Customer Relationship
Management within the
Industry of Speciality Stores
– How customer loyalty can be explained by
satisfaction, trust and commitment
Authors: Marcus Ahlmén,
Marketing Programme Petter Jönsson,
Marketing Programme Andreas Thörnblad, Marketing Programme
Tutor: Michaela Sandell
Examiner: Dr. Pejvak Oghazi
Subject: Customer Relationship Management
Level and semester: Bachelor’s Thesis,
Acknowledgements
This study was performed as our bachelor thesis during the spring semester of 2012. The process has provided us with a deeper knowledge about the subject at hand as well as how to manage extensive workload within a limited timeframe. During the completion of this study we have received support from a number of individuals that we would like to acknowledge.
First of all, we would like to thank the anonymous company in this study and their representatives for a successful and giving collaboration. Secondly, we would like to thank Dr. Magnus Hultman for his guidance and structural assistance that we believe have improved this study considerably. Finally, we want to send a special thanks to our supervisor Michaela Sandell that unconditionally helped us in a constructive manner both regarding problem solutions and general concerns.
Linnaeus University, School of Business and Economics, 5/21/2012
Abstract
Table of Contents
Chapter 1. Introduction ... 7!
1.1 Background ... 7!
1.2 The Industry of Speciality Stores ... 9!
1.3 Problem Discussion ... 9!
1.4 Purpose ... 12!
Chapter 2. Literature Review ... 13!
2.1 Customer Relationship ... 13!
2.2 Satisfaction ... 14!
2.2.1 Service Quality ... 16!
2.2.2 Service Features ... 16!
2.2.3 Customer Complaint Management ... 17!
2.3 Trust ... 17! 2.3.1 Shared Values ... 19! 2.3.2 Communication ... 20! 2.3.3 Opportunistic Behavior ... 20! 2.4 Commitment ... 21! 2.4.1 Relationship Benefits ... 24! 2.4.2 Switching Costs ... 25! 2.4.3 Scarcity of Alternatives ... 26! 2.4.4 Shared Values ... 26! 2.5 Customer Loyalty ... 27! 2.5.1 Customer Retention ... 28! 2.5.2 Word-of-Mouth Communication ... 28!
Chapter 3. Conceptual Framework ... 30!
3.1 The Relationships Between Relationship Quality and Relationship Outcome Within the Industry of Specilaity Stores ... 30!
3.1.1 Satisfaction and Customer Retention ... 30!
3.1.2 Satisfaction and Word-of-Mouth Communication ... 30!
3.1.3 Trust and Customer Retention ... 31!
3.1.4 Trust and Word-of-Mouth Communication ... 31!
3.1.5 Commitment and Customer Retention ... 31!
3.1.6 Commitment and Word-of-Mouth Communication ... 32!
Chapter 4. Methodology ... 33!
4.1 Research Approach ... 33!
4.1.1 Inductive vs. Deductive Research ... 33!
4.3 Data Sources ... 37!
4.4 Research Strategy ... 38!
4.5 Data Collection Method ... 39!
4.6 Data Collection Instrument ... 41!
4.6.1 Operationalization and Measurement of Variables ... 41!
4.6.2 Questionnaire Design ... 44!
4.6.3 Pretesting ... 46!
4.7 Sampling ... 47!
4.7.1 Sampling Frame ... 47!
4.7.2 Sample Selection ... 48!
4.8 Data Analysis Method ... 49!
4.8.1 Descriptive Statistics ... 49! 4.8.2 Correlation Analysis ... 50! 4.8.3 Regression Analysis ... 51! 4.9 Quality Criteria ... 51! 4.9.1 Validity ... 51! 4.9.2 Content Validity ... 52! 4.9.3 Construct Validity ... 53! 4.9.4 Criterion Validity ... 54! 4.9.5 Reliability ... 55!
Chapter 5. Data Analysis ... 57!
5.1 Descriptive Statistics ... 57!
5.2 Reliability ... 58!
5.3 Correlation Analysis ... 59!
5.4 Hypothesis Testing ... 59!
Chapter 6. Discussion, Conclusion & Implications ... 61!
6.1 Discussion ... 61!
6.2 Conclusion ... 64!
6.3 Academic Implications ... 65!
6.4 Managerial Implications ... 65!
Chapter 7. Limitations & Future Research ... 67!
7.1 Limitations ... 67!
7.2 Future Research ... 68!
List of Tables
Table 1. Research Strategies ... 38
Table 2. Simplified Operationalization Table ... 44
Table 3. Demographics ... 57
Table 4. Mean & Standard Deviation of Variables ... 58
Table 5. Reliability Test ... 58
Table 6. Correlation Analysis ... 59
Table 7. Regression Analysis ... 60
List of Figures
Figure 1. Hypotheses Model ... 32Figure 2. Sample Size Statistical Formula ... 48
Attachments
Attachment 1. Operationalization Table ... 82Attachment 2. Framework of Survey Questions ... 83
Attachment 3. Survey Design (Swedish Version) ... 84
Chapter 1. Introduction
1.1 Background
Marketing as a concept has been around for quite some time and has constantly evolved due to continuous change in the marketplace. Initially, marketing started as a short-term approach with the mere intention to increase sales (Agariya & Singh, 2011). This type of marketing is described by Grönroos (1994) as well as Mattson (1997) as transactional marketing and includes the understanding of the Four Ps of marketing. The Four Ps consists of product, place, price and promotion that together form a strategic basis for companies to differentiate themselves to stay competitive in the marketplace. Barnes, Fox & Morris (2004) mean that as competition increased, the complexity of the market intensified and by this Agariya & Singh (2011) mean that companies began to understand the value of customer relationships. This understanding changed the objectives of marketing from only attracting customers to also keeping and cherishing the current ones to achieve long-term relationships and loyal customers (Bitner, Booms, & Mohr, 1994; Cravens & Piercy, 1994; Grönroos, 1991; Gummesson, 1987). This shift from short-term transactional marketing towards long-term relationship marketing was thus inevitable for companies to stay competitive in accordance with the complexity of the new market conditions (Grönroos, 1994).
value the factors that constitute a relationship differently based on their personal perspectives and earlier experiences (Babin, Darden & Griffin, 1994; Garbarino & Johnson, 1999; Reichheld & Teal, 1996). The key objective with CRM is to achieve loyal customers (Rigby, Reichheld & Dawson, 2003) by treating them in a customized manner that strives to create a personal bond between the company and the customer (Özgenera & Iraz, 2006). According to Rauyruen & Miller (2007) customer loyalty is expressed through customer retention and positive word-of-mouth communication expressed by the customer. The importance of customer loyalty is widely known throughout the literature and has been demonstrated in a study conducted by Rigby, Reichheld & Dawson (2003). In their study they investigated the importance of customer loyalty within more than 200 companies from a wide range of industries and concluded that a five percent increase in customer retention could increase the profits of a company with up to 95 percent.
any costs for the company. According to Huang et al. (2009) customer loyalty represent the outcome part of the relationship, which according to Arnett & Badrinarayanan (2005) as well as De Wulf, Odekerken-Schröder & Iacobucci (2001) is the result of the company´s ability to achieve satisfaction, trust and commitment among its customers, mentioned throughout the literature as relationship quality.
