* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
Download Factors and Customers Satisfaction of Budget Hotel Customers in
Youth marketing wikipedia , lookup
Target audience wikipedia , lookup
Visual merchandising wikipedia , lookup
Marketing communications wikipedia , lookup
Marketing channel wikipedia , lookup
Marketing research wikipedia , lookup
Brand loyalty wikipedia , lookup
Guerrilla marketing wikipedia , lookup
Digital marketing wikipedia , lookup
Multicultural marketing wikipedia , lookup
Marketing plan wikipedia , lookup
Marketing mix modeling wikipedia , lookup
Integrated marketing communications wikipedia , lookup
Street marketing wikipedia , lookup
Advertising campaign wikipedia , lookup
Direct marketing wikipedia , lookup
Target market wikipedia , lookup
Product planning wikipedia , lookup
Green marketing wikipedia , lookup
Global marketing wikipedia , lookup
Marketing strategy wikipedia , lookup
Customer relationship management wikipedia , lookup
Customer experience wikipedia , lookup
Sensory branding wikipedia , lookup
Services marketing wikipedia , lookup
Customer engagement wikipedia , lookup
Factors and Customers Satisfaction of Budget Hotel Customers in China Yang Yu http://eprints.utcc.ac.th/id/eprint/1337 © University of the Thai Chamber of Commerce EPrints UTCC http://eprints.utcc.ac.th/ FACTORS AND CUSTOMER SATISFACTION OF BUDGET HOTEL CUSTOMERS IN CHINA MS. YANG YU A Thesis Submitted in Partial Fulfillment of the Requirements For the Degree of Master of Business Administration Department of International Business International College University of the Thai Chamber of Commerce 2012 Thesis title Name Degree Major title Thesis adviser Graduate Year Factors and Customers Satisfaction of Budget Hotel Customers in China Yang Yu Master of Business Administration International Business Assistant Professor Dr. Arisara Seyanont 2012 ABSTRACT The purpose of this research was to study the customer perception toward marketing mix (7P’s), customer satisfaction and customer loyalty of budget hotel in China. The researcher distributed 450 questionnaires during the month of September to October to the customers who stayed at budget hotel in China. There were 400 questionnaires completed and usable. Collected data from questionnaires processed by computer program in terms of frequency, mean, standard deviation and regression. Results showed that customer perception toward product/service and promotion had a positive impact on custom satisfaction, and customer satisfaction had a positive impact on customer loyalty. The budget hotel operators can use the result to determine their target market, make a good marketing mix plan to make the customer satisfaction and loyalty. iv ACKNOWLEDGEMENTS I would like to express my gratitude to all those who helped me during the writing of this thesis. My deepest gratitude goes first and foremost to my thesis advisor Assistant Professor Dr. Arisara Seyanont, for her constant encouragement and guidance, for her time, patient, steady support, statistical proficient and direction throughout my thesis study. Without her patient instruction, insightful criticism and expert guidance, the completion of this thesis would not have been possible. I would also like to state my heartfelt gratitude to my committee member: Dr. Pitsamorn Kilenthong, Assistant Professor Dr. Pranee Eamlaorpakdee, Dr. Rojanasak Chomvilailuk, Assistant Professor Dr. Li Li, Assistant Professor Dr. Wanrapee Banchuenvijit, Dr. Phusit Wonglorsaichon and Associate Professor Sriaroon Resanond for their kindly comment and useful suggestions during the implementation process of this study. Loves and thanks go to my dear parents for their love, strongly support, encouragement, understanding, great confidence and contribution all through these years. I also owe my sincere gratitude to all my friends in China and here at UTCC who have contributed to the completeness of this master thesis. Thanks for their time, support and assistance and for sharing this great MBA experience with me. v TABLE OF CONTENTS Page iv ABSTRACT ACKNOWLEDGEMENTS v TABLE OF CONTENTS vi LIST OF TABLES ix LIST OF FIGURES xi Chapter 1. Introduction 1.1 Background of Research 1.2 Problem Statement 1.3 Research Objective 1.4 Research Question 1.5 Scope of Study 1.6 Expected Benefits 1.7 Definition of Terms 1 1 4 6 6 7 7 8 2. Literature Review 2.1. Budget Hotel 2.1.1 Definition of Budget Hotel 2.1.2 Characteristic of Budget Hotel 2.1.3 Full Service Hotel VS Budget Hotel (Limited Service Hotel) 2.2. Customer Perception vi 10 11 11 12 14 16 TABLE OF CONTENTS (CONTINUED) 2.3 Marketing Mix (7P’s) 2.3.1 Product/Service 2.3.2 Price 2.3.3 Place 2.3.4 Promotion 2.3.5 People 2.3.6 Process 2.3.7 Physical Evidence 2.4 Customer Satisfaction 2.5 Customer Loyalty 2.6 Conceptual Framework and Hypotheses 2.6.1 Conceptual Framework 2.6.2 Hypotheses Page 19 21 21 22 23 24 25 26 27 30 35 35 35 3. Methodology 3.1 Research Design 3.2 Population and Sampling Design 3.2.1 Population 3.2.2 Sampling 3.3 Research Instrument 3.4 Data Collection 3.5 Data Analysis 3.6 Reliability Analysis 36 37 37 38 41 38 40 42 44 4. Data Analysis and Results 4.1 Analyze the Demography Profile of the Respondents 46 47 vii TABLE OF CONTENTS (CONTINUED) Page 4.2 Analyze the Agreement Level of Customer Perception Toward Marketing Mix (7P’s), Customer Satisfaction and Customer Loyalty 51 4.3 Data Analyze 73 77 4.4 Hypothesis Summary 5. Conclusion, Discussion and Recommendation 5.1 Conclusion of Findings 5.2 Discussion 5.3 Management Implication 5.4 Research Recommendations 5.5 Limitation & Further Research REFERENCES 78 79 82 83 85 87 89 APPENDICES A. Budget hotels, cities and the address of 15 budget hotels B. Questionnaire (English version) C. Questionnaire (Chinese version) 101 106 114 BIBIOGRAPHY 119 viii LIST OF TABLES Table 2.1 3.1 3.2 3.3 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 Characteristics for a budget hotel The tourists in 5 cities in 2011 Plan and actual collected questionnaires Reliability of the variable (Cronbach’s Alpha) Respondents of customers by gender Respondents of customers by age Respondents of customers by education level Respondents of customers by income Respondents of customers by times stay at budget hotel Analysis of the agreement level of product/service of customer perception toward marketing mix (7P’s) Analysis of the agreement level of price of customer perception toward marketing mix (7P’s) Analysis of the agreement level of place of customer perception toward marketing mix (7P’s) Analysis of the agreement level of promotion of customer perception toward marketing mix (7P’s) Analysis of the agreement level of people of customer perception toward marketing mix (7P’s) Analysis of the agreement level of process of customer perception toward marketing mix (7P’s) Analysis of the agreement level of physical evidence of customer perception toward marketing mix (7P’s) Analysis of the agreement level of customer perception toward marketing mix (7P’s) Analysis of the agreement level of customer satisfaction Analysis of the agreement level of customer loyalty ix Page 13 37 41 44 47 47 48 49 50 52 54 56 58 60 62 64 66 69 71 LIST OF TABLES (CONTINUED) Table 4.16 Regression analyses between customer perception toward marketing mix (7P’s) and customer satisfaction 4.17 Regression analyses between customer satisfaction and customer loyalty 4.18 The summary for all hypotheses x Page 73 75 77 LIST OF FIGURES Figure 2.1 Information Processing for Consumer Decision Making 2.2 The Seven P’s of the Marketing Mix 2.3 Conceptual Framework xi Page 17 20 35 1 CHAPTER 1 INTRODUCTION 1.1Background of research The travel and hospitality industry in China has witnessed a robust growth in recent years. The number of leisure, business and VFR tourists (visiting friends and relatives tourists) in 2011 in China had reached about 2.64 billion person/times that a rise of 12% and with an estimated about 1.93 trillion Yuan in revenue, representing an increase of 21% over the previous year. A large number of tourists create a prerequisite for the rapid development of budget hotel industry in China (The Analysis of Budget Hotel, 2012). With the strong growth of China’s economy and the improvement of Chinese citizen’s material conditions, the Chinese have higher demands for living quality, they hope the open field of vision and to keep up with the pace of the times, thus, the tourism consumption becomes the important way for Chinese citizen to relax, to know the world, and to obtain new knowledge in their leisure time. On the other hand, the rapid development of domestic traffic facilities (airport, highway and railway construction) in recent years, greatly shorten the time to tourism destination, and make the domestic and outbound tourism more convenient and efficient. 2 The origin of the budget hotel may be traced back to the 1920s in the US (Shen, 2006:61). While the budget hotel has developed worldwide and the terms ‘budget’ or ‘limited service’ or ‘economy’ are used frequently throughout the hospitality industry, there exists no standardized, widely accepted definition of this segment (Davidson, 1993:61; Gilbert & Arnold, 1989:61; Gilbert & Lockwood, 1990:61; Justus, 1991:61; Roper & Carmouche, 1989:61; Senior & Morphew, 1990:61). The fast development of tourism economy and the constant change in market demand mean that budget hotel has become one of the hottest fields in hotel industry. The huge potential of residents travel and the vigorous development of small and medium-sized enterprise business activities are the results of the rapid growth of China’s economy, as well as the sustained growth of residents’ disposable income. More leisure time because of the implementation of two-day weekend and the adjustment of the public holiday also make it possible that the domestic large-scale mass tourism image began to form and Chinese residents become the subject of mass leisure tourism consumption. Low price and superior quality are the first standards when they choose lodging place, so clean, cheap, can provide basic services are the primary requirements for lodging facilities for tourists, and these requirements are the unique advantages of budget hotel. Since 1997, the first truly budget hotel brand—Jin Jiang Inn born in Shanghai in Chinese market, three camps of budget hotel industry have taken shape in China. The first main one is the national local brand budget hotel, such as Home Inn, Jin 3 Jiang Inn, Motel 168, 7 Days Inn, Han Ting (Yan, 2006). The second main one is the regional characteristics budget hotel brand, such as Shanshui fashion hotel, Juzi hotel, Wanjiahao hotels, etc. The third main one is the international hotel management group, such as the Ibis hotels of French Accor Hotel brands and the Super 8 in the United States (The research report of budget hotel market in China, 2011). Hua et al. (2009: 60) stated that the 2008 Olympic Games in Beijing and the 2010 World Exposition in Shanghai had stimulated the development of budget hotels in China. According to Mr. Changjiang Yu, the director of Beijing Tourism Bureau that, Beijing needed to renovate more than 200 no-star or low-class hotels before the end of 2007 to accommodate more than half million domestic tourists during the 2008 Olympics, this stimulation the budget hotel in China to a large extent development. In 2009, with domestic economic recovery, tourism hotel industry begun to rise up, and budget hotel industry head into the rapid recovery stage .By late 2009, the number of budget hotel chain brand has reached 303, the total budget hotel has reached 3757, it increased by 952 hotels with an increase of 33.94% when compared with the same period in 2008 (Xiao et al., 2011). In 2010, the important year of Shanghai World Expo, this World Expo further enhanced the development of budget hotel industry in China, the total revenue of budget hotel industry amounted to 18 billion Yuan, increased by 30% from 2009. In 2010 budget hotel industry reached 5120 hotels and the number of guest room reached 564000 rooms (Xiao et al., 2011). 4 In the first half of 2011, China budget hotel market scale has reached 10 billion Yuan, year-on-year growth of 20%. In the third quarter of 2011, China’s new budget hotel reached 1523 hotels, newly increased 144095 rooms, respectively increase by 29.75% and 26.48% from the end of 2010 (Xiao et al., 2011). Budget hotel has high growth potential, especially embodied in the sustainable growth ability. Budget hotel is the young growth group of China hotel industry that with a powerful long-term growth potential. Benefit from leisure tourism and booming development of business travel market, and China budget hotel has a bright prospect. 1.2 Problem statement With the constant development of china economy, business activities between enterprises become more and more frequently and also the tourist market in China become more and more active. A new hotel state-budget hotel catering to the new customer demand, it has been supposed to have great development potential, which turns to be one of the hot spot of investment. Because of the intense competition between budget hotels and the purpose to gain sustainable competitive advantage, a fierce battle for customer resource opened. The focus of this competition mainly falls on the “customers”, the budget hotel which has fully satisfied customers, and won the customers’ trust, it has had the advantageous weapons to win this smokeless war (Qin, 2007). Tseng (2007:1) stated that, as the competitive environment becomes more 5 turbulent, the most important issue the sellers face is no longer to provide excellent, good quality products or services, but also to keep loyal customers who will contribute long-term profit to organizations and to compete in the overcrowded and interactive marketplace, marketers are forced to look beyond the traditional 4Ps of marketing strategy, which are no longer enough to be implemented for achieving competitive advantage. Satisfaction towards well integrated service marketing mix is expected to affect the customer’s decision of a patient for using the same service in time to come (Rafiq & Ahmed, 1992). And McCarthy (1964:4) defined the marketing mix as a combination of all of the factors at a marketing manger’s command to satisfy the target market. In addition, McCarthy and Perreault (1987:4) defined the marketing mix as the controllable variables that an organization can co-ordinate to satisfy its target market. Thus, in this study, the researcher studied the 7P’s (Product, Price, Place, Promotion, People, Physical Evidence, Process) instead of 4 P’s (Product, Price, Place, and Promotion) of a product marketing mix (Rafiq & Ahmed, 1992). Furthermore, Customer Satisfaction is recognized as key to the success of business competition which is the individual’s perception of the performance of the service in relation to expectations (Aleksieva, 2010:1). Customer loyalty was also of great importance in hotel industry. It is often shaped by positive experience by the customer during his/her stay in a hotel (Mason et al., 2006:7; Nasution & Mavondo, 2008:7). And it is easy to realize that the retention of the guests is proportional with the profit of the hotel - a 5 % increase in the guest 6 retention rate could lead to a 35-95% profit increase (Zeithaml & Bitner, 1996:31). Hence, good marketing strategy is essential in operating a successful business. And it is also very important for each firm to strive to make customers satisfaction in order to retain loyal customers who will bring long-term profit and create competitive advantage in return. Thus, this paper aimed to study the customer perception toward marketing mix (7P’s), customer satisfaction and customer loyalty of budget hotel in China and improve these performance indicators by improving marketing strategy. 1.3Research objective 1. To study customer perception toward marketing mix (7P’s) that related to customer satisfaction in budget hotel. 2. To study customer satisfaction that related to customer loyalty in budget hotel. 1.4 Research question 1. How does customer perception toward marketing mix (7P’s) that related to customer satisfaction in budget hotel? 2. How does customer satisfaction that related to customer loyalty in budget hotel? 7 1.5 Scope of study This paper studied the customer perception, customer satisfaction and customer loyalty to budget hotel in China. This study was related to customer perception toward marketing mix (7P’s), customer satisfaction and customer loyalty of budget hotel in China. The data was collected from customers who have stayed at the 3 budget hotels (APPENDIX A) (7 Days Inn, Jin Jiang Inn, Green Tree Inn) in 5 cities (APPENDIX A) (Beijing, Shanghai, Wuhan, Guangzhou, and Guilin) in China. Period of this study is September 25th - October 26th, 2012. 