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The aim of this study is to identify why some brand buyers are satisfied, but are not necessarily loyal.

Based on prior literature, this study posits and tests nine potential reasons for why some satisfied buyers are loyal, and others are not. The factors examined are: distribution intensity, familiarity, popularity, customer satisfaction levels, category experience, variety-seeking, service design fit, satisfaction advantages (consumers having higher satisfaction for one brand versus others) and loyalty advantages (consumers showing higher loyalty for one brand versus others). The authors use the context of food retailing, focusing on the fast-food industry in the State of Kuwait.

The authors find that approximately 70% of fast-food brand users are satisfied, but only 28% of those satisfied users can be classified as highly loyal. While overall, the study finds satisfaction is positively correlated with individual-level buyer loyalty, analysis also finds that brand popularity, overall customer satisfaction levels, experience, variety-seeking, satisfaction advantages and loyalty advantages are factors that explain why many customers are satisfied, but do not have high levels of loyalty.

This study makes a novel and original contribution in assessing a broad range of factors that help explain why many satisfied buyers are not necessarily also loyal. The findings will assist managers to contextualize their firm’s performance on satisfaction and loyalty.

Financial communication refers to the strategies and practices employed by companies to share financial information and engage with investors, stakeholders and the broader financial community. At its core lies investor relations management (IRM), focused on achieving effective two-way communication between the company and these groups for fair valuation of securities. Key financial communication activities include investor meetings, earnings calls, roadshows, annual reports, market analysis and crisis communication. Moreover. stakeholder theory emphasizes identifying and managing relationships with all individuals and entities that can affect or be affected by the company's operations. Stakeholders include shareholders, employees, creditors, suppliers, communities, regulators etc., classified as primary (essential) or secondary (indirectly involved). Proactive stakeholder engagement is crucial for achieving corporate objectives. Additionally, investor relations (IR) specifically deal with managing interactions with shareholders, creditors and potential investors through information dissemination, utilizing finance, marketing and communication techniques. Implementation channels include regulated disclosures, shareholder meetings, media engagement and forums. Other covered aspects include crisis communication strategies, corporate reputation management, internal communication practices, transparency and disclosure guidelines and legal/ethical considerations surrounding corporate communication. Overall, robust financial communication capabilities are vital for corporate success, reputation building and sustainable growth in today's competitive landscape.

The financial industry is becoming more intelligent and digital, and the adoption of new technologies is promoting financial innovation while making financial security subject to disruption. Internet finance, as a product of the rapid development of information technology and the financial industry, has ushered in major changes in the development of the financial industry. The application of new technologies in the financial sector will bring about the development of intelligent investment consulting businesses for financial institutions The development of such a business reduces the threshold at which a customer can obtain financial services and improves the convenience and accessibility of financial services. Under the complex domestic and international economic situation, enterprises need to pay attention to financial risks and reasonably control financial risks. Applying blockchain technology to supply chain financial risk management has a natural match for solving the traditional difficulties in supply chain risk. This chapter mainly describes the types, assessment methods and existing problems of financial risks, as well as the prevention and control of network security risk management and Internet financial risk management arising therefrom, and also involves stress testing and scenario planning, blockchain-based financial risk management and risk culture, among which financial risk assessment and Internet financial risk management are mainly the content. With the help of information technology, we can effectively identify and prevent all kinds of risks and effectively promote the sustainable and healthy development of the financial industry.

The use of digital channels to promote products and services is experimenting with an unprecedented boom in promotion and communication marketing campaigns; airports such as Los Angeles (IATA: LAX) in the United States, Orlando International (IATA: MCO) in the United States, Schiphol Amsterdam (IATA: AMS) in the Netherlands or Changi airport (IATA: SIN) in Singapore are pioneers and recognised experts in marketing communication and technical aspects of promotion campaigns. The brand image of airports is a great opportunity to universalise loyalty marketing and price promotion for airport business portfolios. For this reason, in this chapter, we speak about neuromarketing science, which is a marketing discipline that uses medical techniques to understand how our central nervous system reacts to marketing stimuli. This is helping companies and airports get more consumer insights through digital channels.

Decisions regarding the termination of organizational members are not only common but also represent difficult actions for managers. Despite their importance and frequency, managers often make or avoid them based on incomplete or faulty decision-making criteria. Previous research suggests that decision-makers are subject to internal influences that play significant roles in their decision-making.

Using a controlled between-groups experimental design, this study, guided by the heuristic-systematic model, tested to what extent decision-makers rely on heuristic cues versus the systematic processing of more relevant information when making termination decisions.

Findings suggest the order in which information is presented influences participants’ decision-making and influences the information-processing structure.

Findings suggest practical considerations for managers, management trainees and others who engage in termination decisions as to potential influencing factors.

This research adds to the understanding of the decision-making process in organizational contexts.

This book chapter briefly discusses the historical and cultural context of ethnography and evaluation as positioned in the United States and the opportunities made possible by merging techniques and methodology. By merging, methodological pluralism and increased responsiveness to cultural contexts are leveraged, and the critical relevance of engaging communities in evaluation processes is underlined. However, engaging with communities with marginalized backgrounds can present complicated power dynamics in practice that require the evaluator to rethink their role. Equity-centered research practices from the Equity-Centered Research Framework are linked to expound on the need for transforming the evaluator's role to shift and share power with communities throughout engagement. We expand on how transformative work also requires ongoing examinations of positionality in the evaluator role through the lens of relationships. Borrowing from ethnographic concepts, relational dimensions of positionality are conceptualized as alignment, temporality, and place. Each component is illustrated with details on how power dynamics may occur throughout community engagement as well as ways to manage and mitigate power differentials between the roles of the evaluator and community partners. We then offer three broad evaluator practices to support transformation: (a) identify positionality, (b) embed into everyday practice, and (c) negotiate in collaborations with communities. With these practices, we reflect on critical questions and position communities as critical learning partners to promote actions to mitigate and manage ongoing power dynamics. We close this chapter with our experiences interrogating positionality to illustrate distinct burdens and insights as evaluators of color.