Effectiveness of Customer Loyalty Programs on SMEs in Morocco

FATIMA BELLAALI

Laboratory of Research and Studies in Management, Entrepreneurship and Finance (LAREMEF),

National School of Commerce and Management of Fez, Sidi Mohamed Ben Abdellah University, Fez

30050, MOROCCO

Abstract: - A worldwide movement is occurring toward relationship marketing, and businesses are putting

these techniques into practice in order to build trusting connections with their clients. Most merchants have

made a commitment to maintaining customer loyalty and establishing a long-lasting and favourable connection

with consumers who are encouraged to often return for more sales due to the growing significance and

usefulness that are associated to loyalty programs. This specific research examines the efficacy of consumer

loyalty programs in SMEs located in Morocco. An interview and survey were undertaken to gather information

from the two samples in order to fulfil the study's goal. A total of (32) sales and marketing staff members

working in a variety of SMEs based in Morocco were interviewed via interviews conducted with the use of an

interview guide. A total of (56) questionnaires were delivered at random to consumers who patronize different

SMEs located in Morocco. The results unmistakably demonstrate that there is substantial proof of the impact of

loyalty programs on sales and client retention. Sales revenue statistics showed a significant rise in income

during the loyalty programs, which represents an increase in sales, demonstrating the favourable impact of

loyalty programs on the sales of different SMEs. Additionally, loyalty programs had a substantial impact on

client retention, as seen by the customer base's noticeable expansion; some of these new consumers stayed loyal

and were subsequently kept. This study's contribution sheds light on the efficacy of various loyalty program

concepts and, more significantly, highlights program design components that may be used to influence

consumer choices and develop the best customer loyalty program.

Key-Words: Customer Retention, Customer Loyalty Program, Morocco, SMEs, Sales.

Received: February 7, 2024. Revised: August 21, 2024. Accepted: September 24, 2024. Published: October 16, 2024.

1 Introduction

Recently, the significance of customer loyalty to a

business' success has come into sharper focus.

Profitability and customer loyalty are known to be

tightly correlated. Businesses seek to establish

enduring relationships with their customers because

they believe that they will lead to higher revenues.

Entrepreneurs are looking for novel ways to keep

clients satisfied and engaged, which encourages

them to make further purchases. Effective loyalty

programs may aid in retaining pleased clients over

time, preserving market shares [1].

There is a global tendency towards loyalty

marketing, and businesses are putting these

techniques into practice to build trusting

connections with their clients [2]. Due to its

increasing significance and in reference to new

acquisitions. This research examines the efficacy of

customer loyalty programs in small and medium

scale enterprises (SMEs) in Morocco with the goal

of identifying the most crucial programme

components that affect consumer choices [3].

According to research from earlier studies, customer

loyalty programs' primary goals are to promote

client retention by giving certain consumers more

value and happiness [4]. [5] is one of many

detractors who claims that loyalty programs are

completely worthless only serve to increase

marketing costs while failing to provide a

compelling value offer.

The current study sheds light on the efficacy of

various loyalty plan designs and tries to identify

design and implementation of components that

affect consumer choices and can potentially be used

to develop the ideal customer loyalty program.

Additionally, the impact of each program on client

retention and satisfaction is investigated. Since there

is a scarcity of comparable study in the setting of

developing markets, this might be instructive.

1.1 Research Objectives

This study's main objective was to assess the

effectiveness of customer loyalty programs in SMEs

in Morocco.

1.1.1 Specific Objectives

 To determine the impact that customer loyalty

programs have on SMEs' sales in Morocco.

 To determine how customer loyalty programs

impact SMEs' ability to retain customers in

Morocco.

 To determine the role of loyalty programs on

the consumer purchasing habits of small and

medium-sized businesses in Morocco.

International Journal of Applied Sciences & Development

DOI: 10.37394/232029.2024.3.20

Fatima Bellaali

E-ISSN: 2945-0454

200

Volume 3, 2024

2 Literature Review

2.1 Customer Loyalty

Both behavioural and attitudinal methods to client

loyalty exist, according to [6]. According to the

behavioural approach to customer loyalty,

customers that regularly and repeatedly purchase

from the same source are considered loyal. On the

other hand, behavioural loyalty results from a

psychological connection with the product or

service, which includes a decision as well as

components like a positive outlook and devotion.

