European Journal of MarketingLinking perceived service quality and service loyalty: a multi-dimensional perspectiveJosée Bloemer Ko de Ruyter Martin Wetzels

Article information:To cite this document:Josée Bloemer Ko de Ruyter Martin Wetzels, (1999),"Linking perceived service quality and service loyalty: amulti-dimensional perspective", European Journal of Marketing, Vol. 33 Iss 11/12 pp. 1082 - 1106Permanent link to this document:http://dx.doi.org/10.1108/03090569910292285

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Users who downloaded this article also downloaded:Albert Caruana, (2002),"Service loyalty: The effects of service quality and the mediating roleof customer satisfaction", European Journal of Marketing, Vol. 36 Iss 7/8 pp. 811-828 http://dx.doi.org/10.1108/03090560210430818Ko de Ruyter, Martin Wetzels, Josée Bloemer, (1998),"On the relationship between perceived servicequality, service loyalty and switching costs", International Journal of Service Industry Management, Vol. 9 Iss5 pp. 436-453 http://dx.doi.org/10.1108/09564239810238848Roger Hallowell, (1996),"The relationships of customer satisfaction, customer loyalty, and profitability:an empirical study", International Journal of Service Industry Management, Vol. 7 Iss 4 pp. 27-42 http://dx.doi.org/10.1108/09564239610129931

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European Journal of Marketing,Vol. 33 No. 11/12, 1999,pp. 1082-1106. # MCB UniversityPress, 0309-0566

Received January 1998Revised May 1998,August 1998

Linking perceived servicequality and service loyalty: amulti-dimensional perspective

JoseÂe BloemerFaculty of Applied Economics, Limburg University Centre,

Diepenbeek, Belgium, and

Ko de Ruyter and Martin WetzelsMaastricht University, Maastricht, The Netherlands

Keywords Service quality, Service loyalty, Customer service, Service industries,Consumer behaviour

Abstract In recent research on service quality it has been argued that the relationship betweenperceived service quality and service loyalty is an issue which requires conceptual and empiricalelaboration through replication and extension of current knowledge. Focuses on the refinement ofa scale for measuring service loyalty dimensions and the relationships between dimensions ofservice quality and these service loyalty dimensions. The results of an empirical study of a largesample of customers from four different service industries suggest that four dimensions of serviceloyalty can be identified: purchase intentions, word-of-mouth communication; price sensitivity;and complaining behaviour. Further analysis yields an intricate pattern of service quality-serviceloyalty relationships at the level of the individual dimensions with notable differences acrossindustries.

IntroductionThe literature on services marketing has advanced to a level of considerablesophistication and researchers are ready to take on the fundamental questionsconcerning an in-depth understanding of the concept of service quality(GroÈnroos, 1993; Patterson and Johnson, 1993; Anderson and Fornell, 1994;Rust and Oliver, 1994; Taylor and Baker, 1994). In defining the key constructsin the discipline, conceptual advances and nuances have been achieved, thoughdifferences of opinion remain. For instance, concerning the role of expectationsin the formation of evaluative judgements and the sequential order of theconstructs of service satisfaction and service quality (Cronin and Taylor, 1992;Zeithaml et al., 1996). One area that has remained relatively underdeveloped,however, is the relationship between evaluations of service quality and loyaltyof service customers (Gremler and Brown, 1996), despite the fact that loyalty isessential for service business survival (Reichheld, 1993).

While loyalty is often included in service quality models as an outcomevariable (Cronin and Taylor, 1992; Boulding et al., 1993), there are a numberof factors that limit an in-depth understanding of customer loyalty in servicesand prevent the generalisability of research findings. First, it has remainedunclear whether or not there is a direct relationship between service qualityand loyalty. Zeithaml et al. (1996) report such a relationship, whereas Croninand Taylor (1992) failed to find one. Secondly, the operationalisation of the

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construct of service loyalty has often remained limited, ignoring the full rangeof conceivable loyalty (re)actions that may follow the evaluation of a service(Zeithaml et al., 1996). Cronin and Taylor (1992), for instance, focused solelyon repurchase intentions (measuring this construct as a single item), whileBoulding et al. (1993) operationalised repurchase intentions and willingnessto recommend (as two single items in one study and six items in a follow-upstudy). As Zeithaml et al. (1996) argue, dimensions of loyalty, such as, forinstance, willingness to pay more and loyalty under increased pricing, haveoften been left out in previous research. Similarly, customer evaluationsfollowing a negative service experience have received only limited attentionin scales designed to measure customer loyalty intentions and behaviour(Singh, 1991). Furthermore, loyalty has frequently been formulated inpositive terms. However, variables and linkages predicting positive outcomesmay well be asymmetrically related to those that predict customer disloyalty(Zeithaml et al., 1996). Finally, there appear to be no studies that haveaddressed the link between the individual dimensions of service quality andservice loyalty.

Therefore, it would be of both theoretical and managerial interest to seehow service quality and service loyalty are related at the level of individualdimensions, rather than the perspective of their overall assessments(Zeithaml et al., 1996). Similar to service loyalty, service quality has also beenacknowledged as a multi-dimensional construct (Gummesson, 1991;GroÈnroos, 1993; Lapierre, 1996; Lehtinen et al., 1996). Linking both constructsat their dimensional level increases the diagnostics of explaining serviceloyalty. For instance, it could be evaluated which service quality dimensionhas the strongest impact on loyalty under increased pricing. Moreover, asindustry-specific characteristics present in many service industries limitgeneralisations, perspectives should be tested across various industries assuggested by leading services researchers (Lovelock, 1983; Fornell, 1992;Berry and Parasuraman, 1993; Zeithaml et al., 1993). This multi-dimensionalpoint of view across different service settings has not previously been takenin the literature. Therefore, it is adopted here and is specified into thefollowing two research questions:

(1) Which service loyalty dimensions can be discerned?

(2) How are the service loyalty dimensions related to the dimensions ofperceived service quality across different types of service industries?

This article is structured as follows. First, we will offer a brief synthesis of theextant literature on key conceptual and methodological issues concerningservice quality and service loyalty dimensions and the relationship betweenthese. We subsequently discuss the results of a study designed to provideempirical evidence on the relationship between service quality and serviceloyalty at the level of individual dimensions across different service industries.We conclude with a discussion of a number of research and managerialimplications of our results.

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Review of the literatureService qualityService quality is often conceptualised as the comparison of serviceexpectations with actual performance perceptions (Zeithaml et al., 1990). On anoperational level, research in service quality has been dominated by theSERVQUAL instrument, based on the so-called gap model. The central idea inthis model is that service quality is a function of the difference scores or gapsbetween expectations and perceptions (P ± E). It has been proposed that servicequality is a multidimensional concept (cf. Parasuraman et al., 1985). Five keydimensions of service quality have been identified. Reliability is defined as theability to deliver the promised service dependably and accurately. It is aboutkeeping promises ± promises about delivery, pricing, complaint handling, etc.Responsiveness can be described as the willingness to help customers andprovide prompt service. This dimension stresses service personnel's attitude tobe attentive to customer requests, questions and complaints. Assurance is theservice quality dimension that focuses on the ability to inspire trust andconfidence. Empathy is the service aspect that stresses the treatment ofcustomers as individuals. Finally, tangibles is the service dimension thatfocuses on the elements that represent the service physically. While theSERVQUAL instrument has been widely used, it has also been widelycriticised. For instance, the validity and reliability of the difference betweenexpectations and performance has been questioned and several authors havesuggested that perception scores alone offer a better indication of servicequality (Cronin and Taylor, 1992; Teas, 1993; Strandvik and Liljander, 1994).Furthermore, application of the SERVQUAL approach is by definition limitedto existing services since experience and performance must both be taken intoaccount. Hence, the quality of service innovations can hardly be measured.Also, additive relationships between service dimensions are implied by themodel, while this may not be a realistic assumption (Cronin and Taylor, 1992;Teas, 1993). Finally, GroÈnroos (1993) has emphasised the importance ofdeveloping an adaptation of the instrument that takes into account the role ofexpectations from a dynamic perspective. In the service quality literature,several of these critiques have been explicitly addressed (Zeithaml et al., 1996).An important advantage of the SERVQUAL instrument is that it has beenproven valid and reliable across a large range of service contexts, such as adental school patient clinic, a tyre shop (Carman, 1990), discount anddepartment stores (Finn and Lamb, 1991; Teas, 1993), hospitals (Babakus andMangold, 1992) and higher education (Boulding et al., 1993). Although it hasbeen demonstrated that for some services the SERVQUAL instrument needsconsiderable adaptation (Dabholkar et al., 1996), it still seems the bestalternative for cross-sectional research and industry benchmarking(Fitzsimmons and Fitzsimmons, 1994). A considerable number of authors haveargued that service quality is an important determinant of service loyalty butits exact relationship has remained unclear (Gremler and Brown, 1996).

