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This research seeks to examine how the expectation process and its components evolve over time and purchase experience.

A longitudinal study was conducted over the period of one year using a sample of university students who were purchasing an undergraduate education. The sample was surveyed three times over the year. Structural equation analyses and regression were used to test various research hypotheses.

Key findings include confirming two significantly different levels of expectations: a lower, predictive “will” level and a higher normative “should” level. Expectation antecedents change in their degree of influence on expectations, weakening over time and service purchase experience.

There is a need to extend the results to other service contexts.

The consumer's expectation formation process changes over service purchase experience, thus indicating a need to segment on experience with the service firm.

The application of an expectation formation process to a longitudinal study provides the first partnership of the theoretically‐based model and longitudinal methodology.

The purpose of this paper is to examine the differential influence of three drivers of loyalty on the dimensions of loyalty. The three drivers are stake, satisfaction, and the value of switching service providers. The dimensions of loyalty are behavioral response, commitment to the people providing the service, and commitment to the institution. An additional goal is to determine whether this pattern of influence is affected by the age or depth of the service relationship.

A survey of customers was analyzed to test a model using MANOVAs on the overall sample, and sub‐samples created based on age and depth of a financial service relationship.

Overall, all three drivers exhibited differential influence on the three dimensions of loyalty. The behavioral response dimension was influenced by all three drivers. The commitment to people dimension was influenced by stake and satisfaction. The commitment to the institution dimension was influenced by value of switching and satisfaction. Age of the service relationship and depth of the service relationship affected the pattern of influence.

Satisfaction is the key driver to develop true loyalty. This is important because true loyalty appears to emerge at a certain point in the relationship and/or with a certain amount of accounts held with a financial institution. It is therefore essential to determine that point in time or accounts held and keep one's best customers past that point in time (and number of accounts).

This is the first study to determine the influence and pattern of effect of Value of Switching and Stake on the dimensions of true loyalty.

The purpose of this exploratory research is to determine the consumer's perceptions of negative option marketing (NOM) offers regarding the value and equity of the offer and perceived opportunistic behavior inherent in the offer. In addition, the paper seeks to examine how a negative option offer versus a positive option offer influences consumer intentions to acquire a financial service.

Using the customer database of a full‐service American bank, a survey was sent to demand deposit account holders. A survey then determined perceptions of the offer, perceptions of the bank making the offer, and intentions to purchase.

Between the negative and positive option scenario sub‐samples, there were no differences in perceptions of value or equity, except in perceptions of opportunistic behavior – the negative option offers yielded significantly higher perceptions of opportunistic behavior. Perceptions of value, equity, and satisfaction with the offer were the same across all offers. Satisfaction with the offer significantly influenced satisfaction with the firm making the offer.

A negative option operates in a contractual situation. The current research examined only one contractual situation. For findings to be generalized, the research needs to be replicated in other contractual contexts.

Even though the negative option offers were perceived as more opportunistic than the positive option offer, one of the negative option offers yielded a higher intention to purchase than the positive option. Care must be exercised in using NOM to minimize perceptions of opportunistic behavior.

There is limited literature on negative option marketing. No one has studied the customer perceptions of the strategy, in spite of its popularity.

Within the past few years, responsible educators, librarians, parents, counselors, social workers, therapists, and religious groups of all sexual persuasions and lifestyles have recognized the need for readily available reading material for lesbian and gay youth. Unfortunately, this material is often buried, because it is embedded in larger works. To meet this need, I have compiled and annotated 100 of the best works for young homosexuals, bisexuals, and heterosexuals. I have also included a few of the best works currently available on heterosexuality as a much needed source of knowledge for all young adults whether they are gay or straight, whether they remain childless or eventually become parents.

Co-creating services with the customer has recently appeared as an alternative strategy to achieve competitive advantage. Developing and sustaining a gainful experience requires sharing of knowledge, skills and resources between the firm and its customers. Managing value co-creation throws substantial challenge and difficulties. This study aims to investigate the barriers to customer resource contribution in value co-creation in service industries and find their interrelationships for developing an effective management framework for removal of those barriers.

A systematic literature review led to the identification of 26 barriers, which were further confirmed through expert opinion. The study used interpretative structural modeling (ISM) approach and Matrice d’Impacts croises-multipication applique (MICMAC), for analyzing the contextual relationships and develop a hierarchical model of the barriers.

ISM approach led to the development of a 13-level structural model. The barriers were further classified into autonomous, driver, linkage and dependent barriers using the MICMAC analysis. The framework offers a means to fulfill the expectations of the customers, thus leading to successful integration of the customer in the value creation process. Removal of the barriers has also been discussed.

The framework provides a direction and a tool to meet the expectations of the customers and lead to successful integration of the customer.

The study addresses a gap in the literature for the need of a structured framework for managing the value co-creation process in the service industry