Cognitive mapping the topic of customer satisfaction

Cognitive mapping the topic of customer satisfaction

Joseph Kim-keung Ho

Independent Trainer

Hong Kong, China

Abstract: The topic of customer satisfaction in the subject of Business Management is complex. By making use of the cognitive mapping technique to conduct a brief literature review on the customer satisfaction topic, the writer renders a systemic image on the topic of customer satisfaction. The result of the study, in the form of a cognitive map on customer satisfaction, should be useful to those who are interested in the topics of cognitive mapping, literature review and customer satisfaction.

Key words: Customer satisfaction, cognitive mapping, literature review

Introduction

As a topic in Business Management, customer satisfaction is complex. It is thus useful to employ some learning tool to conduct its study, notably for literature review purpose. For a teacher in research methods, systems thinking and management, the writer is specifically interested in finding out how the cognitive mapping technique can be employed to go through a literature review on  customer satisfaction. This literature review exercise is taken up and reported in this article.

On the cognitive mapping exercise for literature review

Literature review is an important intellectual learning exercise, and not just for doing final year dissertation projects for tertiary education students. On these two topics of intellectual learning and literature review, the writer has compiled some e-learning resources. They are the Managerial intellectual learning Facebook page and the Literature on literature review Facebook page. Conducting literature review with the cognitive mapping technique is not novel in the cognitive mapping literature, see Eden and Simpson (1989), Eden, Jones and Sims (1983), Open University (n.d) and the Literature on cognitive mapping Facebook page. In this article, the specific steps involved in the cognitive mapping exercise are as follows:

Step 1: gather some main points from a number of academic journal articles on Customer satisfaction. This result in the production of a table (Table 1) with the main points and associated references.

Step 2: consolidate  the main points from Table 1 to come up with a table listing the cognitive map variables (re: Table 2).

Step 3: link up the cognitive  map variables in a plausible way to produce a cognitive map (re: Figure 1) on the topic under review.

The next section applies these three steps to produce a cognitive map on customer satisfaction.

Descriptions of cognitive map variables on the customer satisfaction topic

From the reading of some academic articles on Customer satisfaction, a number of main points (e.g., viewpoints, concepts and empirical findings) were gathered by the  writer. They are shown in Table 1 with explicit referencing on the points.