According to [7], one who persistently supports a

brand is a devoted customer. It might be seen as a

resistance to switch brands despite any situations or

problems that develop during the duration of the

business. Additionally, they define customer loyalty

as continuing to buy the same brand of products.

Loyalty behaviours include making more

purchases, bringing in more consumers, and being

less price sensitive. Long-term cost savings from

promotion are ensured by loyal consumers [8].

2.2 Customer Loyalty Programmes

Customer loyalty programs are often described as an

interconnected solution of marketing initiatives that

seeks to increase consumer loyalty by forging

individualized connections with each customer [9].

These initiatives serve as value-sharing tools to raise

and improve customers' impressions of the

company's overall product offers. Because the

capacity to offer higher value is essential to

consumer relationship commencement and

sustenance, this value generation role is crucial.

Improved value perceptions is seen to be

essential for a loyalty program to succeed [17]. The

success of loyalty programs has proved to be

challenging to determine experimentally and is still

a hotly contested topic. While some scholars have

been able to conclusively demonstrate the benefits

of the systems via several experiments [18], others

have been unable to able to do so. The literature on

customer loyalty programs has a variety of

shortcomings and gaps as a consequence of the

absence of actual data to support these assertions

[19]. According to the bulk of the literature from

earlier research, the primary goals of customer

loyalty programs are to promote customer retention

by giving certain consumers more happiness and

value. A few crucial characteristics that come

together to form the program's framework and

structure have a significant impact on the efficacy

and worth of customer loyalty programs. It is

significant to note that although these characteristics

apply to any loyalty program, they will differ

depending on the design specifications and

uniqueness of the business' value offer. Usability is

irrelevant to the applications being studied, hence

the research will not address it.

2.3 Customer loyalty programs' effects on

retaining customers

In recent years, more Moroccan firms have offered

customer loyalty programs. Several studies have

examined how these programs effect national client

retention. [20] surveyed customers of a major

Moroccan retail chain to determine how loyalty

programs affect customer retention. The study

concluded that loyalty programs increase customer

happiness, trust, and commitment to the retailer.

Another study by [21] examined how loyalty

programs affect Moroccan banks client retention.

The study found that loyalty programs improved

consumer happiness, trust, and commitment to the

bank, boosting client retention. [22] explored how

loyalty programs affect Moroccan fast-food

consumer retention. The study found that loyalty

programs significantly increased customer retention,

as they improved customer satisfaction, loyalty, and

perceived value of the restaurant. These studies

collectively imply that Moroccan customer retention

is positively impacted by loyalty program

implementation. They raise levels of customer

retention by enhancing customer satisfaction, trust,

loyalty, and perceived value. As such, businesses in

Morocco should consider investing in loyalty

programs as a way to retain their customers and

increase their profitability.

Nevertheless, their research does not take into

account the total impact, whether or not the

incentives was financial, or the sales that are created

from keeping these consumers. The study on the

impact of loyalty programs on revenue and

consumer acquisition will fill this new gap as well

as any others it produces.

2.4 Important elements for fostering loyalty

The four pillars of "attitude, satisfaction, trust, and

commitment" are essential for fostering customer

loyalty.

 An attitude is an enduring enthusiasm for

something or some event. Genuine loyalty

cannot be developed without a positive mind

set [23].

 The evaluation of the observed discrepancy

between prior expectations and the service's

actual performance is the concept of

satisfaction. The realization or rejection of

International Journal of Applied Sciences & Development

DOI: 10.37394/232029.2024.3.20

Fatima Bellaali

E-ISSN: 2945-0454

201

Volume 3, 2024

ambitions is connected with subjective

enjoyment in the context of operations.

 Retaining customers depends heavily on trust.

Clients should have confidence in the

companies providing their services or goods

and know that any data they provide will be

kept confidential.

 A relationship is considered to be devoted

when there is both an emotional and rational

connection. According to some experts, there

cannot be client loyalty without psychological

components.

[24] stress on how crucial it is for managers to

set up loyalty programs. Maintaining long-term

customer loyalty is crucial. Rewards motivate

customers to make occasional expenditures and

boost loyalty. The loyalty card expiration dates

assist administration in achieving their short-term

income goals. It is probable that customers will try

the company's products, but it is hard to know which

products they will select the next time. When

customers get a reduction or a free present,

especially when buying an expensive item, loyalty

programs not only provide cash benefits but also a

feeling of accomplishment and success to the

customers. When consumers feel recognized as

distinct customers, they start to develop a closer

relationship with the company [9].

