Explain the consumer behavior concepts motivation, perception and beliefs with relevant theories and describe how each concept applies to the case prese A major charity raised the average contribution from its direct-mail campaign from $46 to $126 in oneyear. How was this accomplished? By offering one American Airline frequent flier mile for every dollardonated, the charity increased not only the amount given but also the percentage of those donating (from10 to 35 per cent).The idea for frequent flier miles originated in 1981 at American Airlines. Initiated to build brand loyaltyamong veteran airline travelers, frequent flier programs gradually expanded beyond providing free milesfor airline travel. In the mid-1980s airlines began selling miles to "travel partners," such as car rentalagencies, credit card purveyors, and hotels. In the early 1990s, the list of firms giving away frequent fliermiles expanded exponentially. By mid-decade, miles could be obtained from restaurants, mortgage firms,investment houses, and even roofing companies. By the 21st century, the Internet has worked to expandthese opportunities for miles. Randy Peterson, of Webflyer.com, estimates that there are as many as15,000 individual mileage-making opportunities. In 2000, a number of websites, like Webflyer.com, offera virtual trading place where consumers can go to swap ideas for gaining additional miles.For some people, accumulating frequent flyer miles has become an obsession. One consumer describedcollecting frequent flier miles as a compulsion. He said, "I live, eat, and breathe the United AirlinesMileage Plus Program." In the late 1980s, the problem of mileage maniacs grew to epidemic proportionsfor the airlines. One lawyer and husband had six credit cards, each of which netted a free mile forevery dollar spent. When they applied for another card, they were rejected but still collected 2,500 freemiles. Her husband described his wife as addicted, saying "It's like drugs; you first start small, and it getsbigger."Before 1995, some frequent flier junkies even cheated by enlisting people to ride airlines under theirnames. How to deal with such rule flouters, who ultimately drove up costs for everyone, was a majorproblem at the time. This problem, however, was resolved in 1995 when the Federal AviationAdministration began to require that airlines examine the IDs of all travelers. Although this was actuallydone to thwart terrorism, it also cut down on frequent flier "cheaters."Even absent the cheating, the airlines suffered huge revenue losses as a result of all the free mile'spassengers were racking up. In the early 1990s, the estimated total cost of frequent flier programsapproached $940 million. By the mid-1990s, however, the unfunded liability problem had largely vanishedbecause the airlines had placed deadlines on when the miles had to be used. Moreover, this was the timeperiod when airlines learned how to sell "free miles" to other companies for use in their promotions. By1995, nearly half the miles were being sold to other companies at a rate of $.02 per mile. AmericanAirlines earned roughly $300 million this way. Because frequent fliers fill seats that would otherwise beempty, this revenue is virtually pure profit. For example, at $.02 per mile, a 25,000-mile round-tripdomestic ticket earns the airline $500. The extra cost for that additional passenger ranges from about $43to $93, depending on the airline. So selling frequent flier miles has become a profit centre for the airlineindustry. Airlines also take these "elite" fliers very seriously. It has been estimated that those passengerswho fly at least 25,000 miles a year make up only 2% of all fliers, but they can bring in as much as 25% of acompany's revenue.What makes consumers act as though frequent flier miles are worth more than their actual value? Oneexplanation offered by the Wall Street Journal is that the miles have "...become a jar of mad money forfamilies, a vacation-enabling fund untouchable for paying bills, saving for college, or providing forretirement." Indeed, when United Airlines offered consumers a choice of free miles or a cash rebate in apromotional campaign, most consumers chose the miles. One consultant said, "Cash is not whatconsumers want anymore. The whole lure of something for nothing is very powerful. Miles are almost asecond national currency."

Question

Explain the consumer behavior concepts motivation, perception and beliefs with relevant theories and describe how each concept applies to the case prese A major charity raised the average contribution from its direct-mail campaign from $46 to $126 in oneyear. How was this accomplished? By offering one American Airline frequent flier mile for every dollardonated, the charity increased not only the amount given but also the percentage of those donating (from10 to 35 per cent).The idea for frequent flier miles originated in 1981 at American Airlines. Initiated to build brand loyaltyamong veteran airline travelers, frequent flier programs gradually expanded beyond providing free milesfor airline travel. In the mid-1980s airlines began selling miles to &#34;travel partners,&#34; such as car rentalagencies, credit card purveyors, and hotels. In the early 1990s, the list of firms giving away frequent fliermiles expanded exponentially. By mid-decade, miles could be obtained from restaurants, mortgage firms,investment houses, and even roofing companies. By the 21st century, the Internet has worked to expandthese opportunities for miles. Randy Peterson, of Webflyer.com, estimates that there are as many as15,000 individual mileage-making opportunities. In 2000, a number of websites, like Webflyer.com, offera virtual trading place where consumers can go to swap ideas for gaining additional miles.For some people, accumulating frequent flyer miles has become an obsession. One consumer describedcollecting frequent flier miles as a compulsion. He said, &#34;I live, eat, and breathe the United AirlinesMileage Plus Program.&#34; In the late 1980s, the problem of mileage maniacs grew to epidemic proportionsfor the airlines. One lawyer and husband had six credit cards, each of which netted a free mile forevery dollar spent. When they applied for another card, they were rejected but still collected 2,500 freemiles. Her husband described his wife as addicted, saying &#34;It's like drugs; you first start small, and it getsbigger.&#34;Before 1995, some frequent flier junkies even cheated by enlisting people to ride airlines under theirnames. How to deal with such rule flouters, who ultimately drove up costs for everyone, was a majorproblem at the time. This problem, however, was resolved in 1995 when the Federal AviationAdministration began to require that airlines examine the IDs of all travelers. Although this was actuallydone to thwart terrorism, it also cut down on frequent flier &#34;cheaters.&#34;Even absent the cheating, the airlines suffered huge revenue losses as a result of all the free mile'spassengers were racking up. In the early 1990s, the estimated total cost of frequent flier programsapproached $940 million. By the mid-1990s, however, the unfunded liability problem had largely vanishedbecause the airlines had placed deadlines on when the miles had to be used. Moreover, this was the timeperiod when airlines learned how to sell &#34;free miles&#34; to other companies for use in their promotions. By1995, nearly half the miles were being sold to other companies at a rate of $.02 per mile. AmericanAirlines earned roughly $300 million this way. Because frequent fliers fill seats that would otherwise beempty, this revenue is virtually pure profit. For example, at $.02 per mile, a 25,000-mile round-tripdomestic ticket earns the airline $500. The extra cost for that additional passenger ranges from about $43to $93, depending on the airline. So selling frequent flier miles has become a profit centre for the airlineindustry. Airlines also take these &#34;elite&#34; fliers very seriously. It has been estimated that those passengerswho fly at least 25,000 miles a year make up only 2% of all fliers, but they can bring in as much as 25% of acompany's revenue.What makes consumers act as though frequent flier miles are worth more than their actual value? Oneexplanation offered by the Wall Street Journal is that the miles have &#34;...become a jar of mad money forfamilies, a vacation-enabling fund untouchable for paying bills, saving for college, or providing forretirement.&#34; Indeed, when United Airlines offered consumers a choice of free miles or a cash rebate in apromotional campaign, most consumers chose the miles. One consultant said, &#34;Cash is not whatconsumers want anymore. The whole lure of something for nothing is very powerful. Miles are almost asecond national currency.&#34;

Accepted Answer

Consumer behavior is a fascinating area of study that explores the motivations, perceptions, and…