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Time theory studies abstractly argue that, depending on the customer experience, time spent waiting may be positive, negative, or even neutral, and it can affect the perceived passing of time and enjoyment of the overall customer experience. However, a company can manipulate customer perceptions of waiting time. Positive perceptions of waiting time can then be used for marketing purposes. Customer perceptions of waiting time can be reduced by making the queuing process enjoyable, by improving the waiting environment, and by making promotional activities enjoyable. To validate the aforementioned factors and develop the enjoyable queuing model, this study surveyed 1571 customers queuing at service companies in Taiwan, including 409 customers of upscale restaurants, 430 customers of restaurants, 439 customers of food stands, and 293 customers queuing at consumer electronics shops to purchase newly released iPhones. The applicability of the enjoyable queuing model was evaluated by partial least squares structural equation modeling, and group differences were evaluated by partial least squares multi-group analysis. The analytical results for each case and managerial implications are presented.

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Purpose Due to the increasing awareness of the need to protect the environment, reverse logistics (RL) is being promoted to improve the ecological sustainability of production. RL can lower the costs of waste disposal, increase market competitiveness, and maintain a good corporate image. Hence, modern companies are focusing on environmental protection to demonstrate social responsibility. According to the OECD report of 2003, buildings consume 32 percent of resources, 12 percent of water, and 40 percent of energy worldwide, and the building waste comprises almost 40 percent of the all waste in the world. Therefore, controlling waste from the interior design sector may help slow global warming. This paper aims to discuss these issues. Design/methodology/approach This investigation models the current and new RL of disposing interior design waste in Taiwan. Modeling the carbon footprint (CF) of disposing interior design waste can help companies be aware of the environmental impact of disposing of waste, and how to improve it through RL. This investigation models the CFs of disposing interior design waste based on studies from Benjaafar et al. (2013), Pishvaee et al. (2009, 2010), and Tascione et al. (2014). Findings Analytical results showed that the RL significantly decreases the environmental impact of wastes. Companies can control carbon emission through the findings of this study and find how to improve their recycling process through RL. Research limitations/implications This study used the model proposed by Tascione et al. (2014) to develop an RL model for Taiwan. Whereas most studies in the literature analyze the carbon emissions from the comparison between cost and benefit, this study considered the logistics for the whole lifecycle of a product. The analytical results of this study reveal that that RL can reduce the environmental impact of wastes. This case study is the first to obtain results that can be extended to other countries. This study also reveals the importance of recycling plants that can process demolition waste for reuse. Originality/value This is the first study to model the RL based on literatures. The findings of this study can be extended to other cases.

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Purpose The purpose of this study is that service sectors sectors create queues intentionally as a promotional strategy. Potential buyers might become actual customers after witnessing and joining queues. However, the effectiveness of company promotional activities involving queues remains unclear. Despite the innovativeness of this marketing strategy, few companies have adopted this approach, owing to the lack of research on how waiting influences customer behaviors toward waiting in queues. Design/methodology/approach Therefore, this study identifies four factors of customer willingness to stand in a queue using questionnaire survey: company promotional activities, improvement of waiting environment, company’ reactions to the queue and customers’ perceptions regarding waiting time. Findings This study identifies causal relationships among the aforementioned factors. The results of this investigation reveal that a company’s promotional activities significantly and indirectly reduce customers’ perceived waiting time by improving the waiting environment. Analytical results also show that a company’s queuing management can indirectly reduce customers’ perceived waiting time by improving the waiting environment. Originality/value Based on the analytical results concerning causal relationships, improving the waiting environment is critical to affecting positively customers’ perceptions regarding waiting time. Queuing management can indirectly reduce customers’ perceived waiting time by improving the waiting environment. A company’s promotional activities can indirectly reduce customers’ perceived waiting time by improving the waiting environment. Customers who enjoy both the waiting environment and the promotional activities experience much shorter perceived waiting time.

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