Customer retention, loyalty, and satisfaction in the German mobile cellular telecommunications market
TL;DR: In this article, a two-staged model was proposed to test hypotheses suggesting that customer retention, loyalty, and satisfaction should be treated as differential constructs which are causally interlinked.
About: This article is published in Telecommunications Policy.The article was published on 2001-05-01. It has received 729 citations till now. The article focuses on the topics: Customer retention & Loyalty business model.
Citations
More filters
TL;DR: The proposed model is proven with the effectiveness in explaining the relationships among service quality, perceived value, customer satisfaction, and post-purchase intention in mobile added-value services.
1,207 citations
Cites background from "Customer retention, loyalty, and sa..."
...Thus, Hypothesis 3 is proposed as follows: H3: Perceived value positively influences customer satisfaction in mobile value-added services....
[...]
...Among the studies of the telecom industry, Gerpott et al. (2001) and Tung (2004) respectively examined the telecom industry in Germany and SMS service in Singapore....
[...]
TL;DR: It is confirmed that trust, perceived service quality, perceived customer value, including functional value and emotional value, contribute to generating customer satisfaction with MIM and that age, gender, and usage time have moderating effects.
1,000 citations
Cites background from "Customer retention, loyalty, and sa..."
...Ha et al. (2007) defined old users as older than 25 years....
[...]
TL;DR: In this paper, the adjustment effect of the switching barrier on customer satisfaction and customer loyalty is analyzed. But the authors focus on customer loyalty in the context of the IMT-2000 service and the scheduled introduction of mobile number portability.
971 citations
TL;DR: In this article, the authors examined the relationship between corporate image, perceived service quality, trust and customer switching costs, and the relationships among these factors in the Turkish GSM sector, where data was obtained from 1,662 mobile phone users in Turkey via questionnaire.
Abstract: – Corporate image, perceived service quality, trust and customer switching costs are the major antecedents of customer loyalty, and loyal customers may buy more, accept higher prices and have a positive word‐of‐mouth effect. Also we know that the cost of selling to new customers is much higher than the cost of selling to existing customers. Although this fact is apparent to everyone, many companies are still losing customers at a formidable rate. In this context the main aim of this paper is to examine the relationships between these factors and customer loyalty, and the relationships among these factors in the Turkish GSM sector., – Data was obtained from 1,662 mobile phone users in Turkey via questionnaire. The data was analyzed by structural equation modeling (SEM) in order to test all the relationships between variables in the model., – The findings supported the proposed hypotheses, which are consistent with the theoretical framework. Analysis results showed that perceived service quality is a necessary but not sufficient condition for customer loyalty., – In order to generalize the findings from the paper, the model should be studied in different sectors. The contribution of this paper is to model all the relationships between customer loyalty and its antecedents, and to test these relationships simultaneously., – In order to better understand customer loyalty, as well as perceived service quality, corporate image, perceived switching costs and trust should be taken into consideration. Lately, technological change has shifted competition in the GSM sector from price and core service to value‐added services. Therefore, operators should differentiate their services and guarantee their services' quality because of this shift in competition., – In this paper, the effects of all the factors on customer loyalty are analyzed simultaneously via SEM.
764 citations
Cites background from "Customer retention, loyalty, and sa..."
...Especially in telecommunications services, it is frequently pointed out that once customers have been acquired and connected to the telecommunications network of a particular operator; their long-term relations with the focal operator are of greater importance to the success of the company in competitive markets than they are in other industry sectors ( Gerpott et al. , 2001...
[...]
TL;DR: In this article, an integrative model was proposed and tested to examine the relations among service quality, value, image, satisfaction, and loyalty in China, which revealed that service quality directly influences both perceived value and image perceptions, and that corporate image influences value and that both customer satisfaction and value are significant determinants of loyalty.
724 citations
References
More filters
TL;DR: In this paper, customer loyalty is viewed as the strength of the relationship between an individual's relative attitude and repeat patronage, and the relationship is mediated by social norms and situational factors.
Abstract: Customer loyalty is viewed as the strength of the relationship between an individual’s relative attitude and repeat patronage. The relationship is seen as mediated by social norms and situational factors. Cognitive, affective, and conative antecedents of relative attitude are identified as contributing to loyalty, along with motivational, perceptual, and behavioral consequences. Implications for research and for the management of loyalty are derived.
6,255 citations
"Customer retention, loyalty, and sa..." refers background in this paper
...48}49), and Dick and Basu (1994, pp. 101, 104). For a general theoretical treatment of the customer value notion, see Woodru! (1997). between CS and the loyalty that customers feel towards a "rm, but that a high degree of CL does not always have to go hand in hand with a high degree of CS....
[...]
...Rudolph (1997), and Dick and Basu (1994). the increased number of network operators and the intense competition that has developed....
[...]
Book•
01 Mar 1997
TL;DR: This ebook offers full option of this ebook in doc, DjVu, PDF, ePub, txt forms, and on the site you can reading the instructions and other artistic eBooks online, either download them as well.
Abstract: If looking for the book by Karl G. Joreskog Lisrel 8: User's Reference Guide in pdf format, then you've come to the faithful website. We furnish full option of this ebook in doc, DjVu, PDF, ePub, txt forms. You may read Lisrel 8: User's Reference Guide online by Karl G. Joreskog or download. In addition, on our site you can reading the instructions and other artistic eBooks online, either download them as well. We will to draw regard that our site not store the eBook itself, but we give ref to site where you can downloading either reading online. So if need to download pdf by Karl G. Joreskog Lisrel 8: User's Reference Guide, then you have come on to the loyal website. We own Lisrel 8: User's Reference Guide ePub, DjVu, doc, PDF, txt forms. We will be glad if you will be back over.
5,976 citations
TL;DR: In this article, the authors present frameworks for thinking about customer value, customer value learning, and related skills that managers will need to create and implement superior customer value strategies in the next decade and beyond.
Abstract: Driven by more demanding customers, global competition, and slow-growth economies and industries, many organizations search for new ways to achieve and retain a competitive advantage. Past attempts have largely looked internally within the organization for improvement, such as reflected by quality management, reengineering, downsizing, and restructuring. The next major source for competitive advantage likely will come from more outward orientation toward customers, as indicated by the many calls for organizations to compete on superior customer value delivery. Although the reasons for these calls are sound, what are the implications for managing organizations in the next decade and beyond? This article addresses this question. It presents frameworks for thinking about customer value, customer value learning, and the related skills that managers will need to create and implement superior customer value strategies.
4,544 citations
TL;DR: In this paper, customer switching behavior damages market share and profitability of service firms yet has remained virtually unexplored in the marketing literature, and the author reports results of a critical incid...
Abstract: Customer switching behavior damages market share and profitability of service firms yet has remained virtually unexplored in the marketing literature. The author reports results of a critical incid...
2,756 citations