Table 1: Main points from the customer satisfaction literature and referencing

Main points from the customer satisfaction literature	Referencing
Point 1: "In the present global scenario, customer satisfaction (CS) is the primary and most important factor in the survival and growth of any organization from industry, academia or R&D institutions. Ingrid Fecikova (2004) explained that satisfied customers are more likely to return to those who have helped them, and dissatisfied customers are more likely to go elsewhere next time. The key to organizational survival is the retention of satisfied customers".	Sarkar, T. and A.K. Batabyal. 2011. "Evaluation of customer satisfaction in R&D organization: a conceptual framework" Asian Journal on Quality 12(1), Emerald: 20-29.
Point 2: "A quality management system is an important tool for any organization toward achieving the desired level of CS [customer satisfaction]. It comprises all the activities like marketing, design, procurement, manufacturing, inspection and testing, servicing, measurement, data analysis and continual improvement planning, which as a whole takes care of the quality of products or services to satisfy the needs of the customer at the optimum level".	Sarkar, T. and A.K. Batabyal. 2011. "Evaluation of customer satisfaction in R&D organization: a conceptual framework" Asian Journal on Quality 12(1), Emerald: 20-29.
Point 3: "There are various approaches attempted by some authors for evaluation of CS [customer satisfaction] as per the requirements and needs of the organization. Some of the salient approaches are explained as follows: (1) CSI [customer satisfaction index] through grade point average (GPA). .....  (2) The index satisfaction. ..... (3) The indicator of a customer satisfaction level (CSL)".	Sarkar, T. and A.K. Batabyal. 2011. "Evaluation of customer satisfaction in R&D organization: a conceptual framework" Asian Journal on Quality 12(1), Emerald: 20-29.
Point 4: "We began our research on customer satisfaction nearly 20 years ago, believing that customer satisfaction plays a fundamental role in achieving customer loyalty and profitability".	Barsky,, J. and L. Nash. 2003. "Applying Concepts to Industry-wide Measures" Cornell Hotel and Restaurant Administration Quarterly October-December: 172-181.
Point 5: "According to prior literature (Berne´, 2006; Davis et al., 2008; Ganesh et al., 2007; Go´mez et al., 2004; Martı´nez-Ruiz et al., 2010), it is possible to identify a series of attributes of retail establishments that, when used properly by retail distributors, establishes strategic methods of differentiation that customers value positively and that thus are highly likely to influence the degree of customer satisfaction. .... Quality....  Assortment....  Customer attention....  Additional services.... Store location...  Store atmosphere....  Pricing and discounts.... ".	Martinez-Ruiz, M.P. , A.I. Jiménez-Zarco and R. Cascio. 2011. "Assessing the maximum level of customer satisfaction in grocery stores" International Journal of Retail & Distribution Management 39(7), Emerald: 504-521.
Point 6: ".... customer satisfaction helps predict long-run changes in equity prices. Specifically, portfolios composed of firms with high customer satisfaction scores outperform the market even after accounting for trading costs".	Ivanov, V., K. Joseph and M.B. Wintoki. 2013. "Disentangling the market value of customer satisfaction: Evidence from market reaction to the unanticipated component of ACSI announcements" Intern. J. of Research in Marketing 30, Elsevier: 168-178.
Point 7: "....firms operating in multiple segments will likely invest more in customer satisfaction because of spillover benefits. Chai and Ding (2009) provide empirical evidence for such customer satisfaction spillovers in the mobile phone industry (between handset manufacturers and network operators)".	Ivanov, V., K. Joseph and M.B. Wintoki. 2013. "Disentangling the market value of customer satisfaction: Evidence from market reaction to the unanticipated component of ACSI announcements" Intern. J. of Research in Marketing 30, Elsevier: 168-178.
Point 8: "A review of the literature suggests that service quality and satisfaction are distinct constructs. Perceived service quality is seen as a form of attitude, a long run overall evaluation whereas satisfaction is a transaction specific measure. This distinction would help organizations to decide whether their objectives should be to have consumers who are "satisfied" with their performance or to deliver the maximum level of "perceived' service quality".	Sarkar, R.K.B.R. 2004. "Customer satisfaction in the service sector: a case study of the airline industry" Advances in Management Research 1(2), Emerald: 73-79.
Point 9: "Fornell (1992) high-lights several key benefits of high customer satisfaction for the firm: increased loyalty for current customers, reduced price elasticities, insulation of current customer from competitive efforts, lower costs of future transactions, reduced failure costs, lower costs of attracting new customers, and an enhanced reputation for  the firm".	Sarkar, R.K.B.R. 2004. "Customer satisfaction in the service sector: a case study of the airline industry" Advances in Management Research 1(2), Emerald: 73-79.
Point 10: "Research on customer satisfaction has focused predominantly on modeling the effects of the following factors on buyers' level of satisfaction: expectation, disconfirmation of expectations, performance, affect and equity".	Szymanski, D.M. and D.H. Henard. 2001. "Customer Satisfaction: A Meta-Analysis of the Empirical Evidence" Journal of the Academy of Marketing Science 29(1): 16-35.
Point 11: "Few studies have investigated the outcomes of satisfaction and only a few outcomes of satisfaction have been investigated in these studies. These outcomes are complaining behavior, negative word of mouth (WOM), and repurchase intentions".	Szymanski, D.M. and D.H. Henard. 2001. "Customer Satisfaction: A Meta-Analysis of the Empirical Evidence" Journal of the Academy of Marketing Science 29(1): 16-35.
Point 12: "Law and Bai (2008) found that website quality has a direct and positive impact on customer satisfaction, and that customer satisfaction has a direct and positive impact on purchase intentions, mediating the effect of website quality (Law & Bai, 2008, p. 388). Anderson and Srinivasan (2003) defined e-satisfaction as “the contentment of the customer with respect to his or her prior purchasing experience with a given electronic commerce firm”.".	Vladimirov, Z. 2012. "Customer satisfaction with the Bulgarian tour operators and tour agencies' websites" Tourism Management Perspectives  4, Elsevier: 176-184.