2.5 Virtual communities and incentive

structures

The position of the internet to enterprise has

increased widespread recognition in recent years,

particularly when it comes to the sale of goods via

online stores. Virtual networks and motivating

tactics are two separate sorts of programs used in e-

commerce. Rewards program customers get cash

benefits [10]. The most common kind is based on

cash-back incentive programs, where providers pay

a certain sum for each eligible transaction that is

equal to a specific portion of the total cost. Despite

the fact that this kind of incentive program increases

sales in a short amount of time, customers don't

always make further transactions [11]. Virtual

communities are social components that include

things like online forums for addressing product-

related concerns. Since digital networks has gained

popularity, businesses have begun to engage with

customers via loyalty programs on various social

media platforms [1].

2.6 The Essence of loyalty program

An organization's plan for customer relationship

administration should include a loyalty program as

an advertising tool that helps in achieving the broad

objectives of acceptable promotional strategies and

fosters stronger ties with consumers.

Consequently, a loyalty program can be

described as a marketing strategy that focuses on the

long run and rewards loyal customers with virtual

points for each subsequent purchase. These points

can be used in the future to obtain physical rewards

such as free products, incentives, or discounts [1],

[12]. The main objective of any loyalty program is

to make consumers feel more connected to the

products or services they favour. This is

accomplished by using a well-designed set of

marketing strategies that collectively make up a

business's loyalty program. All loyalty programs are

implemented in addition to their behavioural

components to achieve a number of financial and

economic objectives, including: lowering

operational costs related to customer interaction,

increasing total combined revenue volume and gross

margins, and increasing the valuation of the client

investment.

2.7 Factors affecting loyalty programme

effectiveness

Efficiency of a loyalty program is measured by how

well a plan achieves a set of specific goals. Based

on its intended objectives, each initiative may have

a different set of success metrics, which makes it

difficult to evaluate a scheme's efficacy objectively,

particularly in highly competing marketplaces.

Today's consumers often participate in a variety

of loyalty programs that are frequently offered by

businesses and are in direct rivalry with one another.

Consequently, it can be established that the

effectiveness of a loyalty program relies not only on

the initiative itself but also on other enabling and

limiting elements existing in the internal and

external surroundings of a firm.

The following are application variables that

describe a company's internal strategy that may help

a loyalty program succeed:

 Conditions for participating in the program

 Program point arrangement (point issuance and

point collection convenience).

 Structure of program incentives

 Program management (collecting and analysing

consumer information, securing corporate

backing, and determining where a loyalty

program fits into a company's broader

marketing plan).

International Journal of Applied Sciences & Development

DOI: 10.37394/232029.2024.3.20

Fatima Bellaali

E-ISSN: 2945-0454

202

Volume 3, 2024

The following are success elements that are part

of a firm's surrounding factors and cannot be

entirely regulated:

 The requirements and desires of stakeholders

(such as their use patterns and desire to stand

out).

 Generic qualities and attributes of customers

(demographics, current and expected shopping

orientation)

 Features of effective loyalty programs (loyalty

program saturation, loyalty program

awareness).

Fig. 1: Factors affecting loyalty program effectiveness.

2.8 Small and Medium Enterprises (SMEs)

SMEs, according to the Central Bureau of statistics

(BPS), may be divided into several groups on the

basis of the number of employees or workers.

Medium-sized enterprises employ 20 to 99 people,

whereas small businesses employ 5 to 19. SMEs are

further described by OECD (2000) as autonomous,

non-subsidiary companies having less than a certain

number of employees. SMEs are jobs creators for

employees where the motivation and flexibility are

better. Additionally, SMEs have increased market

competition, which has improved customer

requirements fulfilment. SMEs also provide some of

the tasks that large businesses need in order to

produce products and services more effectively.

Focusing on innovative management and

technological processes is another key characteristic

of SMEs. They contribute to a nation's GDP

formation, national export growth, and social and

political stability as a result.