1.2 The Industry of Speciality Stores
This thesis will treat the industry of Speciality Stores that according to the Global Industry Classification Standard (GICS) is a sub-industry within the industry Speciality Retail. Speciality Retail is one of four industries within retailing that in turn is included in the sector of Consumer Discretionary. Speciality Stores is defined as retailers who distributes single products or services and is thus specialized in a niche market (Morgan Stanley Capital International, 2002).
1.3 Problem Discussion
Aspinall (1993) as well as Bloemer & Poiesz (1989) mention that the relationship between customer satisfaction and retention is weak or even non-existing. Further, Ranaweera & Prabhu (2003) mean that trust is a weak predictor of customer retention. Simultaneously, Evanschitzky et al. (2006) mention that it cannot be determined whether a direct relationship between commitment and customer retention exists or not. Continuing, Gripsrud (2002) states that the contemporary media society is under constant development where customers today express themselves through media channels such as social media. This would mean that the availability of spreading word-of-mouth communication has become easier and more convenient for customers, which constantly changes the conditions for companies to achieve word-of-mouth communication. This in turn means that the relationship between word-of-mouth communication and customer satisfaction, trust and commitment changes due to rapid changes in the media society.
Although a general understanding is that customer satisfaction, trust and commitment leads to customer loyalty, it is unclear whether they are equally important or if one of these components stronger contributes to customer loyalty than the others. This knowledge would be of great value for retail companies since this would give them the ability to understand what specific component of the relationship that achieves a certain outcome of customer loyalty. This means that a company that possesses this type of knowledge could tailor their relationship-building activities in order to achieve either customer retention or word-of-mouth communication depending on what is needed in the company´s current situation.
of similar character. This should mean that customers within this industry have the opportunity to switch between competing companies without compromising quality of what is offered since the companies provide similar products and services. Gagliano & Hathcote (1994) as well as Zemke & Schaff (1990) mention that the most important attribute for companies within the industry of Speciality Stores is to have outstanding customer service in order to achieve loyal customers. This means that relationship-building activities with the objective of gaining loyal customers is not only an important activity for companies within this industry, instead such activities should be seen as vital to stay competitive and prevent customers from switching to competitors. The consequence of this reasoning should be that if relationship-building activities is a central part of Speciality Stores, there should exists extensive published material in relation to the subject. However, throughout the literature a limited amount of material is written in the area of Speciality Stores that treat relationship-building activities within this specific industry. Simultaneously, the limited literature yet available is outdated since the material is published in the 90´s. There is reason to believe that the conditions described in the outdated literature is not applicable in the contemporary market since Pan & Lee (2003) mention that the emergence of the Internet, e-commerce and social media has totally changed the relationship between the company and its customers.
order to achieve customer loyalty. The justification for this thesis is derived from that it is known but not explicitly explained how customer satisfaction, trust and commitment affect customer retention and word-of-mouth communication. The selection of industry is motivated based on that long-term relationships with customers within this industry are essential for companies to stay competitive and is to date not adequately investigated.
1.4 Purpose
Chapter 2. Literature Review
2.1 Customer Relationship
The primary focus of marketing should be to emphasize the exchange of relationships (Ferber, 1970; Hunt, 1983; Kotler, 1972). According to Berry (2002) this mind-set in marketing is about establishing relationships with the customers in order to have the ability to transform them into loyal customers. Berry (2002) states that it is about moving away from the former approach that is reflected in the outdated transactional marketing approach that merely was about attracting customers without thinking about the long-term value the customer could have for the company.
There is no overall definition of relationship marketing in the literature, but there is a general understanding about its purpose. The goal with relationship marketing is about attracting, maintaining and enhancing relationships with customers (Berry, 2002; Grönroos, 1989; Rapp & Collins, 1990). The establishment of successful relationships with customers results in many benefits for the company both in terms of competitive advantages in the marketplace (Day, 2000; Hunt, 1997) as well as financial benefits (Boles et al., 2000; Walter and Gemünden, 2000) due to the fact that it is up to six times more expensive to acquire a new customer than to retain a current one (Rosenberg & Czepiel, 1984).
The development of relationships with customers is characterized by the
relationship quality as well as the relationship outcome (Badrinarayanan,
trust, and commitment (Arnett & Badrinarayanan, 2005; Baker, Simpson &
Siguaw 1999; De Wulf, Odekerken-Schröder & Iacobucci, 2001; Dorsch, Swanson & Kelley 1998; Garbarino & Johnson, 1999; Palmer and Bejou 1994; Smith 1998). The relationship outcome aspect of customer relationships determines what the relationship between a customer and a company leads to (Huang et al. 2009; Hennig-Thurau, Gwinner & Gremler, 2002). The most frequent construct used to describe the outcome part of a relationship is customer loyalty (Caceres & Paparoidamis, 2007; Hennig-Thurau, Gwinner & Gremler, 2002; Zeithaml, Berry & Parasuraman, 1996).
2.2 Satisfaction
Customer satisfaction is according to Blackwell, Miniard & Engel (2006) one of the most important aspects for companies to strive for, and should be seen as one of their greatest assets to build relationships with its customers. Customer satisfaction has long been recognized as a key aspect for companies to achieve long-term success and to stay competitive in the marketplace (Hennig-Thurau & Klee, 1997). Why customer satisfaction is important in the relationship with the customers is according to Rust & Zahorik (1993) as well as Kotler (1994) because it has proven to be a big part of why customers chose to return to the company. Hennig-Thurau & Klee (1997) state that customer retention is important for companies to be able to reach customer loyalty that results in that customers repeatedly purchase from the company. Anderson & Fornell (1994) as well as Rust & Zahorik (1993) argue that there is a clear correlation between customer satisfaction and customer retention. If a customer is satisfied it often leads to retention that in turn results in positive effects on profitability for the company (Anderson & Fornell, 1994; Rust & Zahorik, 1993). It is well known that customer satisfaction results in many benefits for the company, Zineldin (2000) states that it results in lower price sensitivity among the customers, that they become more loyal to the company, as well as they purchase more goods from the company.