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Service loyaltyResearch into customer loyalty has focused primarily on product-related orbrand loyalty, whereas loyalty to service organisations has remainedunderexposed (Gremler and Brown, 1996). Frequently, a high positivecorrelation between the constructs of satisfaction and product loyalty isreported. With regards to service loyalty, perceived service quality is oftenviewed as a key antecedent (Dick and Basu, 1994). However, there are a numberof reasons why findings in the field of product loyalty cannot be generalised toservice loyalty (Keaveney, 1995; Gremler and Brown, 1996). Service loyalty ismore dependent on the development of interpersonal relationships as opposedto loyalty with tangible products (Macintosh and Lockshin, 1998), for person-to-person interactions form an essential element in the marketing of services(Czepiel and Gilmore, 1987; Surprenant and Solomon, 1987; Crosby et al., 1990;Czepiel, 1990). Furthermore, the influence of perceived risk is greater in the caseof services, as customer loyalty may act as a barrier to customer switchingbehaviour (Zeithaml, 1981; Klemperer, 1987; Guiltinan, 1989). Indeed, it hasbeen demonstrated that loyalty is more prevalent among service customersthan among customers of tangible products (Snyder, 1986). In the servicescontext, intangible attributes such as reliability and confidence may play amajor role in building or maintaining loyalty (Dick and Basu, 1994).

As most research originated from the field of packaged consumer goods(Jacoby and Chestnut, 1978), a strong emphasis has been on behaviouralmeasures. In a services context, loyalty is frequently defined as observedbehaviour (Liljander and Strandvik, 1995). Ultimately it is actual behaviourthat drives a service organisation's performance. However, behaviouralmeasures, such as repeat purchasing and purchasing sequence, have beencriticised for a lack of a conceptual basis and for having a narrow, i.e. outcome-focused view of what is in fact a dynamic process (Day, 1969). For instance, alow degree of repeat purchasing of a particular service may very well be theresult of situational factors such as non-availability, variety seeking and lack ofprovider preference. However, with regards to actual behavior, recent researchin loyalty behavior has shown that loyalty is fairly consistent over time(DeKimpe et al., 1998). Therefore, the behavioural approach to loyalty may notyield a comprehensive insight into the underlying reasons for loyalty, instead itis a consumer's disposition in terms of preferences or intentions that plays animportant role in determining loyalty (Jain et al., 1987; Bloemer and Kasper,1995). Furthermore, repeat purchasing behaviour may not even be based on apreferential disposition but on various bonds that act as switching barriers toconsumers (Storbacka et al., 1994; Liljander and Strandvik, 1995). During thepast decades, therefore, customer loyalty has also been approached as anattitudinal construct (Biong, 1993; Hallowell, 1996). This is reflected, forinstance, in the willingness to recommend a service provider to otherconsumers (Selnes, 1993).

Finally, in addition to the behavioural and attitudinal approach to customerloyalty, it has been argued that there is also a cognitive side to customer loyalty

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(Lee and Zeiss, 1980). In this sense, customer loyalty is frequentlyoperationalised as the product or service that first comes to mind when makinga purchase decision (Newman and Werbel, 1973; Bellenger et al., 1976; Dwyeret al., 1987); the product or service that is a customer's first choice amongalternatives (Ostrowski et al., 1993) or price tolerance (Anderson, 1996; Fornellet al., 1996). Therefore, operationalisation of service loyalty would have toconsider behavioural, attitudinal and cognitive aspects in the development of acomposite index. These elements are present in the behavioural intentionsbattery that was developed by Zeithaml et al. (1996) with regards to servicesloyalty, which will be discussed in the following section.

Service quality and service loyaltyLittle empirical research has focused explicitly on the relationship betweenservice quality perceptions and customer loyalty. With regards to behaviouralintentions in a services setting, Zeithaml et al. (1996) proposed a comprehensive,multi-dimensional framework of customer behavioural intentions in services.This framework was initially comprised of the following four main dimensions:

(1) word-of-mouth communications;

(2) purchase intention;

(3) price sensitivity; and

(4) complaining behaviour.

These dimensions are rendered in Table I.

Word-of-mouth communications1. Say positive things about XYZ to other people2. Recommend XYZ to someone who seeks your advice3. Encourage friends and relatives to do business with XYZ

Purchase intentions4. Consider XYZ your first choice to buy . . . services5. Do more business with XYZ in the next few years6. Do less business with XYZ in the next few years

Price sensitivity7. Take some of your business to a competitor that offers more attractive prices8. Continue to do business to a competitor that offers more attractive prices9. Pay a higher price than competitors charge for the benefits you currently receive

from XYZ

Complaining behaviour10. Switch to a competitor if you experience a problem with XYZ's service11. Complain to other consumers if you experience a problem with XYZ's service12. Complain to external agencies, such as the Better Business Bureau, if you experience

a problem with XYZ's service13. Complain to XYZ's employees if you experience a problem with XYZ's service

Source: Zeithaml et al. (1996)

Table I.Service loyaltydimensions

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On the basis of factor analysis on the 13-item scale, five dimensions wereidentified by Zeithaml et al. (1996):

(1) loyalty to company;

(2) propensity to switch;

(3) willingness to pay more;

(4) external response to problem; and

(5) internal response to problem.

Conceptually, however, the five factor solution does not appear to provide anunambiguous and consistent factor pattern. In the first place, the so-calledloyalty dimension is in essence comprised of both word-of-mouth as well ascustomer preference, represented by three scale items each. Furthermore, variousexpressions of customer complaining behaviour or response to a dissatisfactoryservice encounter are distributed over two factors (`̀ external response toproblem'' and `̀ internal response to problem''). External response to a problemalso contains an item that relates to customer disloyalty. Likewise, inter-dimensional overlap applies to pricing-related loyalty intentions which areplaced under two factors as well (`̀propensity to switch'' and `̀willingness to paymore''). Empirically, a number of problems present themselves also. The resultsof a reliability analysis reveal that particularly the two-item factors havecoefficient alpha's falling below 0.6, possibly due to the limited number of items.Moreover, the correlations between (overall) service quality and the factor`̀ internal response to problem'' for the four service settings, turn out to be non-significant. We feel that it can be argued that customer preference and positiveword-of-mouth or recommendation are two distinct dimensions of customerloyalty in services. Furthermore, loyalty regardless of pricing or price tolerancecan be viewed as a third dimension of customer loyalty in relation to customerperceived service quality. Also, the use of a single item measure (`̀ externalresponse to problem'') should be avoided as suggested by Churchill (1979).Finally, a distinction can be made between a general evaluation of service qualityand the evaluation of a specific negative service encounter (Bitner and Hubbert,1994). Therefore, we feel that these points of conceptual and empirical criticismwarrant a replication of the behavioural intentions battery as proposed byZeithaml et al. (1996). Before we will address this issue in an empirical study, wewill briefly review the literature on the loyalty dimensions and their relationshipto perceived service quality (as an aggregate concept).

The relationship between overall service quality and individual serviceloyalty dimensions has also been examined empirically by Boulding et al.(1993) and Cronin and Taylor (1992). Cronin and Taylor (1992) focused solelyon repurchase intentions, whereas Boulding et al. (1993) focused on bothrepurchase intentions and willingness to recommend. In the study by Croninand Taylor (1992) service quality did not appear to have a significant (positive)effect on intentions to purchase again, while Boulding et al. (1993) foundpositive relationships between service quality and repurchase intentions and

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willingness to recommend. Loyalty under varying pricing conditions, i.e.willingness to pay a premium price and to remain loyal even when prices go up,has not received much attention in the service quality literature. Only Zeithamlet al. (1990) reported a positive relationship between service quality and the twoaforementioned loyalty dimensions. Finally, with regards to the response to anegative service experience, it has been suggested that the majority ofcustomers simply remain inactive and do not undertake any action (Day, 1984).Furthermore, it has been argued that actually responding to dissatisfaction (e.g.by switching, complaining directly to the company or complaining to a thirdparty) is negatively related to the level of perceived service quality (Singh,1991; Kelley et al., 1993). In addition, personal (e.g. attribution (Folkes, 1994))and situational variables determine to a large extent behavioural intentions inresponse to dissatisfaction. Special attention should be given to the study ofZeithaml et al. (1996). These authors offer a conceptual framework of theimpact of service quality on particular behaviours that signal whethercustomers remain with or defect from a company. The results of a multi-company study show different relationships between (overall) service qualityand service loyalty dimensions. For the four companies included in the study,service quality is positively related to (within the zone of tolerance ± above andbelow the zone of tolerance, the majority of relationships become insignificant)loyalty and the willingness to pay more, while service quality is negativelyrelated to switching behaviour and the external response to a problem.

