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Customer expectations and management...

Stanforth, Nancy Jean Fadgen.

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Customer expectations and management event schemata: Satisfaction, patronage and retail store service.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Customer expectations and management event schemata: Satisfaction, patronage and retail store service./
作者:	Stanforth, Nancy Jean Fadgen.
面頁冊數:	190 p.
附註:	Adviser: Sharron Lennon.
Contained By:	Dissertation Abstracts International54-08B.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9401361

Customer expectations and management event schemata: Satisfaction, patronage and retail store service.
Stanforth, Nancy Jean Fadgen.

Customer expectations and management event schemata: Satisfaction, patronage and retail store service. - 190 p.

Adviser: Sharron Lennon.

Thesis (Ph.D.)--The Ohio State University, 1993.

This research proposes that management policies and procedures and store visual merchandising are important determinants of consumer satisfaction with retail apparel salesperson service and patronage intentions. This study isolated the store's policies and procedures as a source of customer dissatisfaction apart from salesperson service and investigated the impact on customer satisfaction and patronage intentions.Subjects--Topical Terms:

626628
Business Administration, Management.

Customer expectations and management event schemata: Satisfaction, patronage and retail store service.
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245 1 0 $a Customer expectations and management event schemata: Satisfaction, patronage and retail store service.
300 $a 190 p.
500 $a Adviser: Sharron Lennon.
500 $a Source: Dissertation Abstracts International, Volume: 54-08, Section: B, page: 4112.
502 $a Thesis (Ph.D.)--The Ohio State University, 1993.
520 $a This research proposes that management policies and procedures and store visual merchandising are important determinants of consumer satisfaction with retail apparel salesperson service and patronage intentions. This study isolated the store's policies and procedures as a source of customer dissatisfaction apart from salesperson service and investigated the impact on customer satisfaction and patronage intentions.
520 $a The results of an empirical investigation with 200 subjects suggest that management policies are important to the customer's satisfaction and patronage intent. Satisfaction with the salesperson and with the store were significantly lower when the disconfirming situation was resolved by a poor policy, and when the store appeared to sell more expensive merchandise. Negative store policies also affected patronage intentions, with subjects preferring to shop in the store employing a good resolution to their disconfirming situation. In addition, results revealed that dissatisfaction with the salesperson had a negative effect on patronage intentions. The negative relationship between satisfaction with the salesperson and patronage intentions is important, implying that the subjects may attribute the negative resolution to the salesperson, a fundamental attribution error, and that the negative resolution represents the store's customer service philosophy. Based on these results, a second study was conducted.
520 $a The second study varied the attribution of cause between the salesperson and the store. Results showed that the attribution of cause did not significantly affect the satisfaction ratings, with subjects being equally dissatisfied whether the salesperson or the store was at fault. These results illustrate that the customer may not be able to or motivated to distinguish between management caused problems and salesperson caused problems, and attribution of cause does not change satisfaction ratings or patronage intentions.
520 $a By implication, much of the dissatisfaction with salesperson service in retail apparel stores may be a result of bad policies and procedures instituted by management. The salesperson's polite behavior could not overcome the negative impact of a problematic policy or procedure in these studies. In addition, ratings were equally negative whether the salesperson was to blame or the store was to blame for an irritating policy or procedure.
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