SMEs in Morocco are defined as enterprises that

have between 10 and 250 employees, with an annual

turnover of less than MAD 200 million

(approximately USD 22 million) [13]. According to

the latest available data, there are approximately 1.3

million SMEs in Morocco, which account for over

95% of all enterprises in the country (World Bank,

2021). These SMEs are active in a wide range of

sectors, including manufacturing, services,

construction, and agriculture.

2.9 Economic contribution of SMEs

SMEs play a crucial role in the Moroccan economy,

contributing to employment creation, economic

growth, and poverty reduction. According to the

Moroccan Ministry of Industry, Trade, and the

Green and Digital Economy, SMEs account for

around 30% of GDP and provide employment to

over 4 million people [14]. In addition, SMEs are

essential in promoting regional development,

particularly in rural areas, where they provide

employment and contribute to the development of

local economies. Enhanced productivity and, by

extensions, industrial development are significantly

impacted by the competition that emerges from the

rise and decline, entry and exit of smaller

businesses.

A crucial element of the competitive process and

systemic change in this process is increased job

turnover and labour market volatility. Small start-

ups seldom last longer than five years, and even

fewer make up the core of high-performing firms

that are in charge of driving efficiency and industrial

growth. In order to maximize the achievements that

small businesses may make to development,

authorities must overhaul the laws and regulatory

environment that affect company formation and

growth.

2.10 Types of Customer loyalty programmes

For this particular research we will be looking at

two types of customer loyalty programmes they

include:

 Accumulated point reward (APR)

 Item based discount programme (IBD)

2.10.1 Accumulated point reward (APR)

This kind of program encourages customer loyalty

over time by allowing users to accrue points so as to

ultimately get free prizes when they make recurrent

purchases from a business [15]. Due to the lack of a

joining charge and the use of an intuitive

membership card for all transactions, these

International Journal of Applied Sciences & Development

DOI: 10.37394/232029.2024.3.20

Fatima Bellaali

E-ISSN: 2945-0454

203

Volume 3, 2024

programs are attractive to clients from a cost-benefit

analysis provided they are handy [16].

A few crucial components that work together to

form the project's framework and design have a

significant impact on the efficiency and worth of the

APR loyalty program. These components, according

to [17], are essential indicators of the programs'

worth since they relate to and directly connect to

customer choices.

2.10.2 Item based discount (IBD) programme

The primary distinction between this design and the

cumulative points reward system is that instead of

points being rewarded depending on the overall

number of things bought inside the shop, price

reductions are given for specific single items [19].

These components are comparable to the system

being examined; however, it should be emphasized

that how the program is designed will determine

how they affect customers. A customer loyalty

program's design and effective execution obviously

depend on the time and kind of rewards it offers. In

terms of the IBD program, these characteristics

could be more strongly influenced by consumer

choices than the other factors already mentioned,

which might boost client satisfaction and loyalty.

2.11 Customer Satisfaction within Loyalty

programme

Customer satisfaction is a crucial component of a

company's value delivery process, and both

academics and business professionals agree that it is

the primary driver of loyalty, which in turn affects a

company’s revenue [25]. Therefore, it can be argued

that customer loyalty and both loyalty

characteristics should be positively impacted by

satisfaction. Retailers are only able to use their

promotional strategies and instruments to cultivate

customer loyalty among contented consumers,

which leads to the realization that consumer

pleasure cannot be disregarded or replaced since it

may really affect a shop.

According to [26] model, the benefits of joining

a loyalty program have a favourable impact on

satisfaction levels. The authors found that the

advantages of being a member of the program had a

direct impact on loyalty program satisfaction levels.

This research takes into account factors such as

client preferences within the system, program

assessment, benefits obtained from the scheme, and,

most importantly, the level of fulfilment generated

by the program to provide a total satisfaction rating

for a customer loyalty program.

Finally, it's important to realize that contentment

and loyalty are not the same thing. [4] use the

illustration of consumers who often patronize the

same store over the over a long period of time and

seem to be happy, but who may easily shift to a rival

store for a variety of reasons, to support their claim

that customers may be satisfied but not loyal.

3 Methodology

3.1 Research design

The quantitative nature of this investigation makes

the descriptive research approach appropriate [27].

A quantitative, descriptive research strategy

provides a broad overview of the importance of the

variables under investigation and allows for the

empirical testing of certain hypotheses (theoretical

claims). With such a methodology, this research can

really determine which loyalty program leads to

better levels of consumer satisfaction and retention,

the study's dependent variables.