So far, we have discussed the relationship between service quality as anaggregate construct and the various types of behavioural intentions. Someevidence exists on the relative importance of the five well-establishedindividual SERVQUAL dimensions. Parasuraman et al. (1988) and Zeithamlet al. (1990) argue that reliability is considered as the most important dimensionin regards to customer loyalty, regardless of the service setting. Alternatively,it is argued that the tangibles dimension is considered the least critical servicequality aspect by service customers. However, the explicit connections betweenthe service quality dimensions and dimensions of service loyalty have beencompletely ignored in the services marketing literature so far. Since noliterature on the relationship between the dimension of service loyalty and thedimensions of service quality is available, it nevertheless may prove to beuseful to develop research questions on the multi-dimensional connection togain an in-depth insight into this issue.

Research questionsWhile there is ample empirical verification for the five dimensions of servicequality as proposed by Parasuraman et al. (1990), questions have remained asto the precise dimensionality of the service loyalty concept as presented byZeithaml et al. (1996) recently. This is clearly a topic that merits replication andpossibly extension (Hubbard and Armstrong, 1994). Therefore, we formulatedthe following research question: `̀ Which service loyalty dimensions can bediscerned?''

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A significant gap exists in the services marketing literature in explaining therelationship between service quality dimensions and service loyaltydimensions. The relationship at the level of the individual dimensions hasremained virtually unexplored. Even though there are some suggestions thatthe reliability dimension is the most important service quality aspect, evidenceis lacking as far as the generalisability of this argument across different typesof service industries is concerned. Intuitively, one would expect differenceswith regards to the relative importance of the individual SERVQUALdimensions. For instance, empathy and assurance may be considered moreimportant in health care than in entertainment services. However, since the linkbetween service quality and loyalty dimensions has not been systematicallyinvestigated across different service settings, we formulated the followingsecond research question: `̀ How are the service loyalty dimensions related tothe dimensions of perceived service quality across different types of serviceindustries?''

In the next section we will report the results of an empirical study designedto answer these research questions.

An empirical studyResearch settingCustomers from four service industries in Belgium were interviewed on thebasis of a structured questionnaire with respect to their perception of thequality of the service offered by the firm and their behavioural intentionsregarding service loyalty. Our sample included services associated with themarketing of goods, such as supermarkets and fast food restaurants or`̀ customer services'' as well as `̀ pure'' services, such as entertainment(amusement parks) and health care services (outpatient clinics) (GroÈnroos,1983). Data was gathered by means of personal interviews with servicecustomers in several Belgian cities during a two-week period in the summer of1995. Interviewers were instructed to screen respondents as to whether or notthey had used the particular service within the last two months to ensure an up-to-date evaluation of service quality and service loyalty intentions. In total, 708respondents participated in our study. The response of each service industrywas: `̀ entertainment'' 203, `̀ fast food'' 200, `̀ supermarkets'' 118 and `̀ health careservices'' 187. For the entertainment, fast food and health care industries twocompetitive service providers were surveyed. In addition, we surveyedcustomers from one supermarket.

In order to interpret and cross-validate the findings of our quantitativestudy, a small-scale qualitative, follow-up study was conducted. Sixteen in-depth interviews (four respondents for each service setting) were held withregular customers of the service providers in our sample. In the interviews,which lasted approximately half an hour, we were able to zoom in on therelationships between the service quality and service loyalty dimensions. Theinformation gathered from the interviews was used to facilitate theinterpretation of the results of our survey (see discussion section).

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Questionnaire designService loyalty intentions were measured with the Zeithaml et al. (1996)behavioural intention battery (see Table I). Each of the 13 items wasaccompanied by a nine-point scale ranging from 1 (= not at all likely) to 9(= extremely likely). The items were translated into Dutch via a procedure ofdouble-back translation as the study was conducted in the Flemish part ofBelgium (Brislin, 1980). Moreover, the wording of the items was adapted toeach service setting (see Appendix). Perceived service quality was measured onthe basis of the 22-item SERVPERF instrument with a nine-point scale rangingfrom 1 (= completely disagree) to 9 (= completely agree) (Parasuraman, 1995).Small adaptations to the service setting were made for this part of thequestionnaire also (see Appendix).

ResultsDescriptive analysisMean scores as well as standard deviations for the SERVQUAL and serviceloyalty dimensions per service industry are shown in Table II. From Table II itcan be observed that a fairly consistent pattern exists across the four serviceindustries.

In Table III the intercorrelations between the quality and loyalty dimensionsare depicted. Essentially, we find relatively high correlations between theservice quality dimensions, ranging from 0.59 to 0.83. The intercorrelationsbetween the loyalty items are somewhat lower, especially the lack of correlationbetween complaining behaviour and the other loyalty dimensions is notable.

Measurement propertiesThe factor structure of both the service quality and customer loyalty items wasexplored using confirmatory factor analysis (Bagozzi, 1994; Bollen, 1989). First

Table II.Descriptive analysis

Industry

Entertainment Fast food Supermarkets Health care

Mean Sd Mean Sd Mean Sd Mean Sd

Quality dimensionsReliability 6.58 1.56 6.80 1.30 7.53 1.37 7.46 1.43Responsiveness 6.60 1.57 6.68 1.38 7.78 1.19 7.81 1.18Assurance 6.59 1.75 6.68 1.45 7.80 1.16 8.06 1.22Empathy 6.33 1.51 6.49 1.34 7.45 1.35 7.94 1.31Tangibles 7.09 1.32 6.90 1.51 7.15 1.33 7.62 1.23

Behavioural intentionsWord-of-mouth 6.72 1.87 6.39 1.96 7.06 1.92 7.52 1.60Purchase intention 6.07 2.10 6.04 2.00 6.85 2.01 6.95 2.10Price sensitivity 4.46 1.91 4.40 1.86 4.39 2.01 6.41 2.05Complaining behaviour 5.28 1.53 5.78 1.39 5.30 1.57 4.88 2.36

n 203 200 118 187

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of all, we tested whether or not the factor structure (i.e. model form) proposedby the SERVQUAL-instrument is comparable across industries. We carried outa multi-sample analysis for the four industries included in our study (Bollen,1989; JoÈreskog and SoÈrbom, 1989). As the (�2-value is not independent ofsample size (Marsh and Hocevar, 1985; Bollen, 1989; JoÈreskog and SoÈrbom,1989), a wide variety of fit indexes have been developed that are supposedlyindependent of sample size (Marsh et al., 1988; Hu and Bentler, 1995; Marsh etal., 1996). Among these the Tucker-Lewis Index (TLI) (Tucker and Lewis, 1973;Bentler and Bonett, 1980) and the Comparative Fit Index seem to be relativelyunaffected by sample size (Marsh et al., 1988, 1996).

As suggested by Marsh and Hocevar (1985), we will not rely solely on the�2-value to test for a similar model form across industries. In fact, we find that�2-value (�2 (796) = 1,482.62, p < 0.001) is significant which indicates that themodel form may not be similar across industries. However, given its sensitivityto sample size TLI and CFI are our criteria of choice. On the basis of both TLIand CFI we find an adequate fit (TLI = 0.92; CFI = 0.93). Our findings aresupported by the limited number of Modification Indices exceeding therecommended cut-off value of 5 (Marsh and Hocevar, 1985). In addition, weassess the fit of the factor structure proposed by the SERVQUAL-instrumentfor each of the industries. Our results show an adequate fit for all fourindustries with TLI ranging from 0.90 to 0.94 and CFI ranging from 0.91 to0.95.