1.6 Expected benefits 1. To have a better study of how to write thesis, how to collect data and how to analysis the collected data. 2. To have a clear study of customer perception toward marketing mix (7P’s) for budget hotel in China. 3. To have a better understanding of customer satisfaction and customer loyalty in budget hotel in China. 4. Expect that the obtain results will provide useful information for the budget hotel industry in China. 5. Expect that this study can be used as a source of information for the future study in related field. 8 1.7 Definition of terms The definitions of terms that are relevant to this study are listed as below: Budget hotel is the hotel that focus on the customers who are middle and small enterprise business people (business travelers), leisure and self-help tourists (leisure travelers), it is small and medium-sized hotel with moderate house price. The “budget” means “cost” and “worth”. It refers to the “price” rather than just in the sense of “cheap”. Customers in this study are the customers who stay at the 3 budget hotels (7 Days Inn, Jin Jiang Inn, Green Tree Inn) in 5 cities (Beijing, Shanghai, Wuhan, Guangzhou, and Guilin) in China. Customer loyalty is the likelihood of previous customers to continue to stay at the budget hotel, is the measure of success of the supplier in retaining a long term relationship with the customer, refers to the degree of loyalty of customers. Customer perception means the customers’ beliefs concerning the service received from budget hotels in China from marketing mix (7P’s). Customer satisfaction is what customers estimate the service that they received from the budget hotel during the stay. It’s the feeling of well-being and pleasure that what customers get from what they hopes for and expects from the appealing service. Marketing mix (7P’s) is a business tool used in marketing; it refers to a model of crafting and implementing marketing strategies. It stresses the blending or 9 “mixing” of various factors in such a way that both organizational and consumer (target market) objectives are attained. In this research study marketing mix comprises of 7P’s which are product/service, price, place, promotion, people, process, and physical evidence. 9 CHAPTER 2 LITERATURE REVIEW This chapter studied the concept theory and literature concern to support of this study as follows: 2.1 Budget Hotel 2.2 Customer perception 2.3 Marketing mix (7P’s) 2.4 Customer satisfaction 2.5 Customer loyalty 2.6 Conceptual Framework 11 2.1. Budget Hotel 2.1.1 Definition of budget hotel What is budget hotel? Till now still do not have a precise definition on budget hotels. Budget hotel is relatively price cheaper when compared with luxury hotels and budget hotel just provide basic services and facilities (Teng, 2010: 6). Budget hotel is the hotel that focus on customers who are middle and small enterprise business people, leisure and self-help tourists, house prices moderate, small and medium-sized hotel (Xiao et al., 2011). Budget hotels are usually considered as the 1 star hotels because they provide lodging at very cheaper price varies from $30-$40/room/night, some with breakfast offered in this price. The guest rooms are with very limited facilities, like single bed, water bottle and iron board. The location is usually near highways and Exits. Long term lodging with cheap price is also served. Some examples are as follows: Super 8 motel, America’s best value inn, Motel 6 and Studio 6 (Budget hotel, 2012). Budget Hotel is a hotel format that compare with the traditional Full Service Hotel (Markel, 2012). The most prominent characteristics of budget hotel is the cheap prices, and its “b&b” (bed + breakfast) service mode. Budget hotel first appeared in United States in the 1950s, and it is quite a mature hotel form in European and American countries today (Budget hotel, 2012). 12 2.1.2 Characteristic of Budget hotel As a new hotel state, budget hotel is the product of economic and social development, it is different from the full service hotel in upper-class society, budget hotel catering to meet the general populace travel and lodging demand of the product facilities. Because of reduced facilities and services, the main characteristic of budget hotels is the supply of a basic service with low price. Budget hotel focus on customers who are salesmen, intermediate level businessmen, technicians and professionals, because this group of customers travel for business, preferring lower price, but make a point on comfort instead of sophistication because of the short staying (Bezerra & Melo, 2003: 8411). The basic characteristics of budget hotel are as follows in Table 2.1: 13 Table 2.1 Characteristics for a budget hotel Location Size and diversity Lobby Guest rooms Parking i. The areas along the roads close to or at the entrance of the city are more suitable. ii. Location in strategic points must be considered for stops on long trips. iii. In cities, out of commercial areas, should be located close to train, bus stations or subway. i. Facilities are limited, only the room, reception, office, a small snack bar, and a room for equipments. ii. A small laundry. As an alternative, laundry services can be contracted or a medium laundry company which also supplies service to a group of hotels of the same chain can be used. iii. In order to avoid elevators, a horizontal architecture must be preferred. i. Must be only a reception and a small resting area. i. The number of guest rooms must be reduced (ranging from 60 to a little more than 100 approximately). ii. The guest rooms can be smaller or bigger than similar ones in upper categories depending on the clients’ characteristics. iii. Special guest rooms for handicapped people must be supplied. iv. In hotels aimed to working travelers, the guest room as well as the bathroom can be significantly smaller. v. Guest rooms with only one bed can be fitted with guest rooms containing two beds. vi. It is important to suit furniture for small guest rooms, making a careful project for available area. i. The number of parking spaces must be enough and equivalent to the number of rooms. Source: Andrade et al., (2000: 8414). 14 2.1.3 Full Service Hotel VS Budget Hotel (Limited Service Hotel) Budget hotel is a new type of hotel that it is a modern hotel existence to meet demand changes in tourism market; it is opposed to the traditional full service hotel (Scott, 2012). Scott (2012) stated that hotels are classified into two main categories, limited-service hotel and full-service hotel. A limited-service hotel is a free-standing property hotel that does not provide extra services such as restaurants, front desk staff, and housekeeping or provide all facilities. A full-service hotel is differentiated by a variety of services when compare to budget hotel (limited service hotel). Customers at full-service properties have more choices, for instance, an extra restaurant and beverage service that consist of cocktail lounges, formal restaurants, and coffee bars and so on. The large full-service hotels may have a small shopping center with retail shops and gift boutiques to provide convenience to customers who stay at the hotel. There will be laundry service and valet service, swimming pool, fitness center, health spa and even beauty salons. A newsstand and cosmetics counter may also be offered. Even more, they may also offer more service you may have not thought about. The largest of the full-service hotels may offer a wide array or unique and accommodating services that will be good for larger groups, businesses, commercial activities and celebration event. In addition, according to the study online about Full Service vs. Limited Service Hotels (Markel, 2012), the one ostensible difference between full service and limited 15 service hotels is limited service hotels do not have an attached restaurant that full service hotels have. The difference between full service hotels and limited service hotels (Markel, 2012) are as following: (1) Restaurants and Food One feature of full service hotels is restaurant. The Hilton Inn exhibits its upscale dining venues, such as the Chandler, an all-day lobby bar AZ location’s steakhouse “The Grill” and a cafe offering chocolate candy and coffee. Even if customers stay in room, full service hotels provide dedicated room service with an extensive menu. However, budget hotel does not have its own restaurant, does not provide food or related service. But, this doesn't mean limited service hotels never offer food or beverage to their customers. For instance, the 7 Days Inn offers bedtime milk to customers. (2) Services and Facilities Full service hotels offer more in services and accommodations. Customers can expect 24-hour valet service, dry cleaning, heated pools and saunas, swimming poor, well-equipped fitness centers, and high-speed internet service. The rooms should feature high-end furniture, appliances, and top-of-the-line television with premium cable service. However, limited service hotels just have some service and facilities to offer, such as pools, which may not be heated and guests shouldn't expect a spa. 16 (3) Price Limited service hotels have an advantage in price. The price of budget hotel is much more cheaply when compare to full service hotel. For example, a stay in 7 Days Inn might cost 117 Yuan/night, but a stay in Hilton spent at least 1690 Yuan/night. 2.2 Customer perception Parasuramn et al. (1985:41) indicated that consumer perception was defined as customer’s belief that related to the received service. And Kotler (2001:22), Thang & Tan (2003) defined perception as the process by which an individual selects, organizes, and interprets information inputs to create a meaningful picture of the world, each person perceives the world differently, and perceptions are manifested as attitude. 2.2.1 Model of nature of consumer perception Figure 2.1 as below illustrated the model of nature of consumer perception to explain how marketer gets into consumer decision making by customer perception, this model help to get a better understanding of effective communication between customer perception and products. 17 Information Processing for Consumer Decision Making Information Process for Consumer Decision Making Exposure Random Deliberate Perception Attention LowInvolvement HighInvolvement Interpretation LowInvolvement HighInvolvement Short-term Long-term Memory Active problem sloving Stored experiences, Values, decisions rules, feelings Purchase and Consumption decisions Figure 2.1: Information Processing for Consumer Decision Making Sources: Consumer Behavior Building Marketing Strategy (Hawkins et al., 2004:43) Information processing – Information processing is a series of activities by which stimuli are perceived, transformed into information and stored. Figure 2.1 18 showed four major steps/stages that include exposure, attention, interpretation and memory. Exposure – It occurs when one’s senses deduct any external cues from various things. The exposure to ads is the starting point of information processing. Hawkins et al. (2004:44) stated that, exposure occurs when a stimulus comes within range of one’s sensory receptor nerves, for an individual to be exposed to a stimulus requires only that the stimulus be placed within the person’s relevant environment. Attention – When the sense organization sends a message to the brain, the information analyze start immediately. To get one’s attention depends on stimulus factors, individual factors and situational factors. Interpretation – Because interpretation is based on what individuals expect to see in light of one’s previous experience, the interpretation of stimuli is uniquely individual. Stimuli are often highly ambiguous. When stimuli are highly ambiguous, individuals usually interpret them in such a way that they serve to fulfill personal needs, interests, and wishes. Individual characteristics – Ratneshwar (2001:45) stated that marketing stimuli just meaning as individuals interpret them. Individuals are not passive interpreters of marketing and other messages, but actively assign meaning was based on one’s demands, desires, expectations and experiences. The negative publicity from 19 consumers’ interpretations is depend on their prior commitment to the brand involved (Ahluwalia et al., 2000: 45). Memory – Memory is the short term use of the meaning for immediate decision making or the longer-term retention of the meaning. 2.2.2 The relationship between customer perception and customer satisfaction Parasuraman (1995:38) indicated that perception is one important factor in customer satisfaction. Kotler et al. (1999: 24) stated that customer satisfaction is a result of what customers think will happen (expectations), interacting with what customer think did happen (perceptions), if the product’s performance falls short of the customers’ expectations, the buyer is dissatisfied; if performance matches expectations, the buyer is satisfied; if performance exceeds expectations, the buyer is delight (Kotler et al., 1999: 24). 2.3 Marketing mix (7P’s) Marketing mix was the set of marketing tools that use to pursue its marketing objective in the target market (Kolter et al., 1994:23). As the set of controllable, marketing mix was regarded as the tactical marketing tools that the firm blends to produce the response it wants in the target market (Kolter & Armstrong, 2001:23). The term marketing mix refers to the four major areas of decision making in the marketing process that are blended to obtain the results desired by the 20 organization. The marketing mix consists of everything the firm can do to influence the demand for the product or service. The four elements of the marketing mix are sometimes referred to the 4P’s of marketing that include product/service, price, place and promotion (Kotler, 2000:36). Furthermore, in marketing, the 7P’s refer to the product, price, promotion, place, people, process and physical evidence that make up the marketing mix. They are an extension of the basic 4P's. Booms and Bitner (1981:51) advised to add 3 more element about serviceon that include people, process and physical evidence on the basis of traditional market marketing theory 4P’s. “People” refers to the employees of the organization with whom customers come into contact with. “Process” is the processes and systems that within the organization that affects its marketing process. “Physical evidence” is elements within the store that include the store front, the staff uniforms, signboards, etc. Figure 2.2: The Seven P’s of the Marketing Mix (Source: Marketing and the 7 P's, 2012) 21 2.3.1 Product /Service Product is the core element of the marketing mix strategy that retailers can offer unique attributes that differentiates their product from their competitors (Ferrell, 2005:13). And product is characterized by quality, design, features, brand name and sizes (Borden, 1984:13). Product is anything that can be offered to a market for attention, use, acquisition, or consumption that might satisfy a want or need (Armstrong & Kotler, 2006:13). It is a physical good, service, idea, person or place or any combination of goods and/or services that offered to meet and satisfy the needs, wants, requirement of consumers. Hence, a product is something tangible or intangible that can be offered for purchase or use by consumers. A tangible product is one that consumers can actually touch, such as food and beverages. An intangible product is a service that cannot be touched, such as room service. The products of budget hotel are very simple; the core products are the guest room, and related service, budget hotel also provide simple food and beverage, for instance, 7 Days Inn provide bedtime milk for customers for free. 2.3.2 Price Price is the second element in the marketing mix. The price of a product or service is amount of money that consumers are willing to pay to obtain the right to use the product or service (Kotler et al., 2008:36). Price is the amount of money charged for 22 a product or service, or the sum of the values that consumers exchanges for the benefit of having or using the product or service (Kotler & Armstrong, 2001:12). In addition, price is the amount of all values that consume for exchange of human satisfaction. Further more, price is inclusion in making purchase decisions of services (Kotler, 2004:11). Economic often assume that lower price for the same product will result in more sales than higher prices (Hawkins et al., 2001:15). The price of budget hotel is very cheap when compare with luxury hotels such as Hilton Hotel, the lower price is one important factor that has impact on customer. The price of 7 Days Inn per night is about 117 Yuan, Jin Jiang Inn is about 108 Yuan and Green Tree Inn is about 149 Yuan (the prices of these 3 budget hotels are different in different cities and different times). 