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Reinforce Loyalty Model Based on Marketing Relationship, Satisfaction, Trust and Retention Program
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This study examined a model of patient loyalty from the perspectives of relationship marketing and patient satisfaction. Data were analyzed in two separate but sequentially related stages using structural equation modeling with partial least squares. Patient satisfaction directly affected loyalty, but it did not mediate the relationship between relationship marketing and loyalty. Although healthcare providers can increase patient satisfaction by demonstrating trustworthiness and commitment and by the use of good communication skills, these factors do not have a significant effect on loyalty despite their overall positive impact. JEL: I110, M310
This study tested a model of patient loyalty, patient satisfaction, and providers switching. The data were analyzed in two separate stages but linked sequentially with structural equation modeling using partial least squares. A comparison of expectations and actual experiences of patients revealed two effects. If their actual experience was better than their expectations, they became loyal, but if the opposite occurred, they generally switched to other health care providers. This negative effect was not observed when the patients’ treatment modes were considered—they would still choose the health service because of imposed circumstances. The switching behavior of the patient is also not a moderating variable.
To contend the traditional transaction marketing, which focuses on the completion of the transaction and the pursuit of maximizing profits for each transaction, the relationship marketing in the banking sector, on the other hand, offers the establishment of strong relationships and stable partnerships between the bank and its customer in order to maximize the pursuit of the interests of all aspects of the relationship. This paper examined the nature of linkages between relationship marketing and customer loyalty by using customer satisfaction and customer trust as the intervening variables. It investigated the customer perception on customer satisfaction's characteristics and confidence in exchange partner's reliability and integrity as the mediating factors to build their trust on the banking services. The researchers employed 150 respondents of private banking as the sample. This paper used Structural Equation Modeling (SEM) to analysis the relationship. The results revealed that the relationship marketing tactics affected customer loyalty significantly through customer trust and customer satisfaction. It explicitly demonstrates that the banks have undertaken an organization-wide strategy to manage and nurture their interaction with clients and sales prospects as the base for their customer loyalty.
Although the literature on marketing has recognised customer satisfaction as a significant antecedent to customer loyalty, the relationships between both satisfaction constructs—transaction-specific and overall—with customer loyalty have mostly been studied separately. As customer loyalty has therefore been infrequently investigated with simultaneous consideration for its attitudinal and behavioural dimensions, this study aimed to explore the satisfaction–loyalty relationships according to a double view of the concepts. Empirical analysis in a sports-service context highlighted the role of overall satisfaction on attitudinal loyalty and minimised the role of transaction-specific satisfaction, and therefore found that neither customer satisfaction nor attitudinal loyalty predict customer repurchase behaviour.
Companies that offer loyalty reward programs believe that their programs have a long-run positive effect on customer evaluations and behavior. However, if loyalty rewards pro- grams increase relationship durations and usage levels, customers will be increasingly exposed to the complete spectrum of service experiences, including experiences that may cause customers to switch to another service pro- vider. Using cross-sectional, time-series data from a worldwide financial services company that offers a loyalty reward program, this article investigates the conditions under which a loyalty rewards program will have a posi - tive effect on customer evaluations, behavior, and repeat purchase intentions. The results show that members in the loyalty reward program overlook or discount negative evaluations of the company vis-à-vis competition. One possible reason could be that members of the loyalty re - wards program perceive that they are getting better quality and service for their price or, in other words, "good value."
Customer loyalty schemes have blossomed in the era of customer retention, and have been willingly embraced by both retailers and consumers alike. Today’s loyalty schemes are modelled on the AAdvantage Programme; a frequent flier programme initiated by American Airlines in 1981, and lessons from the air-line industry are briefly introduced. The primary purpose of this paper is to evaluate the extent to which loyalty schemes really can build loyalty. In order to do this, four categories of loyalty as identified in the literature are considered. Given existing criticisms of loyalty schemes it is concluded that such schemes have an important role to play in situations where no loyalty or spurious loyalty is evident. However, where sustainable loyalty is the ultimate goal, customer loyalty schemes are of importance only as part of a coherent value proposition.