Hansemark & Albinsson (2004) state that the concept of customer satisfaction consists of the components service quality, service features, and
customer complaint management. These components together function as a
satisfaction. Further, Lavesque & McDougall (1996) also argue for the importance of delivering superior service features to reach satisfaction among customers. Johnston (2001) as well as Nyer (2000) additionally states that customer satisfaction can be achieved with the implementation of customer complaint management.
2.2.1 Service Quality
Service quality consists of two aspects that are the outcome aspect of the service and the relational aspect of the service (McDougall & Levesque, 1994; Morgan & Piercy, 1992). The outcome aspect of the service is the providing of the core service by the company and the relational aspect of the service is the relationship between the customer and the service provider (McDougall & Levesque, 1994; Morgan & Piercy, 1992). Concerning the outcome aspect of the service, Parasuraman, Berry & Zeithaml (1991) mean that when providing the core service to the customer, it is important for the service provider to demonstrate accuracy and to convey reliability to proclaim that he cares about the customers. Concerning the relational aspect of the service, it is of importance for the service provider to show empathy,
confidence, and responsiveness to the customers (Parasuraman, Berry &
Zeithaml, 1991). 2.2.2 Service Features
customer surprise. Lavesque & McDougall (1996) mean that convenience and accessibility are two key elements when it comes to develop superior service offerings to the customers. A good example of this is mentioned by Hansemark & Albinsson (2004) that describes extended hours of operations as a way to exceed the customers predetermined expectations of the service offering and to make it more accessible for the customers.
2.2.3 Customer Complaint Management
Why customers choose to switch between companies is according to Hart, Heskett & Sasser (1990) because the service supplier doesn't provide adequate customer complaint management. Johnston (2001) as well as Nyer (2000) mean that if the company advocates complaint management, and allow and encourage customers to file complaints on the service quality, it will increase customer satisfaction. According to Nyer (2000) this has shown to be most effective among the customers that are most dissatisfied and among those customers that file complaints most intensely. Customer complaint management is also mentioned by Andreassen (2000) as well as Spreng, Harrell & Mackoy (1995) but then as a part of service recovery. Spreng, Harrell & Mackoy (1995) arguing that if a company encourage customer to file complaints about the service level, the customers will be more satisfied. This encouragement will according to Spreng, Harrell & Mackoy (1995) lead to service recovery that in turn will result in customer retention.
2.3 Trust
whom one has confidence”. The mutuality of these definitions is that they both describe trust as an expectancy given by one party to another based on the perception that the party can be relied on. Morgan & Hunt (1994); Berry & Parasuraman (1991); Thomas & Skinner (2010); Sirdeshmukh, Singh & Sabol (2002) all describes that trust is a key aspect in building relationships and Morgan & Hunt (1994) states that trust therefore should be one of the main cues in relationship marketing activities to build successful relationships with customers. According to Moorman, Zaltman, & Despande (1992) as well as Ganesan & Hess (1997) trust in relationships reduces perceived uncertainty of risk between the parties involved in a relationship. By this, Moorman, Zaltman, & Despande (1992) as well as Ganesan & Hess (1997) mean that one party might experience some type of risk or uncertainty and that the other party by being trusted can reduce this perception of risk and uncertainty in a given situation. Further, Lambert, Emmelhainz, & Gardner (1999) suggest that trust is so crucial for the establishment of relationships that it is very difficult to create long-term relationships without the presence of trust between the parties.
example the sales representative and a customer to a company. Secondly, Ganesan & Hess (1997) state that a second type of trust exists between individuals and the company as a whole. Ganesan & Hess (1997) mention this type of trust as organizational trust. By this discussion Ganesan & Hess (1997) mean that an individual possesses two main perceptions of trust towards a company, one being the interpersonal towards the employees and one organizational trust towards the company. According to Dwyer, Schurr, & Oh (1987); Bhagat (2009); Morgan & Hunt (1994) trust is built upon the concept of shared values between the parties in the relationship. Further, Morgan & Hunt (1994) adds the concept of communication and opportunistic
behavior as important building blocks for trust in relationships. 2.3.1 Shared Values
According to Morgan & Hunt (1994) the concept of shared values functions as the starting point for building trust in relationships. Morgan & Hunt (1994) mean that shared values represent the opinions an individual have about behaviors, goals and also includes the perception of what is right and wrong. Morgan & Hunt (1994) states that from the individuals’ perspective the values are affected by past experiences that have formed the individual to become whom they are today. From the companies perceptive, Morgan & Hunt (1994) mean that the values are expressed in the organizational culture that reflects what the company stands for. The organizational culture represents what the company is and function as a base when the individual evaluates if the values of the company and the individual match.
Morgan & Hunt (1994) mean with the concept of shared values the individual can either identify, agree with the values of the company, or the individual can reject the values and thereby disagree, this is mentioned as customer
company and become a part of them. Of these different types of associations Morgan & Hunt (1994) mean that internalization is the strongest form of shared values. Bhattacharya & Sen (2003) mentions that customers who are attracted to a company’s identity are likely to be more appealed to the company when they feel that the company matches who they are.
2.3.2 Communication!
Morgan & Hunt (1994) mention the concept of communication as a second building block for trust. Morgan & Hunt (1994) state that the formal and informal communication from the company is a factor that affects how meaningfulness can be created in relationships. Morgan & Hunt (1994) mean that the frequency, quality and reliability determine how the communication affects trust in relationships.
Rempel, Holmes & Zanna (1985) as well as Hovland, Janis & Kelley (1953) also mention the reliability aspect of communication and mean that the partners’ ability to keep its promise and demonstrate competence is the underlying influence of trust in communication. According to Ganasan & Hess (1997) reliability has a significant affection on the interpersonal trust that exists between a sales representative and an individual. By this, Ganasan & Hess (1997) mean that the concept reliability affect the relationship between individuals to a further extent than the relationship between individuals and organizations and it is therefore important that the sales representatives gives a credible behavior where they demonstrate competence to create trust.
