The antecedents of customer loyalty: A moderated mediation model of customer relationship management quality and brand image
- Introduction
Marketing scholars and practitioners recognize the importance of customer loyalty as a strategic objective in all service industries (Cooil et al., 2007; Gustafsson et al., 2005; Reichheld, 1996). In particular, loyal customers are critical assets in the automotive industry where customers are involved in comparatively deeper and long-term relationships with the firm. This is because the average product (car) costs over US$30,000 and unlike other products, buyers often do not return to the market for an average ownership cycle of five years or longer (Gorzelany, 2011). Accordingly, firms, especially car dealerships, need to build and develop sustainable and high quality customer relationships that can deliver beyond the core product (Zineldin, 2006)
Prior research highlights the importance of understanding the factors that contribute to customer loyalty (Zeithaml et al., 1996). However, despite managersrsquo; emphasis on customer loyalty, it remains one of the most challenging issues facing firms in the modern business era that is characterized by intense competition. Although more attention has been paid to the antecedents of customer loyalty, extant literature fails to provide consistent explanations regarding what variables influence customer loyalty (Bolton, 1998; Kumar et al., 2013). Particularly, further research is needed to investigate other mediators and moderators that can play a role in enhancing customer loyalty (Kumar et al., 2013). In recognition of these insights, the main purpose of this study is to investigate the potential mediator and moderator variables that engender customer loyalty in the automotive industry.
Existing literature supports the simultaneous investigation of the service evaluation variables namely; service quality, customer satisfaction and customer value, on outcome variables such as loyalty (Cronin et al., 2000; Ostrom and Iacobucci, 1995). These service evaluation variables are key antecedents to customer loyalty (Babin and Attaway, 2000; Bolton and Drew, 1991). However, most research has focused mainly on simple direct effects between these variables and customer loyalty which may disguise true relationships (Lai et al., 2009). On the other hand, although prior research identifies several variables that can mediate and moderate the effects of the service evaluation variables on customer loyalty, the findings are equivocal (Seiders et al., 2005). Research suggests that a high service quality evaluation per se is insufficient to drive customer loyalty suggesting that the quality of customer relationship management (CRM) is fundamental (Chen and Hu, 2013; Fullerton, 2005; Zeithaml and Bitner, 2000). Also, brand image is one marketplace-specific variable that has not received much attention as a moderator despite its importance in enhancing loyalty (Hsieh and Li, 2008; Wang and Yang, 2010). Research attests that a customers attitude towards the brand image is crucial in driving commitment and trust that in turn enhances customer loyalty (Chen and Ching, 2007).
This study therefore develops and empirically tests an integrated model that investigates the simultaneous effects of the service evaluation variables (service quality, customer satisfaction and customer value) on customer loyalty mediated by CRM quality (commitment and trust) and moderated by brand image. The remainder of the paper begins by presenting the theoretical framework of the study. This is then followed by a literature review of the main constructs and hypotheses development. Next, the research methodology and findings are presented. The paper concludes by discussing theoretical and managerial implications, limitations and areas for future research.
- Conceptual model, literature review and hypotheses development
There are converging views that service evaluation variables including service quality, customer value and customer satisfaction are the key customer judgments that influence behavioral intentions (Cronin et al., 2000; Garbarino and Johnson, 1999; Zeithaml et al., 1996). However, the efficacy of the link between customer satisfaction and customer loyalty has come into question, with some researchers suggesting that firms should not solely focus on satisfaction as the main and direct driver of customer loyalty (Kamakura et al., 2002; Rust et al., 1995). In fact, evidence suggests that satisfaction accounts for less than 25 percent of the variance in repeat purchase behavior (Szymanski and Henard, 2001), explaining why some satisfied customers defect (Jones and Sasser, 1995). Moreover, research shows that customer value is an important antecedent to outcome variables such as word-of-mouth and repeated behavior (Leroi-Werelds et al., 2014; Woodruff, 1997); yet, our knowledge of how customer value is related to behavioral intentions is still fragmented.
Although prior research supports the positive direct effect of service quality on customer loyalty (Iacobucci, 2006; Zeithaml et al., 1996), there is an emerging stream of research that focuses more on the conditions under which the quality-loyalty link is stronger or weaker (Fullerton, 2005; Wang, 2010). As a result, several studies have merged service evaluations and relationship marketing insights (Fullerton, 2005; Morgan and Hunt, 1994) to argue that CRM quality comprising of trust and commitment is crucial in building and maintaining long-term relationships and enhancing customer loyalty (Gwinner et al., 1998). Overall, the links between the three service evaluation variables, CRM quality, brand image and outcome measures such as customer loyalty are still unclear (Cronin et al., 2000; de Matos and Rossi, 2008; Lai et al., 2009).
Consistent with the extant research above, we acknowledge the direct effects of the service
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