Customer store loyalty in the context of customer ... - journal-archieves36

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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

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Customer store loyalty in the context of customer perceived value in Saudi Arabia Abdul Rahim, Abu Bakar Assistant Professor, Marketing Department, College of Business Administration Prince Sultan University, P.O. Box 66833 Riyadh 11586 ABSTRACT Customer perceived value is argued to be an essential prerequisite for the success, longterm survival and competitive advantage of firms. However, while there have been many studies done on the subject matter in the developed economies, not much is known within the Middle East region. This paper therefore investigates the customer perceived value in the retailing industry and their effect on customer satisfaction and customer loyalty.

As retailing or

specifically hypermarket type of groceries retailing is relatively new in Saudi Arabia compared to the Western economies, identifying the consumer buying habits, the customer perceived values and its consequences are an important contribution to marketers in drafting their future strategies. With the following intentions, 800 questionnaires were distributed to grocery shoppers in different shopping outlets in Saudi Arabia of which 400usable questionnaires were completed. The findings indicated “lavish” buying habits of the Saudi Arabian customers and the influence of customer perceived value towards customer satisfaction and finally customer loyalty. Keywords: Customer Perceived Value, Customer Satisfaction, Customer Loyalty, Saudi Arabia 1.0 INTRODUCTION The identification and creation of customer value is regarded as an essential prerequisite for the success, long-term survival and competitive advantage of firms (Payne and Frow, 2004). Most strategists will agree that creating customer value is fundamental for firms to increase its customer orientation. However, within this research area, several issues still remain unaddressed and it is still not clear how customer perceived value interacts with related marketing variables (Styven, 2007). It is argued that the value concept is closely linked to the exchange theory of marketing. Despite its pivotal role, however, within the exchange concept of marketing ‘only a few articles have studied customer value as a focal construct’ (Sinha and Desarbo, 1998). As

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such, there have been calls to study customer value and consumer behavior to better understand customer decisions and behavior (Rangaswamy and Van Bruggen, 2005). It has been reported in the existing literature that a great deal of research is necessary to fill the lacuna between customer value and consumer behavior (Graf and Maas, 2008). The importance of this issue represents a big challenge for firms. Despite its importance, however, there has been relatively little empirical research to develop a comprehensively understanding of the concept (Huber, and Herrmann, 2000). Even fewer researches have focused on specifying its domain or on developing a practical and operational customer value scale. With reference to the retailing industry, the retail businesses are operating in an increasingly challenging environment. Firms must contend with customers that they have more choices than in the past and are therefore more demanding. Hence, the behavior of retail shoppers has become a subject of study across the world. On that note, organized retailing is a recent phenomenon in the Saudi Arabia context as the country progressed from traditional retailing towards a conventional modern approach. The rising income level and growing demand towards material gains have resulted to the influx of major retailers coming to ‘‘emerging’’ and ‘‘developing’’ economies in Asia, Latin America, Eastern Europe, Africa, and the Middle East. Therefore, this is an unchartered and unexplored research area where few empirical studies have examined and contributed to this industry. The behavior of shoppers differs according to the place where they are shopping and their involvement level with the act of shopping (Berman and Evans, 2005). Thus, there is a growing need to evaluate the shopping behavior in the Saudi Arabia retailing context. Currently, the literature shows that there is a gap as to how consumers perceive the value associated with their retail choices and experiences (Prasad, and Aryasri, 2011). In addition, the findings of consumer value studies have also not been validated in a cross-cultural setting (Yang and Jolly, 2009). Given the importance and efforts to identify the important determinants of consumer value in service delivery suitable for all service companies, it is argued that the global application of the conceptualization of concept developed in the West without consideration of the influence of culture reflects “a degree of naiveté”. Initially, adopting a “customer-valuedelivery-orientation” requires firms to learn extensively about their markets and target customers.


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Therefore, the purpose of this paper is threefold. Initially, this paper aims to explore the consumer buying patterns of grocery shopping in Saudi Arabia. Coherently, the paper highlights the customer perceived value (CPV) of the retailers within the grocery section/industry. Following the determinants of consumer perceived value; the paper discussed the relationship of the construct with customers’ satisfaction and consequently customer loyalty. Hitherto, the paper will be organized as follows. The first section provides a background of the study in addition to the proposed hypothesis. The following section discusses the methodology and the findings of the study. Finally, the last section elaborates the results and the research implications.

