. Dick & Basu 1994; Gremler & Brown 1996; Jacoby & Chestnut 1978;
Oliver 1997, 1999; Reichheld & Sasser 1990). Previous researchers (e.g. Lam & Burton 2006;
Meyer-Waarden 2007; Reichheld & Sasser, 1990) found that customer loyalty influences
organisational performance in a variety of ways such as increasing customer value, bottom
line profitability, sales, and providing a competitive advantage.
Despite its strategic importance, previous researchers (e.g. Knox & Walker, 2001; RussellBennett, McColl-Kennedy, & Coote 2007) argue that the progress in clearly defining the
loyalty concept has been very limited. It centred on customer retention as a proxy for loyalty
since it has a precise calculable net present value (Jones & Taylor 2007) and the concept
remains elusive. Therefore, the purpose of this paper is threefold; 1) to provide a
comprehensive literature review of customer loyalty, as suggested by Hart (1998), 2) to
understand the various views of conceptualising/operationalising the construct, and 3) to
identify and justify the most compelling conceptualisation. This review will help service
managers and marketers understand, develop, measure and manage service loyalty more
effectively. To achieve the purpose of this study, this paper is structured as follows; first, it
reviews chronologically the three main approaches for defining customer loyalty. Second, it
identifies and justifies the most comprehensive service loyalty conceptualisation to date.
Third, recommendations and concluding remarks are outlined.
The Approaches for Defining the Loyalty Construct
Most of the existing research on customer loyalty could be divided into three main groups
as reviewing the literature indicates that loyalty definitions tend to differ in the object, context
and content of loyalty. The loyalty object group comprises loyalty toward manufactured good
(i.e. brand loyalty), loyalty toward services (i.e. service loyalty), loyalty toward an employee
(i.e. personal loyalty), and loyalty toward a store (i.e. store loyalty). The loyalty context group
comprises loyalty in consumer markets (B2C loyalty), loyalty in business markets (B2B
loyalty), loyalty in online markets (online loyalty), and loyalty in offline markets (offline
loyalty). The loyalty content group could be divided further into three main sub-groups. The
behavioural approach (e.g. Ehrenberg 1988; Tucker 1964) focuses on purchase behaviour.
The attitudinal approach (e.g. Day 1969; Pritchard 1991) focuses on the dynamic
process/psychological attachment through which the customer decides to purchase a preferred
brand. The composite approach (e.g. Dick & Basu 1994; Jacoby & Chestnut 1978; Oliver
1997) focuses on both behavioural and attitudinal aspects. Therefore, each of these
approaches of research is reviewed to fully understand the historical context through which
customer loyalty conceptualisation evolved and to provide a platform for where this review is
set and to whom it contributes.
The Behavioural Approach
Reviewing the literature on customer loyalty indicates that from the early 1920s until the
mid-1960s, loyalty was mainly defined as behavioural loyalty toward a particular brand (i.e.

brand loyalty). This is evidenced by Tuckers (1964, p. 32) statement no consideration

