Development of the Motives of Long-Term Customers of Health-Oriented Fitness Companies During Membership | Chapter 2 | New Horizons of Science, Technology and Culture Vol. 5

 

Background: Sustainable product and service improvements are necessary for fitness studios to develop a long-term market and remain competitive. This is extremely important since meeting client expectations can lead to customer happiness, which in turn improves customer loyalty and financial success.

 

Aim: This study aims to understand the development of motivational factors among long-term members of health-oriented fitness clubs and to understand the relationship between different motives and membership longevity.

 

Methods: A survey of the members of a big metropolitan fitness club was conducted. The fifteen items on the survey were broken down into seven motivation-related categories. The sample included 278 respondents, all of whom had only participated in equipment-based training. The analysis focused on the mean values (MV) and standard deviations (SD) of membership duration based on whether particular motives were mentioned. Statistical significance was assessed using t-tests.

 

Findings: The average age of the respondents was 56.6 years, and the average membership duration among those with over one year of participation was 11.6 years. Several significant differences were identified based on motivational factors: a) People who have the motive ‘general improvement in physical fitness’ are members for longer than those who do not have it (means 11.9 years to 7.9 years); b) People who have the motive ‘positive influence on physical complaints’ and use the term ‘cardiovascular complaints’ as a synonym for their physical complaints are members for a shorter period than those who do not have it (means 8.7 years to 12.4 years); c) people who name the motive ‘independent training planning and control’ stay longer than people who do not name it (means 12.8 years to 10.5 years) and d) people who name the motive ‘preparation for their own sport’ (means 15.2 years to 11.3 years).

 

Conclusion: To create lasting customer loyalty, it is therefore important to thoroughly examine the motives of the customers, to know and evaluate them and to give appropriate personal action and fitness recommendations. The insights from this study not only contribute to the long-term success of fitness clubs but also contribute to improving the image of fitness sports in general.

 

 

Author(s) Details

George F. Zarotis
Faculty of Human Sciences, University of the Aegean, Rhodes, Greece.

 

Walter Tokarski
German Sport University, Cologne, Germany.

 

Please see the book here :- https://doi.org/10.9734/bpi/nhstc/v5/6124

Understanding Whether Effective Service Recovery Enables Retention of Complaint-averse Savvy Customers | Chapter 8|Business, Management and Economics - Research Progress Vol. 1

 

Effective service recovery is pivotal in most service industries, and despite much research, how to manage recovery after service failure remains a central question in service research. Understanding customer loyalty remains one of the most important and intangible competitive advantages for any service provider. This study examined whether the relationship between service recovery and customer loyalty was statistically significant, and examined the influence of firm responses on customer loyalty. A descriptive cross-sectional survey and stratified random sampling were used to produce a sample of 384 phone subscribers. The primary data for the study was collected from Makerere University mobile telephone subscribers (students and staff) using a semi-structured, self-administered questionnaire. The pilot study established the reliability and validity of the questionnaire and tested for parametric assumptions performed. Descriptive statistics and inferential statistics (factor analysis, correlations, and regression tests) were used to analyze the data. Results indicated that these relationships were all positive and statistically significant. Moreover, the combined impact of service recovery, firm responses, and service quality on customer loyalty was the strongest. Based on the findings, policymakers, and managers of mobile phone companies in Uganda should focus more on service quality, which showed the highest beta values and had a relatively high predictive value for customer loyalty. This study contributes to the extant literature by illuminating firms’ responses to service recovery, by offering more explicit clarification of the relationship between service recovery, firm responses and customer loyalty. Mobile phone companies should improve how customer complaints are handled by considering the various dimensions of firm responses. Because of the study’s cross-sectional design, there remains a need to expand our knowledge by conducting similar but longitudinal studies. Future studies should explore the following: service recovery, customer satisfaction and sales performance in the health sector in Uganda.

 

Author(s) Details

Mabel Birungi Komunda
Department of Marketing and International Business, Makerere University Business School, Kampala, Uganda.

Aihie Osarenkhoe
Department of Business and Economic Studies, Faculty of Education and Economics, University of Gävle, Gävle, Sweden.

 

Please see the link:- https://doi.org/10.9734/bpi/bmerp/v1/864

 

Motivational Age Group Variations among Long-Term Male Clients of Health-Oriented Fitness Centres | Chapter 4 | Disease and Health: Research Developments Vol. 7