Point 13: "Other studies also explored the importance of service quality and customer satisfaction (Fassnacht & Koese, 2006). Kim (2005) suggested a model with ten antecedents (after sales service, purchase result and price attractiveness, product information, customer service, site design, product attractiveness, payment method, site information, log-on convenience), which influenced customer satisfaction and purchase behaviour".	Vladimirov, Z. 2012. "Customer satisfaction with the Bulgarian tour operators and tour agencies' websites" Tourism Management Perspectives  4, Elsevier: 176-184.
Point 14: "It has long been believed that positioning strategies developed from customer value standards and perceptions channel resources function more effectively and meet customer expectations better (Zeithaml, 1988). Therefore, setting up effective positioning strategies by involving customer perceptions minimises the gaps between customer expectations and offerings of firms".	Siebers, L.Q., T. Zhang and F. Li. 2013. "Retail positioning  through customer satisfaction: an alternative explanation to the resource-based view" Journal of Strategic Marketing 21(7): 559-587.
Point 15: "Service quality normally refers to in-store experiences, such as interactions with employees, merchandise, quality and availability of merchandise. These are important factors that influence retail customer satisfaction (Dabholkar, Thorpe, & Rentz, 1996). In the Chinese context, the word for service is fuwu (see Wang, 2011), which is derived from the Communist slogan ‘serve the people’ (wei renmin fuwu), and this concept has been developed into the virtue of selflessness related to social harmony and national progress. This concept is refining the meaning of service and has an impact on China’s currently consumer-driven economy. Wang, Lo, Chi, and Yang (2004) identified the role of the four dimensions of customer value (functional, social, emotional and customer-perceived sacrifice), which all have a significant effect on customer satisfaction".	Siebers, L.Q., T. Zhang and F. Li. 2013. "Retail positioning  through customer satisfaction: an alternative explanation to the resource-based view" Journal of Strategic Marketing 21(7): 559-587.
Point 16: "Individuals differ in their tendency to feel satisfied or dissatisfied with previous purchases. People’s perceptions of service performance exceeding their expectations will generally result in a high level of satisfaction and favorable or unfavorable behavioral intentions. To maintain a strong and long-term relationship with customers, casino management should provide services that result in a high level of customer satisfaction".	Wu, H.C. 2014. "The effects of customer satisfaction, perceived value, corporate image and service quality on behavioral intentions in gaming establishments" Asia Pacific Journal of Marketing and Logistics 26(4) [http://dx.doi.org/10.1108/APJML-03-2014-0049].
Point 17: "Kondou (1999) defines customer satisfaction as a person’s subjective evaluation of his or her situation results in a positive emotional response".	Wu, H.C. 2014. "The effects of customer satisfaction, perceived value, corporate image and service quality on behavioral intentions in gaming establishments" Asia Pacific Journal of Marketing and Logistics 26(4) [http://dx.doi.org/10.1108/APJML-03-2014-0049].
Point 18: "Zeithaml (1988) defines perceived value as “the consumer’s overall assessment of the utility of a product or service based on perceptions of what is received and what is given” (p. 14). Perceived value is assumed to be highly related to service quality and customer satisfaction (Tam, 2000). Lovelock et al. (2005) point out that the quality of service is one of the important factors that influence perceived value. Alternatively, perceived value has been considered to be a key determinant of customer satisfaction".	Wu, H.C. 2014. "The effects of customer satisfaction, perceived value, corporate image and service quality on behavioral intentions in gaming establishments" Asia Pacific Journal of Marketing and Logistics 26(4) [http://dx.doi.org/10.1108/APJML-03-2014-0049].
Point 19: "The guiding philosophy of marketing management argues that the creation of customer satisfaction is the lifeblood of marketing theory and practice. What people essentially desire is not products but a satisfying experience (Baker et al., 1983). Sales and marketing strategies are therefore centered on creating customer satisfaction".	Yeung, M.C.H., B. Ramasamy, J. Chen and S. Paliwoda. 2013. "Customer satisfaction and consumer expenditure in selected European countries" Intern. J. of Research in Marketing 30, Elsevier: 406-416.
Point 20: "At the firm level, it has been well documented that customer satisfaction is positively linked to a company's business performance, profitability and competitive advantage (Anderson &Mittal, 2000; Helgesen, 2006; Oliver, 1997; Yeung & Ennew, 2000). Companies often benefit from engaging in marketing practices that help enhance customer satisfaction".	Yeung, M.C.H., B. Ramasamy, J. Chen and S. Paliwoda. 2013. "Customer satisfaction and consumer expenditure in selected European countries" Intern. J. of Research in Marketing 30, Elsevier: 406-416.
Point 21: "it is less clear how an economy as a whole could benefit from improved customer satisfaction. This uncertainty is mainly due to marketing's inability to quantify its added value to the economy through a longitudinal analysis. Despite some conceptual emphasis on the macroeconomic relevance of customer satisfaction (see, for example, Fornell, Ittner, & Larcker, 1996; Fornell et al., 1996), empirical studies on issues linking customer satisfaction to consumer spending and economic growth are scant".	Yeung, M.C.H., B. Ramasamy, J. Chen and S. Paliwoda. 2013. "Customer satisfaction and consumer expenditure in selected European countries" Intern. J. of Research in Marketing 30, Elsevier: 406-416.
Point 22: "Customer satisfaction, coupled with customer retention, has been one of the most important concerns to hospitality and tourism marketers. It is generally emphasised that the generation of satisfaction, and hence customer loyalty and repeat business, is a cost-effective approach to maintaining a business. Recent studies have revealed that it is highly likely that a dissatisfied customer never returns, and repeated purchase is directly related to company cash flows, as getting a new customer costs more than keeping an existing one".	Yuksel, A. 2001. "Managing customer satisfaction and retention:  A case of tourist destinations, Turkey" Journal of Vacation Marketing 7(2): 153-168.

