Customer satisfaction, value for money and repurchase intent in the context of system delivery projects: a longitudinal study

PurposeDrawing upon the relational exchange theory, the longitudinal relationship between various stages of project management customer satisfaction, value for money and repurchase intent are examined.Design/methodology/approachUsing a survey questionnaire, data were gathered over four consecutive quarters (N = 2,537). The statistical methods included exploratory factor analysis, confirmatory composite analysis (CCA) and partial least squares structural equation modeling (PLS-SEM).FindingsProject management was perceived as a three-dimensional construct (proposal, installation, commissioning/start-up). There was a significant longitudinal relationship between project stages and satisfaction in the complete data set. The results varied on the quarterly basis. The relationship customer satisfaction/repurchase intent was significant in the whole data set and during all quarters. This was the case for the relationships between value for money and customer satisfaction and between value for money and repurchase intent. The effect sizes were small between project management stages and customer satisfaction, small to medium for the value for money construct and large for the customer satisfaction construct.Originality/valueAn important implication is the significant relationship between the stages of project management and satisfaction. However, the effect sizes were small, however. The importance of the effect size in comparison to the significance of the relationships is highlighted especially when the sample size is large. The paper also confirms the linear relationship between satisfaction and repurchase intent. The nature of the relationship between customer satisfaction and loyalty is based on a moderate exchange relationship in the relational exchange continuum. The study contributes to the relational exchange theory in the context of project management.

Comparing the service experience of satisfied and non-satisfied customers in the context of wine tasting rooms using the SERVQUAL model

Purpose The purpose of this study is to compare satisfied and non-satisfied customers in the context of wine tasting rooms using the SERVQUAL model and to examine the relationships in the model in terms of service experience to better understand customer needs. Design/methodology/approach The data used in this study were derived from a survey conducted among wineries in British Columbia, Canada. Analysis of survey results using the partial least squares structural equation modeling was undertaken. Sample size was 402. Findings The findings show that the SERVQUAL constructs that had the most impact on customer satisfaction and dissatisfaction were tangibility and assurance. Somewhat surprisingly, the perceived value for money construct was not significantly related to customer satisfaction but was significantly related to repurchase intent. Furthermore, all SERVQUAL constructs, except the reliability construct, were significantly related to customer satisfaction. Originality/value This study provides an overview of how wineries can improve their services to increase the number of satisfied customers.

What to Say to Patrons About Buying Tickets Again? Modelling a Modern Relationship for Traditional Performing Arts

Understanding patrons’ repurchase intentions is a key area of focus for marketers, given its effect on survival and growth in competitive environments. Four types of relationships based on patron’s satisfaction, product preference, product involvement, induced emotions and repurchasing intention were modelled to illustrate how current consumption influenced the repurchase intentions of performing arts patrons. An empirical study on an East Asian traditional culture performance from 671 patrons was conducted by using structural equation modelling (SEM) techniques. The result indicated that patrons’ satisfaction was not the most direct determinant of their own repurchase intention, as initially theorized. Instead, patron preferences and involvement are the most proximal predictors of repurchase intent. Performing arts represent a leisure market sector that provides educational, entertainment and experiential services. Arts marketers can identify the factors that influence the patrons’ repurchase responses to improve their’ inherently experiential offerings. This study represents a sophisticated nature of the relationship with theatre patrons and offers theoretical and practical mediating attributes for arts marketing managers to consider in communication.

The combined effect of product returns experience and switching costs on B2B customer re-purchase intent

Purpose This study investigated business-to-business (B2B) repeated purchase intent and its relationships with customer value and customer satisfaction. Additionally, it explored the link between willingness to purchase again, switching costs and product returns management. Modern customers are more likely to switch suppliers; however, previous research suggests that this behaviour can be attenuated by a robust returns management experience. The purpose of this study was to provide a revised model of B2B repeated purchase intent that integrates the concept of product returns management and switching costs with existing B2B customer repurchase intent models. Design/methodology/approach First, a qualitative inquiry based on semi-structured interviews was conducted to test and develop a quantitative survey. Then a survey was then sent to business owners operating in the audiology industry. Finally, there were 317 responses. Findings The authors reveal the complex relationship between returns management and repeated purchase intent. Specifically, the authors’ results indicate that the effect of product returns on repurchase intent is opposite to the effect of customer value, depending on the value of customer value. The authors’ findings indicate that even when switching costs are low, firms can positively impact the intent to purchase again in the future if they increase the level of customer satisfaction. In addition, the authors’ findings indicate that in the context of B2B a high/low level of customer satisfaction does not trigger a positive effect of managing product returns on repurchase intent. Originality/value This study was the first to introduce the concept of product returns management to research on B2B repurchase intent.