Over time, the public's perception of fitness sports has changed. Being physically fit these days is a sign of an active, health-conscious, and body-conscious way of living. Motivation is defined as the drive that influences behavior. In popular language, motivation is equated with goal-directed behavior and is, as such, easily understood. The current study provides a motivational framework for fostering enthusiasm among long-time fitness sports participants. These analyses examine whether the frequencies with which motives are mentioned depend significantly on the age of the men surveyed. Male members of a health-focused fitness club in a city were under suspicion. The questionnaire consists of 15 items that were combined into seven motivators. The questions were answered by the fitness centre. They may be taken home to be filled or they could be filled right in the club. Ultimately, 350 questions were prepared, 278 of which were answered. This leaves the response rate at 79.4%. Members who just train on devices are the ones being questioned. The distribution of the genders is almost equal, with a slight overhang (between 53%) of more male respondents. The sample consisted of N=147 male respondents. The average age of the respondents was 57.7 years with a spread around the mean of 12.8 years. The age distribution shows a clear concentration of middle-aged to very old respondents, while younger respondents are comparatively rarely represented. Among respondents with a membership of more than one year, the average length of membership is 10.9 years (spread: 6.8 years). Descriptive statistics were used to analyse the data. The results show demonstrably significant differences in 4 of the 17 significance tests. In detail, the following significant correlations between motives and age can be found, which are therefore not to be regarded as purely random effects of this specific sampling: a) People who mention the motive ‘Positive influence on physical complaints’ are older than people who do not mention this motive (mean values 61.0 years to 52.8 years), b) People who mention the motive ‘Balancing every day and professional stress’ are younger than people who do not mention this motive (mean values 52.7 years to 64.2 years), c) People who mention the motive ‘Continuous guidance and training control’ are older than people who do not mention this motive (mean values 63.4 years to 55.8 years) and people who mention the motive ‘Pleasant and relaxed training’ are older than people who do not mention this motive (mean values 58.9 years to 52.9 years). Of all the age differences, the difference in the motive ‘Balancing every day and professional stress’ is the most pronounced at 11.5 years. The second largest difference with a mean difference of 8.2 years is found in the motive ‘Positive influence on physical complaints’. In order to retain customers in the long term, it is important to find out their motivations thoroughly and seriously, to familiarise yourself with them and categorise them, and to make individual recommendations for action and fitness. Giving appropriate, individualised action and fitness guidance is also essential. Additionally, the knowledge gained helps fitness centres succeed in the long run. The insights gained also help to create the conditions for the long-term success of fitness clubs and to enhance the reputation of fitness sports as a whole.

 

Author (s) Details

George F. Zarotis
Faculty of Human Sciences, University of the Aegean, Rhodes, Greece.

Walter Tokarski
German Sport University, Cologne, Germany.

 

Please see the book here:- https://doi.org/10.9734/bpi/dhrd/v7/4824

Investigating the Effects of Perceived Value and Trust on Customer Loyalty towards Foreign Banks in Sabah, Malaysia | Chapter 5 | Insights into Economics and Management Vol. 11

 Malaysia's banking system has been liberalised, attracting a number of foreign banks to create branches in the nation, placing the local banking industry under pressure. Foreign banks including as Standard Chartered, HSBC, OCBC, and Bangkok Bank have been operating in the country for decades, despite severe limitations. In this highly competitive scene, newer banks such as Al-Rajhi Bank and Kuwait Finance House have entered. In Kota Kinabalu, Sabah, this study looked at the characteristics that influence client loyalty in foreign banks. Previous study has demonstrated that customer loyalty is a key factor in determining a bank's competitive advantage. In this study, researchers looked at customer loyalty to foreign banks in Malaysia and saw if characteristics like perceived value and trust influenced loyalty. 239 foreign bank clients in Kota Kinabalu, Sabah, completed a self-administered survey questionnaire to provide the data. According to the data, customer loyalty is above average, with a mean of 4.86 (on a seven-point Likert scale), and perceived value and confidence both have positive and significant impact on customer loyalty. The study's implications are examined, as well as suggestions for future research.

Author (s) Details

Haslinda Hasan
Faculty of Business, Economics and Accountancy, Universiti Malaysia Sabah, Kota Kinabalu, Malaysia.

Teo Poh Kiong
Faculty of Business, Economics and Accountancy, Universiti Malaysia Sabah, Kota Kinabalu, Malaysia.

Raja Azimah Ainuddin
Faculty of Business, Economics and Accountancy, Universiti Malaysia Sabah, Kota Kinabalu, Malaysia.

View Book :- https://stm.bookpi.org/IEAM-V11/article/view/1326

Reporting a Case Study on Customer Relationship Management as a Customer Retention Tool: OK Zimbabwe Limited | Chapter 13 | Insights into Economics and Management Vol. 1

 

This study looked at Customer Relationship Management at OK Zimbabwe Limited in Bulawayo Metropolitan Province as a customer retention tool. The study examined why current clients should be cared for by organisations. The mixed research design was used as a customer retention instrument to allow an in-depth qualitative establishment of Customer Relationship Management. In the collection of a sample of 91 respondents from a target population of 303 potential respondents, convenience and deliberate sampling strategies were used. For data collection, a questionnaire and an interview guide were used. Customers replied to an online survey questionnaire when interviews were attended by executives and marketing officers. Thematic knowledge review showed that Bad Customer Relationship Management implementation has led to the loss of market share, growth and profitability. Although managers had a theoretical idea but lacked implementation, Till operators lack basic information about the function of Customer Relationship Management. The findings also showed that the lack of Customer Service Managers made it impossible for the divisions at branch level to deal with or handle customer complaints. In terms of technology, OK Zimbabwe Limited still lags behind and relies on manual papers. The analysis suggests that OK Zimbabwe Limited Sources of adequate equipment, regular working hours for all employees, network management, training facilities for all employees, including managers, decentralisation of procurement, maintenance, decentralisation of information and technology in the Southern and Northern regions to minimise the workload at headquarters

Author (s) Details

Dr. Vusumuzi Sibanda
Graduate School of Business, National University of Science & Technology, P.O. Box AC Ascot, Bulawayo, Zimbabwe.

Vusumuzi Sibanda
Graduate School of Business, National University of Science & Technology, P.O. Box AC Ascot, Bulawayo, Zimbabwe.

View Book :- https://bp.bookpi.org/index.php/bpi/catalog/book/276