A similar procedure was carried out for the service loyalty items. Similarly,we found the �2-value (�2(236) = 398.85, p < 0.001) to be significant. However,both TLI and CFI showed to be indicative of an adequate fit to the data (TLI =0.95 and CFI = 0.96). Furthermore, only a small proportion of the Modification

1 2 3 4 5 6 7 8 9

1. Reliability 1.002. Responsiveness 0.80*** 1.003. Assurance 0.72*** 0.78*** 1.004. Empathy 0.73*** 0.77*** 0.83*** 1.005. Tangibles 0.59*** 0.59*** 0.61*** 0.64*** 1.006. Word-of-mouth 0.57*** 0.55*** 0.57*** 0.61*** 0.56*** 1.007. Purchase 0.54*** 0.54*** 0.55*** 0.56*** 0.52*** 0.71*** 1.00

intention8. Price sensitivity 0.42*** 0.43*** 0.47*** 0.50*** 0.39*** 0.50*** 0.49*** 1.009. Complaining ±0.03 ±0.05 ±0.03 ±0.05 ±0.03 0.01 ±0.02 ±0.06 1.00

behaviourMean 7.03 7.14 7.21 6.99 7.24 6.90 6.43 4.96 5.31Standard 1.48 1.47 1.59 1.54 1.38 1.89 2.10 2.14 1.80deviation

Notes: * p < 0.05** p < 0.01

*** p < 0.001

Table III.Matrix of zero-order

correlations(two-tailed test)

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Indices proved to exceed the value of 5. We also carried out four separateanalyses for the four industries. Our results show an adequate fit in terms ofTLI (TLI ranges from 0.90 to 0.92) and CFI (CFI ranges from 0.91 to 0.93). Thus,we conclude that the four factor model is similar across the four serviceindustries that were incorporated in our study.

Subsequently, confirmatory factor analysis was carried out for both servicequality and service loyalty on the basis of the entire sample. The results of theconfirmatory factor analysis for the SERVQUAL items are shown in Table IV.

As was already discussed above, due to the large sample size the �2 statisticis not an appropriate measure of goodness-of-fit. As both the TLI and CFI arerelatively unaffected by sample size we will mainly rely on these measures toevaluate model fit. Additionally, we will present some alternative measures,such as the Goodness-of-Fit Index (GFI), the Adjusted Goodness-of-Fit Index(AGFI), the Root Mean Square Residual (RMSR) (JoÈreskog and SoÈrbom, 1989),and the Normed Fit Index (NFI) (Bagozzi, 1981; Bentler and Bonnett, 1980). Onthe basis of these measures it can be concluded that the data adequately fit thehypothesised five-factor conceptualisation for the items of the SERVQUALinstrument, as proposed by Parasuraman et al. (1990). The GFI, the AGFI, theTLI, the CFI and the NFI are all close to or even exceed the recommended levelof 0.9. Furthermore, the RMSR is within the range deemed acceptable. Giventhe large sample size the Root Mean Square Error of Approximation (RMSEA)might provide even a better indication of goodness-of-fit (Steiger, 1990). Thevalue of the RMSEA equals 0.075 and is below the recommend cut-off value of0.08. Examination of the Q-plot indicates that the distribution of the residuals isapproximately normal. As can be observed, all standardised factor loadings aregreater than 0.4 and significant at � = 0.05. The reliabilities of the individualdimensions ranged from 0.77 to 0.89, which exceeds the recommended level of0.7. The variance extracted for the measures exceeds the recommended level of0.5 except for tangibles (v.e. = 0.46).

Next, confirmatory factor analysis was carried out for the service loyaltyitems. The results of this factor analysis are presented in Table V. InspectingTable V we find an adequate fit to the data on the basis of the GFI, the AGFI,the TLI, CFI and the NFI. All measures exceed the recommended level of 0.9.The RMSR is within the range deemed acceptable. The RMSEA slightlyexceeds the recommended cut-off value of 0.08 (RMSEA = 0.083). Examinationof the Q-plot indicates that the distribution of the residuals is approximatelynormal. As can be shown in Table V, all standardised factor loadings aregreater than 0.35 and significant at � = 0.05. The reliabilities of the individualdimensions ranged from 0.60 to 0.91. The variance extracted for the measuresexceeds the recommended level of 0.5, except for dissatisfaction response (v.e.= 0.36). Thus, in response to research question 1, we can conclude that serviceloyalty is a multi-dimensional construct consisting of the following fourdimensions: `̀ word-of-mouth'', `̀ purchase intention'', `̀ price sensitivity'' and`̀ complaining behaviour''. This factor structure is similar to the a prioriproposed four dimensional structure of service loyalty as reported by Zeithaml

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et al. (1996). Based on the aforementioned theoretical and empirical argumentsagainst the five factor solution as well as our empirical findings, we propose totreat service loyalty as a four-dimensional construct.

Model estimation and modificationIn order to answer research question 2, which focuses on the relationshipbetween the quality dimensions and the aforementioned service loyaltydimensions, structural equation modelling with observed variables wasconducted using maximum likelihood estimation in LISREL 7. First, we usedmulti-sample analysis to test whether the four service industries shared thesame model form (Bollen, 1989; JoÈreskog and SoÈrbom, 1989). Models have the

Table IV.Results of confirmatory

factor analysis forservice quality items

Item Reliability Responsiveness Assurance Empathy Tangibles

1 0.82 (27.33)2 0.75 (23.86)3 0.81 (26.64)4 0.68 (20.85)5 0.65 (19.84)6 0.67 (20.52)7 0.70 (21.96)8 0.76 (24.29)9 0.76 (24.35)

10 0.86 (29.68)11 0.87 (30.07)12 0.79 (25.86)13 0.77 (25.21)14 0.77 (25.45)15 0.92 (33.34)16 0.90 (32.40)17 0.85 (29.42)18 0.42 (12.02)19 0.60 (17.21)20 0.65 (18.98)21 0.76 (23.35)22 0.69 (20.43)

Reliability 0.86 0.81 0.89 0.89 0.77V.E. 0.55 0.52 0.67 0.63 0.46

�2 1,043.38 (p < 0.001)df 199GFI 0.89AGFI 0.86RMSR 0.04CFIa 0.93TLIa 0.92NFIa 0.91

Notes: Standardised loadings in cells and corresponding t-values in parenthesesa Null model assumes no underlying factorsD

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same form if the model for each industry has the same parameter matricesand the same location of free, fixed and constrained parameters. We firstestimated the parameters in the entertainment sample and imposed this modelform on the other industries This analysis showed that the model form was notsimilar for all four service industries (�2 (84) = 639.76, p < 0.001; TLI = 0.34;CFI = 0.44). Consequently, separate model forms were assumed for furtheranalyses.

Four separate analyses were carried out for each service industry. Fourvariance-covariance matrices were calculated using LISREL's companionprogram PRELIS and used as input for the path analyses. As the nature of ourresearch is exploratory given the lack of theoretical foundation we employedstructural equation modelling in an exploratory mode. We estimated both a`̀ saturated'' model (M01) and a `̀ trimmed'' model (M02) for each service industry.In the `̀ saturated'' model (M01) we assumed that all quality dimensions affect allbehavioural intentions and consequently all paths were set free. We arrived atthe `̀ trimmed'' model (M02) by omitting the non-significant paths and using theunivariate Lagrangian Multiplier (LM) test (in LISREL terminology this test isreferred to as modification index) as an exploratory tool to find paths that might

Table V.Results of confirmatoryfactor analysis forservice loyalty items

Word-of Purchase Price ComplainingItem mouth intention sensitivity behaviour

1 0.75 (22.45)2 0.93 (31.45)3 0.94 (32.08)4 0.83 (25.06)5 0.81 (24.38)6 0.61 (16.82)7 0.37 ( 9.30)8 0.91 (26.64)9 0.82 (23.65)

10 0.37 ( 7.76)11 0.66 (12.55)12 0.56 (11.28)13 0.44 ( 9.12)

Reliability 0.91 0.81 0.76 0.60V.E. 0.77 0.59 0.55 0.36

�2 350.10 (p < 0.001)df 59GFI 0.93AGFI 0.90RMSR 0.07CFIa 0.96TLIa 0.91NFIa 0.92

Notes: Standardised loadings in cells and corresponding t-values in parenthesesa Null model assumes no underlying factors

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improve the model fit when set free (Bollen, 1989; JoÈreskog and SoÈrbom, 1989).However, using univariate LM tests in this fashion has several limitations(MacCallum 1986; Bollen, 1989). Although we acknowledge the restrictions ofthe univariate LM test, in our study we used the test in an exploratory fashion.Therefore, the results of our study need to be cross-validated using additionaldata (Cliff, 1983; Bollen, 1989;). The results of these analyses are summarised inTable VI.

The `̀ saturated'' model (M01), which incorporates all possible relations, did notfit the data very well for all service industries. As can be observed from Table VI,the ML �2-statistics (Entertainment �2(6) = 94.43; p < 0.001; Fast food �2(6) =70.90; p < 0.001; Supermarkets �2(6) = 32.36; p < 0.001; Health care �2(6) = 38.86;p < 0.001) are indicative of models not fitting the data very well. Furthermore,the values of the GFI, the AGFI, the RMSR, the NFI, the CFI and the TLI furthersupport our findings that the data might not fit the proposed models.

