SERVICE SURROUNDINGS AND MARKETING ...cird.online/CMRJ/wp-content/uploads/2019/07/CIRD-CMRJ-19...quality ambience condition in and outside the work environment. Keywords: Service Surroundings,

Contemporary Marketing Research Journal (CMRJ) Vol.6, No.3, 2019;

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Impact factor: 6.33

Contemporary Marketing Research Journal (CMRJ)

An official Publication of Centre For International Research Development (USA) Double Blind Peer and Editorial Review International Referred Journal; Globally index

Available www.cird.online/CMRJ: E-mail: [email protected]

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SERVICE SURROUNDINGS AND MARKETING PERFORMANCE OF

TELECOMMUNICATION FIRMS IN PORT HARCOURT, NIGERIA

Eucharia Chinasa Atuo and Lekue Jekey Department of Marketing, University of Port Harcourt

Abstract: The study examines service surroundings and marketing performance of telecommunication firms in Port Harcourt,

Nigeria. An accessible population of 80 employees from the four telecommunication firms in Port Harcourt were used. A

percentage of 90% of the questionnaire was successfully retrieved, where 71 copies were successfully completed, retrieved and

collated ,using the spearman’s rank order correlation coefficient at a 0.05 level of significance with the use of statistical package

for social sciences. In conclusion, service surrounding can be considered as a significant predictor of outcomes related to

marketing performance. We therefore recommend that telecommunication firms in Port Harcourt should ensure that there is a

quality ambience condition in and outside the work environment.

Keywords: Service Surroundings, Ambience Quality, Spatial Layout, Signs and Symbols, Employee Appearance, Marketing

Performance

1.0 Introduction

Service surroundings is an important attributes of service

quality that can yield and create positive responses from

existing and potential customers. Ambience factors are

features that can cause unique attractions which may lead to

an unforgettable experience. Customers are usually impressed

by the tangibles they see and most vital elements of service

quality are tangible and intangible (Omar, Badaruddin and

Mastura, 2003). The physical aspects of the

telecommunication firms is a proper intersection with that of

banks and it helps them profitably. Attaining an outstanding

surroundings has attracted a large number of attention in the

telecommunication industry, as well as other industries, since

it is seen as one of major elements in satisfying customers

(Han & Ryu, 2009; Jang & Namkung, 2009; Liu & Jang,

2009; Ryu & Jang, 2007).Several studies have pointed out that

customer’s responses to the service surroundings is likely to

be more emotional than cognitive, especially when it involves

hedonic consumption (Ryu & Jang, 2007; Wake field &

Blodgett, 1994). Previous research in the area of

environmental psychology focuses on how the physical

atmosphere affects behavior in workplace, educational, and

penal institutional/correctional setting (Omar, 2003), previous

studies on physical surroundings have focused on several

service settings such as hotels (Countryman & Jang, 2006),

restaurants (Jang & Namkung, 2009; Han & Ryu, 2009),

Casinos (Hirsch, 1995; Wakefield & Blodgett, 1996), sports

stadiums (Wakefield & Blodgett, 1996) and events (Nelson,

2009). Although various studies exists on the area of physical

environment, but there has not been enough work done in

explaining the relationship between service surroundings and

marketing performance of telecommunication firms in Port

Harcourt, Nigeria. Secondly, there are sufficient literature on

the area of service quality, but there seem to be lacking an

empirical study addressing the relationship that exist between

service surroundings and marketing performance of

telecommunication firms in Port Harcourt, Nigeria..

Statement of the Problem

Every business are service oriented to some extent. Service

environment is a crucial aspect of service quality and it

promotes positive responses from existing and potential

customers of any service organization. Physical ambience of a

firm are features that can create unique attractions which

results to a memorable experience for the customers.

However, one of the greatest challenges facing the Nigerian

telecommunication industry presently is that they experience

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poor marketing performance which is as a result of customer

dissatisfaction of their services. Most telecommunication firms

are yet to properly implement and improve on their service

surroundings in that customers are kept to wait for so long

before attending to them, air ventilation and air conditioners

aer working effectively, the service providers are not friendly

and the signs and symbols are not properly spelt out and their

conveniences are properly taken care of. In most cases,

customers are met to pass through rigorous stages before

contacting their customer care line ,which has resulted to

customers being dissatisfied with their services.