2.0 LITERATURE REVIEW 2.1 Retailing in Saudi Arabia In the past, the Middle East retailing sector has been largely neglected by the Western retail marketing and consumer behavior scholars. This could be because retailing is a highservice industry, which is often characterized by small stores, and for other reasons, such as the lack of incentives and ignorance about other cultures and consumer behavior. Scholars have been generally reluctant to do cross national boundaries studies in this area (Raven and Welsh, 2003). However, as the sector grows in importance and the home markets become more saturated, it is imperative for retailers to expand into new markets and it is imperative for more studies to be done in this area. The retail culture has evolved from traditional outlets to large shopping malls, hypermarkets, supermarkets, and organized chains. Changing consumer demographics in countries like Saudi Arabia with the presence of large expatriate population, improving purchasing power, and abundance of petro dollar have attracted premium and luxury brands to the region. The current value growth for 2010 is SR88.4 billion. Within grocery retailers, hypermarkets and chained forecourt retailers are expected to have strong growth as retailers expand into new areas of the country, with an outlet volume CAGR of 10% and 15% respectively. (Datamonitor, 2010). According to the findings of the 2009 Global Retail Development Index (GRDI), Saudi Arabia climbed to fifth place in 2009, up from 10th place in 2007 in terms of retail investment attractiveness. The power of the customer value concept in identifying value for customers and managing customer behaviour has been recognized for a long time (Setijono and Dahlgaard,


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2007). With the recognition of the importance of customer value comes the recognition that retailers must deliver value that creates good shopping experiences that will increase the shopping intention of consumers. Researchers have suggested that if retail stores could determine the prominent attributes that attract customers, then stores could develop campaigns designed to appeal to the specific values that cause customers to evaluate those particular attributes. According to Becker and Cormor (1982) “knowing something about customer values can assist in developing the entire ambience or image of the store”. Therefore, the following section discusses the concept of customer perceived value.

2.2 Customer Perceived Value (CPV) An early and widely cited definition of the customer perceived value (CPV) concept is the one by Zeithaml (1988) where he defined it as “perceived value is the consumer’s overall assessment of the utility of a product based on perceptions of what is received and what is given”. In simple terms, CPV is the trade-off between perceived benefitsand perceived sacrifice(i.e. “get” and “give” components) (e.g. Dev and Schultz, 2005; Monroe, 2003). Another popular definition of CPV is by Holbrook (1999) where he defined it as the consumer’s relative preference for an object or experience and as the “personal perception of advantage arising out of a customer’s association with an organization’s offering”. Uniting these two definitions, Woodruff (1997) stated that CPV is when “consumers think about products as bundles of specific attributes and attribute performances”. As consumers usually search for benefits and perceive differences between products by looking at product attributes, value should be analyzed such that the firm gets an understanding of which, and how, features that together produce benefits “to justify the price that reflects the value” (Smith and Nagle, 2002). Such notions seems supported by Ravald and Grönroos’s (1996) definition of perceived benefits as “some combination of physical attributes, service attributes and technical support available in relation to the particular use of the product, as well as the purchase price and other indicators of perceived quality”. Based on these arguments, Woodruff (1997) elaborated CPV as “a customer’s perceived preference for and evaluation of those products attributes, attribute performances, and consequences arising from use that facilitates (or blocks) achieving the customer’s goals and purposes in use situations.” Woodruff (1997) argues that his definition broadens the customer


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value concept and emphasized that value stems from consumers’ learned perceptions, preferences, and evaluations. Hence, it seems that value may be comparable to quality. Similar to service quality, retail stores that meet or exceed expectations are likely to enhance the value consumers derive, whereas poor retail outlets will undermine value perceptions. Essentially, firms can only offer value propositions (i.e. propose what they think the value is), while the customer determines what the value is to him or her. Naturally, this has important implications for issues such as pricing, as customers “buy on the basis of perceived value, not what it costs the seller to produce and have the product available for sale” (Monroe, 2003).