2.3.3 Opportunistic Behavior
opportunistic behavior. Opportunistic behavior is when a party in the relationship violates the implicit or explicit promises that the relationship consists of, mentioned as violation of promises. Morgan & Hunt (1994) mean that a relationship is consisted of certain promises between the parties and that a violation of these promises leads to a decrease of trust since one party feels exploited in the relationship.
Rempel, Holmes & Zanna (1985) describes that behavior characterized by concern for the other party in the relationship builds trust and mention this behavior as benevolence. Ganasan & Hess (1997) mean that the dimension of benevolence affects organizational trust. By this Ganasan & Hess (1997) mean that trust between customers and the company is foremost affected by the company’s ability to convince the customer that the company is willing to sacrifice something extra or unexpected to satisfy the customer. Cox (2004) also discusses a similar issue when proposing that trust is damaged if complications occur between the companies’ intentions (maximum profit) and the customers’ intention (benefits) and the customers feel utilized in some way.
!
2.4 Commitment
occupation. Behavioral commitment is the other and indicates some kind of action taken by the person, which can be continuing membership, policies or goals (Allen & Meyer, 1997).
According to Gundlach et al., (1995) as well as Morgan & Hunt (1994) commitment is seen as a key variable for establishing a relationship that in turn will result in customer retention and loyalty towards the company. Fornell & Wernerfelt (1987) explain the importance of building commitment in a relationship, as commitment will lead to loyal customers that in turn will result in higher profit for the company because the company will remain current customers. Dick & Basu (1994) agree with the already mentioned aspects of why commitment is important but is also adding that committed customer will spread positive information or opinions about the company and that it is a fact that committed customer will purchase more and because of that company with committed customer increase their sales.
Meyer & Herscovitch (2001) further state that a third type of commitment mentioned as normative commitment can be added to the concept of commitment. Normative commitment refers to the moral attachment that the customer feels towards a company and that customers feel indebt to join companies that they have shared values with. Companies who create normative commitment among its customers naturally gain customer retention. Customer retention is created due to the concept of reciprocity, which refers to the customer’s willingness of repay the company if they feel that they owe the company in some aspect (Cialdini, 2007; Meyer & Herscovitch, 2001). Cialdini (2007) further explains that the repayment does not need to be returned in the same way that it was given in order to be successful. In fact, Edlund et al. (2007) proclaims that the most effective way of using the concept of reciprocity is when the customer only have one single way to repay the company, in other words to buy products from that particular company assortment.
affect all types of commitment mentioned by Allen & Mayer (1990). Dagger, David & Ng (2011) proclaims that providing customers with benefits is especially important during the first stage of relationship building. Gwinner et al. (1998) also proclaims that benefits affect the level of commitment and that it is one of the main parts of a successful relationship. Gwinner et al. (1998) states that relationship benefits can be divided into three different groups, confidence benefits, social benefits and finally special treatments benefits.
2.4.1 Relationship Benefits
Confidence benefits is the first type of relationship benefits and will according to Gwinner et al. (1998) result in security and comfort for the customer. With this, Gwinner et al. (1998) mean that the company must keep their promises and protect customer privacy in order to gain their confidence and create commitment. This type of benefits is also mentioned by MacMillan et al. (2005) who call it intrinsic benefits that are inherent in the relationship and are intangible for the customer.
The third type of benefits is special treatment benefits and refers to economic
advantages and product advantages for the customer. Gwinner et al. (1998)
states that such benefits is the most tangible ones for the customer and can occur as cost savings/lower prices in form of physical products and/or
tailored offers for the customer, which will lead to loyalty and commitment
among the customers. MacMillan et al. (2005) states that such benefits are important as activity during the first stage of relationship building and call it extrinsic benefits that occur in a more material form than other types of benefits.
2.4.2 Switching Costs
Bendapudi & Berry (1997); Dwyer et al., (1987) as well as Gundlach et al., (1995) proclaims that customers become committed to a relationship if there are distinct switching costs that makes it difficult for customers to switch between different companies. Jones, Mothersbaugh & Beatty (2002) states that switching costs exists as a multidimensional nature and uses their own new reasoning’s together with already known ones in order to categorize switching costs into several different groups depending on how it affects the customer. Jones, Mothersbaugh & Beatty (2002) states that continuity costs are associated with the perceived risk of switching from a known company to an unknown.
Search costs are another group that Jones, Mothersbaugh & Beatty (2002)
or entering a company. Fullerton (2005) proclaims a negative aspect of building relationships with this type of switching costs. If the customer is economically charged for having a relationship with a company or if mistakes caused by the customer can result in fees, Fullerton (2005) mean that this can result in that the customer feel trapped in the relationship and will not recommend the company further. The last group of switching costs is
learning costs and is according to Heskett (1990) associated with the need of
knowledge about a company´s assortment, employees or design.
2.4.3 Scarcity of Alternatives
Gierl & Huettl (2010) as well as Cialdini (2007) mean that scarcity is an important marketing tool or instrument since customers tend to value objects more if they are limited or hard to get hold of and that this contributes in keeping the customer interested in the company. Gierl & Huettl (2010) states that scarcity occurs with both limited supply and high demand. Scarcity can thus be accomplished through limited edition products or as a result of high demand for the product who have an exclusively status, called exclusive
products. According to Cialdini (2007) limited editions results in that things
become less accessible and the customer lose their freedom of choices to some extent. This less freedom will result according to Cialdini (2007) that customer tends to want it more than before and that new scarce products are more wanted among the customer than those that already were restricted. Cialdini (2007) also states that products become more exclusive and wanted if the customers compete against each to get them or if the products are only available during a limited time.
2.4.4 Shared Values
important or unimportant and also appropriate or inappropriate. Chatman (1991) also state that shared values are a direct precursor for both commitment and trust. Kashyap & Sivadas (2012) explains shared values as a social influence when one source influences a target audience. This influence occurs when one party accept that another influence them because the values from that party is congruent with their own values. Sharing of values is an important feature when building commitment in a relationship since that type of similarity between the company and the customer can provide directions for organizational goals, strategies and policies. Kashyap & Sivadas (2012) further proclaims that committed customers have a desire to continue the relationship with that company. Such relationships imply an emotion of solidarity and cohesion among the customers that over time results in that the shared values between the company and the customer becomes even more similar.
