Product returns continue to challenge retailers, especially as retail channels and product variety proliferate. The purpose of this chapter is to first highlight the ongoing research on product returns in both the marketing and supply chain/operations areas in an effort to encourage more research that has the potential to span boundaries across these two areas. Further, the goal is to highlight some of the new product return-related developments in retailing that are attempting to solve the ongoing challenge of better managing customer product return behavior to maximize customer profitability. Specifically, the authors pose several still unanswered research questions to inspire ongoing research on product returns across the marketing and supply chain/operations areas.
J. Andrew Petersen and Aydın Alptekinoğlu
J. Andrew Petersen and Eric T. Anderson
J. Andrew Petersen, Rajkumar Venkatesan and Farnoosh Khodakarami
Loyalty programs are often considered an essential part of a firm's marketing strategy. The premise of loyalty programs is that they enhance customer relationships and increase customer profitability by offering customers rewards for their repeat purchases. Despite these expectations, several empirical studies and industry reports suggest that loyalty programs can have either a small or no effect on customer behavior. Thus, the goal of this chapter is twofold. First, provide a review of the literature in two substantive areas: loyalty program design and loyalty program management. Second, we want to give some guidance on discussing research opportunities to extend our understanding of customer-centric loyalty programs. Specifically, we will focus on designing and managing a customer loyalty program in a competitive market.