The trimmed model (M02) yields a better fit to the data in terms of ML�2-statistic (Entertainment �2(18) = 21.28; p = 0.27; Fast food �2(18) = 17.50; p= 0.49; Retailing �2(22) = 16.16; p = 0.81; Health care �2(17) = 10.31; p = 0.89).Furthermore, the other fit indices (GFI, AGFI, RMSR, NFI, CFI, TLI) also affirma good fit of the model to the data. The model yields standardised pathcoefficients as presented in Table VII and Figure 1.

Additionally, we tested whether the service providers within the threeindustries with more than one provider shared the same model form. Ourfindings support the notion that model form is equivalent within these threeindustries (Entertainment: �2(42) = 87.52 (p < 0.001), TLI = 0.91, CFI = 0.89;Fast food: �2(42) = 63.50 (p = 0.018), TLI = 0.92, CFI = 0.90; Health care: �2(46)= 69.89 (p = 0.013), TLI = 0.92, CFI = 0.90).

DiscussionAs can be observed from Table VII, word-of-mouth is positively affected byresponsiveness ( 12 = 0.44), and tangibles ( 15 = 0.36) for entertainment

Model df �2 p RMSR GFI AGFI NFI CFI TLI

EntertainmentM01 6 94.43 <0.001 0.27 0.91 0.28 0.74 0.78 0.01M02 18 21.28 0.27 0.14 0.98 0.94 0.94 0.99 0.99

Fast foodM01 6 70.90 <0.001 0.22 0.92 0.42 0.78 0.82 0.06M02 18 17.50 0.49 0.13 0.98 0.95 0.95 0.98 0.97

SupermarketsM01 6 32.36 <0.001 0.20 0.94 0.54 0.76 0.82 0.01M02 22 16.16 0.81 0.19 0.97 0.94 0.88 0.99 0.98

Health careM01 6 38.86 <0.001 0.21 0.95 0.65 0.79 0.83 0.12M02 17 10.31 0.89 0.14 0.99 0.97 0.95 0.99 0.99

Table VI.Results of path

analysis by serviceindustry

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services (i.e. amusement parks). Purchase intentions are primarily determinedin a positive manner by reliability ( 21 = 0.44), responsiveness ( 22 = 0.39) andtangibles ( 25 = 0.32). Apparently, prompt service (for instance, no waitinglines) is a key factor in determining customer preference and recommendationto others. During the interviews two respondents explicitly mentioned that it isvery difficult to keep a group of exited children standing in line for a long time.In addition, it is no surprise that tangible service attributes which in fact formthe core element of the entertainment service experience (for instance, visuallyappealing attractions) are a key determinant of both word-of-mouth andpurchase intentions. As far as the latter is concerned, it appears that reliabilityis crucial in determining whether or not customers will return to theamusement park. In the interviews one respondent mentioned the example of aroller coaster as an attraction for which safety is crucial. It may be thatconsiderations about the core service (i.e. a fun experience) are decisive indetermining a customer's own behaviour as compared to the willingness torecommend the service to others.

A different picture emerges for the fast food service industry. Word-of-mouth is positively affected by assurance ( 13 = 0.22) and empathy ( 14 = 0.45).Similarly, purchase intentions are determined by assurance ( 23 = 0.39) andempathy ( 24 = 0.29). Furthermore, the key factor for price sensitivity is

Table VII.Path coefficients of therevised model (M02) byservice industry

Quality dimensionLoyalty dimension Reliability Responsiveness Assurance Empathy Tangibles

EntertainmentWord-of-mouth ± 0.44a (6.19)b ± ± 0.36 (5.05)Purchase intention 0.44 (6.28) 0.39 (5.33) ± ± 0.32 (4.55)Price sensitivity ± ± ± ± ±Complaining behaviour ± ± ± ± ±

Fast foodWord-of-mouth ± ± 0.22 (2.04) 0.45 (4.12) ±Purchase intention ± ± 0.39 (3.54) 0.29 (2.57) ±Price sensitivity ± ± ± 0.54 (7.83) ±Complaining behaviour ± ± ± ± ±

SupermarketWord-of-mouth 0.62 (6.90) ± ± ± ±Purchase intention 0.61 (6.78) ± ± ± ±Price sensitivity ± ± ± 0.21 (2.01) ±Complaining behaviour ± ± ± ± ±

Health careWord-of-mouth ± ± ± 0.31 (3.68) ±Purchase intention ± ± ± 0.24 (2.80) ±Price sensitivity ± ± 0.29 (3.47) ± ±Complaining behaviour ± ± ± ± ±

Notes: a Standardised path coefficientb Corresponding t-value in parentheses

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empathy ( 34 = 0.54). It can be witnessed that service quality elementsemphasising the `̀ personal touch'' play a significant role in determining serviceloyalty. This could be explained as follows. In this type of service industrythere is a high and industry-wide emphasis on product (tangible aspects) aswell as service (reliability and responsiveness) standardisation (Fitzsimmonsand Fitzsimmons, 1994). With respect to these aspects there is little opportunityfor differentiation. From the interviews with fast food customers it consistentlybecomes clear that they feel that most of the restaurants do not differ very

0.54

0.44

0.32

Reliability

Responsiveness

Assurance

Empathy

Tangibles

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PurchaseIntention

Price Sensitivity

ComplainingBehavior

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0.39

0.44

Reliability

Responsiveness

Assurance

Empathy

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0.22

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Price Sensitivity

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0.31

0.62

0.61

0.21

0.24

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(a)

(c)

(b)

(d)

Figure 1.Path diagram for(a) entertainment,

(b) fast food,(c) supermarket and

(d) health care

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much on the issues pertaining to the service quality dimensions of reliability,responsiveness and tangibles. They seem to have quite clear and explicitexpectations regarding such service attributes as the menu, waiting time andwaiting lines, clean toilet facilities and extended opening hours. For instance,one respondent remarked that she knows exactly how long the maximum waitbefore service is because the `̀ penalty'' for long waiting lines for the serviceprovider is a refund of money. Another respondent mentioned the fact that it isalmost always indicated when toilet facilities were last cleaned and checked bya quality control person. With regards to assurance and empathy, the majorityof the respondents mentioned that courtesy and personal attention (`̀ theyalways make me feel welcome at . . . .'', `̀ some of the people that work at . . . evenknow that I like extra ketchup'') were important for them regarding theirintention to come back to the restaurant next time. Apparently, the dimensionsof reliability, responsiveness and tangibles are perceived to be `̀ dissatisfiers'',i.e. customer's quality perceptions or satisfaction will not increase whenperformance is in accordance with or above expectations. Rather,dissatisfaction will be the result when performance is below expectations. Onthe other hand, assurance and empathy are regarded as satisfiers. Theseaspects can really increase perceived service quality. Fast food providers usethe personal approach (assurance and empathy) as a major element in theirservice positioning strategy. For customers this personal touch may make thedifference.

The third type of industry that we focused on in our research wassupermarkets. As can be observed from Table VII, reliability is a decisivefactor in determining both word-of-mouth and purchase intentions. In fact, thepath coefficients are indicative of relatively strong relationships betweenaforementioned dimensions ( 11 = 0.62 and 21 = 0.61). Furthermore, it can benoticed that price sensitivity is positively influenced by empathy ( 43 = 0.21).One respondent remarked in the interviews `̀ I'd rather pay a little bit extra ifthe products and employees are better''. The relative importance of thereliability dimension can be explained as follows. Among the four serviceindustries, this is the industry with the relatively highest service encounterdensity. It can be characterised as `̀ relationship-intensive'' (Keaveney, 1995).Therefore, most consumers are relatively dependent on this type of service andit seems important that supermarkets deliver on promises regarding its coreservices, i.e. promises about delivery (`̀ inventory management''), serviceprovision (`̀ opening hours'') and problem resolution (money back guarantees)(Zeithaml and Bitner, 1996).

For the health care service setting we found that empathy is an importantdeterminant of both purchase intention ( 24 = 0.24). and word-of-mouth ( 14 =0.31). Moreover, it was found that assurance exhibits a positive influence onprice sensitivity ( 33 = 0.29). Similarly to the fast food setting, empathy plays amajor role in determining service loyalty in terms of recommendation andpreference. Empathy can be described as the caring and individualisedattention in a service encounter. Especially in medical service encounters which

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are frequently characterised by a large degree of anxiety, patients desire to beacknowledged as people, they want to be listened to and treated with patience(De Ruyter and Scholl, 1994). In the interviews two respondents indicated thatthey feel that sometimes patients are no more than a number. More and more,private medical institutions are viewed as alternative service providers toconsumers of health care services. As a result, loyalty in terms of pricesensitivity is becoming increasingly important. From our results it appears thatassurance is a significant factor in determining price sensitivity. Hence,perceived knowledge, skills, credentials and reputation determine whetherconsumers will remain loyal under increased pricing.