2.5 Customer Loyalty
According to Chaudhuri & Holbrook (2001) as well as Edvardsson et al. (2000) customer loyalty is defined as the customer´s willingness to repurchase the products or services provided by the company. Zeithaml, Berry & Parasuraman (1996) also adds the willingness to recommend the company and the act to encourage other consumers to enact the company. Customer loyalty is a primary goal of customer relationships (Sheth, 1996) which could be explained by that it is up to six times more expensive to acquire a new customer than it is to retain a current one (Rosenberg & Czepier, 1984). Customer loyalty consists of the aspects customer retention and the customers’ willingness to recommend the company through
word-of-mouth communication (Zeithaml, Berry & Parasuraman, 1996; Czepiel, 1990;
2.5.1 Customer Retention
According to Boles, Barksdale & Johnson (1997) customer retention is the process that describes a company’s ability to attract and retain customers. Gerpott et al. (2001) continues by defining customer retention as when a customer continues to do business with a company or purchase from the same company repeatedly. Crosby, Evans & Cowles (1990) states that customer retention is one main part of the outcome of a strong relationship between a customer and a company. To achieve retention among its customers, it is crucial for the company to exceed the customer’s expectations in order to in turn reach customer loyalty (Boles, Barksdale & Johnson, 1997). Retention of customers can according to Bowman & Narayandas (2001) as well as De Wulf, Oderkerken-Schröder & Iacobucci (2001) be addressed by asking customers to report the number of purchases they made in relation to a specific brand. Further, Verheof (2003) developed the measurability by addressing how many products of that specific group of products that has been purchased from that specific company, also mentioned as extent of
purchases.
2.5.2 Word-of-Mouth Communication
communication from one customer to another can outweigh the formal communication from a company. Word-of-mouth communication can be
direct recommendations about a product or service (Fullerton & Taylor,
Chapter 3. Conceptual Framework
3.1 The Relationships Between Relationship Quality and Relationship Outcome Within the Industry of Specilaity Stores
3.1.1 Satisfaction and Customer Retention
In marketing literature customer satisfaction is typically described as the way to achieve customer retention (Kotler, 1994; Fornell, 1992; Reichheld & Sasser, 1990). However, Hennig-thurau & Klee (1997); Reichheld & Aspinall (1993) as well as Bloemer & Poiesz (1989) mention that the relationship between the satisfaction and retention is weak or even non-existing. Due to this ambiguity and the fact that the literature in this area is outdated, the following hypothesis is stated:
H1: Satisfaction has a positive impact on customer retention 3.1.2 Satisfaction and Word-of-Mouth Communication
Previous studies have shown a strong association between customer satisfaction and word-of-mouth communication (Ladhari, 2007; Ranaweera & Prabhu, 2003, Kim, Ng & Kim, 2009; Bitner, 1990; Oliver, 1980; Bloch, 1986; Reichheld & Sasser, 1990). However, Gripsrud (2002) mention that the contemporary media society is under constant development where customers today express themselves through media channels such as social media. Due to this, it is of great importance to continuously investigate the phenomena of word-of-mouth communication with regard to the development described by Gripsrud (2002). The following hypothesis is stated:
3.1.3 Trust and Customer Retention
Previous studies have indicated that trust is likely to influence the retention of customer (Kassim & Abdullah, 2010). However, Ranaweera & Prabhu (2003) have shown that this type of trust is the foremost driver of customer retention when it comes to business-to-business relationships. Ranaweera & Prabhu (2003) further states that in the context of company to customer relationships trust is found to be a weak predictor of retention. Due to this the following hypothesis is stated:
H3: Trust has a positive impact on customer retention 3.1.4 Trust and Word-of-Mouth Communication
Throughout the marketing literature few studies have investigated and demonstrated a relationship between trust and word-of-mouth communication (Ranaweera & Prabhu, 2003). However, in a study conducted by Ranaweera & Prabhu (2003) it is suggested that trust is just as important as satisfaction to achieve word-of-mouth communication. Due to this the following hypothesis is stated:
H4: Trust has a positive impact on word-of-mouth communication 3.1.5 Commitment and Customer Retention
Brown & Petersson (1993); Morgan & Hunt (1994) as well as Fullerton (2003) mention that commitment is an antecedent for customer retention. However, the impact between commitment and customer retention is according to Evanschitzky et al. (2006) not rigorously investigated in the marketing literature. According to Evanschitzky et al. (2006) it cannot be determined whether a direct relationship between the concepts exists or not. Due to this uncertainty the following hypothesis is stated:
3.1.6 Commitment and Word-of-Mouth Communication
Throughout the marketing literature few studies have investigated and demonstrated a relationship between commitment and word-of-mouth communication. However, in a study conducted by Fullerton (2003) it is suggested that commitment can have a negative effect on the customer´s willingness to spread word-of-mouth communication if the customer feels trapped in the relationship with the company. Simultaneously, Dick & Basu (1994) as well as Harrison-Walker (2001) mention that customers that feel committed towards a company will spread word-of-mouth communication about that specific company. Due to this uncertainty the following hypothesis is stated:
H6: Commitment has a positive impact on word-of-mouth communication
Chapter 4. Methodology
4.1 Research Approach
4.1.1 Inductive vs. Deductive Research
In research there are typically two types of research approaches that includes an inductive and a deductive research approach. An inductive research approach means that the researcher begins the forming of theoretical knowledge with an observation of an event (Bryman & Bell, 2011). On the basis of this observed event the researcher strives to draw generalizable conclusions by interpreting what is observed through the event and thus create a theory of understanding. With this understanding an inductive process begins with an observation and results in a theoretical understanding (Ghauri & Gronhaug, 2010).
A deductive research approach means that research is based on what is already known about a particular subject, and which theoretical considerations that is important in relation to that subject. This means that the researcher begins by creating an understanding of the given subject by creating a theoretical framework (Bryman & Bell, 2011). From this framework it is possible for the researcher to set up hypotheses that further can be tested through gathered empirical data. The formulated hypotheses are then either supported or not supported by the research that results in that the theory from which the hypotheses originated from is revised based on the new knowledge (Ghauri & Gronhaug, 2010).
the deductive research approach since the study examines theoretical concepts with empirical data. This study begins with a foundation of theoretical knowledge further examined through an empirical investigation that further supports the justification for the applied research approach.
