move to another brand, especially if there is brand dissatisfaction, existence of persuasion from competitor brand, causing consumer to try other brand.
c. Conative Phase At this phase there is consumer loyal condition influenced by intention or desire
to do brand re-buying, the desire is anticipatory action but uncommitted. Consumer transfer susceptibility to other brand caused by persuasion factor
from other brands and consumer effort to try other brands. d. Action Phase
This phase shows commitment existence accompanied by action to consume a brand. Differs from phases before, consumer at this phase are difficult to make a
move to other brand. This caused by blasé consumer to marketing effort from other brand, other communications and brand marketing strategy not getting
attention from consumer.
2.1.4. Congruency
According to Kotler and Keller 2006, most firms tend to choose causes that fit their corporate or brand image and matter to their employees and shareholders. Till and Nowak
2000 suggest that cause and brand pairings that will be most easily formed will be those in which there is a perceived natural or plausible fit between the brand and the cause. This
principle also suggests that in cases when a brand wants to pair with a specific cause because of the high emotional appeal of the cause, that such a pairing may not be effective for the
brand if consumers do not perceive an appropriate match between the brand and the cause. So the “fit” between the cause and the main business of the company is important for CRM
success.
Greater fit between company and cause in the cause related marketing alliance should lead to a more favorable response to the alliance in the form of a favorable evaluation, either
through the process of positive associations developed as a result of partnering with a cause, or through elaboration of the company’s public identity based on this association Gupta and
Pirsch, 2006. Based on their research about the company-cause-customer fit decision in cause related marketing, they found that when company-cause fit is high, consumer attitude
toward the fit will be more positive than when the company-cause fit is low, also when consumer attitude toward the company-cause fit is high, intent to purchase the sponsored
product will be higher than when consumer attitude toward the company-cause fit is low. Pracejus and Olsen 2003 recently demonstrated that the degree of brand-cause fit
can have a substantial, positive impact of CRM campaigns on behavioral loyalty. More specifically, high-fit CRM programs have an impact that is five to ten times greater than the
impact of low-fit campaigns. Furthermore, companies can improve their overall performance by adopting strategic philanthropy, which aligns philanthropic efforts with companies’
mission, vision and resources McAlister and Ferrell, 2002. Drumwright 1996 notes that advertising campaigns with a social dimension are more likely to be successful if there is a
degree of congruency between the company and the cause. Research done by Lafferty et al 2004 found that the fit between the cause and the brand name is a necessary antecedent for
a successful cause-brand alliance campaign. It also found that consumer perceptions of product-category fit should hold when a cause is linked with a product.
Hypothesis 1: The congruency between the cause and a company’s core competencies in a CRM campaign is positively related to brand loyalty.
2.1.5. Duration
