Expectations and Norms in Models of Consumer Satisfaction

Cadotte, Ernest R.; Woodruff, Robert B.; Jenkins, Roger L.

doi:10.2307/3151641

Cited by 646 publications

(177 citation statements)

References 2 publications

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“…What is common in definitions of customer satisfaction by Westbrook and Oliver (1981), Day (1984), Halstead et al (1994), Cadotte et al (1987) and Churchill and Surprenant (1982) among other empirical researchers is that, customer satisfaction is considered a response, emotional or cognitive pertaining to particular focus, either expectations about a product or consumption experience which occurs at a particular time and is based on customers' accumulated experience.…”

Section: Customer Satisfactionmentioning

confidence: 99%

Impact of ATM Banking Performance on Customer Satisfaction with the Bank in Malawi

Mwatsika¹

2016

IJBER

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Automated teller machine banking has become a significant channel for banking products and services behind branch banking in Malawi and banks continue to invest in new and efficient technologies that can handle more functions that include cash depositing to attract more customers and achieve customer satisfaction with the banks. 353 respondents participated in this study to assess the impact of Automated teller machine banking performance on customer satisfaction with banks. The study adopted a performance only approach to measuring customer satisfaction. A self administered questionnaire containing multi-dimension and multi-attribute Likert measurement scales was used where respondents rated the performance only and their satisfaction with Automated teller machine banking and satisfaction with their respective banks. Using SPSS, regression analysis of satisfaction with Automated teller machine banking performance and satisfaction with the bank was conducted and the results indicate that performance of automated teller machine banking has 40 percent predictive capability of customer satisfaction with the bank. The study further found that despite influencing customer satisfaction with the bank, Automated teller machine banking has no capability to attract customers to switch banks. Therefore banks could improve their customer satisfaction ratings through improvements in Automated teller machine banking services but where the banks wish to attract customers from rivals, alternative marketing strategies should be sought.

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Section: Customer Satisfactionmentioning

confidence: 99%

Impact of ATM Banking Performance on Customer Satisfaction with the Bank in Malawi

Mwatsika¹

2016

IJBER

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“…'Should' expectations are the attribute performance levels a customer believes competing offerings in a category ought to deliver (Boulding, Kalra, and Staelin 1999;Boulding et al 1993;Cadotte, Woodruff, and Jenkins 1987;Tse and Wilton 1988). 'Should' expectations are based on a normative expectation related to the concepts of perceived equity and fairness, in which an offering is assessed relative to the price paid, the offering purchased by other customers, or competitive offerings available in the market (Bolton and Lemon 1999;Boulding et al 1993;Oliver and Swan 1989).…”

Section: Customer Expectationsmentioning

confidence: 99%

What is Quality? An Integrative Framework of Processes and States

Golder

Mitra

Moorman

2012

Journal of Marketing

255

183

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Quality is a central element in business strategy and academic research. Despite important research on quality, an opportunity for an integrative framework remains. The authors present an integrative framework of quality that captures how firms and customers produce quality (the quality production process), how firms deliver and customers experience quality (the quality experience process), and how customers evaluate quality (the quality evaluation process). The framework extends the literature in several ways. First, the authors describe important linkages between the three processes, including links reflecting the role of co-production. Second, they point to overlooked aspects of the quality processes that influence how quality is conceptualized and should be managed. These include customer heterogeneity in measurement knowledge and motivation; the role of emotion in quality production, experience, and evaluation; and a new typology of attributes. Third, they propose a quality state residing within each quality process and describe what gives rise to these states, which will enhance decision makers' ability to measure and manage quality processes. Finally, they offer theoretical and managerial implications derived from their integrative quality framework including 20 strategies to increase customer satisfaction.

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“…A number of studies have also found that the effects of expectations differ under different conditions, between consumer groups, across different product categories (high against low consumer-involvement products), and between products and services. [18][19][20][21][22] …”

Section: Disconfirmation Theorymentioning

confidence: 99%