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.
p> This study aims to provide empirical evidence about the influence of Quality of Service, Relationship Marketing, Corporate Social Responsibility and customer satisfaction to customer loyalty in BRI branch Tebing Tinggi. By using the 150 respondents BRI customers Tebing Tinggi branch determination technique in 2016. Convenience sampling is sampling, that the sampling technique with a collection of information from members of the population that is easily available and able to provide such information. Mechanical testing of hypotheses using multiple regression analysis and path analysis.
F test results showed that simultaneous all independent variables affect the customer loyalty. Based on t test results can be concluded that customer satisfaction has a significant positive effect on customer satisfaction and customer loyalty. Relationship Marketing is not a significant effect on customer satisfaction and loyalty, while CSR significant effect on loyalty but has no significant effect on customer satisfaction. Further significant variable customer satisfaction has a significant positive effect on customer loyalty. </p
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.
This paper develops a framework with which to conceptualize loyalty to healthcare organizations in terms of relationship marketing, patient satisfaction, provider switching, and retention programs. This conceptual framework can be viewed from the perspective of hospitals and clinics using structural equation modeling with a partial least squares approach (Smart PLS 2.0). Respondents received healthcare services, funded by the government and a university health insurance plan, from both types of organizations. The concept of loyalty differed slightly depended on whether data from the hospital and the clinic were analyzed together or separately. Indeed, hospitals and clinics differ with regard to several factors that can affect loyalty.
The terms relationship marketing (RM) and loyalty have been extensively promoted in marketing literature. Advocates of RM and loyalty have argued that RM leads to loyalty and loyalty leads to profitability. However, currently available evidence questions these arguments. We propose a term relationship intention. Relationship intention is willingness of a customer to develop a relationship with a firm while buying a product or a service attributed to a firm, a brand, and a channel. We build a multi-item scale for measuring relationship intention. We propose a framework, wherein we argue that the relationship intention is influenced by the customers' perceived firm equity, perceived brand equity, and perceived channel equity. We propose the consequences of relationship intention as being low cost to serve, price premium, word-of-mouth promotion, and company advertisement. We also argue that relationship intention moderates the association between lifetime duration and profitability. Finally, we discuss the managerial implications of relationship intention in terms of transaction and RM.
Right to health indicators have been subject to debate. Indeed, inadequate monitoring or reporting by states, missing or contradicting data as well as a lack of consensus on what is an appropriate right to health indicator call for new approaches and new ideas in this field. One right to health indicator might be patient satisfaction, a widely collected indicator, yet not always beyond bias nor adequately monitored, neither well used.
We compared, applying the concept analysis of Rodgers, key-items of patient satisfaction surveys/reviews to key concepts of right to health as developed in the General Comment 14/2000 of the ICESCR. Inclusion criteria of the selected patient satisfaction papers were: number of citations in Scholar Google, various care settings, various cultural contexts, methodological reviews and time frame.
High correspondence between recommended or collected patient satisfaction items and patients' rights as defined by the GC 14/2000 were observed, i.e. accessibility of care (information, financial, physical), availability (services, programs, personal), acceptability (cultural, gender-related), quality of care (scientific, medical).
Patient satisfaction could prove a useful right to health indicator.
This study investigated patient and physician perceptions of their relationship and examined how their perceptions related to patient satisfaction. Data are based on 134 patient-physician interactions. Study participants included 12 physicians (five women and seven men) and 134 male patients with a diagnosis of diabetes mellitus being seen on an outpatient basis. Information on patient and physician demographics, patient's metabolic control and functional status and time spent in the interaction were also collected. Results revealed that patients with lower levels of education were most satisfied and that physicians who viewed the relationship as a patient-physician partnership had more satisfied patients than those who viewed the relationship as physician controlled. Findings also indicated that physicians' gender and number of years in practice were not related to patient satisfaction. Practical implications include: (1) increasing attention to physician's perceptions of his or her relationship with individual patients and (2) exposing newly trained physicians to partnership types of relationships, if future research confirms these findings in chronic disease management.
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