It can be argued that service surroundings, if adequately

positioned and managed by the telecommunication employees

will enhance customer satisfaction and in turn improve their

marketing performance. This however calls for an empirical

investigation on the relationship between service surroundings

and marketing performance of telecommunication industry in

Port Harcourt, Nigeria.

Aim and Objectives of the Study

The aim of the study is to empirically investigates the

relationship between service surroundings and marketing

performance of telecommunication firms in Port Harcourt,

Nigeria. However, the specific objectives of the study are:

1) To examine the relationship between ambience

quality and marketing performance of telecommunication

firms in Port Harcourt Nigeria.

2) To examine the relationship between Spatial Layout

and functionality and marketing performance of

telecommunication firms in Port Harcourt Nigeria.

3) To examine the relationship between Signs and

Symbols and marketing performance of telecommunication


4). To examine the relationship between employee

appearance and marketing performance of telecommunication


Research Hypotheses

This study seeks to answer the following hypotheses:

H01: There is no significant relationship between

ambience quality and marketing performance of

telecommunication firms in Port Harcourt Nigeria.

H02: There is no significant relationship between spatial

layout and functionality and marketing performance of

telecommunication firms in Port Harcourt Nigeria

H03: There is no significant relationship between sign and

symbols and marketing performance of telecommunication

firms in Port Harcourt Nigeria

H04: There is no significant relationship between

employee appearance and marketing performance of

telecommunication firms in Port Harcourt Nigeria

2.0. REVIEW OF RELATED LITERATURE

2.1. Theoretical Framework

Social Cognitive Theory : Social Cognitive Theory which was

developed by Albert Bandura in 1986 states that learning takes

place in a social surroundings with a changing and mutual

interaction of the individual, environment and behavior.

Furthermore, Social cognitive theory looks at the particular

way in which people get and manage behavior and also

looking at the social environment where people perform this

behavior. The theory also looked at people’s past experiences

to know whether behavioral action will take place. In other

words, social cognitive theory states that behavioral changes is

as a result of individual personal sense of control

(Bandura,2001). It further states that people usually make their

choices and decisions in order to achieve or gain something

and also assimilate shapes around the decisions made (Alev et

al.,2017). For the purpose of our study, service surroundings

dimensions such as ambience quality, spatial layout and

functionality, signs and symbols , employee appearance act as

a cognitive drivers that helps individuals to get and manage

behavior in a social setting or while patronizing a firm.

Furthermore, when these drivers are satisfactory to the

customers, it creates repeat purchase and intention, which in

turn enhances profitability and loyalty

2.1.1. Conceptual Framework

2.2. Service Surroundings

Service surroundings could be seen as the atmosphere where

service takes place. It is also seen as the manner in which the

ambience are arranged to stimulate a purchase. Service

surroundings could also be a place where tangibles and

intangibles are assembled together so as to appeal to a

customer. According to Namasivyam (2008), service

organizations should endeavor to manipulate their service

surroundings in a way that it can enhance and bring about

patronage and increase repeat purchase. Bitner (1992),

developed the concept called ‘servicescape’ that helps in

evaluating the effect of service surroundings on the behavior

of customer in the service industry. Wakefield and Blodgett

(1999), posits that service atmosphere can directly influence



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consumers responses and perception towards a firm and its

products or land services. In other words, environmental

settings of an organization and its components are vital factor

which has huge influence on how customers perceive the

organization, and when the customers perceives the firm

positively, they remain loyal, but when they perceive them

negatively they will be force to swift over to competitors

(Russell and Ward, 1982). Service surroundings is seen as the

manner at which furniture, layout features, tables are being

arranged, the way the room temperature and music are. While

signs are the visibility of the signage and symbols and also the

way the décor are arranged and placed. Physical environment

is seen as the material surroundings of a given place (Pizam,

2005).

Service surroundings is an active determinant to customer

satisfaction in that customers may decide to remain loyal when

the service environment is satisfactory and welcoming.