2.3.3 Place Place is a set of interdependent organizations that caters to the process of making a product available to consumers (Armstrong & Kotler, 2006: 14). Place was regarded as the location or where a product/service can be found for use of consumption. Moreover, place can also be described as availability of a product/service. This availability means where the product is located in the market or how often the product can be found (Williams, 2010:14). Budget hotels usually located in a place with a complete set facilities, such as convenience store. The place with convenience traffic is also very significant, such as 23 located near bus station, railway station and downtown to make the travel of tourists become more convenient. Nowadays, there also have budget hotels which located near school or universities to provide convenient service to students, their friends or family members, and also provide convenience to teachers. 2.3.4 Promotion Borden (1984:14) stated that promotion is defined as sales promotion, advertising, direct marketing, personal selling and public relations. Promotion is a decision of how best to relate the product to the target market and persuade them to buy it (Lovelock et al., 1998:14). Promotion included various ways of communicating to customers of what the hotel should offer and promotion contained a variety of activities, such as branding, advertising, direct promotion mail, public relationship, corporate identity, special offers and exhibitions (Behera, 2008; Marketing and the 7 P's, 2012). Promotion is a plan with the objective to increase sales of product or services within a short period; it helps to stimulate customers to make decisions of buying a product or service in the market (Ogeniy, 2009:16). A communication program was significant in marketing strategies, because it plays three vital roles: providing needed information and advice, persuading target customers of the merits of a specific product, and encouraging them to take action at specific times (Lovelock & Wright, 2002:15). The active promotion activities in budget hotel are as following: make 24 advertisement on TV, internet, newspapers and website, etc; distribute loyalty card (VIP Card) to retain customers that make customers come back to consume next time, take reservation online and get special discount, etc. 2.3.5 People People are essential in service delivery. People factors is one factor that influence customer’s satisfaction (Iselin & Judy, 2004:230). Sometimes, the best food may not seem equally delicious if the waitress is in a sour mood but a smile always helps. Intensive training for the human resources on how to handle customers and how to deal with contingencies is crucial the success of business. People refer to the service employees who produce and deliver the service and they strongly influence the customer’s perception (Hartline & Ferrell, 1996:13; Rust & Zahorik, 1996:13). All people who directly or indirectly involved in the consumption of a service are an important part of the extended marketing mix. In hotel industry, people refer to the customers, employees/staffs, management and everybody else who involved in it (Behera, 2008). Every time the employees/staffs come into contact with a customer, an impression is made immediately. Make sure it is a good impression by having properly trained, the reputation of the hotel was rests in the hands of well-motivated staff who with a good attitude (Marketing and the 7 P's, 2012). The basic element to any service provision is the use of appropriate staff and people. Engaging the right staff and people and training them appropriately in the 25 delivery of their service is basic necessary if the organization wants to obtain a form of competitive advantage. The employees who have directed interact with customers affect decision making of customers. Staff should have service knowledge, appropriate interpersonal skills, and good attitude to provide the service that consumers are paying for. Many organizations in British aim to apply for the investors in people accreditation to tell consumers that staffs, are take care off by the company and they are trained to certain standards (Service Marketing Mix, 2012). 2.3.6 Process Process was generally defined as the implementation of action and function that increase value for products with low cost and high advantage to customer and it is more important for service than for goods. Processes are important to deliver a quality service. Services being intangible, processes become all the more crucial to ensure standards are met with. Process mapping ensures that your service is perceived as being dependable by your target segment. Process in service is the actual procedures, mechanisms, and flow of activities that service delivery, operating system (Booms & Bitner, 1981:52). The pace of the process as well as the skill of the service providers are clearly revealed to customers and it forms the basis of his/her satisfaction with the purchase (Hirankitti, 2009: 16). Process refers to the methods and process of providing a service and is hence essential to have a thorough knowledge on whether 26 the services are helpful to the customers, whether the services are provided in time, whether the customers are informed in hand about the services and many such things (Behera, 2008). Process is refers to the systems used to assist the organization in delivering service. The process of giving service is essential to customer satisfaction. Issues such as the information given to customers, waiting times and the helpfulness of staff are all vital to keep customers happy. What customers interested in is getting good service, but not the details of how the business runs. The hotel business will run most smoothly for customers if there are processes in place that the staff understands (Marketing and the 7 P's, 2012). 2.3.7 Physical evidence Booms & Bitner (1981:52) stated that physical evidence is the environment in which the service delivered and where the firm and customer interact, and any tangible components that facilitate performance or communication of service. Physical evidence is the element of the service mix which allows the consumer to make judgments on the organization again. If customers choose to have service in a restaurant, what they expect is a clean, friendly environment. Physical evidence is a significant ingredient of the service mix, customers will make perceptions based on their sight of the service provision which will have an impact on the organizations perceptual plan of the service. Unlike a product, a service can’t be experienced before it is delivered. It is 27 mean that there can be an element of risk for customers choosing to use a service. Any uncertainty can be reduced by helping potential customers to ‘see’ what they are going to buy (Marketing and the 7 P's, 2012). In the hotel business, monotonously similar building exteriors and interiors are not always appreciated. And one way to provide reassurance is the recognizable consistency in uniform design. 2.4 Customer Satisfaction 2.4.1 Theoretical Foundations for Customer Satisfaction Satisfaction was defined as an overall evaluation of performance based on all prior experiences with a firm. (Jones et al., 2000: 222). Confirmation-disconfirmation theory Customer satisfaction was defined as a post purchase evaluative judgment concerning a specific buying decision (Homburg & Giering, 2001:223) According to the confirmation-disconfirmation paradigm; customers assess their levels of satisfaction by comparing their actual experiences with their previous experiences, expectations, and perceptions of the product’s performance (Oliver, 1980:222). The theory postulates that three outcomes of this evaluation are possible: (1) Confirmation occurs when the actual performance matches the standard, leading to a neutral feeling; (2) Positive disconfirmation occurs when the performance is better than the 28 standard, which then leads to satisfaction; and (3) Negative disconfirmation occurs when the performance is worse than the standard, which then leads to dissatisfaction. 2.4.2 Literature Review of Customer Satisfaction Customer satisfaction is the feeling of well-being and pleasure that what customers get from what they hopes for and expects from the appealing service. It’s a business philosophy that tends to the creation of value for customers, to anticipate, manage their expectations, and demonstrate ability and responsibility to satisfy the needs of them. And it is just like the outcome of customer’s perception of the value that they received in a transaction or relationship, where value equals perceived service quality when compared to the value what customers expected with the competing vendors (Blanchard & Galloway, 1994:3; Heskett, 1990:3; Zeithaml, et at., 1990:3). Satisfaction is the level of enjoyment or disappointment, originating from expectation of the product. Satisfaction is the consumer’s fulfillment response. It is a judgment that a product or service feature, or the product or service itself, provided (or is providing) a pleasurable level of consumption-related fulfillment, including levels of under or over-fulfillment (Oliver, 1997:39) Qualities of service and customer satisfaction are critical factors for success of any business (Grönoos, 1990:3 & Parasuraman, 1988:3). As Valdani (2009:3) pointed 29 out that enterprise exist because they have customers to serve. The budget hotel exists, because the need of large group of business travelers and leisure travelers, and this group of people is still increase. Customer satisfaction can help to identify the critical factor that affect customers' purchase experience and post-purchase behavior such as subsequent purchase and favorable word of mouth (WOM) publicity (Berkman & Gilson, 1986:5; Choi & Chu, 2001:5; Fornell, 1992:5; Halstead & Page, 1992:5; Knutson, 1988:5; Pizam, 1994:5). A guest, who satisfied to the product or service, promotes positive WOM free and with effect and credibility that are superior to those of conventional advertising (Lee, et al., 2006, Tarn, 2005, & Villanueva, et al., 2008). 2.4.3 The relationship between customer satisfaction and customer loyalty Hua et al. (2009:70) indicated that, in order to maintain relationship with customers, budget hotel has to think about customer satisfaction and customer loyalty, since these two factors determine whether the company’s relationship with customers is tight or stable. Customer satisfaction is the starting point to build customer loyalty; it is a loyalty stock that will improve image of corporate, therefore a long-term relationship (Gandolfo, 2010:5). Customers’ satisfaction affects customers’ loyalty directly. In business activities, companies make great effort to improve customers’ satisfaction, reducing customer dissatisfaction, attracting new customers, and maintaining existing 30 customers (Anna, 2006:9). Satisfaction or dissatisfaction is more than a reaction to the actual performance quality of a product or service. It is affected by prior expectations regarding the level of quality. Hallowell (1996:20) stated that there is a connection between customer satisfaction, customer loyalty and profitability. Customer satisfaction improves profitability increased. However, there are some customers who will never be satisfied or will never be profitable to the product or service of budget hotel, the corporate should not waste energy and budget to satisfy all customers, the customers should focus on are the customers who can satisfy in a profitable way (Anna, 2006:21). According to Schiffman and Kanuk (2004:129) stated that, the objective of providing value to customers continuously and more effectively than competitors is to have and to retain highly satisfied customers. Satisfaction has been widely studied as a predictor of customer loyalty (Cronin et al., 2000:129; Fornell et al., 1996:129; Yang & Peterson, 2004:129). Satisfaction has a strong positive effect on customer loyalty intentions across a wide range of product and service categories (Gustafsson, 2005:129). Anderson and Srinivasan (2003:129) indicated that, it is an important factor for a long-term relationship between a firm and a customer. 2.5 Customer Loyalty 2.5.1 Theoretical Foundations for Customer Loyalty Loyalty has been defined as a deeply held commitment to re-buy or 31 re-patronize a preferred product or service consistently in the future, thereby causing repetitive same-brand-set purchasing, despite situational influences’ and marketing efforts’ having the potential to cause switching behaviour (Chaudhuri & Holbrook, 2001:224). Customer loyalty consists of both an attitudinal commitment to the relationship, such as price insensitivity, and other, more-overt loyalty behavior, such as positive word of mouth and repeat patronage (Oliver, 1999:224). Comparison-level theory and the patronage literature provide the theoretical underpinnings for the loyalty construct. As discussed previously, the standard by which someone determines his or her satisfaction with a service and, hence, whether that person should switch or remain in that relationship is founded on comparison-level theory. The manner in which a service experience is assessed is based largely on the next-best alternative relationship. As soon as the current level of outcomes drops below the perceived comparison level for alternatives, the customer is motivated to leave the relationship (Thibaut & Kelley, 1959:224). Thus, guests who are satisfied with a service when compared with available alternatives should report greater loyalty to that service than dissatisfied guests. The reverse is also true when guests are dissatisfied. 2.5.2 Literature Review of Customer Loyalty There is no globally agreed definition of loyalty. Loyalty can be defined as something that consumer may show to brands, services, and product categories such as hotel room (Uncles et al., 2003:30). 