2.3 Relationship of Customer Perceived Value, Satisfaction and Loyalty Value is seen to be more individualistic and personal than quality. Bolton and Drew (1991) concluded that “consumer value seems to be a ‘richer’, more comprehensive measure of customers’ overall evaluation of a service than service quality”. However, value is quite neglected in the discussion of customers’ evaluation of services (Caruana, Money, and Berthon, 2000). Despite the increased attention being given to customer perceived value and its relationships with service quality, there has not yet been empirical work done to address the effect of determinant attributes of service quality on perceived value (Trasorras, Weinstein, and Abratt, 2009). As a result, it’s possible role as a mediating variable between quality and satisfaction appears to have received even less attention (Caruana, Money, and Berthon, 2000). It is argued that companies realize commercial success through the satisfaction of customer by making them perceive the value they expect (Zeithaml, Parasuraman and Berry, 1990). However, if customer satisfaction management is not backed up with in-depth learning about customer value and related problems that underlie their evaluations, it may not provide enough of the customer’s voice to guide managers in how to respond (Woodruff, 1997). Sometimes satisfaction data do not correlate highly with organizational performance, as indicated by customers who say they are satisfied but buy elsewhere. This can occur when customer satisfaction management does not keep up with changes in what customers need or want. However, only recently has the importance of customer retail store loyalty emerged as an important area of marketing research (Hartman and Spiro, 2005; Berry, 2000). Berry (2000), in


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particular, stresses the importance of studying retail loyalty, primarily due to the fact that customers are finding it increasingly difficult to distinguish between the retail store and the retailer’s brands that are offered. Therefore, given the importance of retail store loyalty, it is surprising that little research has been dedicated to this concept (Wallace, Giese and Johnson, 2004). Taking the position that dis /satisfaction is largely based on a value analysis during purchase and consumption, we believe evaluating the CPV of retailers as a practitioner-oriented literature related to the customer value construct is necessary. Looking at further outcome measures, several studies have focused on the supposedly positive relationship between value and satisfaction, particularly in a service context (cf. Cronin Jr., et al., 2000). McDougall and Levesque (2000), as well as Hsu et al. (2006), found a significant relationship between customer value and satisfaction for different services, though the strength of relationship differed among the services in the case of McDougall and Levesque, 2000. In both of these studies, loyalty was treated as an outcome of satisfaction (Hsu, et al., 2006; McDougall and Levesque, 2000), but customer value also has been pointed out as a key determinant or driver of loyalty (Yang and Peterson, 2004). For the customer value models tested by Lin et al. (2005) and Tam (2004), customer value was correlated positively with satisfaction as well as behavioral intentions in terms of repatronage and positive word-of-mouth (WOM). In both cases, customer value had a stronger correlation with these constructs than did satisfaction. Moreover, in Tam’s (2004) study, customer value had a much stronger impact on repatronage/WOM (r =.63) than on satisfaction (r =.21). Value also can exert an indirect effect on behavioral intentions via satisfaction, as suggested by Cronin et al. (2000) and Tam (2004). Therefore, following the elaborate discussion, the first hypothesis of the study is as follows: Hypothesis 1: The customer’s assessment of customer perceived value of the retail services influence their satisfaction An increased in satisfaction should decrease the incidence of complaints. Increased satisfaction should also increase customer loyalty, which is a customer’s psychological predisposition to repurchase from a particular product or service provider. Loyalty is the ultimate dependent variable in the model because of its value as a proxy for actual customer retention and subsequent profitability.Customer loyalty has been viewed as an essential ingredient for longterm business success (Srinivasan, Anderson, and Ponnavolu, 2002). Customers who are loyal to particular products or brands may be willing to pay price premiums, engage in positive word of


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mouth, and are more resistant to competitor communications (Srinivasan, Anderson, and Ponnavolu, 2002). Such benefits encourage the establishment of customer loyalty as a paramount goal for any firm. In defining customer loyalty, researchers have focused either on a behavioral approach or one that combines an attitudinal component along with consumer behavior. Oliver (1997) defines attitudinal customer loyalty as, “A deeply held commitment to rebuy or repatronize a preferred product/service consistently in the future, thereby causing repetitive same-brand or same brandset purchasing, despite situational influences and marketing efforts having the potential to cause switching behavior.” Thus, the behavioral outcomes of attitudinal customer loyalty, such as repurchasing the same brand consistently over time is driven by a consumer’s relative attitudinal preference for one product/service over another. These loyalty behaviors, as mentioned previously, include positive word of mouth, less sensitivity to price increases, purchasing in greater volume and assortment, as well as ignoring or distorting competing firms’ offers (Srinivasan, Anderson, and Ponnavolu, 2002). Thus, it is crucial to further investigate the concept of attitudinal customer loyalty in an effort to better understand its dynamics as well as to gain insights into creating and sustaining such customer loyalty. Researchers, who argue that in order for strong customer loyalty to exist, postulate that an attitudinal component on the part of the consumer must exist in conjunction with his/her purchasing behavior (Chaudhuri and Holbrook, 2001). In this case, it is the consumer’s attitudinal disposition that results in a more favorable assessment of one product or brand over others (i.e. retail outlets). Thus, it is the favorable attitude of a consumer towards a particular brand that drives his/her purchasing behavior. If a consumer’s relative attitude toward a product is strong enough, then his/her purchasing behavior will tend to be much more consistent and predictive in favor of the preferred product or brand. Furthermore, firms can anticipate the additional aforementioned benefits associated with attitudinal customer loyalty on the part of these consumers.At the heart of customer retail loyalty is the relationships that can be established between consumers and retail establishments. Similar to the importance of the creation of strong relationships between consumers and brands in order for the formation of customer brand loyalty to take place (Ball and Tasaki, 2001), researchers suggest that such relationships must exist between consumers and retail establishments in order for customer retail loyalty to emerge (Reynolds and Arnold, 2000). Such relationships can affect


