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��ࡱ�>��	������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������	�R���bjbj��8�a�a�
��������dd������������8��i ��}<u"�[%[%[%[%�+�;,4o,H|J|J|J|J|J|J|$����Dn|���,k+"�+�,�,n|��[%[%}H�7�7�7�,R	��[%�[%H|�7�,H|�7�7�,q�S6lw[%���� Fw���������5�sH4|g}H�}t`��5T��lw��lw��,�,�7�,�,�,�,�,n|n|17��,�,�,�}�,�,�,�,����������������������������������������������������������������������,�,�,�,�,�,�,�,�,d/�:	The Loyal Customer: A Study of the Role of Perceived Value
 and its Antecedents
 
 

INTRODUCTION

In today�s competitive business environment building customer loyalty is an increasing challenge as well as an appealing and cost effective marketing strategy. According to Powers (1997) it costs as much as six times more to recruit a new customer than to keep an existing one  ADDIN EN.CITE <EndNote><Cite><Author>Powers</Author><Year>1997</Year><RecNum>93</RecNum><record><rec-number>93</rec-number><ref-type name="Book">6</ref-type><contributors><authors><author>Tom Powers</author></authors></contributors><titles><title>Marketing Hospitality</title></titles><edition>2nd</edition><dates><year>1997</year></dates><pub-location>New York</pub-location><publisher>Wiley</publisher><urls></urls></record></Cite></EndNote>(1997). In acknowledging the importance of customer loyalty researchers have urged firms to make understanding the customer decision-making process a priority and to develop appropriate marketing programs  ADDIN EN.CITE <EndNote><Cite><Author>Dick</Author><Year>1994</Year><RecNum>6</RecNum><record><rec-number>6</rec-number><ref-type name='Journal Article'>17</ref-type><contributors><authors><author>Dick, Alan S.</author><author>Basu, Kunal</author></authors></contributors><titles><title>Customer Loyalty: Toward An Integrated Conceptual Framework</title><secondary-title>Journal of the Academy of Marketing Science</secondary-title></titles><periodical><full-title>Journal of the Academy of Marketing Science</full-title></periodical><pages>99-113</pages><volume>22</volume><number>2</number><dates><year>1994</year></dates><urls></urls></record></Cite><Cite><Author>Reichheld</Author><Year>1993</Year><RecNum>12</RecNum><record><rec-number>12</rec-number><ref-type name='Journal Article'>17</ref-type><contributors><authors><author>Reichheld, Frederick F.</author></authors></contributors><titles><title>Loyalty-Based Management.</title><secondary-title>Harvard Business Review</secondary-title></titles><periodical><full-title>Harvard Business Review</full-title></periodical><pages>64-73</pages><volume>71</volume><number>2</number><keywords><keyword>CUSTOMER loyalty</keyword><keyword>CUSTOMER loyalty programs</keyword><keyword>BUSINESS planning</keyword><keyword>CUSTOMER relations</keyword><keyword>BUSINESS enterprises</keyword><keyword>CONSUMER behavior</keyword><keyword>CUSTOMER services</keyword><keyword>INDUSTRIAL management</keyword><keyword>EMPLOYEES -- Training of</keyword><keyword>PROFIT</keyword><keyword>REVENUE</keyword><keyword>CUSTOMER retention</keyword><keyword>CASH flow</keyword><keyword>MARKET share</keyword></keywords><dates><year>1993</year><pub-dates><date>1993/03//Mar/Apr93</date></pub-dates></dates><publisher>Harvard Business School Publication Corp.</publisher><isbn>00178012</isbn><label>9308065082</label><work-type>Article</work-type><urls><related-urls><url>http://search.epnet.com/login.aspx?direct=true&amp;AuthType=cookie,ip,url,uid&amp;db=buh&amp;an=9308065082</url></related-urls></urls></record></Cite><Cite><Author>Singh</Author><Year>2000</Year><RecNum>282</RecNum><record><rec-number>282</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Singh, Jagdip</author><author>Sirdeshmukh, Deepak</author></authors></contributors><titles><title>Agency and Trust Mechanisms in Consumer Satisfaction and Loyalty Judgements</title><secondary-title>Journal of the Academy of Marketing Science</secondary-title></titles><periodical><full-title>Journal of the Academy of Marketing Science</full-title></periodical><pages>150-167</pages><volume>28</volume><dates><year>2000</year></dates><urls></urls></record></Cite></EndNote>(Dick and Basu, 1994; Reichheld, 1993; Singh and Sirdeshmukh, 2000). 
Despite the accelerating importance of customer loyalty, previous research has focused on understanding how customers choose and process products. Many marketing models have elaborated the intricate structures of the influential variables and act as antecedents to transaction-oriented terminal variables such as service quality, customer satisfaction, and value  ADDIN EN.CITE <EndNote><Cite><Author>Iacobucci</Author><Year>1994</Year><RecNum>574</RecNum><record><rec-number>574</rec-number><ref-type name="Book Section">5</ref-type><contributors><authors><author>Dawn Iacobucci</author><author>Kent A. Grayson </author><author>Amy L. Ostrom</author></authors><secondary-authors><author>Teresa A, Swartz</author><author>David E. Bowen</author><author>Stephen W. Brown</author></secondary-authors></contributors><titles><title>The Calculus of Service Quality And Customer Satisfaction: Theoretical and Empirical Differentiation and Integration</title><secondary-title>Advances in Services Marketing and Management</secondary-title></titles><pages>1-67</pages><volume>3</volume><dates><year>1994</year></dates><pub-location>Greenwich, CT.</pub-location><publisher>JAL Press</publisher><urls></urls></record></Cite><Cite><Author>Oh</Author><Year>1997</Year><RecNum>457</RecNum><record><rec-number>457</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Haemoon Oh</author><author>Sara C. Parks</author></authors></contributors><titles><title>Customer Satisfaction and Service Quality: A Critical Review of the Literature and Research Implications for the Hospitality Industry</title><secondary-title>Hospitality Research Journal</secondary-title></titles><periodical><full-title>Hospitality Research Journal</full-title></periodical><pages>34-64</pages><volume>20</volume><number>3</number><dates><year>1997</year></dates><urls></urls></record></Cite></EndNote>(Iacobucci et al., 1994; Oh and Parks, 1997). One notable research stream has addressed issues of long-term customer loyalty through relationship marketing  ADDIN EN.CITE <EndNote><Cite><Author>Gronroos</Author><Year>1994</Year><RecNum>123</RecNum><record><rec-number>123</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Christian Gr�nroos</author></authors></contributors><titles><title>From Marketing Mix to Relationship Marketing: Towards a Paradigm Shift in Marketing</title><secondary-title>Asia-Australia Marketing Journal</secondary-title></titles><periodical><full-title>Asia-Australia Marketing Journal</full-title></periodical><pages>9-29</pages><volume>2</volume><number>1</number><dates><year>1994</year></dates><urls></urls></record></Cite></EndNote>(Gr�nroos, 1994). Beyond providing high-quality, satisfactory products and services, it has been shown that relationship marketing builds ongoing customer involvement and commitment. The concept advocates the formation of mutually beneficial relationships between firms and their customers with relational benefits being a key construct at the heart of many conceptual models  ADDIN EN.CITE <EndNote><Cite><Author>Gwinner</Author><Year>1998</Year><RecNum>8</RecNum><record><rec-number>8</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Kevin P. Gwinner</author><author>Dwayne D. Gremler</author><author>Mary Jo Bitner</author></authors></contributors><titles><title>Relational Benefits in Services Industries: The Customers&apos; Perspective</title><secondary-title>Journal of the Academy of Marketing Science</secondary-title></titles><periodical><full-title>Journal of the Academy of Marketing Science</full-title></periodical><pages>101-114</pages><volume>26</volume><number>2</number><dates><year>1998</year></dates><urls></urls></record></Cite><Cite><Author>Hennig-Thurau</Author><Year>2002</Year><RecNum>13</RecNum><record><rec-number>13</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Thorsten Hennig-Thurau</author><author>Kevin P. Gwinner</author><author>Dwayne D. Gremler</author></authors></contributors><titles><title>Understanding Relationship Marketing Outcomes: An Intergration of Relational Benefits and Relationship Quality</title><secondary-title>Journal of Service Research</secondary-title></titles><periodical><full-title>Journal of Service Research</full-title></periodical><pages>230-247</pages><volume>4</volume><number>3</number><dates><year>2002</year></dates><urls></urls></record></Cite></EndNote>(Gwinner et al., 1998; Hennig-Thurau et al., 2002). The concept is particularly suitable in the case of customer oriented markets and suggests the potential to integrate relationship concepts with transaction-oriented marketing models.
Although many of the models noted integrate the concept of customer loyalty, the predictive validity of these transaction and relationship approaches has gone largely untested in terms of customer perceived value. Customer behaviour is an eclectic field involving dynamic interactions and exchanges (Mattila, 2004, p. 449) and is better understood in relation to customer loyalty when it incorporates the concept of perceived value (e.g., Heskett, Sasser, & Schlesinger, 1997). Given the lack of reported research on the longer-term implications, the lack of researcher and marketer knowledge about customer value perceptions beyond the immediate consumption experience appears to be a gap in the literature.
Important questions have been raised about whether companies should focus on either transaction or relationship marketing activities or on balancing the delivery of both, taking into account their prospective impact on perceived value with a view to retaining loyal customers?  The literature has treated transaction and relationship marketing in a largely isolated and non-integrated fashion. In particular, there has been limited consideration of the issues involved in integrating these two perspectives via perceived value as an activity within the customer loyalty model. The present study explores how value perceptions can be enhanced through the adoption of determinant attributes of service quality and relational benefits, and how value perceptions influence customer loyalty. It is hoped that this study will provide a basis for assisting marketers to map strategies which lead to superior competitive positioning. 