32 Uncles et al. (2003:30) also proposed 3 concept of loyalty. (1) First, it’s the attitude that customers leads to a relationship with the brand. (2) It is an express in terms of revealed behavior, such as, the pattern of the stay before. (3) It is the buying behavior that moderated by the individual’s characteristics, circumstances and/or the purchase situation. While Oliver (1997:30) defined customer loyalty as a deeply commitment to re-purchase or epitomize a preferred product/service consistently in the future, thereby causing repetitive same - brand or same brand - set purchasing, despite situational influences and marketing efforts having the potential to cause switching behavior. The customer loyalty is very important in the hotel industry. It is often shaped by positive experience by the customer during his/her stay in a hotel (Mason et al., 2006:7; Nasution & Mavondo, 2008:7). And it is easy to realize that the retention of the guests is proportional with the profit of the hotel - a 5 % increase in the guest retention rate could lead to a 35-95% profit increase (Zeithaml & Bitner, 1996:31). To focus on customer loyalty in the hotel industry in order to increase the number of customers or rent volume by raising booking or usage levels and /or increasing the range of services used by guests. To corporate with the brand of the hotel and current customers is also a good way to maintain the current customer base. Reichheld (2001:21) stated that the longer a customers stay with the company, 33 the more valuable the customer becomes, since long-term customers are less price sensitive. And this kind of customers tends to spend more money on product/service of the company. In addition, the loyal customers have benefit that they will say the positive things about the hotel to others; it’s a good and free advertising for hotel. Thus, repeat guests are the richest source of hotel’s revenues and profit. Hence, the key to sustaining a long term business success in the hotel industry is continue pay attention to customer loyalty (Oh, 2000:31). But a guest satisfies with your hotel service, it does not mean that he or she will stay in your hotel next time or he or she will be your loyal guest. Thus, we should know that what is the loyalty? Why is it important to the hotel industry? And in what way a hotel can gain guest? The conceptualization of the loyalty construct has evolved over the years. In the early days, when mentioned to loyalty is about brand loyalty with respect to tangible good. Cunningham (1956:14) defined brand loyalty simply as the proportion of purchases of a household devoted to the brand that customers purchased most often. Cunningham (1961:14) was focus more on store as opposed to brand loyalty using the same measures. And Day (1969:14) argued that there is more to band loyalty than just consistent buying of the same brand. Dick and Basu (1994:27) introduce the opinion of relative attitudes into the definition of different types of loyalty; they use the product appraisal (relative attitude) as the attitudinal component for the development of a composite index of loyalty following the tradition of Day (1969:15). High relative 34 attitudes paired with a high repeat patronage result in loyalty; however the same patronage ratio together with a low relative attitude would define spurious loyalty. Venetis and Ghauri (2004:15) suggest that even if customers do not feel affective commitment they would still be inclined to stay if the good quality of agency produces. Moreover Guenzi and Pelloni (2004:16) provided further support to the evidence that one of the fundamental divers of customer loyalty in service market is customer satisfaction. Actively monitoring and managing customer satisfaction should be a priority for service managers. They found strong support for the notion that the good interpersonal relationships between customer and front-line employees are a very important component of the overall offering of the service provider. Because front-line employees they positively affect customer satisfaction and loyalty towards the firm, but also because that a powerful tool for reducing the risk of customers’ switching behaviors when other customers leave the service provider. On the other hand, the closeness customer-to-employee relationship is also risky for the firm to the risk of losing customers that front-line employees switch to a competitor (Guenzi & Pelloni, 2004:16). Therefore, it is important to improve employee’s responsiveness by increasing staff’s motivations, improving communicate skills, attitude training, improving knowledge of the service itself and also the organizational policies in budget hotel. 35 2.6 Conceptual Framework and Hypotheses 2.6.1 Conceptual Framework The conceptual framework was conducted based on the literature review to study about “Factors and customer satisfaction of budget hotel customers in China”. Customer perception toward Marketing mix (7P’s) 1. Product/Service 2. Price 3. Place 4. Promotion 5. People 6. Process 7. Physical evidence H1 Customer satisfaction H2 Customer loyalty Figure 2.3: Conceptual Framework 2.6.2 Hypotheses H1 : Customer perception toward marketing mix (7P’s) has positive impact on customer satisfaction. H2: Customer satisfaction has positive impact on customer loyalty. 36 CHAPTER 3 METHODOLOGY This chapter reported several steps of research methodology as follows: 3.1 Research Design 3.2 Population and Sampling Design 3.3 Research Instrument 3.4 Data Collection 3.5 Data Analysis 3.6 Reliability analysis 37 3.1 Research Design In order to conduct the research, the information was collected from customers who stayed at the budget hotel in China. The questionnaire of this study was adapted from the results of Factor Analysis of Critical Success Factors and Customer Expectation in Budget Hotel Segment — A Case study of China (Hua, 2009:70). 3.2 Population and Sampling Design 3.2.1 Population The population of this study based on the tourist numbers in 5 cities (Beijing, Shanghai, Guangzhou, Wuhan and Guilin) in China, 2011. According to the data from China Travel Service Head Office in 2011, there were about 719,880,000 tourists in these 5 cities (China Travel Service, 2011). Table 3.1: The tourists in 5 cities in 2011 City Arrival of Tourists (2011) Beijing 210,000,000 Shanghai 231,000,000 Guangzhou 133,000,000 Wuhan 118,000,000 Guilin 27,880,000 Total 719,880,000 Source: China Travel Service, 2011 38 3.2.2 Sampling To determine the sample size for this study, the research uses Yamane sample size table (Yanmane, 1973:75) to specify the appropriate sample size as following: n = N/ (1+Ne2) n = sample size N is population e2 = probability of error that is 0.05 or 5 % (at 95 % confidence level). Thus, the sample size can be caudated according to the recommendation as follow: n = 719,880,000/ (1+ 719,880,000 × 0.052) = 399.9 With N = 719,880,000 e = 5% (95% confidence) Therefore, the sample size should be at least 400 customers. 3.3 Research Instrument In this study, the questionnaire was designed in English and Chinese language. And the instrument that uses for this research was as following: 39 1) Study questionnaire information from journal, thesis, statistics and other document related. 2) Constant questionnaire that use for this research are as following: Part 1: Demography profile This part consisted of 5 questions. Including the brand of budget hotel, the city that customer stays at, age, gender, education, income and times stay at budget hotel. Part 2: Customer perception toward marketing mix (7P’s) This part consisted of 44 questions that include product/service 10 questions, price 5 questions, place 6 questions, promotion 8 questions, people 7 questions, process 4 questions and physical evidence 4 questions. Part 3: Customer satisfaction. This part consisted of 9 questions. Part 4: Customer loyalty. This part consisted of 7 questions. According to Aaker (1991:55; 1996:42) and keller (2000:42), the researcher used the five point Likert Scale method to measure the agreement level in Part 2, part 3, part 4 of this questionnaire by 5= Strongly Agree; 4= Agree; 3= Neutral; 2= Disagree; 1= Strongly Disagree 40 3.4 Data Collection The researcher used convenience sampling method in collecting data at three budget hotels (7 Days Inn, Jin Jiang Inn and Green Tree Inn) which these budget hotels are five cities (Beijing, Shanghai, Guangzhou, Wuhan and Guilin) in China. The researcher distributed 450 questionnaires form September 25th to October 26th, 2012. The questionnaires were distributed by team researcher after get permission from general manager at each budget hotel. Survey questionnaires were placed at the front desk, the front desk manager/staff randomly asked customers who had just check out to fill out the questionnaire. The researcher collected questionnaires in Wuhan city and the other team researcher help to collected questionnaires in other four cities (Beijing, Shanghai, Guangzhou and Guilin). 41 Table 3.2: Plan and actual collected questionnaires Budget hotel 7 Plan Days Actual Inn Respond rate% Jin Plan Jiang Actual Inn Respond rate% Green Plan Tree Actual Inn Respond rate% Total Plan Actual Beijing 30 26 Respond rate% Plan Actual Respond rate% City Shanghai Guang zhou 30 30 26 27 Wuhan 30 27 Guilin 30 28 Total 150 134 86.67 86.67 90.00 90.00 93.33 89.33 30 26 30 27 30 27 30 28 30 27 150 135 86.67 90.00 90.00 93.33 90.00 90.00 30 30 30 30 30 150 27 90.00 26 86.67 26 86.67 26 86.67 26 86.67 131 87.33 90 79 90 79 90 80 90 81 90 81 450 400 87.78 87.78 88.89 90.00 90.00 88.89 450 400 88.89 From Table 3.2, this researcher collected 450 questionnaires from the budget hotel customers (7 Days Inn: 150 customers; Jin Jiang Inn: 150 customers; Green Tree Inn: 150 customers). And from the 450 questionnaires, the completed and usable questionnaires were 400 questionnaires, there were 88.89% completed questionnaires. 42 In 7 Days Inn in Beijing distributed 30 and usable 26, in Shanghai distributed 30 and usable 26, in Guangzhou distributed 30 and usable 27, in Wuhan distributed 30 and usable 27 and in Guilin distributed 30 and usable 28. In Jin Jiang Inn in Beijing distributed 30 and usable 26, in Shanghai distributed 30 and usable 27, in Guangzhou distributed 30 and usable 27, in Wuhan distributed 30 and usable 28 and in Guilin distributed 30 and usable 27. And in Green Tree Inn in Beijing distributed 30 and usable 27, in Shanghai distributed 30 and usable 27, in Guangzhou distributed 30 and usable 27, in Wuhan distributed 30 and usable 26 and in Guilin distributed 30 and usable 26. 3.5 Data Analysis Evaluative criteria for the question items with positive meaning, the interval for breaking the range in measuring each is calculated by N (Width of the range) = Maximum – Minimum Level = 5–1 5 = 0.8 43 The researcher analyzed the agreement level of customer perception toward marketing mix (7P’s), customer satisfaction and customer loyalty by calculating the mean scores in the following ranges: 4.21 – 5.00 are considered as strongly agree 3.41 – 4.20 are considered as agree 2.61 – 3.40 are considered as neutral 1.81 – 2.60 are considered as disagree 1.00 – 1.80 are considered as strongly disagree There were 3 parts of statistic analysis as following: Part 1: Descriptive statistics analysis. The researcher used frequency and percentage to describe the demography characteristics that include gender, age, education and income. Part 2: Agreement level analysis. The researcher used mean and standard deviation to describe the agreement level of marketing mix (7p’s), customer satisfaction and customer loyalty. Part 3: Hypothesis testing. The researcher used multiple regression to find the relationship between customer perception toward marketing mix (7P’s) and customer satisfaction. The researcher used simple regression to find the relationship between customer satisfaction and customer loyalty. 44 3.6 Reliability analysis Reliability refers to the extent to which measurements of the particular test are repeatable (Molhotra & Birks, 1999: 57). This means that the outcomes of the measurement must be consistent with repeated sequences of measuring. The reliability of measure will be great when the level of consistency in repeated sequences is great. A pre-test research instrument handed out with 30 customers to check the clarity of each question. To prove the confident of the questionnaire researcher use Cronbach’s Alpha to analyze the data. Nunnaly (1978) has indicated 0.7 to be an acceptable reliability coefficient. The result of Cronbach’s validity instrument by Cronbach for 30 questionnaire sampling and 400 questionnaires are as the table below: Table 3.3: Reliability of the variable (Cronbach’s Alpha) Variable Customer perception toward marketing mix (7P’s) 1. Product/Service 2. Price 3. Place 4. Promotion 5. People 6. Process 7. Physical evidence Customer satisfaction Customer loyalty Pre-test (30) Actual (400) .771 .889 .886 .869 .868 .874 .737 .843 .886 .832 .755 .852 .841 .912 .863 .796 .835 .829 45 Table 3.3 showed the pre-test and actual validity by Cronbach’s Alpha. All the numbers of standard is greater than standardized definition at 0.70, thus, the questionnaires for this research is validity. 46 CHAPTER 4 DATA ANALYSIS AND RESULTS The objective of this chapter was to analysis and interprets data from questionnaire in order to answer the research objectives. In this chapter, the results of the data analyses consisted in 4 parts as follows: 4.1: Analyze the demography profile of the respondents, such as gender, age, education level, income and times stay at budget hotel (frequency, percentage). 4.2: Analyze the agreement level of marketing mix (7P’s), customer satisfaction and customer loyalty (mean, SD). 4.3: Data analysis. Hypothesis Testing followed by briefing explanting and research objectives (Regression). 4.4: Hypothesis summary 47 4.1: Analyze the demography profile of the respondents Table 4.1: Respondents of customers by gender Gender Male Frequency% Female Frequency% Total Frequency% 7 Days Inn 56 14.0 78 19.5 134 33.5 Budget Hotel Jin Jiang Inn 73 18.3 62 15.5 135 33.8 Total Green Tree Inn 73 18.3 58 14.5 131 32.8 202 50.5 198 49.5 400 100.0 Table 4.1 showed that, of the 400 qualified answers, there are 202 persons are male, accounted for 50.5% and the rest 198 respondents are female, accounted for 49.5%. Table 4.2: Respondents of customers by age Age Under 20 years old Frequency% 20-30 years old Frequency% 31-40 years old Frequency% Over 40 years old Frequency% Total Frequency% 7 Days Inn 7 1.8 114 28.5 11 2.8 2 0.5 134 33.5 Budget Hotel Jin Jiang Inn Green Tree Inn 7 20 1.8 5.0 89 74 22.3 18.5 30 28 7.5 7 9 9 2.3 2.3 135 131 33.8 32.8 Total 34 8.5 277 69.3 69 17.2 20 5.0 400 100.0 48 Table 4.2 showed that, the customer age 20-30 years was the largest, with 277 customers, accounted for 69.3% of the total number of customers. The second largest group was 31-40 years old, with 69 customers, accounted for 17.2%. The age under 20 years old was 34 customers, accounted for 8.5%. The age over 40 years old formed the smallest, with 20 customers, accounted for 5.0%. The maximum range of age in 7 Days Inn, Jin Jiang Inn and Green Tree Inn was 20-30 years old with 114, 90 and 74 customers, accounted for 28.5%, 22.3% and 18.5%. Table 4.3: Respondents of customers by education level Education level High School/Lower Frequency% Bachelor’s degree Frequency% Master’s degree Frequency% Doctor degree Frequency% Total Frequency% 7 Days Inn 16 4.0 96 24.0 22 5.5 0 0.0 134 33.5 Budget Hotel Jin Jiang Inn Green Tree Inn 6 24 1.5 6.0 90 75 22.5 18.8 37 26 9.3 6.5 2 6 0.5 1.5 135 131 33.8 32.8 Total 46 11.5 261 65.3 85 21.2 8 2.0 400 100.0 Table 4.3 showed that bachelor’s degree was the largest group with 261 customers, accounted for 65.3% of the total number of customers. The second largest 49 group was master’s degree, with 85 customers, accounted for 21.2%. The high school/lower was 46, accounted for 11.5%. The doctor degree formed the smallest, with 8 customers, accounted for 2.0%. The maximum range of age in 7 Days Inn, Jin Jiang Inn and Green Tree Inn was bachelor’s degree with 96, 90 and 75 customers, accounted for 24.0%, 22.5% and 18.8%. Table 4.4: Respondents of customers by income Income (RMB/Year) Under 12,000 Frequency% 12,000-24,000 Frequency% 24,001-36,000 Frequency% Over 36,000 Frequency% Total Frequency% 7 Days Inn 39 9.8 35 8.7 40 10.0 20 5.0 134 33.5 Budget Hotel Jin Jiang Inn Green Tree Inn 24 34 6.0 8.5 34 33 8.5 8.3 40 29 10.0 7.3 37 35 9.3 8.7 135 131 33.8 32.8 Total 97 24.3 102 25.5 109 27.2 92 23.0 400 100.0 Table 4.4 showed that income 24,001-36,000 RMB/Year was the largest group with 109 customers, accounted for 27.2% of the total number of customers. The second largest group was 12,000-24,000 RMB/Year, with 102 customers, accounted for 25.5%. The under 12,000 RMB/Year was 97 customers, accounted for 24.3%. The 50 over 36,000 RMB/Year formed the smallest, with 92 customers, accounted for 23.0%. The maximum range of age in 7 Days Inn and Jin Jiang Inn was 24,001-36,000 RMB/Year with 40 and 40 customers, accounted for 10.0% and 10.0%. And for Green Tree Inn was over 36,000 RMB/Year with 35 customers, accounted for 8.7%. Table 4.5: Respondents of customers by times stay at budget hotel Times stay at budget hotel (per year) 1 time Frequency% 2 times Frequency% 3 times Frequency% 4 times Frequency% 5 times Frequency% More than 5 times Frequency% Total Frequency% 7 Days Inn 27 6.7 35 8.7 27 6.8 15 3.8 24 6.0 6 1.5 134 33.5 Budget Hotel Jin Jiang Inn Green Tree Inn 15 3.8 35 8.8 20 5.0 20 5.0 14 3.5 31 7.8 135 33.8 19 4.8 33 8.3 13 3.2 24 6.0 16 4.0 26 6.5 131 32.8 Total 61 15.2 103 25.8 60 15.0 59 14.7 38 9.5 79 19.8 400 100.0 Table 4.5 showed that 2 times was the largest group with 103 customers, accounted for 25.8% of the total number of customers. The second largest group was 51 more than 5 times, with 79 customers, accounted for 19.8%. The 1 time was 61, accounted for 15.2%. The 3 times was 60, accounted for 15.0%. The 4 times was 59, accounted for 14.7%.The 5 times formed the smallest, with 38 customers, accounted for 9.5%. The maximum range of age in 7 Days Inn, Jin Jiang Inn and Green Tree Inn was 2 times with 35, 35 and 33 customers, accounted for 8.7%, 8.8% and 8.3%. 4.2: Analyze the agreement level of customer perception toward marketing mix (7p’s), customer satisfaction and customer loyalty. The following data analysis results showed the level of agreement related to 3 issues that include customer perception toward marketing mix (7p’s), customer satisfaction and customer loyalty. 