Pleasant service surroundings such as (innovative interior

decorations and designs, interesting music, good lighting,

unique color, attractive and ambient odor, spatial layout,

appearing table settings, and attractive service staff) should

determine to a reasonable extent the overall customer loyalty

and satisfaction (Han & Ryu, 2009; Kim & Moon, 2009).

2.2.1. Attributes of Service Surroundings

Bitner (1992), suggested three categories of environmental

dimensions; which includes: surrounding condition, spatial

layout, functionality and signs. Where surrounding conditions

can include temperature and music, spatial layout and

functionality can be seen as furniture and its layout design.

The physical surrounding includes parts of the atmospherics,

like temperature lighting, color, music and scent (Bitner,

1992); Namasivayam and Lin, 2008). For the benefit of our

study, we adopted the three dimensions of service

surroundings introduced by Bitner (1992) which are Ambience

conditions, Spatial Layout and functionality and signs.

2.2.2. Ambience Quality: The quality of ambience in a given

organization determines greatly, the rate at which their

products and services will be patronized. A customer visiting

an organization for the first time forms his/her opinion through

the firm’s ambience condition. In other words, Aubert, Gatmet

and Cova (1999), asserted that ambience conditions on its own

is seen as a key weapon in customer’s assessment of the

quality and type of services offered to them. Ambience

condition of the telecommunication firms may influence

customer’s perception positively and thereby bring about

patronage that will lead to impressive marketing performance.

Furthermore, ambience quality as a key factor that influences

customers perceptions and responses about an organization’s

surroundings which includes temperature, noise, lighting,

music, aroma, furniture layout (Baker, 1984; Russel and

Snodgrass, 1987; Wohlfarth, 1984; Kim 1998). It is important

to know that ambience conditions affects customer’s loyalty

and their five senses which brings about patronage and

satisfaction that leads to sales growth and profitability.

2.2.3. Spatial Layout and Functionality: Is the way in which

the furniture, machinery, tables and equipment are arranged or

decorated within the organizations. Spatial layout and design

are significant drivers for customer satisfaction. Alsaqre,

Mohamed and Jaafar (2003), posits that customer satisfaction

is greatly affected by the way the firm’s amenities, furniture,

equipment are decorated and arranged. Spatial layout makes

customers feel comfortable and may have a direct influence on

customer perceptions, their excitement level and also their

desire to return (Ryu and Han, 2010). They further posited that

the way the furniture, tables and equipment are decorated can

make customers to be happy and comfortable because they are

in a prestigious environment. Some customers form their

opinion from the way the organization arrange their furnishing

and when they are pleased with it, it brings about loyalty that

will result to profitability to the firm.

2.2.4. Signs and Symbols

Customers focus more on the signs and symbols within the

environment. Signs, symbols and artifact are the signage,

personal features or the design of the people within the service

environment. Signage and symbols displayed visible, plays a

vital role in the customer’s patronage. Signs and symbols are

communication tools that explains the visibility and the

existence of the firm to its customers. Becker (1981), posits

that signs, symbols and artifacts serves as a communication

tools that clearly notifies the customer about what the firm

does. They are also used for directional purpose or to give

instructions to their customers. (For example, the

instructional/warning signage, no smoking, cars are at owner’s

risk, no parking, Convenience, entry and exit).This signs and

symbols helps customer to take precaution and comply

accordingly within the telecommunication firm’s premises.

Through the crafted and artistic design of the symbols, it gives

the organization a unique and outstanding image different

from other firms. This artifacts, symbols and signage’s can be

in the form of pictures, art work on the walls, floor write-ups,



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colors, brochures, photographic etc. Signs and symbols are

extremely unique that if they are properly displayed can create

a positive response and behavior from customers.

2.2.5. Employee Appearance

Employee is always present in every service environment. The

major responsibility of an employee is to attract, retain and

satisfy their customers and this is also possible through the

way they appear. Customers form an impression of the

organization based on the way an employee is dressed.

Employees are an important asset of an organization and if

they are not properly groomed and trained in terms of properly

appearance, it tends to affect the customer perception about

the firm negatively. It is also necessary that employees

identify the features in the organization so as to develop an

outstanding strategy that will affect customer behavior

positively.