THEORETICAL BACKGROUND  

Transaction Marketing: Determinant Attributes of Service Quality, Perceived Value, and Loyalty

Many marketing models have focused on the structures of service quality and perceived value on customer loyalty  ADDIN EN.CITE <EndNote><Cite><Author>Lee</Author><Year>2005</Year><RecNum>191</RecNum><record><rec-number>191</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Yong-Ki Lee</author><author>Kyung-Hee Park</author><author>Dae-Hwan Park</author><author>Kyung-Ah Lee</author><author>Yong-Ju Kwon</author></authors></contributors><titles><title>The Relative Impact of Service Quality on Service Value, Customer Satisfaction, and Customer Loyalty in Korean Family Restaurant Context</title><secondary-title>International journal of Hospitality and Tourism Administration</secondary-title></titles><periodical><full-title>International journal of Hospitality and Tourism Administration</full-title></periodical><pages>27-51</pages><volume>6</volume><number>1</number><dates><year>2005</year></dates><urls></urls></record></Cite><Cite><Author>Tam</Author><Year>2004</Year><RecNum>50</RecNum><record><rec-number>50</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Tam, Jackie L. M.</author></authors></contributors><titles><title>Customer Satisfaction, Service Quality and Perceived Value: An&#xD;Integrative Model.</title><secondary-title>Journal of Marketing Management</secondary-title></titles><periodical><full-title>Journal of Marketing Management</full-title></periodical><pages>897-917</pages><volume>20</volume><number>7/8</number><dates><year>2004</year></dates><urls></urls></record></Cite><Cite><Author>Cronin</Author><Year>2000</Year><RecNum>33</RecNum><record><rec-number>33</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Cronin, J. Joseph </author><author>Brady, Michael K.</author><author>Hult, G. Tomas M.</author></authors></contributors><titles><title>Assessing the Effects of Quality, Value, and Customer Satisfaction on Consumer Behavioral Intentions in Service Environments.</title><secondary-title>Journal of Retailing</secondary-title></titles><periodical><full-title>Journal of Retailing</full-title></periodical><pages>193-218</pages><volume>76</volume><number>2</number><dates><year>2000</year></dates><urls></urls></record></Cite></EndNote>(Cronin et al., 2000; Lee et al., 2005; Tam, 2004). Service quality has been globally accepted as a determinant of customer loyalty since the concepts first arose in the 1980s (Parasuraman et al., 1985). Providing quality service is an essential survival strategy in today�s competitive environment  ADDIN EN.CITE <EndNote><Cite><Author>Zeithaml</Author><Year>1996</Year><RecNum>254</RecNum><record><rec-number>254</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Zeithaml, Valarie A.</author><author>Berry, Leonard L.</author><author>Parasuraman, A.</author></authors></contributors><titles><title>The Behavioral Consequences of Service Quality.</title><secondary-title>Journal of Marketing</secondary-title></titles><periodical><full-title>Journal of Marketing</full-title></periodical><pages>31-46</pages><volume>60</volume><number>2</number><keywords><keyword>CONSUMER behavior</keyword><keyword>CONSUMERS -- Attitudes</keyword><keyword>CUSTOMER services</keyword><keyword>QUALITY of service</keyword><keyword>CONSUMERS</keyword><keyword>EXECUTIVES</keyword><keyword>EMPIRICAL research</keyword><keyword>BEHAVIOR</keyword></keywords><dates><year>1996</year><pub-dates><date>1996/04//</date></pub-dates></dates><publisher>American Marketing Association</publisher><isbn>00222429</isbn><label>9604100835</label><work-type>Article</work-type><urls><related-urls><url>http://search.epnet.com/login.aspx?direct=true&amp;AuthType=cookie,ip,url,uid&amp;db=buh&amp;an=9604100835</url></related-urls></urls></record></Cite><Cite><Author>Parasuraman</Author><Year>1985</Year><RecNum>221</RecNum><record><rec-number>221</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Parasuraman, A.</author><author>Zeithaml, Valarie A.</author><author>Berry, Leonard L.</author></authors></contributors><titles><title>A Conceptual Model of Service Quality and Its Implications for Future Research.</title><secondary-title>Journal of Marketing</secondary-title></titles><periodical><full-title>Journal of Marketing</full-title></periodical><pages>41-50</pages><volume>49</volume><number>4</number><keywords><keyword>QUALITY of products</keyword><keyword>MARKETING research</keyword><keyword>QUALITY of service</keyword><keyword>CUSTOMER services</keyword><keyword>MARKET share</keyword><keyword>INDUSTRIAL productivity</keyword></keywords><dates><year>1985</year><pub-dates><date>1985///Fall</date></pub-dates></dates><publisher>American Marketing Association</publisher><isbn>00222429</isbn><label>5001773</label><work-type>Article</work-type><urls><related-urls><url>http://search.epnet.com/login.aspx?direct=true&amp;AuthType=cookie,ip,url,uid&amp;db=buh&amp;an=5001773</url></related-urls></urls></record></Cite><Cite><Author>Reichheld</Author><Year>1990</Year><RecNum>232</RecNum><record><rec-number>232</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Reichheld, Frederick F.</author><author>Sasser, W. Earl</author></authors></contributors><titles><title>Zero Defections: Quality Comes to Services</title><secondary-title>Harvard Business Review</secondary-title></titles><periodical><full-title>Harvard Business Review</full-title></periodical><pages>105-111</pages><volume>68</volume><number>5</number><dates><year>1990</year></dates><urls></urls></record></Cite></EndNote>( Parasuraman et al., 1985; Reichheld and Sasser, 1990; Zeithaml et al., 1996). The primary emphasis of academic and managerial efforts has been focused on the meaning of service quality for customers and on developing strategies to meet their expectations (Parasuraman et al., 1991). 
Service quality has identified key buying criteria or key elements of service which are operationalized as the attributes that a customer desires from a product or service  ADDIN EN.CITE <EndNote><Cite><Author>Woodruff</Author><Year>1997</Year><RecNum>43</RecNum><record><rec-number>43</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Woodruff, R. B.</author></authors></contributors><titles><title>Customer Value: The Next Source for Competitive Advantage</title><secondary-title>Journal of the Academy of Marketing Science</secondary-title></titles><periodical><full-title>Journal of the Academy of Marketing Science</full-title></periodical><pages>139-153</pages><volume>25</volume><number>2</number><dates><year>1997</year></dates><urls></urls></record></Cite></EndNote>(Woodruff, 1997). The widespread application of such consumer choice models probably accounts for this preoccupation with attributes  ADDIN EN.CITE <EndNote><Cite><Author>Day</Author><Year>1988</Year><RecNum>582</RecNum><record><rec-number>582</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Day, George S.</author><author>Wensley, Robin</author></authors></contributors><titles><title>Assessing Advantage: A Framework for Diagnosing Competitive Superiority.</title><secondary-title>Journal of Marketing</secondary-title></titles><periodical><full-title>Journal of Marketing</full-title></periodical><pages>1-20</pages><volume>52</volume><number>2</number><dates><year>1988</year></dates><urls></urls></record></Cite></EndNote>(Day and Wensley, 1988). The hospitality marketing literature has generally focused on product and service efforts as drivers of total customer value  ADDIN EN.CITE <EndNote><Cite><Author>Bolton</Author><Year>1991</Year><RecNum>8</RecNum><record><rec-number>233</rec-number><ref-type name='Journal Article'>17</ref-type><contributors><authors><author>Bolton, Ruth N.</author><author>Drew, J. H.</author></authors></contributors><titles><title>A Multistage Model of Customers&apos; Assessments of Service Quality and Value</title><secondary-title>Journal of Consumer Research</secondary-title></titles><periodical><full-title>Journal of Consumer Research</full-title></periodical><pages>375-384</pages><volume>17</volume><number>4</number><dates><year>1991</year></dates><urls></urls></record></Cite><Cite><Author>Frenzen</Author><Year>1990</Year><RecNum>9</RecNum><record><rec-number>231</rec-number><ref-type name='Journal Article'>17</ref-type><contributors><authors><author>Frenzen, Jonathan K.</author><author>Davis, Harry L.</author></authors></contributors><titles><title>Purchasing Behaviour in Embedded Markets.</title><secondary-title>Journal of Consumer Research</secondary-title></titles><periodical><full-title>Journal of Consumer Research</full-title></periodical><pages>1-12</pages><volume>17</volume><number>1</number><keywords><keyword>CONSUMER behavior</keyword><keyword>CONSUMERS -- Attitudes</keyword><keyword>MARKETING</keyword><keyword>PURCHASING</keyword><keyword>INFRASTRUCTURE (Economics)</keyword><keyword>DIRECT marketing</keyword><keyword>DEBT</keyword></keywords><dates><year>1990</year><pub-dates><date>1990/06//</date></pub-dates></dates><publisher>Journal of Consumer Research, Inc.</publisher><isbn>00935301</isbn><label>4656569</label><work-type>Article</work-type><urls><related-urls><url>http://search.epnet.com/login.aspx?direct=true&amp;AuthType=cookie,ip,url,uid&amp;db=buh&amp;an=4656569</url></related-urls></urls></record></Cite><Cite><Author>Gwinner</Author><Year>1998</Year><RecNum>8</RecNum><record><rec-number>8</rec-number><ref-type name='Journal Article'>17</ref-type><contributors><authors><author>Kevin P. Gwinner</author><author>Dwayne D. Gremler</author><author>Mary Jo Bitner</author></authors></contributors><titles><title>Relational Benefits in Services Industries: The Customers&apos; Perspective</title><secondary-title>Journal of the Academy of Marketing Science</secondary-title></titles><periodical><full-title>Journal of the Academy of Marketing Science</full-title></periodical><pages>101-114</pages><volume>26</volume><number>2</number><dates><year>1998</year></dates><urls></urls></record></Cite><Cite><Author>Henning-Thurau</Author><Year>1997</Year><RecNum>12</RecNum><record><rec-number>12</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Henning-Thurau, Thorsten</author><author>Klee, Alexnder</author></authors></contributors><titles><title>The Impact of Customer Satisfaction and Relationship Quality on Customer Retention: A Critical Reassessment and Model Development</title><secondary-title>Psychology and Marketing</secondary-title></titles><periodical><full-title>Psychology and Marketing</full-title></periodical><pages>737-764</pages><volume>14</volume><number>8</number><dates><year>1997</year></dates><urls></urls></record></Cite></EndNote>(Bolton and Drew, 1991; Dub� and Renaghan, 2000; Frenzen and Davis, 1990; Gwinner et al., 1998; Henning-Thurau and Klee, 1997). Kashyap and Bojanic  ADDIN EN.CITE <EndNote><Cite ExcludeAuth="1"><Author>Kashyap</Author><Year>2000</Year><RecNum>59</RecNum><record><rec-number>59</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Kashyap, R.</author><author>Bojanic, D. C.</author></authors></contributors><titles><title>A Structural Analysis of Value, Quality, and Price Perceptions of Business and Leisure Travelers</title><secondary-title>Journal of Travel Research</secondary-title></titles><periodical><full-title>Journal of Travel Research</full-title></periodical><pages>45-51</pages><volume>39</volume><number>1</number><dates><year>2000</year></dates><urls></urls></record></Cite></EndNote>(2000) have urged industry to shift from focussing exclusively on managing quality to managing perceived value. Most of the existing research models have been based on traditional trade-off functional value (e.g. value for money) as a way of  assessing service quality and linking with customer loyalty (Cronin et al., 2000; Lee et al., 2005; Tam, 2004). However, Woodruff (1997) has argued that important nuances may be missed where researchers adopt a narrow view of customer learning. Though service quality and perceived value are topical, practitioners have tended to focus on the attributes that customers need and which lead to perceived value and customer loyalty. Though it will be necessary to measure the key determinant attributes of service quality, this is likely to be insufficient in itself to improve customer perceptions of value and to influence customer loyalty. It is therefore important to emphasize relationship marketing as a means of building customer loyalty.  