should be given to what the subject thinks nor what goes on his/her central nervous system,
his/her behaviour is the full statement of what brand loyalty is Therefore, the following
section reviews each of these behavioural definitions as they are still widely used by the
majority of researchers in current customer loyalty studies.
Pattern or frequency of purchase, Copeland (1923) was among the first scholars to
examine what is called brand insistence followed by Brown (1952), who distinguishes
between four types of brand loyalty, 1) undivided loyalty group, 2) divided loyalty group,
3) unstable loyalty group, and 4) no loyalty group. Brand loyalty is established when a
preferred brand is selected in three consecutive purchases (Trucker 1964), four successive
purchases (McConnell 1968), or five consecutive purchases (Lawrence 1969). Proportion of
purchase, Cunningham (1956, 1961) was among the first scholars to suggest that brand
loyalty is the proportion of total purchases represented by the largest single/dual brand used
(e.g. 90%). In support, Meyer-Waarden (2007) argues that share of wallet is important
measure for retailers because it allows them to know how they can increase their share of total
grocery expenditure. Furthermore, Cooil et al. (2007) argue that focusing on share of
spending can add as much as ten times greater value to a company than focusing on retention
alone. However, Charlton and Ehrenberg (1976) found the proportion of purchase varied
considerably with price promotion and brand familiarity.
Past behaviour and the probability of purchase. Kuehn (1962) argues that the probability
of buying a brand at time t depends on the sequence of past purchases before time t. In
support, Ehrenberg (1988) argues that behavioural loyalty involves the measurement of past
purchases of the same brand or brand set. In contrast, Maffei (1960) argues that future
behaviour is unaffected by past purchase, with the exception of immediate past purchase at t1. In support, DuWors and Haines (1990) argue that brand loyalty is transitory as after a
period of habitual behaviour most families try other brands. Mixed behaviours. Sheth (1968,
p. 395) was one of the first scholars to point out that consumer behaviour is complex enough
that no single theoretical model is appropriate to all products and consumers. He suggests
combining the pattern of purchase of a particular brand and the number of times the consumer
buys it. In support, Sderlund (2006) argues that behavioural loyalty may also include aspects
such as customer share of spending, frequency of visits, level of cross-buying and relationship
duration. Similarly, Burford, Enis and Paul (1971) suggest combining the percentage of
purchase allocated to a particular brand with the number of switchers among available brands
and the number of brands purchased from those available. Moreover, Jones and Sasser (1995)
argue that continued patronage and actual spending behaviours such as the amount of
brokerage the client pays to the firm are the ultimate measures of behavioural loyalty.
Despite the popularity of the behavioural approach, the lack of conceptual basis (Dick &
Basu 1994), the focus on macro rather than micro data, and the stochastic picture of the
consumers behaviour (Jacoby & Kyner 1973) has lead to a paradigm shift to consider the
attitudinal components of loyalty. Furthermore, behavioural loyalty may reflect false or
spurious loyalty as indicated by habitual or incentive driven behaviour (Uncles & Laurent
1997), it is too simplistic and does not capture the multidimensionality of the construct of
loyalty (Kumar & Shah 2004), and it neglects the psychological (decision making or
evaluative) commitment to the brand/store (Han & Back 2008). Therefore, the following
section discusses the necessity to consider the attitudinal components in defining customer
loyalty.

The Attitudinal Approach

Sherif, Sherif, and Nevergall (1965), were the first to propose a continuum for brand
loyaltys attitudinal strength (e.g. acceptance, rejection and neutral regions). They were then
followed by a number of marketing researchers who tend to refer to attitudinal loyalty in at
least three different ways; 1) behavioural intentions (e.g. word-of-mouth, recommendation,
staying, and repurchase) (Rauyruen & Miller 2007), 2) attitude (e.g. positive attitude, strong
attitude, and preference) (Gremler & Brown, 1996; Sderlund 2006), and 3) commitment
(Auh et al. 2007; Keh & Lee 2006; Mellens, Dekimpe, & Steenkampe 1996; Morgan & Hunt
1994; Pritchard 1991).. Reviewing the literature on customer loyalty indicates that there are at
least three schools of thought on the relationship between commitment and loyalty. The first
school of thought argues that commitment and loyalty are synonymous (e.g. Assael 1987;
Buchanan 1985; Jacoby & Kyner 1973) and therefore could be used interchangeably. The
second school of thought argues that commitment is synonymous with attitudinal loyalty (e.g.
Backman 1991; Day 1969; Jacoby & Chestnut 1978; Pritchard 1991) or consists of the
affective and conative phase of loyalty (Chen 2001). For example, Lee (2003) argues that it is
logical to equate the attitudinal dimension of loyalty with commitment because loyalty
encompasses attitudinal components and commitment reflects socio-psychological binding
mechanism. In support, Iwasaki and Havtiz (2004) state that attitudinal loyalty is reflected in
the components of psychological commitment. The third school of thought argues that
commitment is an antecedent to customer loyalty or more specifically to its attitudinal and
behavioural components (e.g. Beatty, Homer, & Kahle 1988; Dick & Basu 1994;
Evanschitzky et al. 2006; Gustafsson, Johnson, & Ross 2005; Havtiz, & Howard 1999;
Iwasaki & Havtiz 2004; Lee 2003). For example, Evanschitzky et al. (2006) distinguish
between commitment as a desire and attitudinal loyalty as intention and argue that attitudinal
loyalty is often preceded by desire/commitment
Despite the popularity of considering the attitudinal components of loyalty, Jacoby and
Chestnut (1978, p. 57) argue that when loyalty is restricted to either behaviour or attitude
alone, it seems incomplete. In support, Dick and Basu (1994) argue that complete
understanding of loyalty is only achieved when consumers attitudes and behaviour are both
examined simultaneously. Moreover, it does not examine the causal interrelationship between
brand attitude and behaviour (Harris & Good 2004; Oliver, 1997). Therefore, the following
section discusses the transition to the composite view of loyalty.
The Composite Approach
Day (1969) suggests that to capture loyalty a loyalty index is needed to reflect the
proportion of purchases and the attitude towards that brand. The first seminal contribution to
consider a composite view of loyalty was put forward by Jacoby and Kyner (1973). They
assert that the behavioural view of loyalty fails to distinguish between brand loyalty
behaviour and brand loyalty attitudes. Brand loyalty behaviour is defined as the overt act of
selective repeat purchasing, while brand loyalty attitudes are the underlying predispositions to
behave in a selective fashion. As a result, they argue that it is important to establish the
causal link between attitudes and behaviour in order to understand the reasons for brand
loyalty and its strength. As a result, Jacoby and Kyner (1973) define brand loyalty as the
biased (i.e. non-random), behavioural response (i.e. purchase), expressed over time, by some
decision- making unit, with respect to one or more alternative brands out of a set of brands,
and is a function of psychological process (i.e. decision making, evaluative processes).In
support, Newman and Werbel (1973, p. 404) state that brand loyalty should reflect buyer
resistance to persuasion to switch brands. Moreover, Engel and Blackwell (1982) argue that