4.1.2 Qualitative vs. Quantitative Research
In research there are further approaches in addition to the inductive and deductive perspective to take into account for the researcher including a qualitative and a quantitative research approach. A qualitative research approach is an approach where the research uses a small number of respondents to make it possible to gain in-depth information to reach an understanding about a more complex problem under investigation (Ghauri & Gronhaug, 2010). This approach is most suited when examine complex situations where attitudes and beliefs among the respondents constitute what is under investigation. In qualitative research the analysis is merely constructed based on the interpretation of the findings in the empirical investigation (Bryman & Bell, 2011; Ghauri & Gronhaug, 2010).
In this study a quantitative research approach is implemented since the purpose of this study is to gain knowledge about an entire population. This could also be achieved with a qualitative research approach. However, findings of qualitative character cannot be analyzed statically and presented in numbers since the problem at hand are investigated deeply with a smaller number of respondents. This results in that qualitative research cannot achieve generalizability to the same extent as a quantitative research approach where the results are supported statistically (Yin, 2003). Further, this study strives not to gain deeper knowledge about the studied variables but to assess the relationship between the variables to support or reject the hypothesis in this study.
4.2 Research Design
aim with this type of research is to answer who, what, where, when, how, and
why questions (Bryman & Bell, 2011).
Descriptive research can further be divided into two separate research designs, called cross-sectional research design and longitudinal research design (Bryman & Bell, 2011; Ghauri & Gronhaug, 2010). A cross-sectional research design is when the researcher implement several cases simultaneously to gather data from. This approach is used to find patterns in the gathered data to make it possible to see relationships between the different variables under investigation (Ghauri & Gronhaug, 2010). A longitudinal research design is when the researcher implement single cases for an extended period of time. This approach is used to find changes in variables by studying them over a longer period of time (Ghauri & Gronhaug, 2010). This approach is according to Bryman & Bell (2011) costly in terms of time, money and resources since it requires more than one occasion to collect data.
research design was chosen due to the limited availability of time, money and resources.
!
4.3 Data Sources
There are two different types of sources of information that are commonly used in research. These types of data sources include secondary and primary data. Secondary data is information collected with another purpose than to help answer the specific problem at hand. This type of data can further be divided into internal and external secondary data. Internal secondary data derives from inside an organization and is internal information such as strategy documents and annual reports. External secondary data is information from any type of external source where information gathered for another purposes can be used as empirical information to answer the specific problem under investigation. This type of data is for instance information from other studies, social media, and governmental institutes (Bryman & Bell, 2011). An advantage of secondary data is that the data is already available which can save time and money. Secondary data also provides the possibility for longitudinal analysis that enables to observe potential trends and tendencies over time. On the other hand, since the secondary data is not gathered to solve the specific problem at hand, it could mean that the information is not sufficient to draw any new conclusions from. Further, the data could be of a complex character that can result in that it takes time for the researcher to become familiar with the information and how it is coded (Bryman & Bell, 2011; Ghauri & Gronhaug, 2010).
Disadvantage with primary data is that it is costly and time consuming to collect such information. There is also a risk of a low response rate when gathering primary data since the quality of the outcome depends on another party’s ability and desire to participate (Bryman & Bell, 2011).
Since the purpose of this study involves an industry were no specific information about the subject at hand is available the study cannot emphasize secondary sources of information to answer the purpose. A focus towards primary data is thus inevitable in order to answer to the problem of this specific research. In this study primary data sources will be used to answer the specific research questions at hand.
4.4 Research Strategy
Table 1. Research Strategies. Yin (2003)
Research Strategy
Form of Research Question
Requires Control Over Behavioral Events Focuses on Contemporary Events Experiment Survey Archival analysis History Case study How why
Who, what, where, how many, how much Who, what, where, how many, how much How, why How, why Yes No No No No Yes Yes Yes/no No Yes
In this study the research strategy used is a survey. The justification for this choice of strategy is based on that the research project requires a focus on contemporary events and historical research strategy is thus not applicable for this study. Further, archival analysis could be excluded since this type of strategy focuses on secondary data already available from other sources of information. Experiment was not viable since the researchers had no opportunity to control the behavioral events of all respondents required to accomplish an experiment. Further, this study will deal with a purpose that answer to questions with the character of how much, which leads to that a survey is the most suitable for this research project. Case study was not suitable since questions of how much cannot be answered to with this type of research strategy.
4.5 Data Collection Method
Within survey data collection there are a number of different approaches to how data is collected and thereby how the survey is designed. A survey can be formed as either a questionnaire or as a structured interview. A structured interview is when the respondent completes the survey with the presence of the researcher face-to-face or by telephone Ghauri & Gronhaug, 2010). The advantage with an interview survey is that the researcher has the opportunity to clarify any question marks that the respondent might experience. Simultaneously, an interview survey also has disadvantages since the method is very time consuming and more expensive to accomplish than a questionnaire (Bryman & Bell, 2011; Ghauri & Gronhaug, 2010).
efficient way. Further, questionnaire handed out in person typically have high response rate since most people want to be perceived as helpful if they are asked in person. The disadvantage with questionnaires is that this method can have a low response rate if provided via e-mail or postal. Further, the respondent must interpret the questions as the researcher intends and misinterpretation or ambiguities cannot be sorted out since the researcher is not present (Bryman & Bell, 2011).
In this study the survey design consists of a questionnaire provided digitally to the respondents. These respondents are customer with an anonymous company within the industry of Speciality Stores. This company will henceforth be referred to as Company X.
Company X is an established retail chain in the Swedish home entertainment industry. Company X is one of the largest establishments within this industry with 97 stores nationwide and 154 employees in 2011. The stores consist of both central-owned, franchise stores as well as an e-commerce alternative. Company X´s vision is to be the largest nationwide entertainment retail chain and their business idea is to attract customers with a wide range of high quality home entertainment products that appeal to the whole family. Company X’s turnover in 2011 was 346 million SEK. To study Company X is suitable with a survey since the population is geographically spread and the respondents can thus not be contacted face-to-face and a structured interview research method is thus not applicable. In order to reach the respondents in an efficient way the questionnaire will be provided digitally in order to save both resources and time for the researchers.
population. This means that by studying a representative sample from a population, for example a company, generalizability can be achieved for a broader population such as an entire industry (Creswell, 2003; Yin, 2003) Further, This type of generalizability is according to Yin (2003) called statistical generalization and has been applied in this study. This was implemented by studying a sample of Company X´s customers in order to be able to draw generalizable conclusions about the industry of Speciality Stores by applying the result of the sample to the entire population.