Relationship Marketing: Relational Benefits and Loyalty

Attention has recently turned to the relationship marketing concept  ADDIN EN.CITE <EndNote><Cite><Author>Gwinner</Author><Year>1998</Year><RecNum>8</RecNum><record><rec-number>8</rec-number><ref-type name='Journal Article'>17</ref-type><contributors><authors><author>Kevin P. Gwinner</author><author>Dwayne D. Gremler</author><author>Mary Jo Bitner</author></authors></contributors><titles><title>Relational Benefits in Services Industries: The Customers&apos; Perspective</title><secondary-title>Journal of the Academy of Marketing Science</secondary-title></titles><periodical><full-title>Journal of the Academy of Marketing Science</full-title></periodical><pages>101-114</pages><volume>26</volume><number>2</number><dates><year>1998</year></dates><urls></urls></record></Cite><Cite><Author>Barnes</Author><Year>1997</Year><RecNum>15</RecNum><record><rec-number>15</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>James G. Barnes</author></authors></contributors><titles><title>Closeness, strength, and satisfaction: Examining the nature of relationships between providers of financial services and their retail customers</title><secondary-title>Psychology and Marketing</secondary-title></titles><periodical><full-title>Psychology and Marketing</full-title></periodical><pages>765-790</pages><volume>14</volume><number>8</number><dates><year>1997</year></dates><urls></urls></record></Cite><Cite><Author>Reynolds</Author><Year>2000</Year><RecNum>17</RecNum><record><rec-number>17</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Reynolds, Kristy E.</author><author>Arnold, Mark J.</author></authors></contributors><titles><title>Customer Loyalty to the Salesperson and the Store: Examining Relationship Customers in an Upscale Retail Context.</title><secondary-title>Journal of Personal Selling &amp; Sales Management</secondary-title></titles><pages>89-98</pages><volume>20</volume><number>2</number><keywords><keyword>CUSTOMER relations</keyword><keyword>CUSTOMER loyalty</keyword><keyword>SALES personnel</keyword></keywords><dates><year>2000</year><pub-dates><date>2000///Spring</date></pub-dates></dates><publisher>M.E. Sharpe Inc.</publisher><isbn>08853134</isbn><label>3215193</label><work-type>Article</work-type><urls><related-urls><url>http://search.epnet.com/login.aspx?direct=true&amp;AuthType=cookie,ip,url,uid&amp;db=buh&amp;an=3215193</url></related-urls></urls></record></Cite></EndNote>(Barnes, 1997; Gwinner et al., 1998; Reynolds and Arnold, 2000) as a complement to service quality  ADDIN EN.CITE <EndNote><Cite><Author>Berry</Author><Year>1995</Year><RecNum>18</RecNum><record><rec-number>18</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Berry, Leonard L.</author></authors></contributors><titles><title>Relationship Marketing of Service - Growing Interest, Emerging Perspectives</title><secondary-title>Journal of the Academy of Marketing Science</secondary-title></titles><periodical><full-title>Journal of the Academy of Marketing Science</full-title></periodical><pages>236-245</pages><volume>23</volume><number>4</number><dates><year>1995</year></dates><urls></urls></record></Cite><Cite><Author>Reynolds</Author><Year>2000</Year><RecNum>17</RecNum><record><rec-number>17</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Reynolds, Kristy E.</author><author>Arnold, Mark J.</author></authors></contributors><titles><title>Customer Loyalty to the Salesperson and the Store: Examining Relationship Customers in an Upscale Retail Context.</title><secondary-title>Journal of Personal Selling &amp; Sales Management</secondary-title></titles><pages>89-98</pages><volume>20</volume><number>2</number><keywords><keyword>CUSTOMER relations</keyword><keyword>CUSTOMER loyalty</keyword><keyword>SALES personnel</keyword></keywords><dates><year>2000</year><pub-dates><date>2000///Spring</date></pub-dates></dates><publisher>M.E. Sharpe Inc.</publisher><isbn>08853134</isbn><label>3215193</label><work-type>Article</work-type><urls><related-urls><url>http://search.epnet.com/login.aspx?direct=true&amp;AuthType=cookie,ip,url,uid&amp;db=buh&amp;an=3215193</url></related-urls></urls></record></Cite></EndNote>(Berry, 1995; Reynolds and Arnold, 2000). Relationship marketing signals a paradigm shift within marketing � the shift from a transactions focus to a focus on retention/relationships  ADDIN EN.CITE <EndNote><Cite><Author>Gronroos</Author><Year>1990</Year><RecNum>559</RecNum><record><rec-number>559</rec-number><ref-type name="Book">6</ref-type><contributors><authors><author>Gr�nroos, Christian</author></authors></contributors><titles><title>Service Management and Marketing - Managing the Moments of Truth in Service Competition</title></titles><dates><year>1990</year></dates><pub-location>Lexington, MA.</pub-location><publisher>Lexington Books</publisher><urls></urls></record></Cite></EndNote>(Gr�nroos, 1990). Relationship marketing is a business philosophy; a strategic orientation to retain and improve current customers, rather than acquire new ones. It is believed that once attracted, they will begin a relationship with the company. Customers will be more likely to persist with the relationship, when they receive quality products and services, and good value on a consistent basis.
To deploy relationship marketing successfully for the enhancement of performance, service providers first need to create customer value. To appreciate the role of relationship marketing, there is a need to explore the causal link between relationship factors such as relational benefits (Gwinner et al., 1998) and customer perceptions of value. Individually customers are less motivated by service or product attributes, and more by the benefits which accompany such attributes  ADDIN EN.CITE <EndNote><Cite><Author>Liang</Author><Year>2004</Year><RecNum>48</RecNum><record><rec-number>48</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Chiung-Ju Liang</author></authors></contributors><titles><title>Attributes, Benefits, Customer Satisfaction and Behavioral Loyalty - An Integrative Research of Financial Services Industry in Taiwan</title><secondary-title>Journal of Business Research</secondary-title></titles><periodical><full-title>Journal of Business Research</full-title></periodical><pages>57-91</pages><volume>4</volume><number>1</number><dates><year>2004</year></dates><urls></urls></record></Cite></EndNote>(Liang, 2004). Different types of customer view these values in various ways. Customers involved in long-term relationships want to receive other important benefits beyond the core service attributes (Gwinner et al., 1998).  The concept of benefit segmentation rests on the idea that customers select products and services on the basis of benefits that they desire and expect to obtain from the product or service  ADDIN EN.CITE <EndNote><Cite><Author>Haley</Author><Year>1968</Year><RecNum>33</RecNum><record><rec-number>33</rec-number><ref-type name='Generic'>13</ref-type><contributors><authors><author>Haley, Russell I.</author></authors></contributors><titles><title>Benefit Segmentation: A Decision-Oriented Research Tool.</title><secondary-title>Journal of Marketing</secondary-title></titles><volume>32</volume><number>3</number><keywords><keyword>MARKETING research</keyword><keyword>CONSUMER behavior</keyword><keyword>MARKETING strategy</keyword><keyword>PURCHASING</keyword><keyword>PRODUCT differentiation</keyword><keyword>DECISION making</keyword><keyword>MARKET segmentation</keyword><keyword>UNITED States</keyword></keywords><dates><year>1968</year><pub-dates><date>1968/07//</date></pub-dates></dates><publisher>American Marketing Association</publisher><isbn>00222429</isbn><label>4996557</label><work-type>Article</work-type><urls></urls></record></Cite><Cite><Author>Gutman</Author><Year>1982</Year><RecNum>9</RecNum><record><rec-number>9</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Gutman, Jonathan</author></authors></contributors><titles><title>A Means-End Chain Model Based on Consumer Categorization Processes.