The Effects of Service Quality and Relationship Benefits on Relationship Commitment and Customer Loyalty in Membership Fitness Club

Oh, Sang Hyun; Lee, Hwa Suk; Kim, Su Jin

doi:10.1080/21639159.2011.9711018

Cited by 19 publications

(15 citation statements)

References 45 publications

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“…It is created by emotional factors such as trust, sympathy, friendship, reduction of anxiety, and other personal characteristics (Maas and Graf, 2008). Oh, Lee, and Kim (2011) classified the relationship benefits into five categories: (1) economic benefits, (2) social benefits, (3) psychological benefits, (4) confidence benefits, (5) customization benefits. In this research, relationship value is the perceived value of the customer who is in a relationship with the supplier considering aspects such as the customer's economic benefits, personal relationship, service support, trust, collaboration, conflict, and information exchange.…”

Section: Relationship Valuementioning

confidence: 99%

“…Hence the hypotheses: H9: Partnership value positively influences transaction value. Oh et al (2011) classified the relationship benefits into five categories: economic, social, psychological, confidence, and customization. When the customer experiences psychological satisfaction, pleasure, or benefits (relative to the monetary costs) through transactions with a supplier, the customer perceives security, a feeling of control, and a sense of trust, minimizing purchasing risks, and thus reducing costs of being a customer.…”

Section: H8: Expectation Values Positively Influence Partnership Valuementioning

confidence: 99%

“…Homburg, Krohmer, Cannon, and Kiedaisch (2002), for example, explained that satisfaction is the consequence of the confirmation or positive disconfirmation of expectations, which means that the perceived performance is equal to or better than the expected outcome (Churchill and Surprenant, 1982;Olshavsky and Miller, 1972). Oh et al (2011) also found the positive influence between relationship commitment and customer loyalty. Thus, the hypotheses: H11: Expectation value positively influences customer satisfaction.…”

Section: H8: Expectation Values Positively Influence Partnership Valuementioning

confidence: 99%

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The Contributions of Firm Innovativeness to Customer Value in Purchasing Behavior

Kim¹,

Kim

Garrett³

et al. 2014

J of Product Innov Manag

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The purpose of this research is to examine the influence of firm innovativeness and product innovativeness on the components of customer value mediated by instrumental and symbolic brand benefits.Over the last 10 years, the mobile phone industry in Korea has grown rapidly, with the introduction of several innovative phone features. The research context therefore is mobile phones with Internet access and their users in Korea.A major research finding is that the firm innovativeness affects product innovativeness, and hence, the instrumental brand benefits. A firm's innovativeness also has a significant effect on the symbolic brand benefits and the partnership value.Our key academic contribution is to expand the previous fragmentary studies of customer value, by classifying customer value into four components: expectation, partnership, transaction, and relationship customer values, rather than just focusing on benefits and sacrifices.Implications for managers include the verification that firm innovativeness is a source of ability for mobile phone firms to create value for customers. Instrumental and symbolic brand benefits through innovation should be the focus area for marketers and new product development (NPD) managers in mobile phone firms to communicate with consumers to increase expectation values in the prepurchase step.

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Section: Relationship Valuementioning

confidence: 99%

Section: H8: Expectation Values Positively Influence Partnership Valuementioning

confidence: 99%

Section: H8: Expectation Values Positively Influence Partnership Valuementioning

confidence: 99%

See 1 more Smart Citation

The Contributions of Firm Innovativeness to Customer Value in Purchasing Behavior

Kim¹,

Kim

Garrett³

et al. 2014

J of Product Innov Manag

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“…Due to increased competition from these private fitness clubs, with their superior facilities, Taipei sports centers are facing a huge threat to their core business. To attract new members and retain current customers, Taipei sports centers must provide better services, to meet and exceed the expectations of their customers (Mullin, Hardy, & Sutton, 2007;Oh, Lee, & Kim, 2011). Moreover, Taipei is the first city to operate public sports centers in Taiwan.…”

Section: Journal Of Global Scholars Of Marketing Science 207mentioning

confidence: 98%

The effects of internal marketing on job satisfaction and organizational commitment in Taipei sports centers

Chiu

Cho

Won

2014

Journal of Global Scholars of Marketing Science

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The purpose of this study was to explore the relationships among internal marketing, job satisfaction, and organizational commitment of employees in the context of the sports service industry. All employees of public sports centers in Taipei City participated in this study, and the data (n ¼ 261) were subsequently analyzed. The results show that internal marketing has a positive influence on job satisfaction among employees, and that job satisfaction in turn has a positive influence on the organizational commitment of employees. Although a direct relationship between internal marketing and organizational commitment among employees was not found, a full mediation effect of job satisfaction between the factors was revealed. The findings of this study clarify the relationships and verify the mechanisms at work among internal marketing, job satisfaction, and organizational commitment of employees. Academically, the study fills the gap in sports management literature regarding the role of internal marketing for sports services. The study also provides practical implications for sports center managers to implement internal marketing in sports centers, and thereby provide better-quality service for customers.