Finally, it can also be observed from Table VII that no significant pathcoefficients were found between the service quality dimensions and customercomplaining behaviour for all four industries. Apparently, complaining isdetermined by other antecedents, such as the subjective probability thatcomplaining will be successful, the attitude towards the act of complaining andthe perceived cost of complaining (Day, 1984; Nantel, 1985; Sorensen et al., 1989).

ConclusionOur study examined the relationship between service quality and serviceloyalty from a multidimensional perspective and from the perspective ofdifferent types of service industries. In response to research question 1, ouranalysis points to the existence of four distinct dimensions of service loyalty:word-of-mouth, purchase intention, price sensitivity and complainingbehaviour. The factor structure was consistent across the four different types ofservice industries. Interestingly, this corresponds with the a prioricategorisation of customer loyalty items reported by Zeithaml et al. (1996) whichis, as we argued earlier, both conceptually and empirically most appealing. Ifanything, the results of our study underline the importance of replication studiesin the field of (services) marketing (Hubbard and Armstrong, 1994).

The second research question we attempted to answer concerned therelationship between the dimensions of perceived service quality and serviceloyalty. Although Zeithaml et al. (1996) report a strong association betweenoverall service quality and service loyalty across multiple companies, ourfindings clearly shade the quality-loyalty relationship. Our analysis of fourdifferent service type industries yielded an intricate pattern of quality-loyaltyrelationships at the level of the individual dimensions. A cross industryperspective yields a different picture per industry. For instance, while word-of-mouth is predominantly determined by responsiveness and tangibles in theentertainment industry, word-of-mouth in the fast food industry is mainlyinfluenced by assurance and empathy. This underlines the importance of botha multidimensional and a cross-industry approach to service loyalty. Ourfindings have a number of research and managerial implications.

Research implicationsOur research should be seen as a preliminary attempt at addressing an issuethat has important implications for services marketing theory and practice.

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Any preliminary attempt will involve a number of limitations. However,acknowledgement of these limitations also suggests new directions for futurestudies. In the first place, conceptual models as well as scales for measuringservice quality and loyalty need further development and refinement.Differences in the nature of service setting might require additional dimensionsof service quality (Dabholkar et al., 1996). With regards to the complainingbehaviour part of the loyalty scale, the incidental nature of service problemsmay require incident-based measurement (such as the Critical IncidentTechnique) rather than service attitude-based measurement instruments.Further research should also incorporate multiple measures of the relevantconstructs in order to increase the number of items that are used for theindividual service loyalty dimensions. For instance, word-of-mouth should alsobe formulated in negative terms. Moreover, our study focused on serviceloyalty intentions only and these intentions are an incomplete proxy for actualbehaviour (Keaveney, 1995). They should be supplemented by behaviouralmeasures in order to develop a composite index of service loyalty (Dick andBasu, 1994). Therefore, further research should also take actual (re)actions ofconsumers to perceived service quality into account. An area that definitelyalso merits further investigation is the impact of loyalty on other organisationalperformance measures, such as profitability (Storbacka et al., 1994). Next, theempirical relationships between service quality and loyalty reported in thispaper are tentative in the sense that they are based on cross-sectional datacollected at one moment in time. Longitudinal research that focuses on thedynamics of the two constructs over time is needed to define the exact causalnature of the link between the two constructs. Furthermore, the use of multipletime frames allows for an investigation of the reinforcement effect ofbehavioural intentions on future service quality perceptions as well as otheroutcome variables that determine the strength of customer-organisationrelationships such as commitment, trust and customer value. Finally, for thepurpose of cross-validation, additional exploration of the service quality-loyalty relationship needs to be extended beyond the settings reported here tomarkets in which switching barriers are perceived to be high such as statemonopolies like railroad and postal services. Further conceptual and empiricalresearch addressing aforementioned topics may yield a more in-depth insightinto the nature of service loyalty through a deductive approach.

Managerial implicationsOur findings have several managerial implications as well. The results enablemanagers of service firms to nuance the intuitive relationship between servicequality and service loyalty and have a richer diagnostic value because bothservice quality and loyalty are measured at a detailed and specific level. Inaddition, information on the service quality-customer loyalty link mayprovide actionable benchmarks that individual firms may use to guide theirservice policies aimed at securing customer loyalty. Furthermore, our resultshave specific indications for the different types of service industries' research

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and budget allocations and personnel management decisions relating to theimprovement of service loyalty on the basis of service quality. In theentertainment industry customer patronage behaviour is predominantlyinfluenced by reliability, responsiveness and tangible service attributes,while word-of-mouth is determined to a large extent by responsiveness andtangibles. This means hiring and training personnel who contribute to theconveyance of a fun experience, using useful strategies to manage demandand supply and acknowledge the psychology of waiting lines and investing innew attractions. In the fast food business, patronage and recommendation aredependent on the personalised service through empathy and assurance.Moreover, price sensitivity is strongly related to empathy as well. Themanagerial challenge here is to train employees to give individualisedattention to each customer and not treat them by the dozen, despite the factthat the service is subject to high degrees of standardisation. With regards tosupermarkets, word-of-mouth as well as purchase intentions are stronglydetermined by reliability. In addition, price sensitivity is influenced positivelyby empathy. Supermarket managers may attempt to increase the perceivedreliability of their store by explicitly establishing a link between the store andpreferred brands and services (i.e. extended opening hours), appealing storepolicies that guarantee service quality through return policies and/orwarranties and transparent pricing policies. Furthermore, evoking afavourable attitude through personalised services may contribute tocustomer price tolerance. Finally, both recommendation and repatronage inthe health care setting are determined by empathy and price tolerance isdetermined by assurance.

Finally, company- and industry-level assessment of the service quality-customer loyalty link provides useful information to shareholders on theviability of performance in the future. Indices based on service loyalty maysupplement measures of financial performance and market share with crucialinformation on the future health of a firm or industry. Especially, when trackedover time, changes in service loyalty signal changes in the value of customerassets. The identification of service loyalty as a multi-dimensional constructmay help corporate decision makers in an accurate assessment of serviceloyalty.

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Appendix

Table AI.Sample items

Construct Sample item (fast food restaurants)

Service quality . . . provides services at the promised timeAt . . . employees provide prompt service to customersEmployees at . . . are always courteous to customersAt . . . employees give customers individual attentionAt . . . employees are well dressed and appear neat

Service loyalty I say positive things about this restaurant to other peopleI consider . . . my first choice among fast food restaurantsI would continue to visit this restaurant even if its prices increasedsomewhatI would complain to other customers if I experienced a problem with. . . 's services

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66. Hyun-Hee Park, Jung-Ok Jeon. 2011. A Study on Visual Merchandising Effectiveness: Focused on theDifferences in Effectiveness according to Merchandise Class. Journal of the Korean Society for ClothingIndustry 13:2, 215-225. [CrossRef]

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67. Han-Gil Sun. 2011. The Impact of Social Network Service, Trust and Cognition on Customer Loyaltyin Internet Shopping. Journal of Information Management 42:2, 211-234. [CrossRef]

68. Michael Bourlakis, T.C. Melewar, Ruth Banomyong, Nucharee Supatn. 2011. Selecting logistics providersin Thailand: a shippers' perspective. European Journal of Marketing 45:3, 419-437. [Abstract] [Full Text][PDF]

69. Yu Kyoung Kim, Hyung Ryong Lee. 2011. Customer satisfaction using low cost carriers. TourismManagement 32:2, 235-243. [CrossRef]

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71. Cemal Zehir, Azize Şahin, Hakan Kitapçı, Mehtap Özşahin. 2011. The Effects of Brand Communicationand Service Quality In Building Brand Loyalty Through Brand Trust; The Empirical Research On GlobalBrands. Procedia - Social and Behavioral Sciences 24, 1218-1231. [CrossRef]

72. Rina Makgosa. 2010. The influence of vicarious role models on purchase intentions of Botswana teenagers.Young Consumers 11:4, 307-319. [Abstract] [Full Text] [PDF]

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74. Paurav Shukla. 2010. Effects of Perceived Sacrifice, Quality, Value, and Satisfaction on Behavioral Intentionsin the Service Environment. Services Marketing Quarterly 31:4, 466-484. [CrossRef]

75. Patrick Vesel, Vesna Zabkar. 2010. Relationship quality evaluation in retailers' relationships withconsumers. European Journal of Marketing 44:9/10, 1334-1365. [Abstract] [Full Text] [PDF]

