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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
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Brand image data