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the attitude of consumers, resulting in a stronger relative preference to shop at one retail store over another. Based on the following discussions, this study will define customer retail loyalty “A deeply held commitment to repatronize a preferred retail establishment consistently in the future, thereby causing repeat purchasing at that retail establishment, despite situational influences and marketing efforts having the potential to cause switching behavior to alternative retail establishments” Oliver’s (1999). Consequently, the final hypothesis is: Hypothesis 2: There is a relationship between customer satisfaction and customer loyalty

3.0 DATA AND RESEARCH METHODOLOGY 3.1 Research instruments Frondizi (1971) argued that all products/services have “quality (attributes) but if a quality is not valued, then it remains a quality. If it is valued, then it becomes a value, and helps determine the strength and direction of the relationship that exists between a particular product/service and a specific customer. Hitherto, a number of studies have used the service quality measurements to define and measure the CPV in the service delivery (Chin, 2010; Nam, 2008). Consequently, scholars continue to adapt and validate the “retailing specific” service quality in various geographical contexts (see Finn and Kayande, 2004). Admitting the importance of retailing in a new emerging economy like Saudi Arabia, this study decided to focus on the dimensions of CPV in a retail environment. Therefore, to measure the quality dimensions and ultimately CPV, a survey instrument known as “Retail Service Quality” (RSQ) proposed and developed by Dabholkar et al. (1996) was adopted.Meanwhile, customer satisfaction measurements is adopted from Eroglu, Machleit, and Barr, (2005) where the author’s definition and measurement of satisfaction is based on cumulative satisfaction (i.e. satisfaction that accumulates across a series of transaction or service encounters) is a more fundamental indicator of the firms’ past, current and future performance (Rust and Oliver, 1994). Finally, customer loyalty measurement is taken from Eggert and Ulaga (2002). All the constructs were subjected to the usual testing of factor analysis, reliability and correlation analysis and fulfill the acceptable statistical scores. For the purpose of making this paper concise, the full scores is not reported here and will be available upon request.


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3.2 Data Collection Due to the unavailability of an established sampling frame and accessibility (there is no “complete” residential address in Saudi Arabia), the customer survey participants based on convenience sampling was selected. 800 questionnaires were distributed to major shopping malls that house Saudi Arabian grocery stores in three major cities which are Riyadh, Dammam and Jeddah. The data collection process consists of enumerators asking questions to respondents face-to-face through a mall intercept method. Based on the laborious data collection effort, we received a feedback of 430 returned questionnaires. The returned questionnaires were later carefully examined for completeness. Twenty five (25) of those questionnaires were discarded because large sections of the questionnaires were incomplete. Five questionnaires were further discarded as the “reliability” of the responses was doubted. The total number of usable responses resulting from this process was finally 400 representing an effective response rate of 50 per cent based on the initial distribution of 800 questionnaires. The response rate is quite good considering that the local culture do not normally response favorably to individuals asking questionnaires about their “personal behavior”.

3.3 Findings Based on the respondents’ description, majority of the sample comprises of male gender (93.4 percent of the sample). This is considered normal as Saudi Arabia is a male dominated society and due to cultural restrictions, it is almost near impossible to interview the female gender “on the street”. In terms of marital status, the sample is dominated by married couples where it comprises of 93.1 per cent (380 respondents). The skewed turnout is sensible as most of the patrons at the shopping malls in Saudi Arabia are married couples. There are two explanations to this scenario. Initially, grocery shopping is deemed as a family affair where the shopping trip is liken to a family outing as groceries retailers are normally house in big shopping malls. It is typical that shopping malls includes all sorts of facilities and services such as children amusement, restaurants or food centers and other shopping outlets. Therefore it is reasonable that the grocery shopping is accompanied with various other activities. In Saudi Arabia, the remuneration for an intermediate government positions like teacher offers relatively decent salary. Consequently, this is illustrated in the respondents reported monthly income where the majority of the group is in the income bracket around SAR5, 000-SAR15, 000(US$1, 333 –