76. Euphemia F T Yuen, Sian S L Chan. 2010. The effect of retail service quality and product qualityon customer loyalty. Journal of Database Marketing & Customer Strategy Management 17:3-4, 222-240.[CrossRef]

77. Carl Marcus Wallenburg, David L. Cahill, Thomas J. Goldsby, A. Michael Knemeyer. 2010. Logisticsoutsourcing performance and loyalty behavior. International Journal of Physical Distribution & LogisticsManagement 40:7, 579-602. [Abstract] [Full Text] [PDF]

78. Georgina Whyatt, Ralph Koschek. 2010. Implementing relationship marketing: supermarkets'perspectives. Marketing Intelligence & Planning 28:5, 582-599. [Abstract] [Full Text] [PDF]

79. Subhash Lonial, Dennis Menezes, Mehves Tarim, Ekrem Tatoglu, Selim Zaim. 2010. An evaluation ofSERVQUAL and patient loyalty in an emerging country context. Total Quality Management & BusinessExcellence 21:8, 813-827. [CrossRef]

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81. Chung-Tzer Liu, Cindy Wu, Chun-Wei Hu. 2010. Managing temporary workers by defining temporarywork agency service quality. Human Resource Management 49:4, 619-646. [CrossRef]

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84. Christopher J. White. 2010. The impact of emotions on service quality, satisfaction, and positive word-of-mouth intentions over time. Journal of Marketing Management 26:5-6, 381-394. [CrossRef]

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86. D. Amaratunga, U. Kulatunga, C. Liyanage, Eddie C.M. Hui, Xian Zheng. 2010. Measuring customersatisfaction of FM service in housing sector. Facilities 28:5/6, 306-320. [Abstract] [Full Text] [PDF]

87. Ronald J. Ferguson, Michèle Paulin, Jasmin Bergeron. 2010. Customer sociability and the total serviceexperience. Journal of Service Management 21:1, 25-44. [Abstract] [Full Text] [PDF]

88. Marie Hélène Cannière, Patrick Pelsmacker, Maggie Geuens. 2010. Relationship Quality and PurchaseIntention and Behavior: The Moderating Impact of Relationship Strength. Journal of Business andPsychology 25:1, 87-98. [CrossRef]

89. Tim Jones, Gavin L. Fox, Shirley F. Taylor, Leandre R. Fabrigar. 2010. Service customer commitmentand response. Journal of Services Marketing 24:1, 16-28. [Abstract] [Full Text] [PDF]

90. Achilleas Barlas, Konstantinos Mantis, Athanasios Koustelios. 2010. Achieving positive word-of-mouthcommunication: The role of perceived service quality in the context of Greek ski centres. World LeisureJournal 52:4, 290-297. [CrossRef]

91. Celso Augusto de Matos, Carlos Alberto Vargas Rossi, Ricardo Teixeira Veiga, Valter Afonso Vieira. 2009.Consumer reaction to service failure and recovery: the moderating role of attitude toward complaining.Journal of Services Marketing 23:7, 462-475. [Abstract] [Full Text] [PDF]

92. Fue Zeng, Zuohao Hu, Rong Chen, Zhilin Yang. 2009. Determinants of online service satisfaction andtheir impacts on behavioural intentions. Total Quality Management & Business Excellence 20:9, 953-969.[CrossRef]

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94. Rafael Bravo, Teresa Montaner, José M. Pina. 2009. The role of bank image for customers versus non‐customers. International Journal of Bank Marketing 27:4, 315-334. [Abstract] [Full Text] [PDF]

95. Israr Qureshi, Yulin Fang, Elaine Ramsey, Patrick McCole, Patrick Ibbotson, Deborah Compeau.2009. Understanding online customer repurchasing intention and the mediating role of trust – anempirical investigation in two developed countries. European Journal of Information Systems 18:3, 205-222.[CrossRef]

96. Juan Carlos Fandos Roig, Javier Sánchez García, Miguel Ángel Moliner Tena. 2009. Perceived value andcustomer loyalty in financial services. The Service Industries Journal 29:6, 775-789. [CrossRef]

97. Yanqun He, Shuk‐Man Cheung, Siu‐Keung Tse. 2009. The role of switching costs on service loyalty:a canonical correlation analysis. Journal of Chinese Entrepreneurship 1:2, 154-164. [Abstract] [Full Text][PDF]

98. Ahmad Jamal, Kyriaki Anastasiadou. 2009. Investigating the effects of service quality dimensions andexpertise on loyalty. European Journal of Marketing 43:3/4, 398-420. [Abstract] [Full Text] [PDF]

99. José I. Rojas-Méndez, Arturo Z. Vasquez-Parraga, Ali Kara, Arcadio Cerda-Urrutia. 2009. Determinants ofStudent Loyalty in Higher Education: A Tested Relationship Approach in Latin America. Latin AmericanBusiness Review 10:1, 21-39. [CrossRef]

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100. Rodney C. Runyan, Rodoula Tsiotsou, Konstantinos Alexandris. 2009. Delineating the outcomes ofsponsorship. International Journal of Retail & Distribution Management 37:4, 358-369. [Abstract] [FullText] [PDF]

101. Ahmet Kara. 2009. An applied stochastic model of the quality–quantity trade-off in the public health caresector. Quality & Quantity 43:2, 277-289. [CrossRef]

102. Birgit Leisen Pollack. 2009. Linking the hierarchical service quality model to customer satisfaction andloyalty. Journal of Services Marketing 23:1, 42-50. [Abstract] [Full Text] [PDF]

103. Hyun‐Hee Park, Pauline Sullivan. 2009. Market segmentation with respect to university students' clothingbenefits sought. International Journal of Retail & Distribution Management 37:2, 182-201. [Abstract] [FullText] [PDF]

104. Nelson Oly Ndubisi, Naresh K. Malhotra, Chan Kok Wah. 2008. Relationship Marketing, CustomerSatisfaction and Loyalty: A Theoretical and Empirical Analysis From an Asian Perspective. Journal ofInternational Consumer Marketing 21:1, 5-16. [CrossRef]

105. Celso Augusto de Matos, Carlos Alberto Vargas Rossi. 2008. Word-of-mouth communications inmarketing: a meta-analytic review of the antecedents and moderators. Journal of the Academy of MarketingScience 36:4, 578-596. [CrossRef]

106. Ahmad Jamal, Adegboyega Adelowore. 2008. Customer‐employee relationship. European Journal ofMarketing 42:11/12, 1316-1345. [Abstract] [Full Text] [PDF]

107. Yan Lu, Yoo‐Kyoung Seock. 2008. The influence of grey consumers' service quality perception onsatisfaction and store loyalty behavior. International Journal of Retail & Distribution Management 36:11,901-918. [Abstract] [Full Text] [PDF]

108. Nicholas D. Theodorakis, Kostantinos Alexandris. 2008. Can service quality predict spectators' behavioralintentions in professional soccer?. Managing Leisure 13:3-4, 162-178. [CrossRef]

109. Esen Gürbüz. 2008. Retail store branding in Turkey: its effect on perceived quality, satisfaction and loyalty.EuroMed Journal of Business 3:3, 286-304. [Abstract] [Full Text] [PDF]

110. Jing Lei, Ko de Ruyter, Martin Wetzels. 2008. Consumer Responses to Vertical Service Line Extensions.Journal of Retailing 84:3, 268-280. [CrossRef]

111. Lori K. Molinari, Russell Abratt, Paul Dion. 2008. Satisfaction, quality and value and effects on repurchaseand positive word‐of‐mouth behavioral intentions in a B2B services context. Journal of Services Marketing22:5, 363-373. [Abstract] [Full Text] [PDF]

112. Minna Pihlström, Gregory J. Brush. 2008. Comparing the perceived value of information andentertainment mobile services. Psychology and Marketing 25:8, 732-755. [CrossRef]

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117. Hugh Wilkins, Bill Merrilees, Carmel Herington. 2007. Towards an understanding of total service qualityin hotels. International Journal of Hospitality Management 26:4, 840-853. [CrossRef]

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119. Andreas B. Eisingerich, Simon J. Bell. 2007. Maintaining customer relationships in high credence services.Journal of Services Marketing 21:4, 253-262. [Abstract] [Full Text] [PDF]

120. Simon J. Bell, Andreas B. Eisingerich. 2007. The paradox of customer education. European Journal ofMarketing 41:5/6, 466-486. [Abstract] [Full Text] [PDF]

121. Henry Jones, Jillian Dawes Farquhar. 2007. Putting it right: service failure and customer loyalty in UKbanks. International Journal of Bank Marketing 25:3, 161-172. [Abstract] [Full Text] [PDF]