</title><secondary-title>Journal of Marketing</secondary-title></titles><pages>60-72</pages><volume>46</volume><number>2</number><keywords><keyword>CONSUMER behavior</keyword><keyword>MARKETING -- Management</keyword><keyword>CONSUMERS</keyword><keyword>ENDS &amp; means</keyword><keyword>PHILOSOPHY</keyword><keyword>MARKETPLACES</keyword><keyword>HUMAN behavior</keyword></keywords><dates><year>1982</year><pub-dates><date>1982///Spring</date></pub-dates></dates><publisher>American Marketing Association</publisher><isbn>00222429</isbn><label>5008870</label><work-type>Article</work-type><urls><related-urls><url>http://search.epnet.com/login.aspx?direct=true&amp;AuthType=cookie,ip,url,uid&amp;db=buh&amp;an=5008870</url></related-urls></urls></record></Cite></EndNote>(Gutman, 1982; Haley, 1968). Customers who maintain a relationship with a salesperson will do so to fulfil certain desires or needs by obtaining benefits. Gwinner et al.  ADDIN EN.CITE <EndNote><Cite ExcludeAuth="1"><Author>Gwinner</Author><Year>1998</Year><RecNum>8</RecNum><record><rec-number>8</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Kevin P. Gwinner</author><author>Dwayne D. Gremler</author><author>Mary Jo Bitner</author></authors></contributors><titles><title>Relational Benefits in Services Industries: The Customers&apos; Perspective</title><secondary-title>Journal of the Academy of Marketing Science</secondary-title></titles><periodical><full-title>Journal of the Academy of Marketing Science</full-title></periodical><pages>101-114</pages><volume>26</volume><number>2</number><dates><year>1998</year></dates><urls></urls></record></Cite></EndNote>(1998) proposed the categories of confidence, social and special treatment benefits. Relationship benefits refer to the benefits that customers receive from long-term relationships above and beyond the performance of core services. However, the effect of relational benefits on perceived value has not yet been fully investigated.
Researchers could benefit from identifying and understanding how managerially- controlled antecedent variables influence relationship marketing outcomes such as customer loyalty, which is regarded as an important goal in consumer marketing. Marketing academics and professionals have attempted to uncover the most prominent antecedents of customer loyalty. Numerous studies have pointed out that the two most effective means of generating loyalty are to delight customers  ADDIN EN.CITE <EndNote><Cite><Author>Oliver</Author><Year>1999</Year><RecNum>4</RecNum><record><rec-number>4</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Oliver, Richard L.</author></authors></contributors><titles><title>Whence Consumer Loyalty?</title><secondary-title>Journal of Marketing</secondary-title></titles><periodical><full-title>Journal of Marketing</full-title></periodical><pages>33-44</pages><volume>63</volume><number>4</number><keywords><keyword>CONSUMER behavior</keyword><keyword>MARKETING research</keyword><keyword>MARKETING</keyword><keyword>PSYCHOLOGY, Industrial</keyword><keyword>CUSTOMER loyalty</keyword></keywords><dates><year>1999</year><pub-dates><date>1999///Oct99 Special Issue</date></pub-dates></dates><publisher>American Marketing Association</publisher><isbn>00222429</isbn><label>2444274</label><work-type>Article</work-type><urls><related-urls><url>http://search.epnet.com/login.aspx?direct=true&amp;AuthType=cookie,ip,url,uid&amp;db=buh&amp;an=2444274</url></related-urls></urls></record></Cite></EndNote>(Oliver, 1999) and to deliver superior value derived from excellent services and products  ADDIN EN.CITE <EndNote><Cite><Author>Parasuraman</Author><Year>2000</Year><RecNum>78</RecNum><record><rec-number>78</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Parasuraman, A.</author><author>Grewal, D.</author></authors></contributors><titles><title>The Impact of Technology on the Quality-Value-Loyalty Chain: A Research Agenda</title><secondary-title>Journal of the Academy of Marketing Science</secondary-title></titles><periodical><full-title>Journal of the Academy of Marketing Science</full-title></periodical><pages>168-174</pages><volume>28</volume><dates><year>2000</year></dates><urls></urls></record></Cite></EndNote>(Parasuraman and Grewal, 2000). Some scholars have argued that perceived value, as a key mediating variable, significantly influences customer loyalty through determinants such as service quality  ADDIN EN.CITE <EndNote><Cite><Author>McDougall</Author><Year>2000</Year><RecNum>141</RecNum><record><rec-number>141</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>McDougall, Gordon H. G. </author><author>Levesque, Terrence</author></authors></contributors><titles><title>Customer Satisfaction with Services: Putting Perceived Value into the Equation</title><secondary-title>Journal of Services Marketing</secondary-title></titles><periodical><full-title>Journal of Services Marketing</full-title></periodical><pages>392-410</pages><volume>14</volume><number>5</number><dates><year>2000</year></dates><urls></urls></record></Cite><Cite><Author>Cronin</Author><Year>2000</Year><RecNum>33</RecNum><record><rec-number>33</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Cronin, J. Joseph </author><author>Brady, Michael K.</author><author>Hult, G. Tomas M.</author></authors></contributors><titles><title>Assessing the Effects of Quality, Value, and Customer Satisfaction on Consumer Behavioral Intentions in Service Environments.</title><secondary-title>Journal of Retailing</secondary-title></titles><periodical><full-title>Journal of Retailing</full-title></periodical><pages>193-218</pages><volume>76</volume><number>2</number><dates><year>2000</year></dates><urls></urls></record></Cite></EndNote>(Cronin et al., 2000; McDougall and Levesque, 2000). Others have noted that relational benefits significantly influence customer loyalty  ADDIN EN.CITE <EndNote><Cite><Author>Hennig-Thurau</Author><Year>2002</Year><RecNum>13</RecNum><record><rec-number>13</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Thorsten Hennig-Thurau</author><author>Kevin P. Gwinner</author><author>Dwayne D. Gremler</author></authors></contributors><titles><title>Understanding Relationship Marketing Outcomes: An Intergration of Relational Benefits and Relationship Quality</title><secondary-title>Journal of Service Research</secondary-title></titles><periodical><full-title>Journal of Service Research</full-title></periodical><pages>230-247</pages><volume>4</volume><number>3</number><dates><year>2002</year></dates><urls></urls></record></Cite></EndNote>(Hennig-Thurau et al., 2002). Although some of the interrelationships among the constructs stated above have been examined previously, perceived value has been neglected especially in the context of relationship marketing. The complex relationships between these constructs have not been fully examined or understood. To date no empirical study has investigated these constructs within a single framework no has tested them in the hospitality context. McDougall and Levesque (2000) urged the development of more comprehensive models to assist researchers and marketers in better understanding the key drivers of loyalty. The present study aims to investigate the role of perceived value among the determinant attributes of service quality, relational benefits, and customer loyalty.  