2.3. Marketing Performance

Furthermore, measuring performance has become a vital issue

in marketing and businesses today and it has remained a major

concern for a huge number of organizations (Morgan et al.,

2002). Marketing performance is defined according to

Homburg et al., (2007) is the effectiveness and efficiency of

an organizations marketing efforts with regard to market –

related goals, such as revenues, growth and market share.

However, there was a move from the use of financial measures

to non-financial measures of output. Previous studies on the

measurement of marketing performance focused majorly on

financial measures of profit, sales and cash flow (Bonoma &

Clark 1988, Feder 1965; Sevin 1965). But for the purpose of

our study, we will adopt the non-financial measures of

marketing performance by Gao, (2010). Such as customer

loyalty, innovativeness and market share.(Bieze, 2010).

Marketing performance is defined as the effectiveness and

efficiency of an organization’s marketing activities with

regard to market-related goals, such as sales, growth, revenues

and market share. Previous studies on the measures of

marketing performance focused more on the financial

measures of profit, sales and cash flow (Bonoma, and Clark

1988; Feder 1965; Sevin 1965). Newer, non-financial

measures of marketing performance such as customer

satisfaction, customer loyalty and brand equity and they have

also attracted so many interest. (Clark, 1999). Yuhui (2010),

identifies the measures most frequently used in linking

marketing to firm’s performance, these measures include

customer satisfaction/customer lifetime value, branding/brand

equity, innovation and market share. For the purpose of our

study, Yuhui (2010) measures of marketing performance is

used as indicators of marketing performance.

2.3.1. Service surroundings and Marketing Performance

Service surroundings according to Bitner (1992) is the built

environment or man-made physical atmosphere where

organizations carry out their services in offering customers

with their needed wants. Service surrounding may be very

important when used in communicating the organization’s

image and purpose to its customers. Furthermore, previous

studies suggested that physical environment may also

influence customer’s ultimate satisfaction with the service

which will in turn improve the organization’s marketing

objectives (Bitner 1990; Harrell, Hut and Anderson, 1980).

Service surroundings are vital to customers in that it brings

positive word-of-mouth and patronage. The

telecommunication firms and stakeholders should pay more

attention to their physical surroundings and not just

concentrate only on providing quality network services.

(Kivela, Inbakaran and Reece 2000; Voon, 2011). Han and

Ryu (2009), and Hooper, Coughlan and Mullen, (2013),

opined that providing a high quality attractive and pleasant

environment, using ambient features such as lighting, spacing,

colors and good layout can make customers to be satisfied and

then repurchase from these firms which in-turn leads to a

higher profitability for the firms. It is also obvious that

conducive service environment will no doubt attract customers

that will be loyal to the firm. This is because as customer

approaches a firm with an attractive appearance and courtesy

of the employees, the customer will likely want to repeat

purchase, because he or she was properly attended to and that

the waiting time was obviously handled.

H0: We therefore, hypothesize that there is no significant

relationship between service surroundings and marketing

performance.

2.3.2. Ambience Quality and Marketing Performance

Service surroundings which includes ambience conditions

such as temperature, color, music/sound effects, quality

photos, lighting etc. have been identified by several scholars to

be a factor that affects perceptions of and customer responses

to the environment (Baker, 1987; Baker, Berry &

Parasuraman, 1988; Becker 1981; Darley & Gilbert, 1985;

Russell & Snodgrass, 1987; Sundstom & Sundstrom 1986;

Wineman, 1982). Ambient condition is seen as a general rule

that affects our five senses. Wakefield & Blodgett, (1994),



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noted that facility aesthetics which means architectural design

such as décor and interior design can contribute to the

attractiveness of the physical surroundings. Ryu and Han

(2010), further noted that facility aesthetics can be a vital

aspect of attracting and motivating customers to visit the firm.

Furthermore, facility aesthetics does not only influence

customer traffic to the firm but it can also affect the

profitability level of the telecommunication firms. In other

words, a good innovative interior design and décor can play a

vital marketing tool by affecting positive customer response

such as satisfaction, repeat purchase, attitudes, loyalty, display

positive behavior, emotions, value and price perception (Berry

& Wall, 2007; Liu & Jang, 2009; Ryu and Jang, 2007).

