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How Often Versus How Long: The Interplay of Contact Frequency and Relationship Duration in Customer-Reported Service Relationship Strength
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This study investigates the effects of customer contact frequency and relationship duration on customer-reported relationship strength (CRRS). We embed our analysis of these two relationship-quantity variables within a larger model that considers the effects of relationship-quality variables—commitment, trust and satisfaction—on CRRS. We additionally control for customer demographics and service type. Using a fully national sample of 591 service consumers, we find that both contact frequency and relationship duration
have a positive effect on CRRS, and that duration moderates the effect of frequency. Specifically, we observe a relationship-maturity effect: for shorter-duration relationships, contact frequency enhances CRRS, but for longer-duration relationships, contact frequency has no effect on CRRS. Furthermore, employing an iso-contact analysis, we find that for relationships with about the same number of total contacts, those with longer duration are perceived to be stronger, while those with greater contact frequency are not.
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... First, the selected respondents must be adult, as they have the capacity to make their own wise decision on their preferred banks (Dusuki and Abdullah, 2007;Osman, 2011). Second, the respondents should have used the bank services for at least six months as it is considered an adequate duration for consumers to make evaluation pertaining to his or her experiences with the bank (Dagger et al., 2009). Finally, the respondents need to live or work within the Kuala Lumpur and Selangor area as these areas have more Islamic banks branches compared with other states in Malaysia (Maulan et al., 2016). ...
Service quality remains a focal issue in banking industry as banking institutions are providing heterogeneous products, including Islamic banks. Particularly when the competition becomes more intense, providing superior service quality provided competitive advantage to the organizations in order to remain relevant in the industry. Accordingly, the purpose of this paper is to identify not only the importance of service quality on customer satisfaction but also to examine the performance of each service quality dimensions in satisfying the customers. Using survey method, data of 413 respondents have been analysed using PLS-SEM. The study used PARKSEV model which is enhanced with “compliance†dimension to measure service quality as it is developed in a non-Western cultural context which better suits Malaysia environment. The result shows that the service quality dimensions that contribute significantly to customersatisfaction are “reliabilityâ€, “sincerityâ€, “complianceâ€, “convenience†and “responsivenessâ€. In terms of performance, “compliance†and “sincerity†are well executed as they are classified in the first quadrant. However, another two dimensions which are “convenience†and “responsiveness†fell in the fourth quadrant which should be taken corrective actions as both dimensions are important but do not performing well. “Reliability†is nearing the third quadrant indicating that though it is significant, but the dimension is relatively less critical as it has been appropriately delivered. Using the Importance-Performance Matrix Analysis (IPMA), the findings provide insights to Islamic bank managers on resource allocation priority and further investment in technology to enhance service quality performance.
... BI was measured through two constructs: intention to revisit (3 items) and intention to recommend (4 items) (Castro et al., 2007;Cronin & Taylor, 1992). Participants rated each item from 1 (would not) to 5 (definitely would), based on scales from Zeithaml et al. (1996) and Dagger et al. (2011). Composite reliability and average variance extracted were investigated for validity and reliability as reported in Table 2. To ensure content validity, three university research professors reviewed the measurement scales, and adjustments were made to fit the destination's context. ...