CONCEPTUAL FRAMEWORK AND HYPOTHESES  

Based on the previous literature review, the present study proposes a conceptual model which integrates the quality-value-loyalty chain (Cronin et al., 2000) and the Hennig-Thurau et al. (2002) model. Presented in Figure 1 the proposed model shows the role of perceived value between determinant attributes of service quality, relational benefits, and customer loyalty. More specifically, determinant attributes of service quality and relational benefits are proposed as effects on customer perceived value, which in turn influences customer loyalty.

Insert Figure 1 here

Determinant Attributes of Service Quality, Perceived Value, and Customer Loyalty

Various researchers have discussed the relationship between service quality and perceived value. They have broadly concluded that service quality is an antecedent and generally the best predictor of perceived value  ADDIN EN.CITE <EndNote><Cite><Author>Baker</Author><Year>2002</Year><RecNum>111</RecNum><record><rec-number>111</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Baker, Julie</author><author>Parasuraman, A.</author><author>Grewal, Dhruv</author><author>Voss, Glenn B.</author></authors></contributors><titles><title>The Influence of Multiple Store Environment Cues on Perceived Merchandise Value and Patronage Intentions.</title><secondary-title>Journal of Marketing</secondary-title></titles><periodical><full-title>Journal of Marketing</full-title></periodical><pages>120-141</pages><volume>66</volume><number>2</number><dates><year>2002</year></dates><urls></urls></record></Cite><Cite><Author>Cronin</Author><Year>2000</Year><RecNum>33</RecNum><record><rec-number>33</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Cronin, J. Joseph </author><author>Brady, Michael K.</author><author>Hult, G. Tomas M.</author></authors></contributors><titles><title>Assessing the Effects of Quality, Value, and Customer Satisfaction on Consumer Behavioral Intentions in Service Environments.</title><secondary-title>Journal of Retailing</secondary-title></titles><periodical><full-title>Journal of Retailing</full-title></periodical><pages>193-218</pages><volume>76</volume><number>2</number><dates><year>2000</year></dates><urls></urls></record></Cite><Cite><Author>Oh</Author><Year>1999</Year><RecNum>58</RecNum><record><rec-number>58</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Haemoon Oh</author></authors></contributors><titles><title>Service quality, Customer Satisfaction, and Customer Value: A Holistic Perspective</title><secondary-title>International Journal of Hospitality Management</secondary-title></titles><periodical><full-title>International Journal of Hospitality Management</full-title></periodical><pages>67-82</pages><volume>18</volume><number>1</number><dates><year>1999</year></dates><urls></urls></record></Cite><Cite><Author>Oh</Author><Year>2000</Year><RecNum>57</RecNum><record><rec-number>57</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Haemoon Oh</author></authors></contributors><titles><title>Diners&apos; Perceptions of Quality Value, and Satisfaction.</title><secondary-title>Cornell Hotel &amp; Restaurant Administration Quarterly</secondary-title></titles><periodical><full-title>Cornell Hotel &amp; Restaurant Administration Quarterly</full-title></periodical><pages>58-66</pages><volume>41</volume><number>3</number><dates><year>2000</year></dates><urls></urls></record></Cite><Cite><Author>Zeithaml</Author><Year>1988</Year><RecNum>42</RecNum><record><rec-number>42</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Zeithaml, Valarie A.</author></authors></contributors><titles><title>Consumer Perceptions of Price, Quality, and Value: A Means-End Model and Synthesis of Evidence.</title><secondary-title>Journal of Marketing</secondary-title></titles><periodical><full-title>Journal of Marketing</full-title></periodical><pages>2-22</pages><volume>52</volume><number>3</number><keywords><keyword>PRICES</keyword><keyword>QUALITY of products</keyword><keyword>VALUE</keyword><keyword>QUALITY</keyword><keyword>CONSUMER behavior</keyword><keyword>PERCEPTION</keyword><keyword>EVIDENCE</keyword><keyword>CONSUMERS -- Research</keyword></keywords><dates><year>1988</year><pub-dates><date>1988/07//</date></pub-dates></dates><publisher>American Marketing Association</publisher><isbn>00222429</isbn><label>6354303</label><work-type>Article</work-type><urls></urls></record></Cite></EndNote>(Baker et al., 2002; Oh, 1999, 2000a; Zeithaml, 1988). Bojanic  ADDIN EN.CITE <EndNote><Cite ExcludeAuth="1"><Author>Bojanic</Author><Year>1996</Year><RecNum>56</RecNum><record><rec-number>56</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>David C. Bojanic</author></authors></contributors><titles><title>Consumer Perceptions of Price, Value, and Satisfaction in the Hotel Industry: An Exploratory Study</title><secondary-title>Journal of Hospitality and Leisure Marketing</secondary-title></titles><periodical><full-title>Journal of Hospitality and Leisure Marketing</full-title></periodical><pages>5-22</pages><volume>4</volume><number>1</number><dates><year>1996</year></dates><urls></urls></record></Cite></EndNote>(1996) found a positive relationship between the service quality of hotel offerings and the prevalence of perceived value in the hotel industry. Oh  ADDIN EN.CITE <EndNote><Cite ExcludeAuth="1"><Author>Oh</Author><Year>1999</Year><RecNum>58</RecNum><record><rec-number>58</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Haemoon Oh</author></authors></contributors><titles><title>Service quality, Customer Satisfaction, and Customer Value: A Holistic Perspective</title><secondary-title>International Journal of Hospitality Management</secondary-title></titles><periodical><full-title>International Journal of Hospitality Management</full-title></periodical><pages>67-82</pages><volume>18</volume><number>1</number><dates><year>1999</year></dates><urls></urls></record></Cite></EndNote>(1999) indicated that perceived value is not only determined by trade-offs between price and quality, but also by the direct and indirect influences of service quality. Perceived service quality was found to have a positive influence on perceived value (Wakefield and Barnes, 1996). According to Park  ADDIN EN.CITE <EndNote><Cite ExcludeAuth="1"><Author>Park</Author><Year>2004</Year><RecNum>453</RecNum><record><rec-number>453</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Cheol Park</author></authors></contributors><titles><title>Efficient or Enjoyable? Consumer Values of Eating-Out and Fast Food Restaurant Consumption in Korea</title><secondary-title>International journal of Hospitality Management</secondary-title></titles><periodical><full-title>International Journal of Hospitality Management</full-title></periodical><pages>87-94</pages><volume>23</volume><number>1</number><dates><year>2004</year></dates><urls></urls></record></Cite></EndNote>(2004) the important attributes of fast food restaurants have significant positive correlations with utilitarian and hedonic value. Lee, Petrick and Crompton (2007) suggested that managers should prioritise the provision of high quality, satisfying experiences that visitors perceive as good value. Furthermore, several researchers  ADDIN EN.CITE <EndNote><Cite><Author>Kivela</Author><Year>1999b</Year><RecNum>80</RecNum><MDL><REFERENCE_TYPE>0</REFERENCE_TYPE><REFNUM>80</REFNUM><AUTHORS><AUTHOR>Kivela, Jaksa</AUTHOR><AUTHOR>Inbakaran, Robert</AUTHOR><AUTHOR>Reece, John</AUTHOR></AUTHORS><YEAR>1999b</YEAR><TITLE>Consumer Research in the Restaurant Environment. Part 2: Research Design and Analytical Methods.</TITLE><SECONDARY_TITLE>International Journal of Contemporary Hospitality Management</SECONDARY_TITLE><PUBLISHER>Emerald</PUBLISHER><VOLUME>11</VOLUME><NUMBER>6</NUMBER><PAGES>269-286</PAGES><DATE>1999///</DATE><TYPE_OF_WORK>Article</TYPE_OF_WORK><ISBN>09596119</ISBN><LABEL>4040503</LABEL><KEYWORDS><KEYWORD>CONSUMER satisfaction</KEYWORD><KEYWORD>DINNERS &amp; dining</KEYWORD></KEYWORDS></MDL></Cite><Cite><Author>Pettijohn</Author><Year>1997</Year><RecNum>296</RecNum><MDL><REFERENCE_TYPE>0</REFERENCE_TYPE><REFNUM>296</REFNUM><AUTHORS><AUTHOR>Linda S. Pettijohn</AUTHOR><AUTHOR>Charles E. Pettijohn</AUTHOR><AUTHOR>Robert H. Luke</AUTHOR></AUTHORS><YEAR>1997</YEAR><TITLE>An Evaluation of Fast Food Restaurant Satisfaction: Determinants, Competitive Comparisons and Impacts On Future Patronage</TITLE><SECONDARY_TITLE>Journal of Restaurant and Foodservice Marketing</SECONDARY_TITLE><VOLUME>2</VOLUME><NUMBER>3</NUMBER><PAGES>3-20</PAGES></MDL></Cite><Cite><Author>Kivela</Author><Year>1997</Year><RecNum>46</RecNum><MDL><REFERENCE_TYPE>0</REFERENCE_TYPE><REFNUM>46</REFNUM><AUTHORS><AUTHOR>Kivela, Jaksa</AUTHOR></AUTHORS><YEAR>1997</YEAR><TITLE>Restaurant Marketing: Selection and Segmentation in Hong Kong</TITLE><SECONDARY_TITLE>International Journal of Contemporary Hospitality Management</SECONDARY_TITLE><VOLUME>9</VOLUME><NUMBER>3</NUMBER><PAGES>116-123</PAGES><ORIGINAL_PUB>Emerald Group Publishing Limited</ORIGINAL_PUB><KEYWORDS><KEYWORD>Hong Kong; Marketing; Restaurants; Segmentation</KEYWORD></KEYWORDS></MDL></Cite><Cite><Author>Auty</Author><Year>1992</Year><RecNum>44</RecNum><MDL><REFERENCE_TYPE>0</REFERENCE_TYPE><REFNUM>44</REFNUM><AUTHORS><AUTHOR>Auty, Susan</AUTHOR></AUTHORS><YEAR>1992</YEAR><TITLE>Consumer Choice and Segmentation in the Restaurant Industry.</TITLE><SECONDARY_TITLE><styles><style face='2'></style></styles>Service Industries Journal</SECONDARY_TITLE><PUBLISHER>Frank Cass &amp; Company Ltd.</PUBLISHER><VOLUME>12</VOLUME><NUMBER>3</NUMBER><PAGES>324-339</PAGES><DATE>1992/07//</DATE><TYPE_OF_WORK>Article</TYPE_OF_WORK><ISBN>02642069</ISBN><LABEL>6419295</LABEL><KEYWORDS><KEYWORD>MARKET surveys</KEYWORD><KEYWORD>FOOD industry &amp; trade</KEYWORD><KEYWORD>RESTAURANTS</KEYWORD><KEYWORD>CONSUMERS&apos; preferences</KEYWORD><KEYWORD>UNITED States</KEYWORD></KEYWORDS></MDL></Cite></EndNote>(Auty, 1992; Kivela, 1997; Kivela et al., 1999; Pettijohn et al., 1997) have studied the effect of determinant attributes of service quality on customer loyalty in hospitality settings. The findings have also indicated a positive and direct relationship between service quality and customer loyalty  ADDIN EN.CITE <EndNote><Cite><Author>Roberts</Author><Year>2003</Year><RecNum>10</RecNum><MDL><REFERENCE_TYPE>0</REFERENCE_TYPE><REFNUM>10</REFNUM><AUTHORS><AUTHOR>Keith Roberts</AUTHOR><AUTHOR>Sajeev Varki</AUTHOR><AUTHOR>Rod Brodie</AUTHOR></AUTHORS><YEAR>2003</YEAR><TITLE>Measuring the Quality of Relationships in Consumer Services: An Empirical Study</TITLE><SECONDARY_TITLE>European Journal of Marketing</SECONDARY_TITLE><VOLUME>37</VOLUME><NUMBER>1/2</NUMBER><PAGES>169-196</PAGES></MDL></Cite></EndNote>(Roberts et al., 2003), In examining business-to-business (B2B) services, Lee and Bellman (2008) and Cater and Cater (2010) noted that by product quality has a positive impact on customer loyalty. Yieh, Chiao and Chiu (2007) confirmed this positive relationship in the context of consumer markets. Some additional support for the effect of product quality on the behavioural component of loyalty can be found mainly in consumer-based studies (e,g. Espejel, Fandos and Flavian, 2007).
Many researchers agree that value significantly influences behavioural intentions (Chen and Tsai, 2007; Lee at al. 2007; Pura, 2005). Pura (2005) analysed the direct effect of customer perceived value on behavioural intentions and on the attitudinal and behavioral components of loyalty (e.g., commitment) in a service context. His study found that both components of loyalty were significantly influenced by customer perceived value. Ryu at al.�s (2007) study suggested that a restaurant�s image, (indicative of the quality of dining service for customers), perceived value, and customer satisfaction were significant predictors of behavioural intentions. Based on the above discussion and on the findings reported in the literature on service quality, perceived value, and customer loyalty, the following hypotheses are proposed:

Hypothesis 1: The determinant attributes of service quality have positive effects on perceived value.
Hypothesis 2: The determinant attributes of service quality have positive effects on customer loyalty.