4.6 Data Collection Instrument
4.6.1 Operationalization and Measurement of Variables
According to Bryman & Bell (2011); Saunders, Lewis & Thornhill (2009) as well as Ghauri & Gronhaug (2010) an operationalization is the process where abstract theoretical concepts or a phenomenon are turned into measureable items that can be measured and understood in a real world context. Bryman & Bell (2011) mean that an extensive operationalization process is required since a phenomenon or theoretical construct possesses no adequate real measurability. According to Bryman & Bell (2011); Saunders, Lewis & Thornhill (2009) as well as Ghauri & Gronhaug (2010) the operationalization process means that these theoretical concepts are further divided into variables that are decomposed into measureable items. Bryman & Bell (2011); Saunders, Lewis & Thornhill (2009) as well as Ghauri & Gronhaug (2010) mean that these constructed and decomposed measurable items can be addressed as questions that ultimately represent the theoretical concept in a study.
decomposed into variables that represented these theoretical concepts. However, due to the complex nature of relationships described by Babin, Darden & Griffin, (1994); Fornell & Wernerfelt, (1987); Reichheld & Teal (1996) as well as Vinson et al, (1977) who mention that different types of consumers value different things in the relationship with a company, the concepts had to be further decomposed. Due to this reasoning, this decomposition was performed in order to ensure that the complexity and different viable influences of relationships were measured in the study. This is also supported by Morgan & Hunt (1994) who stress issues related to relationship measures. With this second decomposition the study reached theoretical substantiated indicators that represented the variables.
Bryman & Bell (2011) mean that indicators themselves cannot be measured and therefore need to be coded in order to be quantifiable. This can be achieved through a Likert scale measure. A Likert scale measurement is according to Bryman & Bell (2011) as well as Saunders, Lewis & Thornhill (2009) a way to measure an indicator by coding the indicator for the respondent. The indicator can be coded from either 1-7 or from 1-5 where 1 represents “strongly disagree” and the highest score represent “strongly agree” (Bryman & Bell 2011; Saunders, Lewis & Thornhill 2009). With a Likert scale the indicator is quantifiable and the result can thus be measured and compared.
through the theoretical background in this study. All adequate instrumental measure is originated from the literature. However, these indicators have been reformulated to suit the specific purpose of this study. For a complete operationalization table including measurable items see attachment 1 and to see an overview of questions developed specifically for this study see attachment 2.
Bryman & Bell (2011) as well as Ghauri & Gronhaug (2010) states that a measurement can be achieved with either a single or multiple indicator measurement. However, a single indicator may capture only a portion of the underlying concept if the respondents misinterpret the single question that can offset its effects. Simultaneously, multiple indicators cover a wider range and at the same time ensure that concepts are investigated since a misinterpreted question is covered by another. Most importantly, the internal validity of the study is strengthened by multiple indicators (Bryman & Bell 2011; Ghauri & Gronhaug 2010).
questions were asked since tailored offers were not encountered in their relationship with Company X. Finally, the item convenience was excluded from the construct of satisfaction since the correlation analysis indicated that this item measured essentially the same thing as the item accessibility included within the same construct.
Table 2 present the steps performed in the operationalization process and display the theoretical concepts, constructs, variables and indicators that are emphasized in this study. This table is a simplified version of the operationalization performed in this study. To review the complete operationalization performed in this study see attachment 1.
Table 2. Simplified Operationalization Table
Relationship Quality Relationship Outcome Satisfaction Service quality Accuracy, reliability, empathy, responsiveness Service features Customer surprise, accessibility Customer complaint management Complaint management Trust Shared values Identification, internalization Communication Frequency, quality, reliability Opportunistic behavior Benevolence Commitment Relationship benefits Promises, customer privacy, familiarity, economic advantages, product advantages, Switching costs Contractual costs, learning costs Scarcity of alternatives Limited edition products, exclusive products Loyalty Customer retention Number of purchases, extent of purchases Word-of-mouth communication Direct recommendation, sharing of thoughts 4.6.2 Questionnaire Design
In this e-mail the respondents were asked to fill out the questionnaire and were informed that their contribution was anonymous and of great importance for the company’s ability to improve the offer provided by them. In exchange for participating the respondents were granted a reward from Company X in form of a discount offer. Bryman & Bell (2011) mention that it is important to give respondents something in exchange when participating in research in order to increase the response rate. Although the questionnaire was intended to gather information for purposes of this study it was important that the respondent got the feeling that Company X was conducting the survey. This was important in order to maintain credibility with the respondent and to further increase the response rate.
skills in the English language could not be determined and to ensure that all of the respondents understand the questions asked properly, a translation to a Swedish version of the questionnaire was made. After the translation was made, a third person with significant knowledge in the specific theoretical field was asked to back translate the Swedish version so that the researcher could ensure that the questions was translated and understood correctly. For the Swedish version of the questionnaire see attachment 3 and the English version attachment 4.
4.6.3 Pretesting
The objective to pursue when performing a pretest is to in an early stage identify potential factors that in turn can be improved which finally will lead to a more reliable study. A pretest can be performed by letting an expert with theoretical knowledge about the specific concepts judge and give suggestions of improvements. A pretest can also be conducted by using a selection of respondents derived to the target group of the study in order to examine how well the survey is understood. (Bryman & Bell, 2011)
4.7 Sampling
According to Bryman & Bell (2011) a population can be explained as the entities within a specific group or/and in the same geographical area. The population in this study consists of people that are members of Company X. In order to become a member of the company the customer has at some point in time sought the company and the customer information has at this point been registered in the company database. This customer database consists of approximately 250 000 members that are both male and females, represented in the ages from 12 years and above spread across the geographical area of Sweden.
According to Bryman & Bell (2011) there are typically two types of surveys, including census surveys that study every element of a population and sample surveys that study a share of a population to be able to draw generalizable conclusions about the whole. There are distinct advantages of sample survey methods in contrast to census survey methods in the way that it saves time and money for the researcher when it comes to conducting the survey.
The survey method applied in this study is a sample survey since the population studied is extensive and distributed across the geographical area of Sweden. It is thereby not feasible to study the population with a census approach and a sample survey method is thus preferable.
4.7.1 Sampling Frame
are a number of ways to accomplish this, including studying previous similar research and their sample sizes, determine the sample size based on available resources in form of time and money, and finally using available statistical methods to determine the sample size (Bryman & Bell, 2011).