52 Table 4.6: Analysis of the agreement level of product/service of customer perception toward marketing mix (7P’s) Product/service 7 Days Inn Jin Jiang Inn Green Tree Inn Mean SD Level of Mea SD Level of Mean SD Level of Mean Agreement n Agreement Agreement Total SD Level of Agreement 1. Clean and comfortable guest room 2. Good atmosphere in guest room 3. Variety of facilities in guest room (e.g. TV, Telephone, Air-condition, refrigerator) 4. Standard hotel design 5. Size of guest room 6. Choice of room type for customers 7. Design/look of guest room 8. Smoking and non-smoking rooms 9. Consistent service standard 10. Customers’ safety and security Total 4.04 .750 Agree 3.97 .712 Agree 3.82 .685 Agree 3.95 .720 Agree 3.87 .793 Agree 3.79 .767 Agree 3.5 .915 Agree 3.72 .839 Agree . 3.90 825 Agree 4.01 .586 Agree 3.91 .547 Agree 3.94 .665 Agree 3.63 3.63 3.56 .829 .782 .800 Agree Agree Agree 3.81 .735 3.61 .773 3.56 .852 Agree Agree Agree 3.53 3.21 3.31 .787 .966 .953 Agree Neutral Neutral 3.66 3.49 3.48 .791 .864 .875 Agree Agree Agree 3.51 .829 Agree 3.62 .752 Agree 3.54 .704 Agree 3.56 .763 Agree 3.51 .924 Agree 3.82 .953 Agree 3.62 1.099 Agree 3.65 Agree 3.62 .883 Agree 3.69 .859 Agree 3.34 1.014 Neutral 3.55 1.00 0 .930 3.81 .911 Agree 3.85 .797 Agree 3.59 .822 Agree 3.75 .850 Agree 3.71 .832 Agree 3.77 Agree 3.537 .8492 Agree 3.67 .83 Agree .78 Agree 52 53 Table 4.6 showed the agreement level of product/service of customer perception toward marketing mix (7P’s) in 7 Days Inn, Jin Jiang Inn and Green Tree Inn. The mean score product/service at 7 Days Inn (mean= 3.71 and SD=0.832), Jin Jiang Inn (mean= 3.77 and SD=0.78) and Green Tree Inn (mean= 3.537 and SD=0.8492). All these 3 budget hotels were considered as the agree level of the agreement level. In 7 Days Inn, “clean and comfortable guest room” (mean=4.04 and SD= 0.750) in agree level is the highest of product/service. “Design/look of guest room” (mean= 3.51 and SD= 0.829) and “smoking and non-smoking rooms” (mean= 3.51 and SD= 0.924) are the lowest that in agree level. In Jin Jiang Inn, “variety of facilities in guest room (e.g. TV, Telephone, Air-condition, refrigerator.)” in agree level (mean= 4.01 and SD= 0.586) is the highest level of product/service, “choice of room type for customers” (mean = 3.56, SD = 0.852) is the lowest that in agree level. In Green Tree Inn, “variety of facilities in guest room (e.g. TV, Telephone, Air-condition, refrigerator)” (mean=3.91 and SD= 0.547) in agree level is the highest level of product/service, “size of guest room” (mean=3.21 and SD= 0.966) is the lowest that in neutral level. 54 Table 4.7: Analysis of the agreement level of price of customer perception toward marketing mix (7P’s) Price 1. Reasonable price 2. Lower price than similar other hotels (e.g. motel, bungalow, guesthouse, home stay…) 3. Value money for customer paid 4. Good price range for guest room 5. Consistent price policy Total Jin Jiang Inn Green Tree Inn 7 Days Inn Mean SD Level of Mean SD Level of Mean SD Level of Mean Agreement Agreement Agreement 3.91 .930 Agree 4.10 .766 Agree 4.16 .858 Agree 4.06 Total SD Level of Agreement .858 Agree 3.34 .943 Neutral 3.57 .787 Agree 3.6 .698 Agree 3.51 .823 Agree 3.61 .917 Agree 3.67 .810 Agree 3.57 .832 Agree 3.62 .853 Agree 3.61 .875 Agree 3.70 .840 Agree 3.47 .88 Agree 3.60 .868 Agree 3.54 .742 Agree 3.72 .719 Agree 3.8 .673 Agree 3.69 .718 Agree 3.60 .881 Agree 3.75 .78 Agree 3.72 .7882 Agree 3.69 .82 Agree 54 55 Table 4.7 showed the agreement level of price of customer perception toward marketing mix (7P’s) in 7 Days Inn, Jin Jiang Inn and Green Tree Inn. The mean score price at 7 Days Inn (mean= 3.60 and SD=0.881), Jin Jiang Inn (mean= 3.75 and SD=0.78) and Green Tree Inn (mean= 3.72 and SD=0.7882). All these 3 budget hotels were considered as the agree level of the agreement level. In 7 Days Inn, “’reasonable price” (mean=3.91 and SD= 0.930) in agree level is the highest of price. “Lower price than similar other hotels” (e.g. motel, bungalow, guesthouse, home stay…) (mean= 3.34 and SD= 0.943) is the lowest that in neutral level. In Jin Jiang Inn, “reasonable price” (mean= 4.01 and SD= 0.586) in agree level is the highest of price. “Lower price than similar other hotels” (e.g. motel, bungalow, guesthouse, home stay…) (mean = 3.57, SD = 0.787) is the lowest that in agree level. In Green Tree Inn, “reasonable price” (mean=4.16 and SD= 0.858) in agree level is the highest of price. “Good price range for guest room” (mean=3.47 and SD= 0.88) is the lowest that in agree level. 56 Table 4.8: Analysis of the agreement level of place of customer perception toward marketing mix (7P’s) Place Mean 1. Size of hotel network 2. Geographic coverage of hotel network 3. Central sales/reservation system 4. Convenient location 5. Convenient transportation with signs 6. Enough parking area Total 3.70 7 Days Inn SD Level of Agreement .901 Agree Jin Jiang Inn Mean SD Level of Agreement 3.64 .903 Agree Mean 3.47 Green Tree Inn SD Level of Agreement .797 Agree Mean Total SD 3.60 .873 Level of Agreement Agree 3.84 .824 Agree 3.71 .897 Agree 3.52 .727 Agree 3.69 .828 Agree 3.73 .860 Agree 3.81 1.018 Agree 3.4 .958 Neutral 3.65 .962 Agree 3.91 .699 Agree 4.09 .717 Agree 4 .582 Agree 4.00 .672 Agree 3.75 .856 Agree 3.92 .881 Agree 3.69 .805 Agree 3.79 .852 Agree 3.61 .813 Agree 3.61 .898 Agree 3.38 .924 Neutral 3.54 .883 Agree 3.76 .83 Agree 3.80 .89 Agree 3.5767 .7988 Agree 3.71 .84 Agree 56 57 Table 4.8 showed the agreement level of place of customer perception toward marketing mix (7P’s) in 7 Days Inn, Jin Jiang Inn and Green Tree Inn. The mean score place at 7 Days Inn (mean= 3.76 and SD=0.83), Jin Jiang Inn (mean= 3.80 and SD=0.89) and Green Tree Inn (mean= 3.5767 and SD=0.7966). All these 3 budget hotels were considered as the agree level of the agreement level. “Convenient location” of all these 3 budget hotels in agree level is the highest of place. 7 Days Inn (mean=3.91 and SD= 0.699), Jin Jiang Inn (mean= 4.09 and SD= 0.717) and Green Tree Inn (mean=4 and SD= 0.582). “Enough parking” of 7 Days Inn (mean= 3.61 and SD= 0.898), Jin Jiang Inn (mean = 3.61, SD = 0.787) in agree level and Green Tree Inn (mean=3.38 and SD= 0.924) is the lowest that in the neutral level. 58 Table 4.9: Analysis of the agreement level of promotion of customer perception toward marketing mix (7P’s) Promotion 1. Customer loyalty/repeat business 2. Attractive advertisements or promotions 3. Benefit for members 4. Corporate contracts 5. Strong brand difference 6. Online reservation get discount 7. Loyalty card (VIP card) gets more discount 8. Special promotional activities on special day (Teachers’ day, Mothers’ day, etc) Total Mean 7 Days Inn Jin Jiang Inn Green Tree Inn SD Level of Mean SD Level of Mean SD Agreement Agreement Level of Agreement Mean Total SD Level of Agreement 3.66 .833 Agree 3.78 .687 Agree 3.76 .634 Agree 3.73 .723 Agree 3.49 .811 Agree 3.67 .999 Agree 3.79 .909 Agree 3.65 .916 Agree 3.69 .903 Agree 3.76 .815 Agree 3.58 .723 Agree 3.68 .819 Agree 3.38 .874 Neutral 3.59 .925 Agree 3.15 .946 Neutral 3.38 .931 Agree 3.37 .761 Neutral 3.74 .712 Agree 3.63 .624 Agree 3.58 .718 Agree 3.76 .959 Agree 3.81 .784 Agree 3.57 .795 Agree 3.72 .854 Agree 3.95 .852 Agree 3.76 .916 Agree 3.67 .827 Agree 3.80 .872 Agree 3.53 .915 Agree 3.33 1.000 Neutral 3.15 .915 Neutral 3.34 .955 Neutral 3.60 .86 Agree 3.68 .85 Agree 3.5375 .7966 Agree 3.61 .85 Agree 58 59 Table 4.9 showed the agreement level of promotion of customer perception toward marketing mix (7P’s) in 7 Days Inn, Jin Jiang Inn and Green Tree Inn. The mean score promotion at 7 Days Inn (mean= 3.60 and SD=0.86), Jin Jiang Inn (mean= 3.68 and SD=0.85) and Green Tree Inn (mean= 3.5375 and SD=0.7966). All these 3 budget hotels were considered as the agree level of the agreement level. In 7 Days Inn, “loyalty card (VIP card) gets more discount” (mean=3.95 and SD= 0.852) in agree level that is the highest of promotion. “Strong brand difference” (mean= 3.37 and SD= 0.761) is the lowest that in neutral level. In Jin Jiang Inn, “online reservation get discount” (mean = 3.81 and SD = 0.784) in agree level that is the highest of price. “Special promotional activities on special day (Teachers’ day, Mothers’ day etc.)” (mean = 3.33, SD = 1.000) is the lowest that in neutral level. In Green Tree Inn, “attractive advertisements or promotions” (mean = 3.79 and SD = 0.909) in agree level that is the highest of price. “Corporate contracts” (mean = 3.15 and SD = 0.946) and “special promotional activities on special day (Teachers’ day, Mothers’ day etc.)” (Mean = 3.15 and SD = 0.915) are the lowest that in agree level. 60 Table 4.10: Analysis of the agreement level of people of customer perception toward marketing mix (7P’s) People Mean 1. Friendly staff 2. Staff has knowledge and skill 3. Staff has the ability to provide prompt services 4. Staff is willing to serve 5. Adequate staff provide service 6. Speed of guest service 7. Efficiency of guest service Total 3.88 7 Days Inn SD Level of Agreement .859 Agree Jin Jiang Inn Mean SD Level of Agreement 3.85 .877 Agree Green Tree Inn Mean SD 3.71 .818 Level of Agreement Agree Mean Total SD 3.82 .853 Level of Agreement Agree 3.68 .855 Agree 3.57 .778 Agree 3.47 .727 Agree 3.58 .791 Agree 3.75 .853 Agree 3.72 .911 Agree 3.62 .759 Agree 3.70 .844 Agree 3.70 .966 Agree 3.85 .806 Agree 3.63 .852 Agree 3.73 .880 Agree 3.72 .872 Agree 3.65 .858 Agree 3.44 .824 Agree 3.61 .858 Agree 3.83 .818 Agree 3.94 .790 Agree 3.98 .718 Agree 3.92 .777 Agree 3.83 .854 Agree 3.84 .897 Agree 3.63 .871 Agree 3.77 .878 Agree 3.77 .87 Agree 3.78 .85 Agree 3.64 .7956 Agree 3.73 .84 Agree 60 61 Table 4.10 showed the agreement level of people of customer perception toward marketing mix (7P’s) in 7 Days Inn, Jin Jiang Inn and Green Tree Inn. The mean score people at 7 Days Inn (mean= 3.77 and SD=0.87), Jin Jiang Inn (mean= 3.78 and SD=0.85) and Green Tree Inn (mean= 3.64 and SD=0.7956). All these 3 budget hotels were considered as the agree level of the agreement level. In 7 Days Inn, “friendly staff” (mean=3.88 and SD= 0.859) in agree level is the highest of people. “Staff has knowledge and skill” (mean= 3.68 and SD= 0.855) is the lowest that in agree level. In Jin Jiang Inn, “speed of guest service” (mean = 3.94 and SD = 0.790) in agree level is the highest of people. “Staff has knowledge and skill” (mean = 3.57, SD = 0.778) is the lowest that in agree level. In Green Tree Inn, “speed of guest service” (mean = 3.98 and SD = 0.718) in agree level is the highest of people. “Adequate staff provide service” (mean = 3.44 and SD = 0.824) are the lowest that in agree level. 62 Table 4.11: Analysis of the agreement level of process of customer perception toward marketing mix (7P’s) Process Mean 1. Staffs handle customer’s reservation efficiently 2. Staffs give careful and thorough service to customers 3. Staffs give prompt services to customers 4. Staffs provide service at the promised time Total 7 Days Inn SD Level of Agreement Jin Jiang Inn Mean SD Level of Agreement Mean Green Tree Inn SD Level of Agreement Mean Total SD Level of Agreement 3.88 .776 Agree 3.95 .756 Agree 3.98 .769 Agree 3.94 .766 Agree 3.87 .913 Agree 3.92 .723 Agree 3.79 .772 Agree 3.86 .806 Agree 3.77 .917 Agree 3.85 .652 Agree 3.89 .787 Agree 3.84 .792 Agree 3.83 .761 Agree 3.86 .693 Agree 3.86 .752 Agree 3.85 .734 Agree 3.84 .84 Agree 3.89 .71 Agree 3.88 .77 Agree 3.87 .77 Agree 62 63 Table 4.11 showed the agreement level of process of customer perception toward marketing mix (7P’s) in 7 Days Inn, Jin Jiang Inn and Green Tree Inn. The mean score process at 7 Days Inn (mean= 3.84 and SD=0.84), Jin Jiang Inn (mean= 3.89 and SD=0.71) and Green Tree Inn (mean= 3.88 and SD=0.77). All these 3 budget hotels were considered as the agree level of the agreement level. In 7 Days Inn, “staffs handle customer’s reservation efficiently” (mean=3.88 and SD= 0.776) in agree level that is the highest of process. “Staffs give prompt services to customers” (mean= 3.83 and SD= 0.84) is the lowest that in agree level. In Jin Jiang Inn, “staffs handle customer’s reservation efficiently” (mean= 3.95 and SD= 0.756) in agree level that is the highest of process. “Staffs give prompt services to customers” (mean = 3.85, SD = 0.652) is the lowest that in agree level. In Green Tree Inn, “staffs handle customer’s reservation efficiently” (mean=3.98 and SD= 0.769) in agree level that is the highest of process. “Staffs give careful and thorough service to customers” (mean=3.79 and SD=0.772) are the lowest that in agree level. 64 Table 4.12: Analysis of the agreement level of physical evidence of customer perception toward marketing mix (7P’s) Physical evidence 1. Good facilities 2. Staff has clean, neat uniforms 3. Appealing hotel atmosphere and decoration 4. The visually attractive outdoor surroundings Total Jin Jiang Inn Green Tree Inn 7 Days Inn Mean SD Level of Mean SD Level of Mean SD Agreement Agreement 3.81 .851 Agree 3.73 .821 Agree 3.47 .694 Level of Agreement Agree Mean 3.68 Total SD Level of Agreement .804 Agree 3.99 .795 Agree 3.77 .753 Agree 3.68 .767 Agree 3.81 .780 Agree 3.59 .959 Agree 3.53 .845 Agree 3.32 .888 Neutral 3.48 .904 Agree 3.78 .921 Agree 3.59 .757 Agree 3.63 .817 Agree 3.67 .836 Agree 3.79 .88 Agree 3.65 .79 Agree 3.525 .7915 Agree 3.66 .83 Agree 64 65 Table 4.12 showed the agreement level of physical evidence of customer perception toward marketing mix (7P’s) in 7 Days Inn, Jin Jiang Inn and Green Tree Inn. The mean score physical evidence at 7 Days Inn (mean= 3.79 and SD=0.88), Jin Jiang Inn (mean= 3.65 and SD=0.79) and Green Tree Inn (mean= 3.525 and SD=0.7915). All these 3 budget hotels were considered as agree level of the agreement level. “Staff has clean, neat uniforms” of these 3 budget hotels in agree level is the highest of physical evidence. 7 Days Inn (mean=3.99 and SD= 0.795), Jin Jiang Inn (mean= 3.77 and SD= 0.753) and Green Tree Inn (mean=3.68 and SD= 0.767). “Appealing hotel atmosphere and decoration” of 7 Days Inn (mean= 3.59 and SD= 0.959), Jin Jiang Inn (mean = 3.53, SD = 0.845) in agree level and Green Tree Inn (mean=3.32 and SD=0.888) in neutral level are the lowest. 66 Table 4.13: Analysis of the agreement level of customer perception toward marketing mix (7P’s) Marketing mix (7P’s) Jin Jiang Inn Green Tree Inn 7 Days Inn Mean SD Level of Mean SD Level of Mean SD Level of Agreement Agreement Agreement 3.71 .832 Agree 3.77 .78 Agree 3.537 .8492 Agree 3.60 .881 Agree 3.75 .78 Agree 3.72 .7882 Agree 3.76 .83 Agree 3.80 .89 Agree 3.5767 .7988 Agree 3.60 .86 Agree 3.68 .85 Agree 3.5375 .7966 Agree 3.77 .87 Agree 3.78 .85 Agree 3.64 .7956 Agree 3.84 .84 Agree 3.89 .71 Agree 3.88 .77 Agree 3.79 .88 Agree 3.65 .79 Agree 3.525 .7915 Agree 1.Product/Service 2.Price 3.Place 4.Promotion 5.People 6.process 7.Physical evidence Total 3.7242 0.8561 Agree 3.7783 0.81 Agree 3.6485 .7997 Agree Mean 3.67 3.69 3.71 3.61 3.73 3.87 3.66 Total SD Level of Agreement .83 Agree .82 Agree .84 Agree .85 Agree .84 Agree .77 Agree .83 Agree 3.7057 0.8257 Agree 66 67 Table 4.13 showed the agreement level of customer perception toward marketing mix (7P’s) in 7 Days Inn, Jin Jiang Inn and Green Tree Inn. The mean score “product/service” at 7 Days Inn (mean= 3.71 and SD=0.832), Jin Jiang Inn (mean= 3.77 and SD=0.78) and Green Tree Inn (mean= 3.537 and SD=0.8492). All these 3 budget hotels were considered as the agree level of the agreement level. The mean score “price” at 7 Days Inn (mean= 3.60 and SD=0.881), Jin Jiang Inn (mean= 3.75 and SD=0.78) and Green Tree Inn (mean= 3.72 and SD=0.7882). All these 3 budget hotels were considered as the agree level of the agreement level. The mean score “place” at 7 Days Inn (mean= 3.76 and SD=0.83), Jin Jiang Inn (mean= 3.80 and SD=0.89) and Green Tree Inn (mean= 3.5767 and SD=0.7966). All these 3 budget hotels were considered as the agree level of the agreement level. The mean score “promotion” at 7 Days Inn (mean= 3.60 and SD=0.86), Jin Jiang Inn (mean= 3.68 and SD=0.85) and Green Tree Inn (mean= 3.5375 and SD=0.7966). All these 3 budget hotels were considered as the agree level of the agreement level. The mean score “people” at 7 Days Inn (mean= 3.77 and SD=0.87), Jin Jiang Inn (mean= 3.78 and SD=0.85) and Green Tree Inn (mean= 3.64 and SD=0.7956). All these 3 budget hotels were considered as the agree level of the agreement level. The mean score “process” at 7 Days Inn (mean= 3.84 and SD=0.84), Jin Jiang Inn (mean= 3.89 and SD=0.71) and Green Tree Inn (mean= 3.88 and SD=0.77). All these 3 budget hotels were considered as the agree level of the agreement level. 