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US$4, 000) per month. The “minimum” wage for locals currently stands at SAR5, 000 per month for unskilled jobs (e.g. supermarket cashier, fast food frontline). As there is no income tax in Saudi Arabia, the amount shown is a “net salary”. The descriptive statistics of the respondents is illustrated in Table 1. In terms of consumer buying characteristics, the respondents can be categorized as heavy patrons or “grocers” where 24.3 per cent shop on a daily basis, 34.6 per cent shop between 3 to 5 times a week and 32.8 per cent shop on a weekly basis. Again, this illustrates the “typical” impression of Arabs that they loved to shop although understandably, this could be due to family requirements as they have a large number of dependents. 35 per cent of the sample have a household consisting of 8 family members and 22 per cent has 12 family members. This is normal as Arabs are known to have extended family members. Their frequent visits to do grocery shopping could also be encouraged by the fact that their choice of grocers or grocery retailers are mainly within the close radius of their residence. Correspondingly, 23.5 per cent estimates that their “favorite” grocery retailer is between 4 to 7 kilometers and 44.4 per cent stated it is between 7 to 10 kilometers. The information revealed that the choice of grocery retailers may be influence by the location or distance from their residence. Subsequently, the relatively “light” grocery shoppers that shop every 8 to 10 days could be explained by their remote distance from their normal grocery retailer. Figure 1draws the “correlation” between the respondents’ frequency of grocery shopping, the distance of their residence to their typical grocery retailer and the time it took to reach there on an average basis. In testing the hypothesis, the CPV construct was regressed against customer satisfaction. The result demonstrates that there is a significant relationship between CPV and customer satisfaction. Specifically, foursub-factors which are physical, reliability, confidence and helpfulshowed a significant relationship with customer satisfaction where else there was not enough evidence to link problem solving and policy with customer satisfaction. Finally, customer satisfaction was regressed against customer loyalty. The results showed that it was significant at 0.00 with beta (β) value at 0.767. The detail results of the multiple regression is shown in Table 2.


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4.0 DISCUSSIONS AND CONCLUSIONS

It is argued that when the service providers meet the needs of the customer, it is likely that the customers will be satisfied with the service and likewise. Customer value is seen as an antecedent of customer satisfaction. Numerous empirical studies support this assumption (e.g. Eggert and Ulaga, 2002; Yang and Peterson, 2004). Similarly, Morgan and Hunt (1994) conclude that buyers are more committed to suppliers (e.g. retailers) if their values are congruent rather than incongruent. Correspondingly to the service quality and customer satisfaction relationship, quality is regarded as antecedent of customer satisfaction (see Cronin, Brady and Hult, 2000). This relationship has also been found and reconfirmed empirically in the context of CPV. Therefore, it is imperative that grocery retailers understand what aspects of their determinant attributes of value (quality) that customers consider important when evaluating the grocery shopping or retailers. In this study, the three factors of CPV are physical aspects which includes functional elements like layout, comfort and privacy and also aesthetic elements such as the architecture, color, materials and style of the store. Reliability is – a combination of keeping promises and performing services right. Confidence is a subset of the original factor of personal interaction where it consists of inspiring confidence and trust in customers while the other subfactor that has a lower significance level is helpful - the service personnel being courteous and helpful. Retailers must be customer focus or driven to gain intrinsic knowledge of the customers’ needs and expectations and actively manage them rather than providing the finest products and services and hope for the best (Hoots, 2005). Our study shows how firms can employ such results to develop appropriate customer satisfaction policies. This could also be a good indicator for the retail industry in determining their service quality standards. As the findings of the study have shown, customer satisfaction is often seen as crucial link in establishing long term relationships and few businesses can survive without establishing solid relationships with their customers (Morgan and Hunt, 1994). Furthermore, the satisfied customers will probably talk to others about their good experiences. This fact, especially in the Middle Eastern cultures, where the social life has been shaped in a way that social communication with other people enhances the society, is even more important (Jamal and