3.2 Study Population and Sampling

A research sample was selected from the target

audience, which for this study comprised of 120

participants recruited from the sales and marketing

teams of different SMEs situated around Morocco

as well as consumers who make purchases from

these SMEs. Due to time constraints, limited

funding and resources, and access issues, it proved

challenging for the researcher to gather and analyse

all the material that was accessible for the majority

of study questions and goals.

A sample of 80 consumers served as participants

in the first research, and questionnaires were utilized

to gather data. After receiving a short explanation of

the study's objectives, participants were given

questionnaires to complete at their own leisure. 40

sales and marketing personnel from diverse SMEs

in Morocco who were responders for the second

sample set were interrogated using a structured

interview.

As long as they were willing to volunteer a few

minutes, the participants were interrogated. As

shown in the table below, a total of 120

participants—40 sales and marketing staff members

working in different SMEs around Morocco and 80

consumers who regularly patronize SMEs—

represented the target audience.

International Journal of Applied Sciences & Development

DOI: 10.37394/232029.2024.3.20

Fatima Bellaali

E-ISSN: 2945-0454

204

Volume 3, 2024

Table 1: The Target population for the study.

Survey Sample Source

Target

Population

Total

Respondents

SMEs Customers

Sales and Marketing Personnel

Total

120

80 Respondents

3.3 Data Analysis

The employment of the two collecting techniques

gives the study a comprehensive framework for

comprehending the issue. In this study, data were

concurrently gathered and independently analysed.

The researcher used SPSS (Statistical Package for

Social Sciences), version 16.0, a statistical analysis

program, to analyse all the data they had gathered.

In addition to using spreadsheets or Microsoft

Excel, the researcher chose to analyse the data using

the specialist statistical program (SPSS) version

16.0 as an investigation tool since it is quicker and

more accurate than spreadsheets.

4 Results and Discussion

4.1 Response rate Sample

Only 80% of the interviewees were able to find free

time to participate in interviews, compared to the

individual participants' 70% questionnaire response

rate. This was brought on by the fact that some of

the respondents were not available, and it also

resulted from the researcher's need to be adaptable

in order to make sure that the interviews were

performed at the interviewees' convenience. Table 2

below shows the response rates in detail.

Table 2: Response Rate of participants.

Sample size

Participants

Percentage

Questionnaires

70%

Interview

guides

80%

Total

120

4.2 Profile of Participants

Among the 56 people who filled out the survey,

67.9% of them were men and 32.1% were women.

Figure 2 below displays the participant profile based

on a cross-tabulation of gender by profession. The

38 male respondents were split into 19 full-time

workers, 8 part- time employees, 5 self-employed

individuals, 4 jobless individuals, and 2 retirees. The

18 female participants in the survey were divided

into 10 full-time workers, 3 part-time employees,

and 2 respondents who were both self-employed and

jobless. Individuals from the working class make up

the majority (both full and part time).

Fig. 2: Gender and Employment status of participants.

4.3 Effect of Customer loyalty programme

on Expenditure

From the 56 people who responded to the study,

75% said they did not buy anything when there was

no loyalty program active from which they might

profit. While 25% of the respondents said they

continued to buy goods even when there was no

active reward program. This result is strongly

supports previous works which suggests that

consumer prefer to purchase items or goods when

there is an ongoing loyalty programme than when

there is none [18]. The following Figure 3 shows

this.

Fig. 3: Purchasing products without a rewards program

4.4 Sales revenue of various SMEs in

Morocco (pre, during, and post loyalty

programmes)

Figure 4 reveals that there was a 38.2% gain in sales

income from the time before the customer loyalty

program to the time it was operating, then decreased

to 8.4% after the program ended. This is a blatant

example of how consumers are prone to rewards and

are prepared to spend more money, particularly if

they believe they will get rewards for their loyalty.

International Journal of Applied Sciences & Development

DOI: 10.37394/232029.2024.3.20

Fatima Bellaali

E-ISSN: 2945-0454

205

Volume 3, 2024

Fig. 4: Sales Revenue of various SMEs in Morocco pre,

during and post loyalty programme

4.5 Customer retention through loyalty

Programmes

Fig. 5: Customer retention through loyalty programmes

According to the above illustration, 76.8% of the

workers agreed that using loyalty programs

accelerated the percentage of retained clients, while

just 23.2% disagreed. This demonstrates that loyalty

programs have a significant role in retaining

customers.