68 The mean score “physical evidence” at 7 Days Inn (mean= 3.79 and SD=0.88), Jin Jiang Inn (mean= 3.65 and SD=0.79) and Green Tree Inn (mean= 3.525 and SD=0.7915). All these 3 budget hotels were considered as agree level of the agreement level. In the total of customer perception toward marketing mix (7P’s), “product/service” (mean= 3.67 and SD=0.83), “price” (mean= 3.69 and SD=0.82), “place” (mean= 3.71 and SD=0.84), “promotion” (mean= 3.61 and SD=0.85), “people” (mean= 3.73 and SD=0.84), “process” (mean= 3.87 and SD=0.77) and “physical evidence” (mean= 3.66 and SD=0.83), were considered as the agree level of the agreement level. The overall customer perception toward marketing mix (7P’s) (mean= 3.7057 and SD= 0.8257), was considered as the agree level of the agreement level. 69 Table 4.14: Analysis of the agreement level of customer satisfaction Customer satisfaction 1. I am satisfied with the guest room 2. I am satisfied with the price 3. I am satisfied with the location 4. I am satisfied with the promotion 5. I am satisfied with the staff 6. I am satisfied with the service 7. I am satisfied with the atmosphere 8. Overall, I am satisfied with this budget hotel 9. Overall, I am satisfied with service quality in budget hotel Total Mean Jin Jiang Inn 7 Days Inn SD Level Mean SD Level of of Agreement Agreement Mean Green Tree Inn SD Level of Agreement Mean Total SD Level of Agreement 3.67 .680 Agree 3.78 .709 Agree 3.73 .669 Agree 3.73 .686 Agree 3.54 .837 Agree 3.61 .680 Agree 3.45 .736 Agree 3.54 .755 Agree 3.66 .822 Agree 3.66 .830 Agree 3.53 .797 Agree 3.62 .817 Agree 3.37 .763 Neutral 3.49 .742 Agree 3.63 .694 Agree 3.50 .739 Agree 3.55 .828 Agree 3.73 .651 Agree 3.73 .702 Agree 3.67 .734 Agree 3.65 .869 Agree 3.86 .735 Agree 3.73 .795 Agree 3.75 .804 Agree 3.57 .709 Agree 3.61 .680 Agree 3.4 .687 Neutral 3.53 .697 Agree 3.49 .763 Agree 3.58 .640 Agree 3.47 .648 Agree 3.52 .686 Agree 3.54 .762 Agree 3.42 .617 Agree 3.37 .647 Neutral 3.44 .680 Agree 3.56 .78 Agree 3.64 .70 Agree 3.56 .7083 Agree 3.59 .73 Agree 69 70 The Table 4.14 showed the level of agreement on customer satisfaction in 7 Days Inn, Jin Jiang Inn and Green Tree Inn. The mean score and SD of customer satisfaction for 7 Days Inn (mean= 3.56 and SD= 0.78), Jin Jiang Inn (mean= 3.64 and SD= 0.70), and Green Tree Inn (mean= 3.56 and SD= 0.7083). All these 3 budget hotels were considered as agree level of the agreement level. In 7 Days Inn, “I am satisfied with the guest room” (mean=3.67 and SD= 0.680) in agree level that is the highest of process. “I am satisfied with the promotion” (mean= 3.37 and SD= 0.763) is the lowest that in neutral level. In Jin Jiang Inn, “I am satisfied with the service” (mean= 3.86 and SD= 0.735) in agree level that is the highest of process. “Overall, I am satisfied with service quality in budget hotel” (mean = 3.42, SD = 0.617) is the lowest that in agree level. In Green Tree Inn, “I am satisfied with the guest room” (mean=3.73 and SD= 0.669), “I am satisfied with the staff” (mean=3.73 and SD= 0.702) and “I am satisfied with the service” (mean = 3.73 and SD =0.795) in agree level that is the highest of process. “Overall, I am satisfied with service quality in budget hotel” (mean=3.37 and SD=0.647) are the lowest that in neutral level. The total of customer satisfaction was considered as agree level shown at mean= 3.59 and SD= 0.73. 71 Table 4.15: Analysis of the agreement level of customer loyalty Customer loyalty 1. I share the pleasure staying experience about this budget hotel with others 2. I share the positive ideas about this budget hotel with others 3. I share the positive information about this budget hotel with others 4. I say the positive things about this budget hotel to others 5. I will keep staying in this budget hotel next time 6. I will recommend my friends to stay in this budget hotel 7. Overall, I will be the loyal customer Total Jin Jiang Inn Green Tree Inn 7 Days Inn Level Level Level of Mean SD of SD of Mean Mean Mean SD Agreement Agreement Agreement Total SD Level of Agreement 3.37 .761 Neutral 3.68 .816 Agree 3.53 .778 Agree 3.53 .794 Agree 3.29 .866 Neutral 3.64 .749 Agree 3.6 .698 Agree 3.51 .788 Agree 3.60 .824 Agree 3.61 .692 Agree 3.41 .711 Agree 3.54 .748 Agree 3.70 .859 Agree 3.61 .586 Agree 3.56 .681 Agree 3.63 .718 Agree 3.68 .800 Agree 3.65 .736 Agree 3.4 .676 Neutral 3.58 .749 Agree 3.53 .829 Agree 3.74 . 763 Agree 3.73 .821 Agree 3.67 .808 Agree 3.24 3.49 .768 .82 Neutral Agree 3.55 3.64 .631 .71 Agree Agree 3.47 .705 3.5286 .7243 Agree Agree 3.42 3.55 .714 .76 Agree Agree 71 72 The Table 4.15 showed the level of agreement on customer satisfaction in 7 Days Inn, Jin Jiang Inn and Green Tree Inn. The mean score and SD of customer loyalty for 7 Days Inn (mean= 3.49 and SD= 0.82), Jin Jiang Inn (mean= 3.64 and SD= 0.71), and Green Tree Inn (mean= 3.5286 and SD= 0.7243). All these 3 budget hotels were considered as agree level of the agreement level. In 7 Days Inn, “I say the positive things about this budget hotel to others” (mean=3.70 and SD= 0.859) in agree level that is the highest of process. “Overall, I will be the loyal customer” (mean= 3.24 and SD= 0.768) is the lowest that in neutral level. In Jin Jiang Inn, “I will recommend my friends to stay in this budget hotel” (mean= 3.74 and SD= 0.763) in agree level that is the highest of process. “Overall, I will be the loyal customer” (mean = 3.55, SD = 0.631) is the lowest that in agree level. In Green Tree Inn, “I will recommend my friends to stay in this budget hotel” (mean=3.73 and SD= 0.821), “I will keep staying in this budget hotel next time” (mean=3.4 and SD=0.676) are the lowest that in neutral level. The total of customer loyalty was considered as agree level shown at mean= 3.55 and SD= 0.76. 73 4.3: Data analysis. Hypothesis Testing followed by briefing explanting and research objectives. Hypothesis 1: Customer perception toward marketing mix (7p’s) and customer satisfaction H1: Customer perception toward marketing mix (7P’s) has a positive impact on customer satisfaction. Table 4.16: Regression analyses between customer perception toward marketing mix (7P’s) and customer satisfaction Model summary Adjusted R Square Std. Error of the Estimate .659 .434 .424 .36601 a. Predictors: (Constant), product/service, price, place, promotion, people, process and physical evidence ANOVA (b) R a R Square Sum of Squares df Mean Square F Sig. Regression 40.273 7 5.753 42.946 .000a Residual 52.514 392 .134 Total 92.787 399 a. Predictors: (Constant), product/service, price, place, promotion, people, process and physical evidence b. Dependent Variable: customer satisfaction * The mean difference is significant at the .05 level. 74 Coefficients (a) Standardized t Unstandardized Coeffienents Coeffienents B Std. Error Beta (Constant) 1.294 .148 product/service .229 .050 .250 Price .018 .043 .022 Place -.037 .043 -.050 Promotion .304 .049 .371 People .073 .053 .102 Process -.021 .044 -.028 Physical evidence .064 .045 .087 a. Predictors: (Constant), customer satisfaction * The mean difference is significant at the .05 level. Sig. 8.773 4.622 .411 -.871 6.271 1.359 -.474 1.433 .000 .000 .681 .384 .000 .175 .636 .153 The result of the multiple regression analysis, as presented in Table 4.16 indicated that the value of Adjusted R2 = 0.424, indicating that 42.4% of the variation in the customer satisfaction was influenced by customer perception toward marketing mix (7P’s). The significant level of regression was 0.000 (sig < 0.05), the significant level of product/service and promotion were 0.000 (sig < 0.05). The results indicated that H1: customer perception toward marketing mix (7P’s) has a positive impact on customer satisfaction was supported. Furthermore, customer perception toward product/service and customer perception toward promotion were statistically significant. Thus, customer perception toward product/service and customer perception toward promotion were significantly associated with customer satisfaction. 75 Hypothesis 2: Customer satisfaction and customer loyalty H2: Customer satisfaction has a positive impact on customer loyalty. Table 4.17: Regression analyses between customer satisfaction and customer loyalty Model summary Adjusted R Square Std. Error of the Estimate R R Square a .627 .393 .392 .41716 a. Predictors: (Constant), customer satisfaction ANOVA (b) Mean Square F Sig. Sum of Squares df Regression 44.850 1 44.850 257.728 .000a Residual 69.261 398 .174 Total 114.111 399 a. Predictors: (Constant), customer satisfaction b. Dependent Variable: customer loyalty * The mean difference is significant at the .05 level. Coefficients (a) Unstandardized Standardized t Sig. Coeffienents Coeffienents B Std. Error Beta (constant) 1.059 .157 6.755 .000 Customer satisfaction .695 .043 .627 16.054 .000 a. Predictors: (Constant), customer loyalty * The mean difference is significant at the .05 level. 76 The single regression analysis was performed to examine the relationship between customer satisfaction and customer loyalty. According to the result presented in Table 4.17, it was found that the significant level was 0.000 (sig < 0.05) and the customer satisfaction was correlated 39.2% (Adjusted R2 = 0.392) with customer loyalty, indicating the marked relationship was existed between customer satisfaction and customer loyalty. This meant that the customer loyalty was influenced by their satisfaction. Therefore, H2: Customer satisfaction has a positive impact on customer loyalty was supported. 77 4.4: Hypothesis summary The summary of the result of hypothesis testing analyses in budget hotels (7 Days Inn, Jin Jiang Inn and Green Tree Inn) in China (Beijing, Shanghai, Guangzhou, Wuhan and Guilin) was showed as follow: H1 was the Hypotheses testing between customer perception toward marketing mix (7P’s) and customer satisfaction, and H2 was the Hypotheses testing between customer satisfaction and customer loyalty. Table 4.18: The summary for all hypotheses Hypotheses Result Customer perception toward marketing mix (7p’s) and customer satisfaction H1: Customer perception toward marketing mix (7p’s) has a positive impact Supported on customer satisfaction. Customer perception toward product/service and promotion has a positive impact on custom satisfaction. Customer perception toward price, place, people, process and physical evidence have a negative impact on customer satisfaction. Customer loyalty and customer satisfaction H2: Customer satisfaction has a positive impact on customer loyalty. Supported 78 CHAPTER 5 CONCLUSION, DISCUSSION AND RECOMMENDATION The results reported in chapter 4 were discussed in greater detail in chapter 5. The chapter is presented in five sections as follows: 5.1 Conclusion of findings 5.2 Discussion 5.3 Management implication 5.4 Research recommendations 5.5 Limitation and further research 79 5.1 Conclusion of findings 5.1.1 Demography characteristics Based on 400 usable data from customers who stay at three budget hotels (7 Days Inn, Jin Jiang Inn and Green Tree Inn) in five cities (Beijing, Shanghai, Guangzhou, Wuhan and Guilin) in China, we can find that the number of male customers and female customers are almost the same (male 202, female 198), most of customers are 20-30 years old, education of bachelor’s degree, income 24,001-36,000 RMB/Year, stay at budget hotel 2 times/Year. 5.1.2 Customer perception toward marketing mix (7P’s) Marketing mix (7P’s) consisted of 7 elements that are product/service, price, place, promotion, people, process and physical evidence. The results of data analysis on level of agreement are as follow: Most respondents of product/service in 7 Days Inn and Green Tree Inn were “clean and comfortable guest room” in agree level, in Jin Jiang Inn is “variety of facilities in guest room (e.g. TV, Telephone, Air-condition, refrigerator)” in agree level. Most respondents of price in these 3 budget hotels were “reasonable price in agree level”. Most respondents of place in these 3 budget hotels were “convenient location in agree level”. 80 Most respondents of promotion in 7 Days Inn were “loyalty card (VIP card) gets more discount” in agree level, in Jin Jiang Inn is “online reservation gets discount” in agree level and in Green Tree Inn were “attractive advertisements or promotions” in agree level. Most respondents of people in 7 Days Inn were “friendly staff” in agree level, in Jin Jiang Inn and Green Tree Inn is “high speed of guest service” in agree level. Most respondents of process in these 3 budget hotels were “staff handle customer’s reservation efficiently” in agree level. Most respondents of physical evidence in these 3 budget hotels were “staff has clean, neat uniforms” in agree level. Most respondents of marketing mix (7P’s) in 7 Days Inn and Jin Jiang Inn were is process in agree level, and in Green Tree Inn was place in agree level. 5.1.3 Customer satisfaction Most respondents of customer satisfaction in 7 Days Inn were “I am satisfied with the guest room” in agree level, in Jin Jiang Inn were “I am satisfied with the service” in agree level and in Green Tree Inn were “I am satisfied with the guest room, staff and service” in agree level. 81 5.1.4 Customer loyalty Most respondent of customer loyalty in 7 Days Inn were “I say the positive things about this budget hotel to others” in agree level, in Jin Jiang Inn and Green Tree Inn were “I will bring my friends to stay in this budget hotel” in agree level. 5.1.5 Hypotheses conclusion Hypothesis 1: Customer perception toward marketing mix (7p’s) and customer satisfaction This hypothesis was designed to identify the relationship between customer perception toward marketing mix (7P’s) and customer satisfaction. The result of this hypothesis test showed that customer perception toward marketing mix (7P’s: product/service, price, place, promotion, people, process, and physical evidence) has a positive impact on customer satisfaction. Further more, customer perception toward product/service and promotion had a positive impact on custom satisfaction. However, customer perception toward price, place, people, process and physical evidence had a negative impact on customer satisfaction. Hypothesis 2: Customer satisfaction and customer loyalty H2: Customer satisfaction has a positive impact on customer loyalty. This hypothesis was designed to identify the relationship between customer satisfaction and customer loyalty. The result of this hypothesis test showed that 82 customer satisfaction has a positive impact on customer loyalty. 5.2 Discussion 5.2.1 The relationship between customer perception toward marketing mix (7P’s) and customer satisfaction This research studied the customer perception toward marketing mix (7p’s) that involved product/service, price, promotion, place, people, process and physical evidence. The result showed that customer perception toward product/service and promotion had a positive impact on custom satisfaction. For the dimension of product/service, the most important factors that have impact on customer satisfaction were guest room and service. The product/service strategy of budget hotel was to provide clean and comfortable guest room with variety of facilities (e.g. TV, Telephone, Air-condition, refrigerator), to create pleasant atmosphere in guest room, provide variety of guest room type, and ensure customers’ safety and security and so on. This finding related to Oliver (1997:39) that satisfaction was a judgment that a product or service feature, or the product or service itself. Ogeniy (2009:16) stated that promotion is a plan with the objective to increase sales of product or services within a short period; it helps to stimulate customers to make decisions of buying a product or service in the market. In this study, the discussion of promotion showed that the most important factor that affect customer satisfaction were promotion activities, for instance, loyalty card (VIP card) to get more 83 discount, online reservation get discounts and the benefit for members and etc. 5.2.2 The relationship between customer satisfaction and customer loyalty The findings in this study also showed that customer satisfaction had a positive impact on customer loyalty. It related with the previous research from (Gandolfo, 2010:5) that customer satisfaction is the starting point to build customer loyalty. It was a loyalty stock that will improve image of corporate in a long-term relationship. In business activities, making great effort to improve customers’ satisfaction, reducing customer dissatisfaction are very important in attracting new customers, and maintaining existing customers. 