Atmospheric music, scent, temperature, lighting and color are

all powerful physical stimuli that can increase shopping time

and bring about customer satisfaction and thereby increase

sales which in-turn affect great market share and loyalty.


relationship between ambience quality and marketing

performance.

2.3.3. Spatial Layout Functionality and Marketing

Performance

Spatial layout and functionality can be seen as the way in

which objects such as furniture, tables and shelves are

arranged within the surroundings of the firm. It is important to

note that a spatial layout that restricts customers from feeling

relaxed and conducive may have a direct effect on customer

perceptions to service quality delivery, excitement levels and

may indirectly affect their desire to repurchase (Wakefield &

Blodgett, 1994) Ryu & Jany, (2007), noted that an effective

and conducive layout can motivate and also facilitate

fulfillment of hedonic needs. It then means that firms should

endeavor to add some level of excitement, spacious service

outlets, so as to arouse higher satisfaction in the customers

(Backfield & Blodgett, 1994). Furthermore, Wakefield and

Blogett (1999) added that tangible elements such as spatial

layout of the service surroundings have a positive effect on the

excitement experienced by the customers of the firms, which

may lead to a positive effect on repeat-patronage intentions

and greater willingness to refer other people, friends and

families. Service surroundings such as spatial layout and

functionality influences customer behavior and satisfaction

which brings about greater loyalty and market share to the

firm (Bitner, 1992; Muhammand et al., 2014). Mossberg

(2001), noted that a comfortable and attractive spatial layout

can lead to higher consumption, positive response and

satisfaction amongst the customers and employees of the

firms.

H02: We therefore, hypothesize that, there is no significant

relationship between spatial layout/functionality and perform

market.

2.3.4. Signs and Symbols and Marketing Performance

In the service surroundings of an organization, many items

serve as explicit and implicit signal and symbols that

communicates and directs the customers within the

environment (Becker, 1977, 1981; Davis, 1984; Wener, 1985;

Wineman, 1982). Signs and symbols are explicitly and

implicitly communication tools that explains the visibly and

the existence of the firm to its customers. They are however,

used as labels (For example, name of company, name of

department, name of employees, position of employees and

also for directional purposes (e.g. entrances and exits). Signs

and symbols are also used to communicate rules of behavior,

orderliness, and instructions (such as, no smoking, no noise,

children must be accompanied by an adult). Signage helps the

firm to communicate their image to the publics. Signs,

symbols and artifacts in the service surroundings provide

guidance to the customers in locating specific areas and

physical features in and outside the organization (Wakefield

and Blodgett, 1996; Kim et al., 2010). Signage is an important

service quality delivery tools that provides guidance and

direction to customers and reduces frustration (Anthony et al.,

2009). Sign and symbols help and guide customers to move

around and most times symbols communicate important

information that one needs to know for example (Restroom,

male or female). When customers are properly guided and

directed through signage’s and symbols, it brings about

satisfaction and excitement, which leads to customer loyalty

that results in higher profitability and great market share to the

firm.


relationship between signs and symbols and marketing

performance.

2.3.5. Employee Appearance and Marketing Performance

The appearance and courtesy of the employees are crucial

marketing tools that can arouse excitement and satisfaction.

Employees are important aspects to be properly groomed.

Employee cleanliness according to previous studies is a

significant factors that customers use to evaluate a firm’s

quality service delivery which can affect customer’s level of



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satisfaction and excitement which brings about higher

customer loyalty, that results in greater profitability (Zeithaml,

Parasunaman et al., 1990; Pettijohn 1997; Qu, 1997; Becker,

Murrmann et al., 1999; Bienstock, Dc Moranville et al., 2003;

Threevitaya 2003; Aksoydan 2007; Barber and Scarcelli 2009;

Jang and Liu 2009; Barber and Scarcelli 2010). Zeithaml et

al., (1990) and Aksoydan (2007), asserted that

telecommunication establishment that failed to meet the

standards of employee cleanliness and appearance expected by

customers would be assessed as having low quality service. In

other worlds, employee appearance and courtesy is said to be a

vital criterion when a customer’s evaluates an organization’s

overall service quality delivery. However, it is important to

note that employee’s appearance is likely to bring about high

level of satisfaction and excitement which will leads to loyalty

that results into greater market share and Loyalty.


relationship between employee’s appearance and marketing

performance.

