Perceived online channel value in multi-channel services: exploring its multidimensionality and nonlinear effects on intentions across service sectors and country markets

Customer value has received growing attention in the marketing literature as determinant of customer loyalty and firm performance. However, a theoretically founded understanding focused on customer perceived value of the online channel in multi-channel service systems is absent. Thus, the purpose of this study is to provide deeper insights into customer perceived value with a specific focus on online channel value. This being the case, the study develops and examines a multidimensional model of online channel value and tests its curvilinear relationship with customers’ online channel continuance for ongoing relational exchanges. A multiple industry, cross-country setting is used to substantiate the results, which provide evidence for the seven value dimension (i.e., performance value, relationship building value, cocreation value, emotional value, pricing value, channel integration value, convenience value) proposed and for a negative cubic relationship of online channel value with online channel continuance

Enhancing loyalty: when improving consumer satisfaction and delight matters

Prior research has validated the importance of consumer delight and satisfaction for explaining consumer loyalty. This study extends our existing knowledge of how delight and satisfaction affect (in a nonlinear way) consumer loyalty. It explains a negative quadratic relationship between satisfaction and loyalty intentions, as well as a negative cubic relationship between delight and loyalty intentions. Contrary to satisfaction, delight unfolds its full impact at lower levels, but only after a threshold level is exceeded. Like satisfaction, the delight effect becomes saturated at very high levels. Furthermore, both delight and satisfaction effects weaken with increased prior consumption experiences. Thus, when they invest in delight and satisfaction, managers should consider their individual marginal impacts on loyalty and distinguish between consumers with reference to their prior consumption experiences

Enhancing Service Loyalty: The Roles of Delight, Satisfaction, and Service Quality

Focusing on sporting events as an important segment within the tourism and travel industry, this study establishes that the service quality–delight–loyalty system complements a service quality–satisfaction–loyalty one. The findings highlight that prior consumption experience with a service coincides with lowered service evaluations while it amplifies the impact of customer delight on customer loyalty. In turn, this study provides practical insights into service quality dimensions for managing customer loyalty

What Drives Customer Loyalty? Nonlinear Effects of Customer Delight and Satisfaction on Loyalty and the Moderating Role of Service Experience

We substantiate—theoretically and empirically—the important parallel roles of delight and satisfaction in influencing loyalty in service settings. Our results of a PLS-SEM study support a negative quadratic (i.e., concave) relationship of satisfaction with loyalty and a negative cubic relationship of delight. When allocating (incremental) resources to create customer loyalty, managers should recognize that delight reaches its full impact only after an initial threshold. Similar to satisfaction, this effect reaches a saturation point after an upper threshold at very high levels of delight. Moreover, our results suggest that both delight and satisfaction effects weaken when experience increases

Enhancing loyalty: when improving consumer satisfaction and delight matters

Prior research has validated the importance of consumer delight and satisfaction for explaining consumer loyalty. This study extends our existing knowledge of how delight and satisfaction affect (in a nonlinear way) consumer loyalty. It explains a negative quadratic relationship between satisfaction and loyalty intentions, as well as a negative cubic relationship between delight and loyalty intentions. Contrary to satisfaction, delight unfolds its full impact at lower levels, but only after a threshold level is exceeded. Like satisfaction, the delight effect becomes saturated at very high levels. Furthermore, both delight and satisfaction effects weaken with increased prior consumption experiences. Thus, when they invest in delight and satisfaction, managers should consider their individual marginal impacts on loyalty and distinguish between consumers with reference to their prior consumption experiences