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Naser, 2002). Grocery retailers therefore need to continually improve their customer satisfaction as it represents a central strategic focus for customer-oriented firms. Customers are likely to recommend a department store when they are satisfied with that store and when they have a favorable relative attitude towards that store. Evans and Berman (1997) elaborated that “Companies with satisfied customers have a good opportunity to convert them into loyal customers – who purchases from those firms over an extended period”. Therefore, it is widely acknowledge that satisfaction has a direct impact on behavioral loyalty, which comes in terms of repeat patronage, recommendations to others, and positive word-ofmouth (Bodet, 2008; Voss, Godfrey, and Seiders, 2010). Satisfied customers are likely to form or reinforce positive attitudes which would lead to customer loyalty in the sense of more frequent purchases, purchases in greater volume, and purchases of other goods and services offered by the firm. The findings of the study showed that as the customers has been shopping at the same store for an average of two to four years, we can argue that they are completely satisfy with their choice of grocery retailers as they continue to shop for a long period. In addition, a research conducted by Reichhold and Sasser (2002) of the Harvard Business School showed that most customers are only profitable in the second year that they do business with the company. Hence, these grocery retailers would have benefit in terms of firm’s sales and profit from the loyalty pledge by their customers. The strong focus is based on the implicit assumption that there is a strong positive relationship between customer satisfaction and loyalty. According to Oliver (1997) because satisfaction is the “seed” out of which loyalty develops, enhancing satisfaction is an important means for achieving loyalty. Retail customers in different countries may expect and perceive different types and levels of service encounters. Therefore, there is a need to test or replicate this study to test the differences between customer perceived value in other parts of the market. This finding can be used by progressive global retailers to understand the local culture in Saudi Arabia. In dealing with these differences, retail employees should be trained to offer the types and levels of service expected by customers from various national cultures or factors highlighted in this study.


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5.0 LIMITATIONS AND FUTURE RESEARCH Like all research, this study has some weaknesses and the above conclusions and contributions should be considered in light of these limitations. First, due to the skewed gender distribution in the sample, the data analyzed in this study are based on a mostly male sample. This is due to the local patriarchal society where the male conduct the activities on behalf of the members of the family and that includes shopping for groceries. However, studies have shown that women as compared to men are more involved in purchasing activities (Slama and Tashlian, 1985) and have more attentive to the services of sales personnel (Gilbert and Warren, 1995). Therefore, it is interesting that future research should consider this element. Second, the surveys were completed by a convenience sample of customers who patron the retail malls and may not represent the larger population. Although the sample of this study represents the pattern of the general population, future studies should take consideration the probability issues. Given the exploratory nature of this research, there are numerous opportunities for researchers to extend it. First, future researchers may want to explore demographic issues further. In comparison to other countries, most of the grocery shoppers comprise of women. Therefore, it would be very important to get balance respondents or to study female consumers’ shopping behaviors and their value perceptions. By doing so, it may validate the results in this study and it would be beneficial to retailers targeting a broad range of consumers and families. Second, future research may focus on investigating consumers’ perceived value in other retail stores such as specialty stores or online stores which have become more salient for today’s consumers. Finally, future research may focus on developing valid scale to identify shopper types according to consumers’ shopping perceived value to facilitate relative studies. This would also be beneficial for grocers in their segmentation, targeting and positioning strategy.


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Table 1: Respondent Demographic Statistics Characteristics Gender

Marital status

Age

Education

Family Members

Monthly Income (SAR)

Male Female

Frequency 381 27

Total Percentage 93.4 408 6.6

Single Married

28 380

408

6.9 93.1

18-24 25-34 35-44 45-54 55-64

50 191 52 104 11

408

12.3 46.8 12.7 25.5 2.7

Secondary Certificate/Diploma Degree Postgraduate

43 153 193 19

408

10.5 37.5 47.3 4.7

1 2 3 4 5 6 7 8 9 10 11 12

1 2 10 116 22 8 6 140 3 3 7 90

408

0.2 0.5 2.5 28.4 5.4 2.0 1.5 34.3 0.7 0.7 1.7 22.1

Below 5000 5001- 10000 10001- 15000 15001- 20000 20001- 25000 Above 25000

5 162 126 9 105 1

408

1.2 39.7 30.9 2.2 25.7 0.2


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Table 2: Regression Analysis on CPV with Customer Satisfaction Predictor Dependent Variables Beta (β) Std Variables Error CPV Customer Satisfaction Physical .236 0.065 Reliability .281 0.066 Confidence -.143 0.072 Helpful -.104 0.079 Problem Solving .029 0.055 Policy .064 0.064


R Square 0.184

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R2 change 0.184

Sig (ρ) .000 0.000 0.000 0.004 0.062 0.576 0.425

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