Fig.1.1 Operational Framework showing the relationship between service surroundings and marketing performance.

Adapted: Bitner, (1992) and Yuhui, (2010).

3.0. Research Methodology

The study adopts quasi-experimental research, design and it is conducted in a natural setting without any form of manipulation,

hence the researcher has no control over the elements of the research. Therefore a total number of 80 respondents made up of

Executive Directors, marketing managers, Branch operation managers and sales executives were surveyed through the use of

questionnaire administration. The study used a simple random sampling technique so as to give every unit of the population an

equal opportunity of being selected in the sample. Spearman rank order correlation coefficient was used in testing the hypothesis

formulated in the study.

4.0 . DATA RESULTS

The results on the primary and secondary data analysis for the study is presented in this section of the paper. Out of the 80

questionnaire copies distributed, only 71 copies were successfully retrieved with error assessments revealing all 71 copies to be

admissible for analysis. Reliability results based on the retrieved copies.

Table 1: Reliability for the study

Variables No. of indicators Cronbach reliability

Ambience quality 4 0.765

Spatial layout/functionality 4 0.899

Signs and symbols 4 0.872

Service Surroundings (SS)

Marketing

Performance (MP)

Employee Appearance

Signs & Symbols

Spatial layout/functionality

Ambience quality



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Employee appearance 4 0.797

Marketing performance 4 0.888

Source: Survey data, 2019

The table 1 illustrates the result for the Cronbach alpha coefficients of the study. The result illustrates reliability results that can be

described as consistent and clear. This is based on an adopted benchmark of 0.70 in line with Nunnally’s 1973 adopted threshold

for the assessment of reliable instruments for the investigation of social phenomena.

Primary data analysis

The result on the descriptive analysis on the sample characteristics and the constructs of the study are presented in this section.

Data is analysis using simple descriptive analytical tools such the frequency rates and the mean as the measure of central tendency

Figure 1: Sample characteristics

Figure 1 above illustrates the sample characteristics for the study. As depicted, a higher proportion of the study respondents are

male = 68% while the female = 32%. The distribution for qualification reveals a higher proportion of the respondents are

MSc/PhD holders = 75%, followed by the category for BSc/BA = 15% and finally the category for Professional certifications =

10%. The distribution further shows that with regards to tenure, most respondents have work experiences between 10 - 20 years =

65%, then the category for less than 10 years = 18% and finally the category for above 20 years = 17%. The fourth characteristic

examined is that of the status of respondents where married = 86%, separated = 11% and single = 3%.

Table 2: Mean distribution for the variables

N Mean Std. Deviation Skewness Kurtosis

23

48

11

53

7

13

46

12

61

2

8

32

68

15

75

10

18

65

17

86

3

11

Female

Male

BSc/BA

MSc/PhD

Professional Certs

Less than 10 years

10 - 20 years

Above 20 years

Married

Single

Separated

Ge

nd

erQ

ual

ific

atio

nTe

nu

reSt

atu

s

Percentage Frequency



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Statistic Statistic Statistic Statistic Std. Error Statistic Std. Error

Ambience 71 3.4366 .96048 -.334 .285 -1.157 .563

Spatial 71 3.5258 .72081 .114 .285 .266 .563

Signs 71 3.5869 .63362 -.506 .285 -.354 .563

Employee 71 3.2207 .86730 -.183 .285 -.674 .563

Performance 71 3.2676 .87581 -.168 .285 -.893 .563

Valid N (listwise) 71

Source: Survey data, 2019

The distribution depicted in table 2 illustrates the mean coefficients for the variables. The analysis reveals average positions on the

variables which indicate support and agreement to their evidence and practice within the organizations concerned. Results suggest

that at a mean = x > 3.0, respondents consider ambience quality, spatial layout. Signs and symbols as well as employee

appearance, evident in their organizations and as forming obvious features of their workplaces. This is also in line with the

evidence for marketing performance which is also observed to have a high mean coefficient (x > 3.00).