Relational Benefits, Perceived Value, and Customer Loyalty
Perceived value refers to the consumer�s overall assessment of the utility of a product, based on perceptions of what is given and received. Customers are more likely to maintain a relationship when the gets (specific benefits) exceed the gives (monetary and non-monetary costs). When firms consistently deliver value from a customer perspective, the customer has an incentive to maintain the relationship. Beyond the specific inherent benefits of receiving service value, customers benefit from long-term associations with firms in other ways. Lovelock  ADDIN EN.CITE <EndNote><Cite ExcludeAuth="1"><Author>Lovelock</Author><Year>2001</Year><RecNum>61</RecNum><record><rec-number>61</rec-number><ref-type name="Book">6</ref-type><contributors><authors><author>Christopher H. Lovelock</author></authors></contributors><titles><title>Services Marketing</title></titles><dates><year>2001</year></dates><pub-location>Upper Saddle River, N.J.</pub-location><publisher>Prentice Hall</publisher><urls></urls></record></Cite></EndNote>(2001) suggested that perceived value could be enhanced by either adding benefits to the service or by reducing outlays associated with the purchase and use of the service. Liljander  ADDIN EN.CITE <EndNote><Cite ExcludeAuth="1"><Author>Liljancer</Author><Year>2000</Year><RecNum>248</RecNum><record><rec-number>248</rec-number><ref-type name="Book Section">5</ref-type><contributors><authors><author>Veronica Liljancer</author></authors><secondary-authors><author>Thorsten Hennig-Thurau</author><author>Ursula Hansen</author></secondary-authors></contributors><titles><title>The Importance of Internal Relationship Marketing for External Relationship Success</title><secondary-title>Relationship Marketing: Gaining Competitive Advantage Through Customer Satisfaction and Customer Retention</secondary-title></titles><pages>161-192</pages><dates><year>2000</year></dates><pub-location>Berlin</pub-location><publisher>Springer</publisher><urls></urls></record></Cite></EndNote>(2000) noted that perceived relationship benefits add to the perceived value of the product because the relationship is strengthened when customers perceive benefits beyond their satisfaction with the core product (Gwinner et al., 1998). The more benefits the customer receives, the greater the value that they receive.
Previous research has also found that relational benefits relate positively to customer loyalty (Gwinner et al., 1998; Hennig-Thurau et al., 2002; Reynolds and Beatty, 1999). This suggests that a positive relationship will be evident between relational benefits and customer loyalty in the context of this study. The assertion is based partly on the notion that greater relational benefits in the interaction will lead to customer loyalty. On this basis the following hypotheses are proposed:.
 
Hypothesis 3: Relational benefits have positive effects on perceived value.
Hypothesis 4: Relational benefit has positive effects on customer loyalty.

Perceived Value and Customer Loyalty
Perceived value is believed to influence customer loyalty  ADDIN EN.CITE <EndNote><Cite><Author>Cronin</Author><Year>1997</Year><RecNum>17</RecNum><record><rec-number>17</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Cronin, J. Joseph  </author><author>Brady, Michael K. </author><author>Brand, Richard R.  </author><author>Hightower, Roscoe  </author><author>Shemwell, Donald J.</author></authors></contributors><titles><title>A Cross-Sectional Test of the Effect and Conceptualization of Service Value.</title><secondary-title>Journal of Services Marketing</secondary-title></titles><periodical><full-title>Journal of Services Marketing</full-title></periodical><pages>375-391</pages><volume>11</volume><number>6</number><dates><year>1997</year></dates><urls></urls></record></Cite><Cite><Author>Chang</Author><Year>1994</Year><RecNum>78</RecNum><record><rec-number>78</rec-number><ref-type name='Journal Article'>17</ref-type><contributors><authors><author>Chang, T. Z.</author><author>Wildt, A. R.</author></authors></contributors><titles><title>Pice, Product Information, and Purchase Intention: An Empirical Study</title><secondary-title>Journal of the Academy of Marketing Science</secondary-title></titles><periodical><full-title>Journal of the Academy of Marketing Science</full-title></periodical><pages>16-27</pages><volume>22</volume><number>1</number><dates><year>1994</year></dates><urls></urls></record></Cite><Cite><Author>Jayanti</Author><Year>1996</Year><RecNum>55</RecNum><record><rec-number>55</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Jayanti, R.K.</author><author>Ghosh, A. K.</author></authors></contributors><titles><title>Service Value Determination: An Integrative Perspective</title><secondary-title>Journal of Hospitality and Leisure Marketing</secondary-title></titles><periodical><full-title>Journal of Hospitality and Leisure Marketing</full-title></periodical><pages>5-25</pages><volume>3</volume><number>4</number><dates><year>1996</year></dates><urls></urls></record></Cite><Cite><Author>Woodruff</Author><Year>1997</Year><RecNum>43</RecNum><record><rec-number>43</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Woodruff, R. B.</author></authors></contributors><titles><title>Customer Value: The Next Source for Competitive Advantage</title><secondary-title>Journal of the Academy of Marketing Science</secondary-title></titles><periodical><full-title>Journal of the Academy of Marketing Science</full-title></periodical><pages>139-153</pages><volume>25</volume><number>2</number><dates><year>1997</year></dates><urls></urls></record></Cite></EndNote>(Chang and Wildt, 1994; Cronin et al., 1997; Jayanti and Ghosh, 1996; Woodruff, 1997). Perceived value  has also  been found to influence purchase intensions  ADDIN EN.CITE <EndNote><Cite><Author>Cronin</Author><Year>1997</Year><RecNum>17</RecNum><record><rec-number>17</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Cronin, J. Joseph  </author><author>Brady, Michael K. </author><author>Brand, Richard R.  </author><author>Hightower, Roscoe  </author><author>Shemwell, Donald J.</author></authors></contributors><titles><title>A Cross-Sectional Test of the Effect and Conceptualization of Service Value.</title><secondary-title>Journal of Services Marketing</secondary-title></titles><periodical><full-title>Journal of Services Marketing</full-title></periodical><pages>375-391</pages><volume>11</volume><number>6</number><dates><year>1997</year></dates><urls></urls></record></Cite><Cite><Author>Sweeney</Author><Year>1997</Year><RecNum>29</RecNum><record><rec-number>29</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Jillian C. Sweeney</author><author>Geoffrey N. Soutar</author><author>Lester W. Johnson</author></authors></contributors><titles><title>Retail Service Quality and Perceived Value : A Comparison of Two Models</title><secondary-title>Journal of Retailing and Consumer Services</secondary-title></titles><periodical><full-title>Journal of Retailing and Consumer Services</full-title></periodical><pages>39-48</pages><volume>4</volume><number>1</number><dates><year>1997</year></dates><urls></urls></record></Cite><Cite><Author>Brady</Author><Year>1999</Year><RecNum>65</RecNum><record><rec-number>65</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Brady, Michael K. </author><author>Robertson, Christopher. J.</author></authors></contributors><titles><title>An Exploratory Study of Service Value in the USA and Ecuador.</title><secondary-title>International Journal of Service Industry Management</secondary-title></titles><periodical><full-title>International Journal of Service Industry Management</full-title></periodical><pages>469-486</pages><volume>10</volume><number>5</number><dates><year>1999</year></dates><urls></urls></record></Cite></EndNote>(Brady and Robertson, 1999; Chen and Chen, 2010; Cronin et al., 1997; Sweeney et al., 1997). Oh  ADDIN EN.CITE <EndNote><Cite ExcludeAuth="1"><Author>Oh</Author><Year>2000</Year><RecNum>57</RecNum><record><rec-number>57</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Haemoon Oh</author></authors></contributors><titles><title>Diners&apos; Perceptions of Quality Value, and Satisfaction.</title><secondary-title>Cornell Hotel &amp; Restaurant Administration Quarterly</secondary-title></titles><periodical><full-title>Cornell Hotel &amp; Restaurant Administration Quarterly</full-title></periodical><pages>58-66</pages><volume>41</volume><number>3</number><dates><year>2000</year></dates><urls></urls></record></Cite></EndNote>(2000a), in particular, indicated that the concept of customer value is crucial in the case of restaurants. Oh (2000b) and Chen and Tsai (2008) have illustrated the importance of customer value as a powerful predictor of customer loyalty. Kwun and Oh  ADDIN EN.CITE <EndNote><Cite ExcludeAuth="1"><Author>Kwun</Author><Year>2004</Year><RecNum>66</RecNum><record><rec-number>66</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Joon-Wuk Kwun</author><author>Haemoon Oh</author></authors></contributors><titles><title>Effects of Brand, Price, and Risk on Customers&apos; Value Perceptions and Behavioral Intentions in the Restaurant Industry</title><secondary-title>Journal of Hospitality and Leisure Marketing</secondary-title></titles><periodical><full-title>Journal of Hospitality and Leisure Marketing</full-title></periodical><pages>31-49</pages><volume>11</volume><number>1</number><dates><year>2004</year></dates><urls></urls></record></Cite></EndNote>(2004) found that perceived value has a positive impact on behavioural intentions in the restaurant industry. While Tam (2004) found perceived value has a positive effect on intended post-purchase behaviour in restaurants, Hutchinson, Lai and Wang (2009) found a significant influence of value on the intention to visit amongst golf travellers. Based on the foregoing discussion, the following hypothesis is proposed.

Hypothesis 5: Perceived value positively influences customer loyalty.