5.3 Management implication For the management of budget hotel, to make a good marketing mix plan is the most important. And based on the result of this research, the target market of budget hotel industry should focus on: Young people age 20-30. Both female and male customers. Bachelor’s degree. Income of over 12,000 RMB/Year. 84 Marketing strategy Based on the result of regression analysis in Chapter 4 that just two elements, product/service and promotion had a positive impact on customer satisfaction, thus, the researcher had some implication in these two elements as following: Product/service strategy The core products of budget hotel are guest room and service. The product/service strategy of budget hotel is to provide clean and comfortable guest room with variety of facilities (e.g. TV, Telephone, Air-condition, refrigerator). Pleasant atmosphere in guest room, variety of guest room types, and ensuring customers’ safety and security are also essential. Promotion strategy Promotion is an effective way to sale product/service or attracts customers. Attractive advertisement is necessary to make customer know and understand who you are and what product/service do you have, it is the key factor to encourage customers to make purchase decisions. To make customers be satisfied and be loyalty, the loyalty card (VIP card) is feasible, because of loyalty card (VIP card) can make customers feel that they are honorable and can get special discount than other ordinary customers who don’t have. Establishing cooperative relationship with companies or organizations is a good way to keep customers. With the fast development of e-business, there are more 85 and more online reservation customers, satisfy and keep online customers, give them special discount when they make reservations online. 5.4 Research recommendations The research studied the influence of customer perception toward marketing mix (7P’s) to customer satisfaction and also the influence of customer satisfaction to customer loyalty. It is expected that the obtain results will provide useful information to improve the budget hotel industry in China. This study can be used as a source of information for the future study in related fields. And according to the results of this research, researcher had some recommendations as following: 5.4.1 Demography characteristics Based on analysis result of 400 collected data from customers who stay at three budget hotels (7 Days Inn, Jin Jiang Inn and Green Tree Inn) in China (Beijing, Shanghai, Guangzhou, Wuhan and Guilin), the researcher found that the number of male customers and female customers are almost the same (male 202, female 198), most of customers are young people about 20-30 years old, education of bachelor’s degree, income of 24,001-36,000 RMB/Year, stay at budget hotel 2 times/Year. Thus, the customers of budget hotel should focus on 20-30 years old young people. 86 5.4.2 Customer perception toward marketing mix (7P’s) Based on the result of agreement level from Chapter 4, marketing mix (7P’s) part that include product/service, price, place, promotion, people, process, and physical evidence. About the product/service, the agreement level of “size of guest room” in agree level is the lowest (mean = 3.49). About the price, the agreement level of “lower price than similar other hotels (e.g. motel, bungalow, guesthouse, home stay…)” in agree level is the lowest (mean = 3.51). About the place, the agreement level of “Enough parking area” in agree level is the lowest (mean = 3.54). About the promotion, the agreement level of “Special promotional activities on special day (Teachers’ day, Mothers’ day, etc)” in neutral level is the lowest (mean = 3.34). About the people, the agreement level of “Staff has knowledge and skill” in agree level is the lowest (mean = 3.58). About the people, the agreement level of “Staffs give prompt services to customers” in agree level is the lowest (mean = 3.84). About the physical evidence, the agreement level of “Appealing hotel atmosphere and decoration” in agree level is the lowest (mean = 3.48). So these are questions that budget hotel operators should solve. These findings can help budget hotel operators to make decisions for new marketing strategy. Such as, provide more suitable size of guest room, make new suitable price strategy, prepare enough parking area, do more special promotion on special days, train staffs or hire staffs who have knowledge and skill, decorate the budget hotel more appealing. 87 5.4.3 Marketing mix (7P’s) and customer satisfaction Based on the result of regression analysis in Chapter 4 that customer perception toward marketing mix (7p’s) had a positive impact on customer satisfaction. Further more, product/service and promotion had a positive impact on customer satisfaction. Budget hotel operators should focus on product/service in lodging business, such as the guest room. To provide clean and comfortable guest room, variety of facilities in guest room to meet customers’ needs and make them be satisfied. Budget hotel operators should focus on promotion in lodging business, such as: distribute loyalty card (VIP card), give discount for online reservation customers, and make attractive advertisements or promotions to attract customers. 5.5 Limitation and further research There are a few limitations associated with this study. First, the various backgrounds of customers. Some customers need more explain to understand the questionnaire. Thus, these respondents may make some errors that influence the accurate rate of the answers. Second, the substantial questionnaires made respondents take a long time to fill out it. Some impatient respondents fill out the questionnaires in hurry that without his /her real feelings, this may affect the accurate rate of the answers. Third, the sampling group used in this study was limited, further research may encompass respondents in more budget hotels, such as Home Inn, Motel 168, Super 8, 88 Han Ting Hotel, Ibis in China and in more cities. Finally, this research studied about customer perception toward marketing mix (7P’s), the further research could study customer perception toward 8p’s. 89 REFERENCES Aaker, D. (1996). Building Strong Brands. The Free Press, New York, NY. Aaker, D. (1991). Marketing Brand Equity. The Free Press, New York, NY. Ahluwalia, Burnkrant, & Unnava (2000). Consumer Responses to Negative Publicity. Journal of Marketing Research, 203-14. Anderson, R. E. & Srinivasan, S. S. (2003). E-Satisfaction and e-Loyalty: A Contingency Framework. Psychology & Marketing. 20(2), 123-138. Andrade, N., Brito, P. L., & Jorge, W. E. (2000). Hotel: Project planning and project (8th ed.). São Paulo: Editora SENAC. Anna, A. K. (2006). Creating Long-term Relationships with the Help of a Customer Club. Diss. Luleå: Department of Business Administration and Social Sciences Division of Industrial marketing and e-commerce, Luleå University of Technology. Aleksieva, N. M. (2010). Service quality perception analysis to define loyalty in the airline industry. Retrieved June 15, 2012, from: https://www.politesi.polimi.it/.../NMA%20-%20Thesina%20Text.pdf Armstrong, G., & Kotler, P. (2006). Marketing: An introduction (8th ed.). NewYork: Prentice Hall. Behera, M. (2008). The Matrix Management Fad. Retrieved June 15, 2012, from: http://EzineArticles.com/?expert=Medha_Behera 90 Berkman, H. W., & Gilson, C. (1986). Consumer Behavior: Concepts and Strategies (3 rd ed.). Kent, Boston. Bezerra, L. M. G., & Melo, M. M. (2003). Economic hotel conception (Vol.11, No.3, pp. 154-156). Akrópolis, Umuarama. Blanchard, R. F., & Galloway, R. L. (1994). Quality in retail banking. International Journal of Service Industry Management, 5(4), 5-23. Booms, B. H., & Bitner, M. J. (1981). Marketing strategies and organization structures for service firms, in Donnelly, J.H. and George, W.R. (Eds.). Marketing of Services (pp. 47-51), American Marketing Association, Chicago, IL. Borden, N. H. (1984). The concept of marketing mix. Journal of Advertising Research, 1(9), 2-7. Budget hotel (2012). Retrieved June 18, 2012, from: http://wiki.mbalib.com/wiki/Buget_hotel Chaudhuri, A., & Holbrook, M. B. (2001). The Chain of Effects from Brand Trust and Brand Affect to Brand Performance: The Role of Brand Loyalty. Journal of Marketing, 15, 81-94. China Travel Service (2011). Retrieved May, 4, 2012, from: http://www.ctsxibei.com/news/2/2012/0504/978.html Choi, T. Y., & Chu, R. (2001). Determinants of hotel guests’ satisfaction and repeat patronage in Hong Kong hotel industry. International Journal of Hospitality Management, 20, 277-297. 91 Cronin, J. J., Brady, M. K. & Hult, G. T. M. (2000). Assessing the Effect of Quality, Value, and Customer Satisfaction on Consumer Behavioral Intentions in Service Environments. Journal of Retailing, 76(2), 193-218. Cunningham, R. M. (1956). Brand loyalty – What where how much? Harvard Business Review, 34, 116-128. Davidson, R. (1993). Budget hotels in Europe. Insights, 4, A141-144. Day, G. S. (1969). A two-dimensional concept of brand loyalty. Journal of Advertising Research. 9(3), 29-35. Dick & Base (1994). Customer loyalty: Toward an integrated conceptual framework. Journal of the Academy of Marketing Science, 22, 99-113. Ferrell, O. C., & Hartline, M. D. (2005). Marketing strategy (3rd ed.). Mason, Ohio: South-Western Thomson. Fornell, C. (1992). A national customer satisfaction barometer: the Swedish experience. Journal of Marketing, 56, 6-21. Fornell, C., Johnson, M. D., Anderson, E. W, Cha, J., & Bryant, B. E. (1996). The American Customer Satisfaction Index: Nature, Purpose, and Findings. Journal of Marketing, 60, 7-18. Gandolfo, D. (2010). Customer Satisfaction in the Hotel Industry: A Case Study from Sicily. International Journal of Marketing Studies, 2(2), 3-12. Gilbert, D., & Arnold, L. (1989). Budget hotels. Leisure Management, 9(2), 217-238. 92 Gilbert, D., & Lockwood, A. (1990). Budget hotels-the USA, France and UK compared. The Travel and Tourism Analyst, 3, 19-36. Grönoos, C. (1990). Service management and marketing: managing the moments of truth in service competition. Lexington Books, USA. Guezni, P., & Pelloni, O. (2004). The impact of interpersonal relationships on customer satisfaction and loyalty to service provider. International Journal of Service Industry Management, 15(4), 365-384. Gustafsson, J. P., (2005). Modeling salt-dependent proton binding by organic soils with the NICA-Donnan and Stockholm Humic models. Environ. Sci. Technol. 39(14), 5372-5377. Halstead, D., & Page, Jr. T. J. (1992). The effects of satisfaction and complaining behavior on consumers repurchase behavior. Journal of Satisfaction, Dissatisfaction and Complaining Behavior, 5, 1-11. Hallowell, B. (1996). The relationships of customer satisfaction, customer loyalty, and profitability: an empirical study. International Journal of Service Industry Management, 7(4), 27-42. Hartline, M. D., & Ferrell, O. C. (1996). The management of customer contact service employees. Journal of Marketing, 60(4), 52-70. Hawkins, D. I., Best, R. J., Convey, K. A. (2001), Consumer Behavior Building Marketing Strategy (8th ed.). New York: Irwin/McGraw-Hill. 93 Hawkins, D. I., Best, R. J., Convey, K. A., & Koch, E. C. (2004). Consumer Behavior: Building Marketing Strategy. Boston Burr Ridge: Irwin McGrow Hill. Heesup, H., & Kisang, R. (2009). The Roles of the Physical Environment, Price Perception, and Customer Satisfaction in Determining Customer Loyalty in the Restaurant Industry. Journal of Hospitality & amp, Tourism Research, 33, 487. Heskett, J. L., Sasser, W. E., & Hart, C. W. L. (1990). Breakthrough Service. The Free Press, New York. Hirankitti, P., Mechinda, P., & Manjing, S. (2009). Marketing strategies of thai spa operators in bangkok metropolitan. The International Conference on Applied Business Research ICABR Valletta (St.Julians)–Malta. Homburg, G. & Giering, A. (2001). Personal Characteristics as Moderators of the Relationship between Customer Satisfaction and Loyalty—An Empirical Analysis. Psychology and Marketing Journal, 18(1), 43-66. Hua, W., Chan, A., & Mao, Z. X. (2009). Critical Success Factors and Customer Expectation in Budget Hotel Segment — A Case Study of China. Journal of Quality Assurance in Hospitality & Tourism, 10(1), 59-74. Iselin, S., & Siguaw, J. A., (2004). Are you satisfied customers loyalty? Cornell Hotel and Restaurant Administration Quarterly, 45(3), 221-234. Jones, M. A., Mothersbaugh, D. L. & Beatty, S. E. (2000). Switching Barriers and Repurchase Intentions in Services, Journal of Retailing, 76, 260. 94 Justus, G. R. (1991). Microtel: How ‘‘simple’’ translates into success. The Cornell Hotel and Restaurant Administration Quarterly, 32(4), 50-54. Keller, & Kevin, L. (2000). The Brand Report Card. Harvard Business Review, 78 (January-February), 147-154. Knutson, B. (1988). Frequent travelers: making them happy and bringing them back. The Cornell Hotel and Restaurant Administration Quarterly, 29 (1): 83–87. Kolter, P., & Armstrong, G. (2001). Principles of Marketing (9th ed.). New Jersey: Prentice-Hall, Inc. 171. Kotler, P., & Armstrong, G. (2004). Principles of marketing. Pearson Education, Inc. New Jersey. Kolter, P., Ang, H., Leong, M., Tan, T., & Chin. (1994). Marketing Management: An Asian Perspective (8th ed.). New Jersey: Prentice-Hall, Inc. Kotler, P., Armstrong, G., Wong, V., & Saunders, J. (2008). Principles of marketing (5th ed.). Financial Times/Prentice Hall. Kotler, P., Bowen, J., & Makens, J. (1999). Marketing for hospitality and tourism (2nd ed.).Upper Saddle River, NJ: Prentice Hall. Kotler, P., (2000). Marketing Management. (10th ed.). New Jersey, Prentice-Hall. Lee, J., Lee, J., & Feick, L. (2006). Incorporating word-of-mouth effects in estimating customer lifetime value. Journal of Database Marketing & Customer Strategy Management; 14(1), 29-39. 95 Lovelock, C. H., Patterson, P. G., & Walker, R. H. (1998). Service marketing. Australia and New Zealand. NewYork: Prentice hall. Lovelock, C., & Wright, L. (2002). Principles of service marketing and management. USA: Prentice Hall. Marketing and the 7 P's (2012). Retrieved August 15, 2012, from: http://www.coachingcosmos.com/69.html Markel, T. (2012). Full service hotel. Retrieved June 18, 2012, from: http://www.ibank.com/Business-Centers/Business-Loans-Center/Commercial-Mor tgage-Loans/Hotel-Motel-Loan/Full-Service-Hotel Mason, D. D. M., Tideswell, C. & Roberts, E. (2006), Guest perceptions of hotel loyalty, Journal of Hospitality & Tourism Research, 30(2), 191-206. McCarthy, E. J. and Perreault, W. D. Jr (1987). Basic Marketing (9th ed.). Richard D. Irwin, Homewood, IL. McCarthy, E. J. (1964). Basic Marketing. Richard D. Irwin, Homewood, IL. Molhotra & Birks (1999). Marketing research. An applied approach. London: Prentice Hall. Nasution, H. N., Mavondo, F. T. (2008), Organizational capabilities: antecedents and implications for customer value. European Journal of Marketing, 42(3/4), 477-501. Nunnaly, J. (1978). Psychometric theory. New York: McGraw-Hill. Ogenyi, O. (2009). International Marketing. Basingstoke: Palgrave Macmillan. 96 Oh, H. (2000). Diners’ perceptions of quality, value and satisfaction. Cornell Hotel and Restaurant Administration Quarterly, 41(3), 58-66. Oliver, R. (1997). Satisfaction: a behavioral perspective on the consumer. New York: McGran-Hill. Oliver, R. L. (1980). A cognitive model for the antecedents and consequences of satisfaction. Journal of Marketing Research, 17(3), 460. Oliver, R. L. (1999). Whence Consumer Loyalty? Journal of Marketing, 63, 33-44. Parasuraman, A., & Grewal, D. (2000). The impact of technology on the quality-valueloyalty chain: A research agenda. Journal of the Academy of Marketing Science, 28(1), 168-174. Paresuraman, A., Zeithaml, V., & Berry, L. (1985). Aconceptual Model of Service Quality and Its Implications for Future Research, Journal of Marketing, 49 (Fall), 41-50. Paresuraman, A., Zeithaml, V., & Berry, L. (1988). SERVQUAL: a multiple-item scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 12-40. Paresuraman, R., Greenwood, P. M., & Alexander, G. E. (1995). Selective impairment of spatial attention during visual search in Alzheimer’s disease. Neuro Report. 6, 1861-1864. 