Purpose – The objectives of this research are (1) to compare perceived competitiveness dimensions and behavioral intentions of tourists from two major agritourism destinations in Prachinburi, (2) to explore whether tourists with different travel behavior (e.g., number of visits, travel companion) perceive competitive dimensions differently as well as (3) to develop guidelines for enhancing competitiveness of those destination using the results from previously mentioned objectives. The sample group consisted of 620 on-site agritourists visiting Prachinburi Province, with 310 participants allocated to each of the two destinations: Phumbhubejhr and Mai Khed Farmstay.Methodology – Quota random sampling and accidental sampling methods were applied. Data was collected through questionnaires, and the hypotheses were tested using a one-sample t-test and an independent samples t-test. At Phumbhubejhr, most respondents are female (64.52%), with three-quarters (75.81%) aged 26-58. About 60% hold a bachelor’s degree, and most work in government, state enterprises, or private businesses. Income levels are evenly distributed. For Mai Khed farmstay, most respondents are male (70.32%), with nearly two-thirds (65.48%) aged 26-58. Most (84.52%) have a college degree or lower, with many employed (42.58%) or running businesses (26.45%). Income levels are also evenly distributed.Results – The results revealed that Phumbhubejhr demonstrates stronger competitiveness across all dimensions compared to Mai Khed. Regarding the second objective, tourists having different travel behavior significantly have different perceptions toward destination competitiveness. Repeat visitors have a stronger appreciation for its inherited resources and management, while first-time visitors to Phumbhubejhr are impressed by its created resources and infrastructure. Additionally, traveling with family/friends appears to enhance the visitor experience and competitiveness ratings across both destinations, suggesting that the social context of the visit plays a role in shaping positive perceptions and loyalty intentions. These findings can guide targeted strategies for improving visitor satisfaction and encouraging repeat visits for different visitor groups.Implications – Phumbhubejhr should promote unique resources like its herb garden and historic buildings while maintaining service quality, and Mai Khed should enhance facilities and recreational offerings. Both should use loyalty programs for repeat visitors, targeted campaigns for first-time tourists, and family-friendly packages. Flexible itineraries for group tours and social-focused marketing can boost appeal and foster sustainable agritourism growth.Originality/Value – This research fills theoretical gaps by focusing on destination competitiveness in non-European countries and emphasizing unique regional and industry-specific dimensions. It integrates underexplored behavioral factors, such as travel companions and visit frequency, into competitiveness models. By addressing variations between first-time and repeat visitors, it offers new insights for tailoring destination strategies to diverse visitor profiles.
... Finally, retaliation was operationalized by using a three-item scale from Grégoire and Fisher (2006) and Thomson et al. (2012). The relationship length was measured using a single item from Dagger et al. (2009). Later, it was categorized into three categories (i.e., 0-3 years, 3-6 years, and > 6 years) to obtain three levels of moderator. ...
This study advances the ongoing scholarly research on brand hate discourse by investigating its consequences in the business-to-business (B2B) context – thereby attempting to initiate a novel trajectory in brand hate literature by including the B2B perspective. The paper demonstrates and validates a conceptual model that connects brand hate with complaining (an immediate behavior), boycott, and retaliation (next stage behaviors) adopted by business buyers with varying relationship lengths with the selling brand. Based on two empirical studies, a survey, and a scenario-based quasi-experiment, results demonstrate that aggressive behaviors of business customers are associated with buyers’ emotional processes (hate). In particular, it confirms the direct effect of brand hate on complaining, boycott, and retaliation. Further, it demonstrates the mediation mechanism of complaining between hate-boycott and hate-retaliation relationships. Interestingly, these effects are more substantial for
customers with longer relationship length. The findings enrich B2B literature on negative customer-brand relationships and provide managerial guidance for devising strategies to cope with brand hate and unfavorable consequential behaviors.
... However, as a number of consumer science theorists have noted, satisfaction and loyalty are the result or consequence of service quality, and therefore quality should be measured in terms of the services procured or received and the perceived capabilities of service providers (Haywood-Farmer, 1988;Oliver, 1993). For example, consumers procure or receive services with some idea of how they expect to be treated and how they expect service providers to deliver services (e.g., Bebko, 2000;Parasuraman, Berry, & Zeithaml, 1991), and repeated interactions with service providers are often used by consumers to evaluate their competence and confidence (e.g., Blattberg, Malthouse, & Neslin, 2009;Dagger, Danaher, & Gibbs, 2009). That is, the more capable service providers are perceived, and the more services are judged as "worth the effort," the more likely consumers will make positive judgments of the service providers (Cronin, Brady, & Hult, 2000). ...
The question of how to build meaningful relationships between customers and service brands has received considerable attention. Yet the academic literature has largely focused on customer–employee (C-E) relationships; less is known about interactions between customers themselves, especially in shaping brand love. Building on social exchange theory and social identity theory, this study explores brand love formation through a dual-path framework: C-E interaction and customer–customer (C-C) interaction. Data from a sample of 311 respondents were processed using partial least squares structural equation modeling. This analysis, which centers on the theme park context, specifies the underlying mechanisms of C-E and C-C interaction paths that lead to brand love. This study explores both C-E and C-C interactions simultaneously and enlarges the body of knowledge on customer experience management. The findings also provide implications for tourism organizations and destinations.