METHODOLOGY 

Survey Instrument
A self-administrated questionnaire was designed to test the proposed model (see Figure 1). The measurement of determinant attributes was identified from the literature review (e.g., Bojanic and Shea, 1997; Chow-Chua and Komaran, 2002; Soriano, 2002) and validated via in-depth interviews with the operators of coffee outlets in Melbourne, Australia. The relational benefits scale is adapted from Gwinner et al. (1998) and consists of 9 items representing confidence, social and special treatment benefits. The measures for functional and symbolic dimensions of perceived value were primarily adapted from Petrick (2002) and Sweeney and Soutar (2001), except in the case of an aesthetic element of symbolic value which has been adapted from Mathwick et al.  ADDIN EN.CITE <EndNote><Cite ExcludeAuth="1"><Author>Mathwick</Author><Year>2001</Year><RecNum>117</RecNum><record><rec-number>117</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Charla Mathwick</author><author>Naresh Malhotra</author><author>Edward Rigdon</author></authors></contributors><titles><title>Experiential Value: Conceptualization, Measurement and Application in the Catalog and Internet Shopping Environment</title><secondary-title>Journal of Retailing</secondary-title></titles><periodical><full-title>Journal of Retailing</full-title></periodical><pages>39-56</pages><volume>77</volume><number>1</number><dates><year>2001</year></dates><urls></urls></record></Cite><Cite ExcludeAuth="1"><Author>Mathwick</Author><Year>2002</Year><RecNum>118</RecNum><record><rec-number>118</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Charla Mathwick</author><author>Naresh Malhotra</author><author>Edward Rigdon</author></authors></contributors><titles><title>The Effect of Dynamic Retail Experiences on Experiential Perceptions of Value: An Internet and Catalog Comparison</title><secondary-title>Journal of Retailing</secondary-title></titles><periodical><full-title>Journal of Retailing</full-title></periodical><pages>51-60</pages><volume>78</volume><number>1</number><dates><year>2002</year></dates><urls></urls></record></Cite></EndNote>(2002). The customer loyalty scale consists of five items. Two of these items which measure word of mouth have been adapted from Lee et al.  ADDIN EN.CITE <EndNote><Cite ExcludeAuth="1"><Author>Lee</Author><Year>2005</Year><RecNum>191</RecNum><record><rec-number>191</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Yong-Ki Lee</author><author>Kyung-Hee Park</author><author>Dae-Hwan Park</author><author>Kyung-Ah Lee</author><author>Yong-Ju Kwon</author></authors></contributors><titles><title>The Relative Impact of Service Quality on Service Value, Customer Satisfaction, and Customer Loyalty in Korean Family Restaurant Context</title><secondary-title>International journal of Hospitality and Tourism Administration</secondary-title></titles><periodical><full-title>International journal of Hospitality and Tourism Administration</full-title></periodical><pages>27-51</pages><volume>6</volume><number>1</number><dates><year>2005</year></dates><urls></urls></record></Cite></EndNote>(2005), and three items which represent preference have been adapted from Butcher et al.  ADDIN EN.CITE <EndNote><Cite ExcludeAuth="1"><Author>Tam</Author><Year>2004</Year><RecNum>50</RecNum><record><rec-number>50</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Tam, Jackie L. M.</author></authors></contributors><titles><title>Customer Satisfaction, Service Quality and Perceived Value: An&#xD;Integrative Model.</title><secondary-title>Journal of Marketing Management</secondary-title></titles><periodical><full-title>Journal of Marketing Management</full-title></periodical><pages>897-917</pages><volume>20</volume><number>7/8</number><dates><year>2004</year></dates><urls></urls></record></Cite></EndNote>(2001) and relate explicitly to the hospitality industry. All measures employed five-point scales ranging from 1 (strongly disagree) to 5 (strongly agree), except in the case of determinant attributes of service quality where (1) being not important at all and (5) very important were the anchors. Relevant demographic information referred to gender, age, occupation, and education. The questionnaires were checked by a panel of experts to identify any misunderstandings or ambiguities of expression and to check for content validity.

Data Collection 
The coffee shop industry was selected for this study in part because it is intensively competitive (Kazi, 2005, April 29) and has a substantial turnover (ABS, 2000). The chosen field study method sought information directly from individuals in coffee shop settings. It was anticipated that their feelings and perceptions about the setting would be prominent with respect to the determinant attributes of service quality, relational benefits, perceived value, and loyalty  ADDIN EN.CITE <EndNote><Cite><Author>Danaher</Author><Year>1994</Year><RecNum>366</RecNum><record><rec-number>366</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Danaher, Peter J.</author><author>Mattsson, Jan</author></authors></contributors><titles><title>Customer Satisfaction During the Service Delivery Process.</title><secondary-title>European Journal of Marketing</secondary-title></titles><periodical><full-title>European Journal of Marketing</full-title></periodical><pages>5-16</pages><volume>28</volume><number>5</number><keywords><keyword>CONSUMER satisfaction</keyword><keyword>CUSTOMER services</keyword><keyword>HOTELS</keyword></keywords><dates><year>1994</year><pub-dates><date>1994///</date></pub-dates></dates><publisher>Emerald</publisher><isbn>03090566</isbn><label>9501164621</label><work-type>Article</work-type><urls><related-urls><url>http://search.epnet.com/login.aspx?direct=true&amp;AuthType=cookie,ip,url,uid&amp;db=buh&amp;an=9501164621</url></related-urls></urls></record></Cite><Cite><Author>Kivela</Author><Year>1999</Year><RecNum>80</RecNum><record><rec-number>80</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Kivela, Jaksa</author><author>Inbakaran, Robert</author><author>Reece, John</author></authors></contributors><titles><title>Consumer Research in the Restaurant Environment. Part 2: Research Design and Analytical Methods.</title><secondary-title>International Journal of Contemporary Hospitality Management</secondary-title></titles><periodical><full-title>International Journal of Contemporary Hospitality Management</full-title></periodical><pages>269-286</pages><volume>11</volume><number>6</number><keywords><keyword>CONSUMER satisfaction</keyword><keyword>DINNERS &amp; dining</keyword></keywords><dates><year>1999</year><pub-dates><date>1999///</date></pub-dates></dates><publisher>Emerald</publisher><isbn>09596119</isbn><label>4040503</label><work-type>Article</work-type><urls></urls></record></Cite></EndNote>(Danaher and Mattsson, 1994). Convenience samples are the most common form of sampling design in social science research and are popular in services marketing  ADDIN EN.CITE <EndNote><Cite><Author>Bettencourt</Author><Year>1997</Year><RecNum>30</RecNum><record><rec-number>30</rec-number><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Bettencourt, Lance A.</author></authors></contributors><titles><title>Customer Voluntary Performance: Customers as Partners in Service Delivery.</title><secondary-title>Journal of Retailing</secondary-title></titles><periodical><full-title>Journal of Retailing</full-title></periodical><pages>383-406</pages><volume>73</volume><number>3</number><keywords><keyword>CUSTOMER relations</keyword><keyword>CUSTOMER services</keyword></keywords><dates><year>1997</year><pub-dates><date>1997///Fall</date></pub-dates></dates><publisher>Elsevier Science Publishing Company, Inc.</publisher><isbn>00224359</isbn><label>9712071259</label><work-type>Article</work-type><urls><related-urls><url>http://search.epnet.com/login.aspx?direct=true&amp;AuthType=cookie,ip,url,uid&amp;db=buh&amp;an=9712071259</url></related-urls></urls></record></Cite><Cite><Author>Mittal</Author><Year>1996</Year><RecNum>2</RecNum><record><rec-number>642</rec-number><ref-type name='Book'>6</ref-type><contributors><authors><author>Robert Widing</author><author>Jagdish N. Sheth</author><author>Sue Pulendran</author><author>Banwari Mittal</author><author>Bruce I. Newman</author></authors></contributors><titles><title>Customer Behaviour: Consumer Behaviour and Beyond</title></titles><edition>Pacific Rim</edition><dates><year>2003</year></dates><pub-location>Melbourne</pub-location><publisher>Thomson Learning</publisher><urls></urls></record></Cite></EndNote>(Bettencourt, 1997; Widing et al., 2003).The present study involved the administration of questionnaires to a convenient selection of customers within coffee shops in Melbourne and was conducted onsite. Willing participants would be provided with a survey to complete, which was collected before they left the outlet. A total of 949 valid responses were used for the purposes of data analysis.

RESULTS  

Respondent Profile
The demographic profile of the sample indicates that respondent genders were distributed fairly evenly, with 51.4% female and 47.0% male. The dominant age group of the respondents was 25 to 44 years (46.1%), followed by 16-24 years (35.3%), 45 to 62 years (13.2%), and 63 years and older (4.0%) respectively. Students accounted for nearly 40% of the respondents. Occupational groupings at white collar level were director/manager and professional/technical personnel representing 25.8% of the respondents. The blue collar level was represented by clerical/administration, service/sales accounts and manual/craft workers which accounted for 17.2% of the respondents. Housewives, unemployed, and retired people represented only a small fraction of the respondents. In terms of level of education, almost 60.2% of the respondents had a university degree or above, followed by vocational/college (18.4%), and secondary education (15.3%), whereas primary education (1.4%) made up the smallest group. 

The Measurement Model
Following the two-step approach that is recommended by Anderson and Gerbing (1988), the adequacy of each multi-item scale in capturing its construct was assessed using the measurement model of all constructs. Checking was undertaken for internal consistency reliability, convergent validity and discriminant validity, before testing the hypotheses via the causal model. The confirmatory factor analysis (CFA; with all constructs included simultaneously) reveals that the chi-square for the overall model is 623.32 (df = 59. p < 0.05). Other fit indices, including the comparative fit index (CFI = .91), root mean square error of approximation (RMSEA = .08), goodness of fit index (GFI = .92), and non normed fit index (NNFI = .90), are satisfactory because they are equal to or better than the recommended values. The proposed model provides a reasonable explanation of the observed covariance among the constructs. The validity, reliability, and discriminant validities of the measures were also assessed. As shown in Table 1, composite reliability for internal consistency was evident, since values for all constructs were above the suggested threshold of 0.60 (Nunnally and Bernstein 1994), with a minimum of 0.61. The CFA results lend strong support to the convergent validity of all measures. The estimated loadings of the indicators for the underlying constructs are statistically significant at the .05 level (Gefen et al., 2000).

