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CUSTOMER RETENTION DATAL:
Many empirical studies have shown that
customersatisfaction:secures future revenues (Bolton,
1998;Fornell,1992) reduces future transactions costs(Reichheld and
Sasser, 1990)Abstract:In this article, the authors examine the
roles that price, performance, andexpectations play in determining
satisfaction in a discrete serviceexchange. The authors maintain
that the price fluctuations common to themany service industries
that implement demand-oriented pricing, combinedwith the inherent
heterogeneity of service performance, likely result
inprice-performance combinations that vary widely. Furthermore, the
authorspropose that the level of price-performance consistency in a
serviceexchange moderates the relationship between performance
expectationsand subsequent performance and satisfaction judgments.
When price andperformance are consistent, expectations have an
assimilation effect onperformance and satisfaction judgments; when
price and performance areinconsistent, expectations have no effect
on performance and satisfaction
judgments. To examine these issues, the authors develop a
contingency
model that they estimate using data from a multimedia
experimentaldesign. The results generally support the contingency
framework andprovide empirical support for normative guidelines
that call for creatingrealistic performance expectations and
offering money-back serviceguarantees.
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Jzt in time data;
As time pressure continues to increase, eventually all
inappropriate cues will have
been excluded, and more relevant cues will become excluded,
leading to a possible
decline in performance. Hence, judgment performance may
initially improve underincreasing levels of time pressure as an
increasing number of irrelevant cues are
ignored. However, beyond some moderate level of time pressure,
further increases
in time pressure may result in a decline in performance because
even some relevant
cues are ignored.
The Heuristic-Systematic dual-processing model (Chaiken 1980)
provides a basis
for predicting how time pressure influences information
processing. When there is
the motivation and ability to process information, people are
likely
to process the information systematically (Chaiken 1980;
Eagly and Chaiken 1993). Such processing involves an
analyticorientation in which consumers scrutinize all
taskrelevant
information. However, if there is a low motivation
to process information or if the capacity to process is
constrained,
then heuristic processing that is both less effortful
and less capacity-limited than systematic processing is
predicted. Specifically, time pressure initially reduces the
proportion
of irrelevant cues used and so improves task performance.
For example, Dhar and Nowlis (1999) reported these subjects