With a set of main points collected, the writer produces a set of cognitive map variables. These variables are informed by the set of main points from Table 1. These variables are presented in Table 2.

Table 2: Cognitive map variables based on Table 1

Cognitive map variables	Literature review points
Variable 1: Drivers of interest in customer satisfaction	Point 1: "In the present global scenario, customer satisfaction (CS) is the primary and most important factor in the survival and growth of any organization from industry, academia or R&D institutions. Ingrid Fecikova (2004) explained that satisfied customers are more likely to return to those who have helped them, and dissatisfied customers are more likely to go elsewhere next time. The key to organizational survival is the retention of satisfied customers". Point 4: "We began our research on customer satisfaction nearly 20 years ago, believing that customer satisfaction plays a fundamental role in achieving customer loyalty and profitability".
Variable 2: Improve intellectual understanding of customer satisfaction	Point 5: "According to prior literature (Berne´, 2006; Davis et al., 2008; Ganesh et al., 2007; Go´mez et al., 2004; Martı´nez-Ruiz et al., 2010), it is possible to identify a series of attributes of retail establishments that, when used properly by retail distributors, establishes strategic methods of differentiation that customers value positively and that thus are highly likely to influence the degree of customer satisfaction. .... Quality....  Assortment....  Customer attention....  Additional services.... Store location...  Store atmosphere....  Pricing and discounts.... ". Point 8: "A review of the literature suggests that service quality and satisfaction are distinct constructs. Perceived service quality is seen as a form of attitude, a long run overall evaluation whereas satisfaction is a transaction specific measure. This distinction would help organizations to decide whether their objectives should be to have consumers who are "satisfied" with their performance or to deliver the maximum level of "perceived' service quality". Point 10: "Research on customer satisfaction has focused predominantly on modeling the effects of the following factors on buyers' level of satisfaction: expectation, disconfirmation of expectations, performance, affect and equity". Point 13: "Other studies also explored the importance of service quality and customer satisfaction (Fassnacht & Koese, 2006). Kim (2005) suggested a model with ten antecedents (after sales service, purchase result and price attractiveness, product information, customer service, site design, product attractiveness, payment method, site information, log-on convenience), which influenced customer satisfaction and purchase behaviour". Point 15: "Service quality normally refers to in-store experiences, such as interactions with employees, merchandise, quality and availability of merchandise. These are important factors that influence retail customer satisfaction (Dabholkar, Thorpe, & Rentz, 1996). In the Chinese context, the word for service is fuwu (see Wang, 2011), which is derived from the Communist slogan ‘serve the people’ (wei renmin fuwu), and this concept has been developed into the virtue of selflessness related to social harmony and national progress. This concept is refining the meaning of service and has an impact on China’s currently consumer-driven economy. Wang, Lo, Chi, and Yang (2004) identified the role of the four dimensions of customer value (functional, social, emotional and customer-perceived sacrifice), which all have a significant effect on customer satisfaction". Point 16: "Individuals differ in their tendency to feel satisfied or dissatisfied with previous purchases. People’s perceptions of service performance exceeding their expectations will generally result in a high level of satisfaction and favorable or unfavorable behavioral intentions. To maintain a strong and long-term relationship with customers, casino management should provide services that result in a high level of customer satisfaction". Point 17: "Kondou (1999) defines customer satisfaction as a person’s subjective evaluation of his or her situation results in a positive emotional response". Point 18: "Zeithaml (1988) defines perceived value as “the consumer’s overall assessment of the utility of a product or service based on perceptions of what is received and what is given” (p. 14). Perceived value is assumed to be highly related to service quality and customer satisfaction (Tam, 2000). Lovelock et al. (2005) point out that the quality of service is one of the important factors that influence perceived value. Alternatively, perceived value has been considered to be a key determinant of customer satisfaction". Point 19: "The guiding philosophy of marketing management argues that the creation of customer satisfaction is the lifeblood of marketing theory and practice. What people essentially desire is not products but a satisfying experience (Baker et al., 1983). Sales and marketing strategies are therefore centered on creating customer satisfaction". Point 20: "At the firm level, it has been well documented that customer satisfaction is positively linked to a company's business performance, profitability and competitive advantage (Anderson &Mittal, 2000; Helgesen, 2006; Oliver, 1997; Yeung & Ennew, 2000). Companies often benefit from engaging in marketing practices that help enhance customer satisfaction".