According to the research, loyalty programs and

retaining customers have a significant and

favourable cause and effect connection. Retention is

improved through loyalty programs that provide

incentives for cumulative purchases. By offering

incentives for clients to buy more often and in

greater quantities, these programs promote repeat

purchases and enhance retention rates. It is

important to analyse the same programme’s

effectiveness on customer retention.

The outcome in terms of customer retention is

consistent with the study of [28], who discovered

that customers' decisions to make repeat purchases

are based on future assumptions of the company's

value proposal, and these projections are impacted

by prior satisfaction with the enterprise. This creates

the crucial connection between retention and

satisfaction.

5 Conclusion

Loyalty programs are considered one of the key

elements of a company's client contact management

platform. A loyalty program should be prepared,

implemented, and maintained over the long term

since doing so incurs considerable expenditures. As

a result, it needs to be considered not only as a long-

term dedication but also as an integral part of a

lasting marketing strategy.

The implementation of such programs is often

seen by companies as a defensive strategy that keeps

their most important customers and puts major

barriers in the way of their switching providers. This

is especially true in areas where there are a lot of

competing loyalty programs. According to the

study, customer loyalty programs run by different

SMEs in Morocco had a beneficial impact on sales.

The loyalty program resulted in a significant rise in

income, which corresponds to an increase in sales,

according to sales revenue statistics. Customer

loyalty programs significantly impacted brand

loyalty, showing a notable increase in the consumer

base at the time of the program's debut. Customers

were obtained, and some of them showed loyalty

and were thereafter kept.

References:

[1] Vinod, B. (2011). Unleashing the power of

loyalty programs – The next 30 years. Journal

of Revenue and Pricing Management, 10(5),

471-476.

[2] Duffy, D.L. (1998). Customer Loyalty

Strategies. Journal of Consumer Market. 15(5),

435- 448.

[3] Bridson, K., Evans, J., & Hickman, M. (2008).

Assessing the relationship between loyalty

program attributes, store satisfaction and store

loyalty. Journal of Retail. Consumer Service,

15, 364-374.

[4] Gable, M., Fiorito, S.S., & Topol, M.T. (2006).

An empirical analysis of the components of

retailer customer loyalty programs.

International Journal of Retail Distribution

Management. 36(1), 32-49.

[5] Shugan, S. (2005). Brand Loyalty Programs:

Are they Shams? Market. Sci. pp. 185-19

[6] Tabaku, E., & Zerellari, M. (2015). Brand

loyalty and loyalty programs; a literature

review. Romanian Economic and Business

Review, 10(2), 87-102

[7] Ludin, I. H. B.H., & Cheng, B. L. (2014).

Factors Influencing Customer Satisfaction and

E- Loyalty: Online Shopping Environment

among the Young Adults. Management

Dynamics in the Knowledge Economy, 2(3),

462-471.

International Journal of Applied Sciences & Development

DOI: 10.37394/232029.2024.3.20

Fatima Bellaali

E-ISSN: 2945-0454

206

Volume 3, 2024

[8] Mascarenhas, O. A., Kesavan, R., & Bernacchi,

M. (2006). Lasting customer loyalty: a total

customer experience approach. The Journal of

Consumer Marketing, 23(7), 397-405.

[9] Meyer-Waarden, L., & Benavent C. (2008).

The Impact of Loyalty Programmes on Repeat

Purchase Behaviour. Journal of Marketing

Management, No. 22.

[10] Enzmann, M., & Schneider, M. (2005).

Improving Customer Retention in E-commerce

through a Secure and Privacy Enhanced

Loyalty System. Information Systems

Frontiers, 7(4- 5), 359-370.

[11] Altinkemer, K., & Ozcelik, Y. (2009). Cash-

back rewards versus equity-based electronic

loyalty programs in e-commerce. Information

Systems and eBusiness Management, 7(1), 39-

55.

[12] Smith, J. (2019). Loyalty Programs: What

Marketers Need to Know. [online] Forbes.

Available at:

https://www.forbes.com/sites/forbesagencycou

ncil/2019/06/03/loyalty-programs- what-

marketers-need-to-know/?sh=1f7289e14da2.