Insert Table 1 here

The AVEs of all constructs, which represent the variance captured by the construct measures relative to measurement error and the correlations among the latent variables, are higher than 0.5, which is the cutoff recommended by Fornell and Larcker (1981). The internal validity of the measurement model appears adequate. Furthermore, Fornell and Larcker�s (1981) test for discriminant validity was conducted by comparing the AVE estimate for each construct with the squared correlation between any two constructs. The AVEs are higher than the squared correlations, thereby confirming the discriminant validity of the constructs (see Tables 2). The measurement model appears to meet all psychometric property requirements.

Insert Table 2 here

Structural Model Results and Test of Hypotheses
The proposed model was tested with structural equation modelling using LISREL VIII. Because constrained path coefficients and a sequential structure of the variables were added, estimating the model produced the following statistics: �2(59) = 623.32, p = .00, RMSEA = .08, CFI = .91, NNFI = .90, GFI = .92. The fit shown in Table 3 indicates that the conceptual model is parsimonious and fits well, therefore provides a good basis for testing the paths.
The results outlined in Table 3 indicate that a direct effect of both determinant attributes of service quality and relational benefits on perceived value was statistically significant with the latter having a stronger positive effect on perceived value (g�21 = .78, t = 14.78, p < .01) than the former (�11 = .17, t = 3.35, p < .01). It may be concluded that both determinant attributes of service quality and relational benefit can be used to explain and predict perceived value. Hypotheses 1 and 3 are supported.
Second, although a positive relationship between determinant attributes of service quality and customer loyalty was expected, the path between them was not significant (g�12 = .03, t = 0.74). It was found that determinant attributes of service quality had no direct effect on customer loyalty; thus, H2 was not supported. However, when comparing the results of the mediation analysis, LISREL produced indirect effects that were assessed for constructs whose effects were mediated to other constructs. Significant indirect effects of determinant attributes of service quality have been found on customer loyalty via perceived value (effect = .09, t = 2.32). Thus, perceived value is a mediator in the relationship between determinant attributes of service quality on customer loyalty. Third, a positive relation between relational benefit and customer loyalty was significant (g�22 = .39, t = 2.94, p < .01). Relational benefit has direct effects on customer loyalty; thus, H4 was supported. In addition, the results show that relational benefit has an indirect effect on customer loyalty via perceived value (effect = .42, t = 3.71).
Finally, as hypothesized, the relationship between perceived value and customer loyalty was statistically significant (b�21 = .53, t = 3.63, p < .01); thus H5 was supported. This finding suggests that customers who perceive higher value during service delivery will be loyal coffee shop customers. In summary, the total effect of the determinant attributes of service quality and relational benefit on perceived value was significant. As has been shown, determinant attributes of service quality held by the customer do not directly increase loyalty. It they are to demonstrate loyalty, customers should also experience positive relational benefits and hold strong perceived value.

Insert Table 3 here

CONCLUSIONS AND IMPLICATIONS  
This paper has taken an initial step in the development of an interactive model of the interrelationships among constructs that incorporates the four key elements: determinant attributes of service quality, relational benefits, perceived value, and customer loyalty. The study has identified elements which show an effect on perceived value within a customer loyalty model. The findings should benefit both practitioners and academics by adding to knowledge and helping to understand, explain, and possibly predict relationships between these constructs. The contribution to the existing literature will be to provide insights into applicable marketing strategies and different perspectives and notions to guide the formation of customer loyalty within the hospitality industry. 
This study has identified a major omission in previous customer loyalty models with respect to transaction and relationship marketing approaches. Based on the quality-value-loyalty model, the study has confirmed the findings of Cronin et al. (2000); Tam (2004), and Park (2004) that determinant attributes of service quality significantly influence perceived value. However, service quality has an indirect effect on customer loyalty through perceived value. The results show that customer loyalty is highly dependent on perceived value and less on service quality. They suggest that despite its importance, the backbone of providing service quality to customers is insufficient when applied alone. Coffee shop marketers should devote greater effort to applying a values-oriented view of service quality in order to win customer loyalty. From a practical perspective, the more value that customers perceive from service quality, the more opportunities there will be to influence customer loyalty. 
Secondly, this study has identified the strong influence of relational benefits on perceived value. It has confirmed the past notion that the value of service and relationship related elements must be included when perceptions of value are discussed (Gr�nroos, 1996). The results are broadly consistent with previous studies in which relational benefits are a predictor of customer loyalty (Gwinner et al., 1998; Hennig-Thurau et al., 2002) and have an indirect effect on customer loyalty via perceived value. According to the results, relational benefits should be viewed as a compelling strategy for enhancing customer perceptions of value. The findings indicate that relational benefits such as personal recognition, confidence in the level of performance, and customised treatment tie relationships with customers and are reflected in their value perceptions, which collectively act as a barrier to switching. On the other hand, this study extends the Hennig-Thurau et al.,�s (2002) model by demonstrating the role of perceived value (as a mediator?) between relational benefits and customer loyalty. Therefore, in order to retain customers, management should develop strategies such as relational benefits to enhance customers� value perception.  
Finally, the findings of the present study have addressed the issue of which marketing strategies can produce better perceptions of value amongst customers which will prompt them to stay loyal to their current coffee shop. This study has also reinforced the mediating role of perceived value between service quality and relational benefits, as well as customer loyalty. Thus, the results reveal that perceived value is a significant determinant of customer loyalty. Customers who show loyalty to their coffee shop do so because of perceptions of value through an evaluation and judgement of service quality and particularly of relational benefits. As relational benefits are one of the influential factors in determining customer value assessments of coffee shops, operators should therefore devote more effort to training their employees in building relational benefits with customers while offering a certain level of service quality. The study can provide a basis for the development of a value-based model in creating customer loyalty. 
The research model that has been proposed in this study should assist firms to build and sustain a competitive edge. To survive and be successful, firms should enhance value for their customers. Without providing value, they cannot attract new customers, nor can they satisfy existing customers and build loyalty. The study findings suggest that developing positive indicators of customer loyalty relies not only on increasing service quality, but also establishing favourable relational benefits and perceived value. Hence, the relationship between service attributes, relational benefits and perceived value is something that operators are keen to strengthen in the pursuit of customer loyalty.

LIMITATIONS AND FUTURE RESEARCH  
Several limitations of the present study should be acknowledged. Firstly, since data from this study were collected from coffee shop customers in Melbourne, the proposed hypotheses were only tested in the context of the coffee shop industry. The results cannot be generalised to other sectors of the service industries. Other sectors should be targeted to validate the results and generate a more solid relationship among the constructs that have been examined in the present study. The use of a convenience sampling approach may have decreased external validity. Thus, future research should consider developing a systematic design leading to better representation of the population. Given the diversity of the service industries, it would be helpful to replicate similar studies in other service settings. 
Secondly, the present research has focused on the relationship between two marketing strategies (service quality and relational benefits) with perceived value and customer loyalty. Further research should be directed towards investigation of the comprehensive linear relationship between perceived value with other relationship marketing variables such as customer satisfaction, trust, and commitment in order to fully understand the role of perceived value as a competitive advantage. 
Thirdly, it would be interesting to investigate what value customers perceive most from the specific dimensions of service quality and relational benefits. Lastly, few value studies focusing on the hospitality industry have considered the role of perceived value as a predictor of customer preferences. Hence, future research should conduct a comparative analysis of whether perceived value can be considered as a determinant in influencing customer preferences of chain and independent coffee shops. 

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Figure 1 Perceived Value and the Generation of Customer Loyalty � A Conceptual Model






















Table 1
Confirmatory Factor Analysis Results and Relevant Composite Reliability

Constructs and itemsLoadingT-valueComposite 
reliabilityDeterminant attributes of service quality.67Coffee quality0.6519.94 Service0.6118.59 Food & beverage0.5215.25 General amenities0.5716.80 Atmosphere0.6318.82 Extra benefits0.6218.77Relational benefits.61Social benefits0.6018.69Special Treatment0.5717.72Confidence benefits0.6219.01Perceived value.63Symbolic value0.7524.26Functional value0.6019.73Customer loyalty 		.74Word-of-mouth 0.7023.97P:;OPQRSTUabcdn�����������Ͻ����wjZOKGOKCOKO9h��PJnHtHhsUh��h	9�h	9�PJnHo(tHh=mhuw�5�PJnHo(tHh=m5�PJnHo(tHh=mh=m5�PJnHo(tHhuw�PJnHo(tHh\#PJnHo(tHhz1�PJnHo(tH)h�G|h5s�5�CJPJ\�aJnHo(tH#h5s�5�CJPJ\�aJnHo(tH#hW�h5s�CJPJaJnHo(tHh5s�CJPJaJnHtH hW�h5s�CJPJaJnHtH;PRTUbc�h)-,�/��������sse
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Table 2
Correlation Coefficients and the Square Root of AVE for All Constructs

VariableMeanS.D.DARBPVCLAVEB�Determinant attributes of service quality (DA)3.72.591.51Relational benefits (RB)3.29.91.29A�1.59Perceived value (PV)3.62.74.34A�.48A�1.67Customer loyalty (CL)3.51.93.28A�.51A�.59A�1.76a. All correlation coefficients were significant at the .01 level.
b. All AVE exceed .50, showing construct validity.



























Table 3
Structural Model Results
CoefficientS.ET-valueDeterminant attributes of service quality �! perceived valueg�11.17**.053.35Relational benefits �! perceived valueg�21.78**.0514.78Perceived value �! customer loyaltyb�21.53**.153.62Determ,�.�0�2�4�6�8�:�<�YPKKKKKKgd�6o	dG$gd�J�kd�$$If���=�\���
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of Service Quality


Perceived
Value


Customer Loyalty

of Service Quality


Relational Benefits
of Service Quality




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