In this study a statistical method is used to determine the sample to ensure that the size of the sample is representable for the whole population. According to Bryman & Bell (2011) the level of confidence should be 95 percent or higher to ensure that the errors caused by only studying a sample of the population is not significant so that it affects the accuracy. The sample frame in this study was selected randomly from the customer database of Company X. The respondents were further contacted through the e-mail address that they specified when became a member at the company. A total number of 2 000 respondents were contacted and was given the opportunity to participate in the survey.
4.7.2 Sample Selection
In this study a statistical method will be used to find the appropriate sample size of the study. The sample size is calculated statistically and the equation finds the required sample size of the study based on the population size while also taking the number of standard errors into account. By using this method the researcher can ensure that the sample he investigates statistically represents the whole population under investigation (Bryman & Bell, 2011).
Figure 2. Sample Size Statistical Formula. Malhotra (2011)
In this study the sample size required to achieve statistical significance has been determined to 384 respondents, displayed with the following calculation:
! = !"! !"#!!!!!! ![!!!""!×!!!.!"!!!""!×!!"#!!!!!×!!.!"! !]! = 383.6
4.8 Data Analysis Method
Since this study is using a quantitative research approach, the analytical approach is thus based on statistical analytical methods. The actual methods used in this study are descriptive statistics, correlation analysis, and
regression analysis. All data analysis is performed with the statistical
analysis software SPSS.
4.8.1 Descriptive Statistics
With the mode value calculation the most frequent value can be identified. This calculation can be valuable if one value in the distribution is very overrepresented making a median calculation misleading (Bryman & Bell, 2011; Saunders, Lewis & Thornhill, 2009; Ghauri & Gronhaug, 2010)
In this study the calculation of median will be emphasized to find the central tendency of the gathered material. This is implemented due to the ordinal nature of the measures where a Likert scale is emphasized. Bryman & Bell (2011) mentions that median is the best way to find the central tendency in ordinal level measures.
4.8.2 Correlation Analysis
4.8.3 Regression Analysis
According to Bryman & Bell (2011); Saunders, Lewis & Thornhill (2009) as well as Ghauri & Gronhaug (2010) regression analysis is a method that assesses the explanation between an independents and dependent variable. The method can thus determine to what extent an independent variable explains the value of a dependent variable.
Cohen et al. (2003) mentions that multiple regression analysis is a stronger method than a single regression analysis since the researcher can address how a dependent variable is explained by multiple independent variables. Cohen et al. (2003) states that this analysis is assessed by investigating the R2 that present how the variance of a dependent variable can be explained by the investigated independent variables.
In this study a multiple regression analysis is implemented to due to the advantages mentioned by Cohen et al. (2003). It is also performed since multiple independent variables exist in relation to each construct. With this approach the study can find how decomposed variables represent the constructs of the study and in particular how these constructs (satisfaction, trust and commitment) answers to the outcome of relationships (customer retention and word-of mouth-communication).
4.9 Quality Criteria
4.9.1 Validity
to the quantitative research approach of this study three types of validity is taken into account. These are content, construct and criterion validity.
4.9.2 Content Validity
According to Bryman and Bell (2011) as well as Saunders, Lewis & Thornhill (2009) it is of great importance to ensure that the questions asked to the respondents actually measures what the question is intended to measure. Further, Bryman and Bell (2011) as well as Saunders, Lewis & Thornhill (2009) mentions that the questions should appear easy to answer and be understandable for the respondents. This is addressed as content validity. Content validity can be achieved by letting experts review and judge the questions before the gathering of data. Bryman and Bell (2011) as well as Saunders, Lewis & Thornhill (2009) mentions that a preview by experts strengthens the content validity in the study.
the questionnaire to respondents derived from this study´s target group that in turn gave feedback both regarding the formulation of questions and structure.
4.9.3 Construct Validity
Construct validity is according to Bryman and Bell (2011) as well as Saunders, Lewis & Thornhill (2009) whether the measures in a study actually address and measure the specific concepts that it is intended to measure or not. In this study construct validity was addressed with convergence and discriminate validity.
Convergence validity is according to Bryman and Bell (2011) as well as Saunders, Lewis & Thornhill (2009) to what extent measures in a study converge with other measures of the same construct. Bryman and Bell (2011) as well as Saunders, Lewis & Thornhill (2009) mean that convergence validity can be indicated as strong correlations between the independent variables and dependent under the same constructs. In this study, convergence validity has been addressed by stressing the correlation between independent variables within theoretical constructs in relation to each other. A strong positive correlation indicated convergence validity between the theoretical constructs and the different independent variables within that construct.
between the dependent variables stressed to ensure construct validity. It was of great importance that the correlation coefficient between the variables representing different theories in the study was non-existing or low in order to ensure construct validity. This was important since these variables were intended to measure different theoretical concepts and a correlation should thus not exist.
4.9.4 Criterion Validity
Criterion validity refers to the extent to which the operationalization can predict constructs in relation to other variables (Bryman & Bell, 2011). Criterion validity can be divided into two different types of validities that is
concurrent and predictive validity (Bryman & Bell, 2011).
Concurrent validity is obtained by compare the test at hand with an existing similar test with measures that already have been validated. The validated measures do not have to be exactly the same constructs as the measures at hand, only related to each other. Further, by using similar measures as used in the validated tests the researcher can thus achieve concurrent validity in the test at hand (Bryman & Bell, 2011; Ghauri & Gronhaug, 2010). In this study, concurrent validity has been achieved by using measurable items validated in previous research when formulating the survey questions.
achieved by collecting theoretical insight that further has been operationalized in order to state hypotheses, which later can be tested by implementing a survey and analyzing the result.
4.9.5 Reliability
Reliability is according to Bryman & Bell (2011); Saunders, Lewis & Thornhill (2009) as well as Ghauri & Gronhaug (2010) how consistent a measure of a concept is. Reliability can according to Bryman & Bell (2011) be addressed by assessing the stability, the internal reliability and
inter-observer consistency.
The stability aspect of reliability is according to Bryman & Bell (2011) how stable a measurement is over time. In other words, stability occurs when there is little variation in the results that measure a specific construct at different points in time. Stability can be addressed by asking the questionnaire questions at another point in time to find if there variances exists between the results of the studies. In this study stability as described by Bryman & Bell (2011) could not be performed due to the time restrains and limitation in resources.
2003). In this study, a Cronbach´s alpha value of at least .80 was accepted in order to obtain internal reliability.