brand loyalty refers the consumers preferential attitudinal and behavioural response toward
one or more brands. In line with Jacoby and Chestnut (1978), Dick and Basu (1994)
highlighted the need to consider relative attitudes in defining loyalty. Relative attitudes refer
to the degree to which the consumers evaluation of one alternative brand dominates over
another. They argue that preferences in purchase behaviour do not occur in isolation and a
high absolute attitude score toward a particular brand could be low if it is compared to other
brands. Therefore, they define loyalty based on the relationship between the relative attitudes
toward a brand and repeat purchase behaviour. This inconsistency in defining loyalty is also
evident in defining loyalty towards different objects. Therefore, the following section
discusses each of these loyalty objects to highlight the importance and challenges of the
service context.
The loyalty Object
In relation to store loyalty, Knox and Denison (2000, p. 34) define store loyalty as
consumers inclination to patronise at a given store or chain of stores over time. While,
Bustos-Reyes and Gonzlez-Benito (2008) argue that store loyalty can increase along two
dimensions: attitude, as consumer commitment strengthens, and behaviour, as customers
concentrate their purchases. The main difference between store loyalty and brand loyalty is
that in store loyalty consumers can buy multiple brands from the same store(s), whereas in
brand loyalty consumers can buy the same brand (s) from different stores. In relation to
personal loyalty, personal loyalty is defined as a combination of a customer's attitudinal
loyalty towards an individual service worker (degree of preference/attachment and perceived
differentiation), and his level of exclusive patronage of the individual service worker (Bove
et al. 2008, p. 4). Personal loyalty is theoretically similar to brand and store loyalty, but one
could argue that personal loyalty is more likely to be at the individual rather than the
aggregate level. Moreover, if personal loyalty exists, it is more likely to lead to store loyalty.
However, brand loyalty is less likely to lead to store loyalty and store loyalty is less likely to
lead to brand loyalty. In relation to services loyalty, by the late 1990s, Gremler (1995, p.173)
defines service loyalty as the degree to which a customer exhibits repeat purchasing
behaviour from a service provider, possesses a positive attitudinal disposition toward the
provider, and considers using only this provider when a need for this service arises. Several
scholars (e.g. Snyder 1986; Zeithaml 1981) argue that the construct of service loyalty differs
from and is more complex than brand and store loyalty.
Oliver (1997, 1999) argues that previous loyalty conceptualisation provides an incomplete
understanding of customer loyalty. He points out that neither definition considers the
transformation of intention into actual behaviour as not all intention transforms into
behaviour. Oliver (1997, p. 34) defines customer loyalty as a deeply held commitment to
repurchase a preferred brand consistently in the future out of a set of brands despite the
situational influences and marketing efforts to consider other brands. He argues that loyalty
sequel begins with the cognitive phase, which develops when a customer has a set of beliefs,
or an idea about brand attributes, that makes them believe that a brand is superior to others in
the category. This phase of loyalty is phantom loyalty (East & Hammond 1996) because
customers can easily switch to competing brand (s) that offers a better price or quality
(Ehrenberg & Goodhardt 2000; Keaveney 1995).
Phase two is the affective phase which develops when the consumer forms a favourable
attitude towards a brand. Although affect is not as easily dislodged as cognition, customers
are still subject to threats caused by dissatisfying experience (s) (Heide & Weiss 1995;
Keaveney 1995) and trying competing brands (Ping 1994). Phase three is the conative phase