Variable 3: Effective customer satisfaction practices	Point 2: "A quality management system is an important tool for any organization toward achieving the desired level of CS [customer satisfaction]. It comprises all the activities like marketing, design, procurement, manufacturing, inspection and testing, servicing, measurement, data analysis and continual improvement planning, which as a whole takes care of the quality of products or services to satisfy the needs of the customer at the optimum level". Point 3: "There are various approaches attempted by some authors for evaluation of CS [customer satisfaction] as per the requirements and needs of the organization. Some of the salient approaches are explained as follows: (1) CSI [customer satisfaction index] through grade point average (GPA). .....  (2) The index satisfaction. ..... (3) The indicator of a customer satisfaction level (CSL)". Point 6: ".... customer satisfaction helps predict long-run changes in equity prices. Specifically, portfolios composed of firms with high customer satisfaction scores outperform the market even after accounting for trading costs". Point 12: "Law and Bai (2008) found that website quality has a direct and positive impact on customer satisfaction, and that customer satisfaction has a direct and positive impact on purchase intentions, mediating the effect of website quality (Law & Bai, 2008, p. 388). Anderson and Srinivasan (2003) defined e-satisfaction as “the contentment of the customer with respect to his or her prior purchasing experience with a given electronic commerce firm”.". Point 14: "It has long been believed that positioning strategies developed from customer value standards and perceptions channel resources function more effectively and meet customer expectations better (Zeithaml, 1988). Therefore, setting up effective positioning strategies by involving customer perceptions minimises the gaps between customer expectations and offerings of firms". Point 22: "Customer satisfaction, coupled with customer retention, has been one of the most important concerns to hospitality and tourism marketers. It is generally emphasised that the generation of satisfaction, and hence customer loyalty and repeat business, is a cost-effective approach to maintaining a business. Recent studies have revealed that it is highly likely that a dissatisfied customer never returns, and repeated purchase is directly related to company cash flows, as getting a new customer costs more than keeping an existing one".
Variable 4: Learn from customer satisfaction practices	Point 7: "....firms operating in multiple segments will likely invest more in customer satisfaction because of spillover benefits. Chai and Ding (2009) provide empirical evidence for such customer satisfaction spillovers in the mobile phone industry (between handset manufacturers and network operators)". Point 9: "Fornell (1992) high-lights several key benefits of high customer satisfaction for the firm: increased loyalty for current customers, reduced price elasticities, insulation of current customer from competitive efforts, lower costs of future transactions, reduced failure costs, lower costs of attracting new customers, and an enhanced reputation for  the firm". Point 11: "Few studies have investigated the outcomes of satisfaction and only a few outcomes of satisfaction have been investigated in these studies. These outcomes are complaining behavior, negative word of mouth (WOM), and repurchase intentions". Point 21: "it is less clear how an economy as a whole could benefit from improved customer satisfaction. This uncertainty is mainly due to marketing's inability to quantify its added value to the economy through a longitudinal analysis. Despite some conceptual emphasis on the macroeconomic relevance of customer satisfaction (see, for example, Fornell, Ittner, & Larcker, 1996; Fornell et al., 1996), empirical studies on issues linking customer satisfaction to consumer spending and economic growth are scant".

The next step is to relate the cognitive map variables to make up a cognitive map on customer satisfaction. The cognitive map and its explanation are presented in the next section.

A cognitive map on customer satisfaction and its interpretation

By relating the four variables identified in Table 2, the writer comes up with a cognitive map on customer satisfaction, as shown in Figure 1.