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“…La satisfacción y el valor percibido de los escolares con las actividades deportivas extraescolares son motivo de continuidad y fidelización en ellas (Oh, Lee, & Kim, 2011;Palacios et al, 2015) al ser factores que influyen sobre las intenciones y los comportamientos de los usuarios ( McDougall & Levesque, 2000), por lo que conocer las dimensiones de la calidad que predicen positivamente la satisfacción y el valor percibido pueden ayudar a desarrollar estrategias de marketing a los gestores deportivos que disminuyan el abandono deportivo (Aznar, Bargalló, Grao-Cruces, & Nuviala, 2018). Estudios como los de Keegan, Harwood, Spray y Lavallee (2009), Nuviala, Tamayo, Fernández, Pérez-Turpin y Nuviala (2011) y Palacios et al (2015) señalan al factor humano como la principal dimensión y predictor de la Calidad Percibida, fundamentalmente los técnicos deportivos directos, que son una figura clave en la prestación de servicios deportivos y en la iniciación deportiva, por su influencia y por ser uno de los motivos por los que los niños abandonan o continúan con el deporte (Reverter, Plaza, Jove, & Mayolas, 2012).…”

Section: Introductionunclassified

Cultura organizativa del técnico deportivo y su relación con la Satisfacción y Valor percibido de usuarios de actividades deportivas extraescolares (Sports technicians’ organizational culture and its relationship with extracurricular sports activities us

Nuviala

Cebamanos

Grao‐Cruces

et al. 2020

Retos

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El elevado abandono deportivo extraescolar preocupa a las organizaciones deportivas. La satisfacción y valor percibido de los usuarios de actividades deportivas extraescolares influye en la continuidad de práctica. Existen relaciones significativas entre las dimensiones de calidad del servicio y cultura organizativa de la organización con la satisfacción y valor percibido del usuario, siendo el factor humano la principal dimensión predictora de calidad percibida. Objetivos del estudio: i) conocer la cultura organizativa que manifiestan los Técnicos deportivos, ii) averiguar la satisfacción, el valor percibido del usuario/a y la cultura organizativa en las diferentes organizaciones y iii) relacionar satisfacción y valor percibido de los usuarios con la cultura organizativa de los Técnicos del deporte extraescolar. Métodos: La población de estudio estuvo formada por 1.080 alumnos/as y 95 Técnicos de actividades deportivas extraescolares de 22 centros de Secundaria. Resultados: La valoración de la satisfacción por los deportistas fue de 4.33±0.78 y del valor percibido fue de 3.72±1.06. La cultura organizativa mostró unos valores medios de 3.63±0.41, siendo la variable Implicación la mejor valorada. Al relacionar cultura organizativa con satisfacción y valor percibido, dio como resultado modelos de regresión lineal conformados por dos variables: Misión con un valor Beta de (coeficientes).173 y de .262 e Implicación con valor Beta (coeficientes).140 y de .198. Conclusión: Una buena cultura organizativa conlleva un aumento de la fidelización, lo que la convierte en un factor más a tener en cuenta en la reducción del abandono deportivo extraescolar y la mejora del beneficio empresarial.Abstract. The high withdrawal rate in extracurricular sports represents a concern for sports organizations. Satisfaction and perceived value of users of extracurricular sports activities is a reason for continuity in them. There are significant relationships between the dimensions of service quality and organizational culture of the organization with satisfaction and perceived value of users, human factor being the main predictive dimension of perceived quality. Objectives of the study: i) to know the organizational culture expressed by sports technicians, ii) to find out satisfaction and perceived value of users, and the organizational culture in the different organizations and iii) to relate satisfaction and perceived value of users with organizational culture of extracurricular sports technicians. Methods: The study population was composed by 1,080 students and 95 extracurricular sports activities technicians from 22 secondary schools. Results: Satisfaction assessment for athletes was 4.33 ± 0.78 and perceived value was 3.72 ± 1.06. The organizational culture showed average values of 3.63 ± 0.41, the “Implication” variable being the best valued. By relating organizational culture with satisfaction and perceived value, it led to linear regression models consisting of two variables: Mission with a Beta coefficient values of .173 and .262, and Implication with Beta coefficient values of .140 and .198. Conclusion: A good organizational culture leads to increase in loyalty, which points this out as another factor to be taken into account for the reduction of extracurricular drop-out and the improvement of business profit.

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The Effects of Service Quality and Relationship Benefits on Relationship Commitment and Customer Loyalty in Membership Fitness Club

Cited by 19 publications

References 45 publications

The Contributions of Firm Innovativeness to Customer Value in Purchasing Behavior

The Contributions of Firm Innovativeness to Customer Value in Purchasing Behavior

The effects of internal marketing on job satisfaction and organizational commitment in Taipei sports centers

Cultura organizativa del técnico deportivo y su relación con la Satisfacción y Valor percibido de usuarios de actividades deportivas extraescolares (Sports technicians’ organizational culture and its relationship with extracurricular sports activities us

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