Customer misbehavior poses a major risk in the sharing economy. For example, property damage to shared accommodations imposes burdens on both sharing platforms and hosts, especially if misbehaving guests purposefully, not coincidentally conceal, or fail to report damages. Such misbehavior might be facilitated by remote listing management and the lack of face-to-face interactions between hosts and guests. Therefore, this study investigated the effects of host–guest interaction modes (face-to-face, online-only) and frequency on guests’ misbehavior concealment intentions. Social identification and irritation emerged as bright- and dark side mediators, respectively. Guests who interacted face-to-face (vs. online-only) with hosts exhibited weaker intentions to conceal their misbehavior due to increased social identification. Platforms can elicit social identification by engaging guests in virtual communities. However, when face-to-face interactions become excessive, guests experience irritation and are more likely to conceal their misbehavior. These insights offer practical implications for both peer-to-peer sharing platforms and hosts.
The authors demonstrate that a target's attitude toward an influencer is affected by both (1) the influence type used by the influencer to achieve the target's compliance and (2) the performance outcomes that result from the behavior adopted by the target in compliance with that influence. Before performance outcomes are known, the target's satisfaction and trust are strongly affected by the type of influence exercised; more dominating influence types result in less positive attitude. When outcomes of compliance become evident, however, favorable outcomes appear to ameliorate negative attitudes, whereas unfavorable outcomes seem to undermine positive attitudes. These findings indicate the significance of performance outcomes for understanding the ramifications of successful influence.
In their study of marketing services relationships, Moorman, Zaltman, and Deshpandé (1992) are unable to support a hypothesized link between relational factors (such as clients’ trust in their service providers) and clients’ use of marketing services. This finding runs counter to relationship marketing theory. To explain their result, Moorman, Zaltman, and Deshpandé (1992) suggest that, as a relationship becomes more long-term, it becomes prone to negative influences that dampen the positive impact of relational factors. This study replicates and extends Moorman, Zaltman, and Deshpandé's (1992) work by examining relationships between advertising agencies and their clients. The results replicate findings on seven of ten hypotheses proposed in the original article. The authors also extend the original study by supporting the general hypothesis that long-term relationships have a negative impact on service use, which dampens the impact of trust. The results shed light on the mediating role that certain “dark side” constructs play in marketing services relationships.
Marketing theory and practice have focused persistently on exchange between buyers and sellers. Unfortunately, most of the research and too many of the marketing strategies treat buyer-seller exchanges as discrete events, not as ongoing relationships. The authors describe a framework for developing buyer-seller relationships that affords a vantage point for formulating marketing strategy and for stimulating new research directions.
Relationship marketing—establishing, developing, and maintaining successful relational exchanges—constitutes a major shift in marketing theory and practice. After conceptualizing relationship marketing and discussing its ten forms, the authors (1) theorize that successful relationship marketing requires relationship commitment and trust, (2) model relationship commitment and trust as key mediating variables, (3) test this key mediating variable model using data from automobile tire retailers, and (4) compare their model with a rival that does not allow relationship commitment and trust to function as mediating variables. Given the favorable test results for the key mediating variable model, suggestions for further explicating and testing it are offered.
The product management form of organization has been around for quite a while; yet little empirical research has been done on product managers. This article reports a study of product managers and some organizational behavior fac tors which contribute to their job satisfaction and job perfor mance. These factors include centralization of decision making, job structure, job scope, role ambiguity, and role conflict. Finally, several suggestions are made for creating an environment more conducive to having product managers who are satisfied with their jobs.
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
The diversity of the service sector makes it difficult to come up with managerially useful generalizations concerning marketing practice in service organizations. This article argues for a focus on specific categories of services and proposes five schemes for classifying services in ways that transcend narrow industry boundaries. In each instance insights are offered into how the nature of the service might affect the marketing task.
The authors integrate theory developed in several disciplines to determine five cognitive processes through which industrial buyers can develop trust of a supplier firm and its salesperson. These processes provide a theoretical framework used to identify antecedents of trust. The authors also examine the impact of supplier firm and salesperson trust on a buying firm's current supplier choice and future purchase intentions. The theoretical model is tested on data collected from more than 200 purchasing managers. The authors find that several variables influence the development of supplier firm and salesperson trust. Trust of the supplier firm and trust of the salesperson (operating indirectly through supplier firm trust) influence a buyer's anticipated future interaction with the supplier. However, after controlling for previous experience and supplier performance, neither trust of the selling firm nor its salesperson influence the current supplier selection decision.