97 Pizam, A. (1994). Monitoring customer satisfaction, in: Davis, B., Lockwood, A. (Eds.). Food and Beverage Management: A Selection of Readings, Butterworth-Heinemann, London. Qin, L. C. (2007). Factors Influencing Customer Value of Economic Hotel in Our Country: An Empirical Study. Tongji University, from:http://paper.dic123.com/lunwen_151431412/ Rafiq, M., & Ahmed, P. K. (1995). Using the 7Ps as a generic marketing mix: an exploratory survey of UK and European marketing academics. Marketing Intelligence & Planning, 13(9), 4-15. Ratneshwar (2001). Goal-Dervied Categories. Journal of Consumer Psychology, 10(3), 147-57. Reichheld, F. & Teal, T. (2001). The loyalty effect: the hidden force behind growth, profits, and lasting value. Boston: Harvard Business School. Roper, A., & Carmouche, R. (1989). Budget hotels-a case of mistaken identity? International Journal of Contemporary Hospitality Management, 1(1), 25–31. Rust, R. T., & Zakorik, A. J. (1996) Services Marketing. New York, Harper Collins College Publishers. Schiffman, L. G., & Kanuk, L. l., (2004). Consumer Behaviour. New Jersey: PrenticeHall Inc. Scott, K. (2012). Full Service Vs. Limited Service Hotels. Retrieved August, 18, 2011, from: http://www.ehow.com/list_6307359_full-vs_-limited-service-hotels.html 98 Senior, M., & Morphew, R. (1990). Competitive strategies in the budget hotel sector. International Journal of Contemporary Hospitality Management, 2(3), 3-9. Service Marketing Mix (2012). Retrieved August, 18, 2011, from: http://www.learnmarketing.net/servicemarketingmix.htm Shen, H. (2006). The history and future of budget hotels in China. Retrieved April 6, 2007, from http://www.china.com.cn/chinese/zhuanti/04-06travel/1176725.htm Tarn, D. (2005). Marketing-based tangibilisation for services. Service Industries Journal; 25(6), 747-772. Thang, D. C. L., & Tan, B. L. B. (2003). Linking consumer perception to preference of retail stores: an empirical assessment of the multi-attributes of store image. Journal of Retailing and Consumer Services, 10(4), 193-200. Teng, F. (2010). Loyalty Card Promotional Activity in Budget Hotel. Retrieved May, 15, 2012, from: http://kau.diva-portal.org/smash/record.jsf?pid=diva2:321457 The Analysis of Budget Hotel (2012). Retrieved July, 14, from: http://wenku.baidu.com/view/f586544b2b160b4e767fcfe5.html The research report of budget hotel market in China in 2011. Retrieved April, 18, 2011, from: http://www.ccchotel.com/news_detail.asp?News_ParentID=26&News_ID=164 Thibaut, J. W., & Kelley, H. H. (1959). The Social Psychology of Groups. New York: John Wiley & Sons. 99 Tseng, Y. M. (2007). The Impacts of Relationship Marketing Tactics on Relationship Quality in Service Industry. The Business Review, Cambridge, 7(2), 310-314. Uncles, M. D., Dowling, G. R.., & Hammond, K. (2003). Customer loyalty and customer loyalty programs. Journal of Consumer Marketing, 20(4), 294-316. Valdani, E. (2009). Cliente & Service Management. Egea, Milan. Venetis, K. A., & Ghauri, R. N. (2004). Service quality and customer retention: building long-term relationships. European Journal of Marketing, 38(11/12), 1577-1598. Villanueva, J., Yoo, S., & Hanssens, D. (2008). The Impact of Marketing-Induced Versus Word-of-Mouth Customer Acquisition on Customer Equity Growth. Journal of Marketing Research (JMR), 45(1), 48-59. Wilkins, H., Merrilees, B., & Herington, C. (2007). Towards an understanding of total service quality in hotels. International Journal of Hospitality Management, 26(4), 840-53. Williams, C. O. (2010). Marketing process of hotel service case: Transcorp Hilton Hotel, Nigeria. Retrieved July, 19, 2011, from: http://publications.theseus.fi/bitstream/handle/10024/7651/Williams_Christopher_ Owolabi.pdf?sequence=1 Xiao, Y. J., Yan, M. H., & Kang, J. H. (2012). The investment analysis and forward-looking statement of budget hotel industry in china in 2012-2016. Retrieved July, 14, from: http://www.ocn.com.cn/reports/2006111jingjixingjiudian.htm 100 Yamane, T. (1973). Statistics – An Introductory Analysis (3rd ed.). Harper and Row, New York. Yan (2006, Auguest 29). The development trend of China's budget hotels. China Economic Net, from: http://www.newsgd.com/news/china1/200608290001.htm Yang, Z., & Peterson, R. T. (2004). Customer Perceived Value, Satisfaction, and Loyalty: The Role of Switching Costs. Psychology & Marketing. 21, 799-822. Zeithaml, V. A., & Bitner, M. J. (1996). Services Marketing, international edition. McGrawHill, New York, NY and London. Zeithaml, V., Parasuraman, A., & Berry, L. L. (1990). Delivering Quality Service. The Free Press, New York. 101 APPENDIX A BUDGET HOTELS, CITIES AND ADDRESS OF 15 BUDGET HOTELS 102 The introduction of the 3 budget hotels (7 Days Inn, Jin Jiang Inn and Green Tree Inn) and 5 cities (Beijing, Shanghai, Guangzhou, Wuhan and Guilin) that studied in this research are as following: The introduction of 3 budget hotels that 7 Days Inn, Jin Jiang Inn and Green Tree Inn: 7 Days Inn: 7 Days Group Holdings Limited, operating as 7 Days Inn since 2005 in China. It is a Chinese budget hotel chain. Haizhu District in Guangzhou is the headquarters creative industry zone of 7 Days Inn. In 2008, it ranked as China's fifth-biggest hotel chain; the business plan of 7 Days Inn is to triple their number of locations to 200. The CEO of 7 Days Inn is Zheng Nanyan. Jing Jiang Inn: Jin Jiang Inn is the first and largest budget hotel chain in China that runs by Jin Jiang Inn Company. Since the found of Jin Jiang Inn in 1996, Jin Jiang Inn has been committed to be the professional model within the budget hotel chain industry in along time. It aims to provide guests/customers with comfortable, professional, and economy hotels. Since the year 2011, the total number of Jin Jiang Inn hotels has increased to 696 in over 160 cities around China. Green Tree Inn: a professional hotel management group in China that was founded in 2004 by Alex Xu along with a number of American investment enterprises. The goal of Green Tree Inn is establishing high-quality, high-value business-oriented hotels. They provide affordable lodging in convenient, safe locations for their 103 guests/customers, while at the same time creating a satisfying work environment for their employees. Green Tree Inns is currently ranked the number one foreign chain of budget hotels and is in the top five of all budget chain hotels in China. Today, Green Tree Inns has hotels in major cities such as Beijing, Shanghai and in addition to 180 other cities in China. They have over 600 operational hotels and own more than 1,000 hotels in total. The introduction of 5 cities that Beijing, Shanghai, Guangzhou, Wuhan and Guilin: Beijing: the capital city of China. Beijing is both a crystallization of China's proud history and also a gateway to China's future. The capital city during the Liao, Yuan, Ming and Qing Dynasties, Beijing has long been the political, cultural, and diplomatic center of China. It is now an international metropolis, home to 11 million people from all walks of life. Beijing attracts large numbers of domestic and foreign tourists, businessmen. Shanghai: the largest city of China, one of the four municipalities, China’s national center city, China's economy, science and technology, industry, finance, trade, exhibition and shipping center. Shanghai is located in China's mainland coastline middle Yangtze estuary, has the largest foreign trade port and the biggest industrial base in China. Shanghai is a newly emerging tourist city, there are deep modern urban culture and numerous historical sites, held the world expo in 2010. Jiangnan tradition and 104 immigration into the cultural fusion, and gradually formed a unique Shanghai regional culture. Shanghai has become an international metropolis. Guangzhou: now China's third largest city, south gate of China, the national center city of China, and the international metropolis that state council positioning. Guangzhou cuisine is famous in the world. Guangzhou is the provincial capital of Guangdong, is the region economy, finance, trade, culture, family and traffic hub, education center in south China.And it is the largest and oldest foreign trading ports in South China, the world famous port city of China, one of historical and cultural city.China's main foreign open cities, as the window of foreign trade, there are many foreigners, be called "the third world capital", is the biggest cities of Chinese overseas. Guilin: the world famous scenic city and famous historical and cultural city. Guilin is the most important tourist city of guangxi zhuang autonomous region. As the third largest city in guangxi, Guilin enjoys the “landscape enjoys” and has large numbers of domestic and foreign tourists . Wuhan: the provincial capital of Hubei province, is the only vice provincial city in the central part of China, the most metropolis and center city in central China area, and a large city of the middle and lower reaches of Changjiang River. Wuhan is the important industrial city and economic center of the middle and lower reaches of Changjiang River region, China's important cultural and educational center, and also to be the national important transport hub. Attracted many businessmen,students from all over the country and even all over the world. 105 Table: The address of 15 budget hotels 7 Days Inn Beijing Building 13, Xi Si Huan Zhong Lu, Fengtai District (Wukesong Branch) Shanghai No.999, Zhonghuaxin Rd. (Shanghai Railway station Branch) Guangzhou No.270, Huan Shi Zhong Lu, Yuexiu Distribution (Guangzhou Railway Station Branch) Wuhan No. 15, Tuochuang Building, Canglongdao,Yangqiaohu Rd., Jiangxia District (Hubei University of Economic Branch) Guilin No.41, Jiangan Rd., Qixing District (Qixing Park Branch) Jin Jiang Inn: Beijing Building 1, leisure shopping plaza, Qianxi Street,Dianchang Rd, Fengtai District Shanghai No.500,Hutai Rd. (Shanghai Railway Station Branch) Guangzhou No.3, Yongfu Rd.,Yuexiu District Wuhan No.147, Zhangzhidong Rd., Wuchang District Guilin No.50, Qixing Rd.,Qixing District Green Tree Inn: Beijing Shanghai Guangzhou Wuhan Guilin No.63-1, Xi Si Huan Nan Lu, Fengtai District No.40, Anhua Rd., Changning District (Shanghai Zhongshan Park Brand) No.138, Gangbei Rd., Baiyun District (Airport Rd. Brand) No.68, Ziyangdong Rd., Wuchang District (Wuchang Railway Station Brand) No.25, Zhongnanshan Rd., Xiangshan District (Guilin Railway Station Brand) 106 APPENDIX B QUESTIONNAIRE (ENGLISH VERSION) 107 QUESTIONNAIRE No. ___ My name is Yang Yu. I am a student who studies MBA Program in International Business at The University of the Thai Chamber of Commerce, in Bangkok, Thailand. I am doing a research, as the topic of my thesis is “Factors and customer satisfaction of budget hotel customers in China”. I would be grateful if you fill in the questionnaire in order to complete the research process. The information acquired from this questionnaire will be confidentially used for academic purpose only. Thank you! 1. What budget hotel did you stay? (1) 7 Days Inn (2) Jin Jiang Inn (3) Green Tree Inn 2. What city of budget hotel did you stay? (1) Beijing (2) Shanghai (4) Wuhan (5) Guilin (3) Guangzhou Part 1: Demographic profile that related with your answer. Please check(√)in the 1. Gender (1) Male 2. Age (1) Under 20 years old (2) 20-30 years old (3) 31-40 years old (4) Over 40 years old (2) Female 108 3. Education level (1) High School/Lower _ __ (2) Bachelor’s degree (3) Master’s degree (4) Doctor degree 4. Income (RMB/Year) (RMB: Yuan) (1) Under 12,000 (2) 12,000-24,000 (3) 24,001-36,000 (4) Over 36,000 5. How many times do you stay at budget hotel per year? (1) 1 time (2) 2 times (3) 3 times (4) 4 times (5) 5 times (6) More than 5 times Part 2: Customer perception toward marketing mix (7P’s) Please check the degrees that best describe of agree or disagree with each statement in the following, base on the budget hotel that you stay. Please check(√)in one of the boxes below in the following scale: 1=strongly disagree; 2=disagree; 3=neutral; 4=agree; 5=strongly agree No. 1 2 3 4 5 Product/Service 1. Comfortable guest room 2. Clean guest room 3. Good atmosphere in guest room 4. Good quality of product in guest room 109 No. 5. 1 2 3 4 5 Variety of facilities in guest room (e.g. TV, Telephone, Air-condition, refrigerator.) 6. Standard hotel design 7. Size of guest room 8. Choice of room type for customers 9. Design/look of guest room 10. Added-value facilities in guest room 11. Smoking and non-smoking rooms 12. Consistent service standard 13. Customers’ safety and security Price 1. Reasonable price 2. Lower price than similar other hotels (e.g. motel, bungalow, guesthouse, home stay…) 3. Value money for customer paid 4. Good price range for guest room 5. Consistent price policy Place 1. Size of hotel network 110 No. 1 2 3 4 5 2. Geographic coverage of hotel network 3. Central sales/reservation system 4. Convenient location 5. Convenient transportation with signs 6. Enough parking area Promotion 1. Customer loyalty/repeat business 2. Attractive advertisements or promotions 3. Benefit for members 4. Corporate contracts 5 Strong brand difference 6. Online reservation get discount 7. Loyalty card (VIP card) gets more discount 8. Special promotional activities on special day (Teachers’ day, Mothers’ day e.t.c) People 1. Friendly staff 2. Staff has knowledge and skill 3. Staff has the ability to provide prompt services 111 No. 1 2 3 4 5 4. Staff is willing to serve 5. Adequate staff provide service 6. Speed of guest service 7. Efficiency of guest service Process 1. Staffs handle customer’s reservation efficiently 2. Staffs give careful and thorough service to customers 3. Staffs give prompt services to customers 4. Staffs provide service at the promised time Physical evidence 1. Good facilities 2. Staff has clean, neat uniforms 3. Appealing hotel atmosphere and decoration 4. The visually attractive outdoor surroundings 112 Part 3: Customer satisfaction Please check the degree that best describe you’re agree or disagree with each statement in the following, base on the budget hotel that you stay. Please check(√)in one of the boxes below in the following scale: 1=strongly disagree; 2=disagree; 3=neutral; 4=agree; 5=strongly agree No. 1 2 3 4 5 1. I am satisfied with the guest room 2. I am satisfied with the price 3. I am satisfied with the location 4. I am satisfied with the promotion 5. I am satisfied with the staff 6. I am satisfied with the service 7. I am satisfied with the atmosphere 8. Overall, I am satisfied with this budget hotel 9. Overall, I am satisfied with service quality in budget hotel 113 Part 4: Customer loyalty Please check the degree that best describe you’re agree or disagree with each statement in the following, base on the budget hotel that you stay. Please check(√)in one of the boxes below in the following scale: 1=strongly disagree; 2=disagree; 3=neutral; 4=agree; 5=strongly agree No. 1. 1 2 3 4 5 I share the pleasure staying experience about this budget hotel with others 2. I share the positive ideas about this budget hotel with others 3. I share the positive information about this budget hotel with others 4. I say the positive things about this budget hotel to others 5. I will keep staying in this budget hotel next time 6. I will recommend my friends to stay in this budget hotel 7. Overall, I will be the loyal customer Thank you very much for your time!!! 114 APPENDIX C QUESTIONNAIRE (CHINESE VERSION) 115 调查问卷表 No. ___ 研究题目: “中国经济型酒店顾客的满意度及相关因素” 1.您居住的经济型酒店是? (1) 7 天连锁酒店 (2) 锦江之星 2.您居住的经济型酒店的城市是? (1) 北京 (2) 上海 (3) 格林豪泰 (3) 广州 (4) 武汉 (5) 桂林 第一部分:人口统计/个人资料 请在符合您的选项的 1. 性别 上打“√”。 ___(1) 男性 2. 年龄 (1)20 岁以下 3. 教育程度 (1) 高中/以下 ___(2) 女性 (2)20-30 岁 _ _(2) 学士 4. 年收入: (人民币:元) (1) 低于 12,000 元 (3) 24,001-36,000 元 5. 您每年入住经济型酒店的次数? (1) 1 次 (2) 2 次 (4) 4 次 (5) 5 次 (3)31-40 岁 (3) 硕士 (4)40 岁以上 (4) 博士 (2) 12,000-24,000 元 (4) 高于 36,000 元 (3) 3 次 (6) 5 次以上 116 第二部分:对酒店营销(7P)的感知 请根据您居住的经济型酒店的情况做出您的选择。请在以下的表格中打“√” 。 1=非常不同意;2=不同意;3=中立;4=同意;5=非常同意 题号 1 2 3 4 5 产品/服务 1. 舒适的客房 2. 干净的客房 3. 客房内良好的气氛 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 1. 2. 3. 4. 5. 1. 2. 3. 4. 5. 6. 1. 2. 3. 4. 5. 6. 7. 客房内优质的产品 客房内多样的设施设备(如:电视、电话、空调、冰箱等) 有规格的酒店设计 客房大小 房间类型选择 客房设计 客房内的附加设施设备 吸烟和禁烟客房 始终如一的服务标准 顾客的安保 价格 价格公道 比其它同类酒店更低的价格 (如:汽车旅馆, 平房, 招 待所, 寄宿家庭…) 消费物有所值 良好的客房价格范围 始终如一的价格政策 地点、分销渠道 酒店的网络规模 酒店的网络覆盖范围 销售中心/预订系统 便利的位置 便利的交通标志 充足的停车位 促销 回头客带来生意 吸引人的广告或活动 会员福利 商务合同、合作 强大的品牌差异 网上预订获折扣 优惠卡 (会员卡) 得到更多折扣 117 题号 8. 1. 2. 3. 4. 5. 6. 7. 1. 2. 3. 4. 1. 2. 3. 4. 1 2 3 4 5 促销 特别日子的特别活动 (教师节、母亲节等) 人员 友好的员工 员工有知识、有技能 员工有能力提供快捷的服务 员工乐意服务 提供服务的员工人数充足 客服速度 客服效率 服务过程 员工有效率地处理预定 员工给予顾客细致周到的服务 员工给予顾客快捷的服务 员工在约定的时间内为顾客服务 有型展示 良好的设施设备 员工有干净、整洁的工作服 吸引人的酒店气氛和装潢 直观生动的周围环境 第三部分: 顾客满意度 请根据您居住的经济型酒店的情况做出您的选择。请在以下的表格中打“√” 。 1=非常不同意;2=不同意;3=中立;4=同意;5=非常同意 题号 1. 2. 3. 4. 5. 6. 7. 8. 9. 1 我对客房满意 我对价格满意 我对地点满意 我对促销满意 我对员工满意 我对服务满意 我对酒店气氛满意 全部,我对这间经济型酒店很满意 全部,我对这间经济型酒店的服务质量很满意 2 3 4 5 118 第四部分: 顾客忠诚度 请根据您居住的经济型酒店的情况做出您的选择。请在以下的表格中打“√” 。 1=非常不同意;2=不同意;3=中立;4=同意;5=非常同意 题号 1. 2. 3. 4. 5. 6. 7. 1 我与他人分享居住在这间经济型酒店的愉快的经历 我与他人分享关于这间经济型酒店的积极的理念 我与他人分享关于这间经济型酒店的正面的信息 我对他人说关于这间经济型酒店值得肯定的方面 我下次还会继续住这间经济型酒店 我会带我朋友来住这间经济型酒店 全部,我会成为忠诚顾客 非常感谢您的时间! ! ! 2 3 4 5 119 BIOGRAPHY Ms. Yang Yu was born on 04 June 1990. She received a Bachelor Degree in Liberal Arts, majoring in Hotel and Tourism Management from North Bangkok University in 2011.