These cognitive  map variables, four of them altogether, are related to constitute a systemic image of customer satisfaction. The links in the cognitive map (re: Figure 1) indicate direction of influences between variables. The + sign shows that an increase in one variable leads to an increase in another variable while a -ve sign tells us that in increase in one variable leads to a decrease in another variable.  If there no signs shown on the arrows, that means the influences can be positive or negative.  For further information on customer satisfaction, readers are referred to the Literature on customer satisfaction Facebook page.

Concluding remarks

The cognitive mapping exercise captures in one diagram some of the main variables involved in customer satisfaction. The resultant cognitive map promotes an exploratory way to study customer satisfaction in a holistic tone. The experience of the cognitive mapping exercise is that it can be a quick, efficient and entertaining way to explore a complex topic such as customer satisfaction in Business Management. Finally, readers who are interested in cognitive mapping should also find the article informative on this mapping topic.

Bibliography

1.      Barsky,, J. and L. Nash. 2003. "Applying Concepts to Industry-wide Measures" Cornell Hotel and Restaurant Administration Quarterly October-December: 172-181.

2.      Eden, C. and P. Simpson. 1989. "SODA and cognitive mapping in practice", pp. 43-70, in Rosenhead, J. (editor) Rational Analysis for a Problematic World, Wiley, Chichester.

3.      Eden, C., C. Jones and D. Sims. 1983. Messing about in Problems: An informal structured approach to their identification and management, Pergamon Press, Oxford.

4.      Ivanov, V., K. Joseph and M.B. Wintoki. 2013. "Disentangling the market value of customer satisfaction: Evidence from market reaction to the unanticipated component of ACSI announcements" Intern. J. of Research in Marketing 30, Elsevier: 168-178.

5.      Literature on cognitive mapping Facebook page, maintained by Joseph, K.K. Ho (url address: https://www.facebook.com/Literature-on-cognitive-mapping-800894476751355/).

6.      Literature on customer satisfaction Facebook page, maintained by Joseph, K.K. Ho (url address: https://www.facebook.com/Literature-on-customer-satisfaction-293169651093367/).

7.      Literature on literature review Facebook page, maintained by Joseph, K.K. Ho (url address: https://www.facebook.com/literature.literaturereview/).

8.      Managerial intellectual learning Facebook page, maintained by Joseph, K.K. Ho (url address: https://www.facebook.com/managerial.intellectual.learning/).

9.      Martinez-Ruiz, M.P. , A.I. Jiménez-Zarco and R. Cascio. 2011. "Assessing the maximum level of customer satisfaction in grocery stores" International Journal of Retail & Distribution Management 39(7), Emerald: 504-521.

10. Open University. n.d. "Sign graph" Systems Thinking and Practice (T552): Diagramming, Open University, U.K. (url address: http://systems.open.ac.uk/materials/T552/) [visited at April 10, 2017].

11. Sarkar, R.K.B.R. 2004. "Customer satisfaction in the service sector: a case study of the airline industry" Advances in Management Research 1(2), Emerald: 73-79.

12. Sarkar, T. and A.K. Batabyal. 2011. "Evaluation of customer satisfaction in R&D organization: a conceptual framework" Asian Journal on Quality 12(1), Emerald: 20-29.

13. Siebers, L.Q., T. Zhang and F. Li. 2013. "Retail positioning  through customer satisfaction: an alternative explanation to the resource-based view" Journal of Strategic Marketing 21(7): 559-587.

14. Szymanski, D.M. and D.H. Henard. 2001. "Customer Satisfaction: A Meta-Analysis of the Empirical Evidence" Journal of the Academy of Marketing Science 29(1): 16-35.

15. Vladimirov, Z. 2012. "Customer satisfaction with the Bulgarian tour operators and tour agencies' websites" Tourism Management Perspectives  4, Elsevier: 176-184.

16. Wu, H.C. 2014. "The effects of customer satisfaction, perceived value, corporate image and service quality on behavioral intentions in gaming establishments" Asia Pacific Journal of Marketing and Logistics 26(4) [http://dx.doi.org/10.1108/APJML-03-2014-0049].

17. Yeung, M.C.H., B. Ramasamy, J. Chen and S. Paliwoda. 2013. "Customer satisfaction and consumer expenditure in selected European countries" Intern. J. of Research in Marketing 30, Elsevier: 406-416.

18. Yuksel, A. 2001. "Managing customer satisfaction and retention:  A case of tourist destinations, Turkey" Journal of Vacation Marketing 7(2): 153-168.