which develops when consumers intend/commit to purchase a preferred brand. Oliver, (1997)
argues that this phase reflects strong desire and is based on two levels of processing (i.e.
favourable cognition and affect developed in phase one and two). However, consumers are
still subject to threats caused by competition. Phase four is the action phase, which develops
when intentions transform into actual repurchase behaviour to complete the loyalty cycle.
Oliver (1999) argues that action is a necessary result of the confluence of these states. He
further claims that the development of ultimate loyalty is dependent upon the customer
passing through each of the four phases, whereas previous research focused on only three of
the four loyalty phases (i.e. non-action loyalty). In support, Dean (2007) argues that service
loyalty conceptualisation should incorporate the behavioural, attitudinal (affective), conative,
and cognitive elements but no composite measure of the four dimension is developed.
Based on the above discussion, this paper suggests that Olivers (1997, 1999) four-phase
loyalty conceptualisation is considered the most compelling conceptualisation to date for a
number of reasons. First, it moves beyond defining loyalty in terms of behavioural intentions
to predict actual behaviour. Second, it provides a more realistic and valid conceptualisation as
it considers the impact of the situational factors, such as competitive environment and
marketing efforts on the decision making process. Third, it considers the dynamic and
complex nature of the construct. Therefore, the factors that enhance/reduce the development
of each phase of loyalty over time would be different. Fourth, it distinguishes between
situational loyal customers (i.e. only buying the preferred brand on special occasions) and
active loyal customers (i.e. frequently buying the preferred brand). Fifth, it is abstract, so that
it could be applied to many loyalty objects such as service, product and store (Bennett &
Bove 2001). Finally, it adds to the limited research in marketing on explaining intentionbehaviour gap. Oliver (1997) argues that considering behavioural control rather than volition
in goal direct behaviour (Bagozzi & Warshaw 1990) is needed to explain customers
repurchase behaviour in the presence of obstacles.
Conclusion
This paper contributes to understanding of customer loyalty in a service context by
highlighting the multidimensional and processual elements of this phenomenon. The fourdimensional view of loyalty is not yet well understood by the majority of marketing scholars,
despite acknowledging that a complete understanding of the phenomena requires a composite
view of loyalty. Service firms need a comprehensive composite view of service loyalty to
predict customer defection (Chandrashearan et al. 2007; Bloemer & Kasper 1995), to predict
future purchase behaviour (Evanschitzky et al. 2006), to link customer loyalty to firm
performance, to reward the right customer behaviours (Jones & Taylor 2007) and to achieve
better results (Newman & Werbel (1973). In summary, both services marketing researchers
and practitioners need to develop loyalty measures that capture the different aspects of service
loyalty to effectively manage it. This paper suggests that any inconsistency in linking loyalty
to bottom line profitability is due to incomplete understanding of service loyalty which in turn
relates to the nature of the measure used.
Future researchers should empirically examine the differences between loyalty measures
that capture different aspects of loyalty and assess how they relate to organisational
performance. A robust scale development procedure would be needed to develop and validate
a service loyalty scale across different services and cultural contexts. Service managers need
answers to questions such as what dimension(s) should be included in measuring service
loyalty and what is (are) the most important factor(s) that influence each of these dimensions
to predict action loyalty in service exchange.

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