Test for Hypotheses.

Table 3: Test for hypotheses of the study

Ambience Spatial Signs Employee Marketing

Performance

Spearman

's rho

Ambience

Correlation Coefficient 1.000 .450** .673** .645** .670**

Sig. (2-tailed) . .000 .000 .000 .000

N 71 71 71 71 71

Spatial

Correlation Coefficient .450** 1.000 .617** .297* .384**

Sig. (2-tailed) .000 . .000 .012 .001

N 71 71 71 71 71

Signs

Correlation Coefficient .673** .617** 1.000 .506** .560**

Sig. (2-tailed) .000 .000 . .000 .000

N 71 71 71 71 71

Employee

Correlation Coefficient .645** .297* .506** 1.000 .666**

Sig. (2-tailed) .000 .012 .000 . .000

N 71 71 71 71 71

Performance

Correlation Coefficient .670** .384** .560** .666** 1.000

Sig. (2-tailed) .000 .001 .000 .000 .

N 71 71 71 71 71

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

Table 3 above illustrates the result for the test for the

hypothetical statements of the study. The test is carried out

using the Spearman’s rank order correlation coefficient at a

0.05 level of significance.

i. The test on the relationship between ambience quality

and marketing performance is revealed to be

significant at a 0.05 level where rho = 0.670. The

relationship is considered as positive and implies



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improved marketing performance as a result of

ambience quality activities.

ii. The test on the relationship between spatial layout

and market performance is observed to be significant

at a 0.05 level where rho = 0.384. The relationship is

revealed to be positive where actions related to

spatial layout can be viewed as enhancing marketing

performance

iii. The test on the relationship between signs and

symbols and market performance is shown to be

significant at a 0.05 level where rho = 0.560. The

relationship is revealed to be positive where the

evidence of signs and symbols can be affirmed to

contribute towards marketing performance

iv. The test on the relationship between employee

appearance and marketing performance is shown to

be significant at a 0.05 level where rho = 0.666. The

relationship is observed to be positive where

employee appearance is considered as driving

marketing performance

DISCUSSIONS

The findings of the study indicate that the identified

dimensions of service surroundings in this study have

significant relationship with marketing performance. All four

null hypothetical statements were rejected based on the

evidence of a p < 0.05 significant relationships in all four

instances. The evidence suggests that although all four

dimensions are significant, nonetheless the appearance of the

employees has a more substantial effect on the marketing

performance of the organization (rho = 0.666). This further

agrees with the position of several studies (Threevitaya 2003;

Aksoydan 2007; Pettijohn 1997) which identify the human

element within the service surrounding as critical to success

and performance.

The studies of Barber and Scarcelli (2010), their results are

similar to those reached herein with results identifying strong

positive relationships between the dimensions of service

surrounding and the marketing performance of the firm. The

findings indicate that behaviour with regards to service

surroundings which reflect adequate quality in ambience,

spatial layout and functions within the workplace, evidence of

signs and symbols as major constructive features and

characteristics of the workplace, as well as well presentable

employees – impact and predict the extent to which the

organizations achieve their marketing performance.

In conclusion, the relationship between service surroundings

and marketing performance is significant. In this way, service

surroundings can be considered a significant predictor of the

outcomes related to marketing performance. As such, practices

geared towards improving ambience quality, spatial layout,

signs and symbols as well as employee appearance would

impact positively and enhance the organization’s marketing

performance.

We therefore recommend that the telecommunication firms in

Port Harcourt should ensure that there is a quality ambience

condition in and outside the work environment, because it

influences positive purchase behaviour by the customers.

Finally, telecommunication firms in Port Harcourt should

ensure that their employees should dress neatly and also treat

customers with courtesy and professionally.

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SERVICE SURROUNDINGS AND MARKETING ...cird.online/CMRJ/wp-content/uploads/2019/07/CIRD-CMRJ-19...quality ambience condition in and outside the work environment. Keywords: Service Surroundings,