[13] AfDB. (2018). Morocco: country strategy paper

2017-2021. African Development Bank.

https://www.afdb.org/en/documents/document/

morocco-country-strategy-paper-2017- 2021-

98677

[14] MICEVN. (2021). The SME sector in

Morocco. Morocco Information Center for

Economic and Business Intelligence.

https://www.mic.gov.ma/Portals/0/PDF/SME%

20sector%20in%20Morocco%20V4.p df

[15] Liu, Y. (2007). The Long-Term Impact of

Loyalty Programs on Consumer Purchase

Behaviour and Loyalty. J. Market. 71(4), 19-

35.

[16] Dowling, G., & Uncles, M. (1997). Do

Customer Loyalty Programs Really Work?

Sloan Management Review, Vol. 38, No. 4.

[17] O'Brien, L., & Jones, C. (1995). Do Rewards

really Create Loyalty? Harv. Bus. Rev.,

73(3):75- 82.

[18] Leenheer J., & Bijmolt T.H.A (2008). - Which

Retailers Adopt a Loyalty Program? An

Empirical Study. Journal of Retailing and

Consumer Services, Vol. 15, No. 6.

[19] Zhang J, & Breugelmans E. (2012). The Impact

of an Item-Based Loyalty program on

Consumer Purchase Behaviour. J. Market. Res.,

49(1), 50-57.

[20] Berrada, I., & Elouaer, M. A. (2020). The

impact of loyalty programs on customer

retention in Morocco: The mediating role of

customer satisfaction, trust, and loyalty.

Journal of Retailing and Consumer Services,

55,

102086.https://doi.org/10.1016/j.jretconser.202

0.102086

[21] Amine, A., Jha, S., & Gupta, P. (2019). The

impact of loyalty programs on customer

retention: A study of banking industry in

Morocco. Journal of Retailing and Consumer

Services, 50, 301-310.

https://doi.org/10.1016/j.jretconser.2019.05.016

[22] Bouziane, O., & Touzani, M. (2020). The

impact of loyalty programs on customer

retention in the fast-food industry in Morocco.

International Journal of Consumer Studies,

44(2), 142-151.

https://doi.org/10.1111/ijcs.12555

[23] Gómez, B. G., Arranz, A. G., & Cillán, J. G.

(2006). The role of loyalty programs in

behavioural and affective loyalty. Journal of

Consumer Marketing, 27(3), 387-397.

[24] Hoffman, J. L., & Lowitt, E. M. (2008). A

better way to design loyalty programs. Strategy

& Leadership, 36(4), 44-47.

[25] Bodet, G (2008). Customer satisfaction and

loyalty in service: Two concepts, four

constructs, several relationships. Journal of

Retail Consumer. Service. 15: 156-162

[26] Yi, Y., & Jeon, H. (2003). - Effects of Loyalty

Programs on Value Perception, Program

Loyalty, and Brand Loyalty. Journal of the

Academy of Marketing Science, Vol. 31.

[27] Malhotra, N. (2010). Marketing Research, 6th

edition. New Jersey: Pearson

[28] Bolton, R.N., Kannan, P.K., & Bramlett, M.D.

(2000). Implications of Loyalty Program

Membership and Service Experiences for

Customer Retention and Value. Journal of the

Academy of Marketing Science, Vol. 28.

International Journal of Applied Sciences & Development

DOI: 10.37394/232029.2024.3.20

Fatima Bellaali

E-ISSN: 2945-0454

207

Volume 3, 2024

Contribution of Individual Authors to the

Creation of a Scientific Article (Ghostwriting

Policy)

The authors equally contributed in the present

research, at all stages from the formulation of the

problem to the final findings and solution.

Sources of Funding for Research Presented in a

Scientific Article or Scientific Article Itself

No funding was received for conducting this study.

Conflict of Interest

The authors have no conflicts of interest to declare

that are relevant to the content of this article.

Creative Commons Attribution License 4.0

(Attribution 4.0 International, CC BY 4.0)

This article is published under the terms of the

Creative Commons Attribution License 4.0

https://creativecommons.org/licenses/by/4.0/deed.en

_US

International Journal of Applied Sciences & Development

DOI: 10.37394/232029.2024.3.20

Fatima Bellaali

E-ISSN: 2945-0454

208

Volume 3, 2024