122. Ronald J. Ferguson, Michele Paulin, Elizabeth Leiriao. 2007. Loyalty and Positive Word-of-Mouth. HealthMarketing Quarterly 23:3, 59-77. [CrossRef]

123. Bryan Lilly, Michael J. Tippins, Birgit Leisen Pollack. 2007. The Effects of Relationship MarketingInstruments on Loyalty. Services Marketing Quarterly 28:3, 1-14. [CrossRef]

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125. Tim Jones, Shirley F. Taylor. 2007. The conceptual domain of service loyalty: how many dimensions?.Journal of Services Marketing 21:1, 36-51. [Abstract] [Full Text] [PDF]

126. Cengiz Kahraman, Nelson Oly Ndubisi, Chan Kok Wah, Gibson C. Ndubisi. 2007. Supplier‐customerrelationship management and customer loyalty. Journal of Enterprise Information Management 20:2,222-236. [Abstract] [Full Text] [PDF]

127. Nelson Oly Ndubisi. 2007. Relationship marketing and customer loyalty. Marketing Intelligence & Planning25:1, 98-106. [Abstract] [Full Text] [PDF]

128. Teemu Santonen. 2007. Price sensitivity as an indicator of customer defection in retail banking.International Journal of Bank Marketing 25:1, 39-55. [Abstract] [Full Text] [PDF]

129. Subir Bandyopadhyay, Michael Martell. 2007. Does attitudinal loyalty influence behavioral loyalty? Atheoretical and empirical study. Journal of Retailing and Consumer Services 14:1, 35-44. [CrossRef]

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131. Birgit Leisen. 2006. Access Convenience of Competitor. Services Marketing Quarterly 28:2, 41-55.[CrossRef]

132. K. Alexandris, C. Kouthouris, Andreas Meligdis. 2006. Increasing customers' loyalty in a skiing resort.International Journal of Contemporary Hospitality Management 18:5, 414-425. [Abstract] [Full Text][PDF]

133. “Culture” in Malaysian accounting&auditing, Ishak Ismail, Hasnah Haron, Daing Nasir Ibrahim, SalmiMohd Isa. 2006. Service quality, client satisfaction and loyalty towards audit firms. Managerial AuditingJournal 21:7, 738-756. [Abstract] [Full Text] [PDF]

134. G. Ronald Gilbert, Cleopatra Veloutsou. 2006. A cross‐industry comparison of customer satisfaction.Journal of Services Marketing 20:5, 298-308. [Abstract] [Full Text] [PDF]

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136. Martina G. Gallarza, Irene Gil Saura. 2006. Value dimensions, perceived value, satisfaction and loyalty: aninvestigation of university students’ travel behaviour. Tourism Management 27:3, 437-452. [CrossRef]

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139. Nelson Oly Ndubisi. 2006. Effect of gender on customer loyalty: a relationship marketing approach.Marketing Intelligence & Planning 24:1, 48-61. [Abstract] [Full Text] [PDF]

140. Magnus Söderlund. 2006. Measuring customer loyalty with multi‐item scales. International Journal ofService Industry Management 17:1, 76-98. [Abstract] [Full Text] [PDF]

141. Sharyn Rundle‐Thiele. 2005. Exploring loyal qualities: assessing survey‐based loyalty measures. Journalof Services Marketing 19:7, 492-500. [Abstract] [Full Text] [PDF]

142. Christopher J. White. 2005. Culture, Emotions and Behavioural Intentions: Implications for TourismResearch and Practice. Current Issues in Tourism 8:6, 510-531. [CrossRef]

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145. Christopher White, Yi‐Ting Yu. 2005. Satisfaction emotions and consumer behavioral intentions. Journalof Services Marketing 19:6, 411-420. [Abstract] [Full Text] [PDF]

146. Sharyn Rundle-Thiele. 2005. Elaborating customer loyalty: exploring loyalty to wine retailers. Journal ofRetailing and Consumer Services 12:5, 333-344. [CrossRef]

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148. Rayka Presbury, Anneke Fitzgerald, Ross Chapman. 2005. Impediments to improvements in service qualityin luxury hotels. Managing Service Quality: An International Journal 15:4, 357-373. [Abstract] [Full Text][PDF]

149. Hsiuju Rebecca Yen. 2005. An attribute-based model of quality satisfaction for Internet self-servicetechnology. The Service Industries Journal 25:5, 641-659. [CrossRef]

150. Eric Laws, Maree Thyne. 2005. Hospitality, Tourism, and Lifestyle Concepts. Journal of Quality Assurancein Hospitality & Tourism 5:2-4, 1-10. [CrossRef]

151. Ahmet Kara, Subhash Lonial, Mehves Tarim, Selim Zaim. 2005. A paradox of service quality in Turkey.European Business Review 17:1, 5-20. [Abstract] [Full Text] [PDF]

152. Charilaos Kouthouris, Konstantinos Alexandris. 2005. Can service quality predict customer satisfactionand behavioral intentions in the sport tourism industry? An application of the SERVQUAL model in anoutdoors setting. Journal of Sport & Tourism 10, 101-111. [CrossRef]

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153. Thanika Devi Juwaheer. 2004. Exploring international tourists' perceptions of hotel operations by using amodified SERVQUAL approach – a case study of Mauritius. Managing Service Quality: An InternationalJournal 14:5, 350-364. [Citation] [Full Text] [PDF]

154. Zhilin Yang, Robin T. Peterson. 2004. Customer perceived value, satisfaction, and loyalty: The role ofswitching costs. Psychology and Marketing 21:10, 799-822. [CrossRef]

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156. Paul Valentin Ngobo. 2004. Drivers of customers' cross‐buying intentions. European Journal of Marketing38:9/10, 1129-1157. [Abstract] [Full Text] [PDF]

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158. Konstantinos Alexandris, Panagiotis Zahariadis, Charalambos Tsorbatzoudis, George Grouios. 2004. Anempirical investigation of the relationships among service quality, customer satisfaction and psychologicalcommitment in a health club context. European Sport Management Quarterly 4:1, 36-52. [CrossRef]

159. Alison M. Dean. 2004. Rethinking customer expectations of service quality: are call centers different?.Journal of Services Marketing 18:1, 60-78. [Abstract] [Full Text] [PDF]

160. Amy Wong, Amrik Sohal. 2003. Assessing customer‐salesperson interactions in a retail chain: differencesbetween city and country retail districts. Marketing Intelligence & Planning 21:5, 292-304. [Abstract] [FullText] [PDF]

161. Amy Wong, Amrik Sohal. 2003. Service quality and customer loyalty perspectives on two levels of retailrelationships. Journal of Services Marketing 17:5, 495-513. [Citation] [Full Text] [PDF]

162. Adenekan Dedeke. 2003. Service quality: a fulfilment‐oriented and interactions‐centred approach.Managing Service Quality: An International Journal 13:4, 276-289. [Citation] [Full Text] [PDF]

163. Josée Bloemer, Gaby Odekerken-Schröder, Leen Kestens. 2003. The impact of need for social affiliationand consumer relationship proneness on behavioural intentions: an empirical study in a hairdresser'scontext. Journal of Retailing and Consumer Services 10:4, 231-240. [CrossRef]

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166. Noel Y. M. Siu, Donald K. H. Chow. 2003. Service Quality in Grocery Retailing. Journal of InternationalConsumer Marketing 16:1, 71-87. [CrossRef]

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168. Alison M. Dean. 2002. Service quality in call centres: implications for customer loyalty. Managing ServiceQuality: An International Journal 12:6, 414-423. [Abstract] [Full Text] [PDF]

169. Metin Kozak. 2002. Measuring comparative destination performance: A study in Spain and Turkey. Journalof Travel & Tourism Marketing 13:3, 83-110. [CrossRef]

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171. Konstantinos Alexandris, Nikos Dimitriadis, Dimitra Markata. 2002. Can perceptions of service qualitypredict behavioral intentions? An exploratory study in the hotel sector in Greece. Managing Service Quality:An International Journal 12:4, 224-231. [Citation] [Full Text] [PDF]

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174. Yi‐Ting Yu, Alison Dean. 2001. The contribution of emotional satisfaction to consumer loyalty.International Journal of Service Industry Management 12:3, 234-250. [Abstract] [Full Text] [PDF]

175. Alaa Tantawy, Erwin Losekoot. 2000. An Assessment of Key Hotel Guest Contact Personnel in HandlingGuest Complaints. Journal of Quality Assurance in Hospitality & Tourism 1:4, 21-43. [CrossRef]

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