As a result of the analysis, it was determined that guest satisfaction in restaurant businesses affects word of mouth marketing more than service quality and guest loyalty. In addition, it has been determined that the quality of the output, which is one of the service quality...
What is the Effect of Service Quality, Guest Satisfaction and Guest Loyalty on Word of Mouth Marketing in Restaurant Businesses?
Yusuf Bilgin
Summary
The aim of this research is to examine the effect of service quality, guest satisfaction and guest loyalty on word of mouth marketing in restaurant businesses. The universe of the research consists of fish restaurants operating in Amasra destination. The research data were collected using the survey technique. The obtained data were analyzed using the Lisrel 8.7 package program.
As a result of the analysis, it was determined that guest satisfaction in restaurant businesses affects word of mouth marketing more than service quality and guest loyalty. In addition, it has been determined that the quality of the output, which is one of the service quality components, affects the guest satisfaction more, and the quality of the physical environment affects the loyalty of the guest more. In the study, it was also determined that guest satisfaction in restaurant businesses positively affects guest loyalty at a high level.
1. Introduction
The competition between food and beverage businesses is increasing day by day with the spread of people's eating and drinking habits outside, the increase in their disposable income, developments in urbanization, transportation and communication, and the transformation of eating and drinking from a basic need to a pleasure-oriented consumption. Today, many people participate in many eating and drinking activities, such as tasting local flavors, discovering new tastes and places, eating from dishes prepared by famous kitchen chefs and participating in vintages in places where they go as tourists or where they reside (Kılıç and Kurnaz, 2012). All businesses operating in the field of food and beverage are also struggling to get a share from the potential created by these activities.
As in all businesses operating in the service sector, one of the basic elements of competitiveness in restaurant businesses is the quality of the services provided. Because the quality of services offered in service businesses is an important determinant of Guest satisfaction and whether the guests choose that business again (Kotler et al., 1999:658; Namkung and Jang, 2007).
Considering the low barriers to entry and the guests with asymmetrical information that can come from anywhere (Liao, 2009), the uncertainties faced by restaurant businesses increase the importance of guest satisfaction and being a preferred business again. In the researches, it has been determined that the service quality in restaurant businesses affects guest satisfaction (Liao, 2009; Chow et al., 2007; Haghighi et al., 2012; Lai, 2015) and loyalty (Clark and Wood, 1999; Fu and Parks, 2001; Mattila, 2001). ; Kim, Lee, & Yoo, 2006; Chow et al., 2007; Lai, 2015; Chen, 2016).
On the other hand, the intangible feature of the services increases the purchasing risks of the guests and causes them to be more affected by word of mouth communication (Kotler et al., 1999:648). Because, like all other services, guests do not have the opportunity to try food and beverage services before purchasing and return them after purchase. This situation brings with it that the Guests are more cautious about the businesses that offer the service and they want to benefit more from both their personal experiences and the experiences of the Guests who have purchased these services before. In this respect, the quality of the services offered is not limited to the Guests receiving the service, but can directly affect the preferences of the potential Guests and their expectations from that establishment.
The sharing of guests about the quality of services offered in restaurants is a critical success factor for businesses. Because the guests, who convey their satisfaction to other people, advertise the business positively and make the business advantageous compared to its competitors (Dowling and Uncles, 1997:77). Realizing this, businesses are trying to direct this interaction process between guests in a way that can give them an advantage. Litvin, Goldsmith, and Pan (2008) stated that marketers have recently started to think and develop strategies especially to manage interpersonal online interactions.
Because the guests who are satisfied with the quality of the services offered will want to choose the establishment again and will share positive information about the establishment with other people. Although the relationship between service quality, satisfaction and loyalty in restaurants has been comprehensively discussed in the literature, there are few studies examining the reflections of these experiences on the word of mouth of the guests.
The aims of this research are; It was determined as (1) to examine the effect of service quality, Guest satisfaction and Guest loyalty on word of mouth marketing in restaurant businesses, (2) to analyze the effect of service quality on Guest satisfaction and Guest loyalty in restaurant businesses, (3) to measure the effect of Guest satisfaction on Guest loyalty in restaurant businesses. In this direction, service quality, guest satisfaction, guest loyalty and word of mouth marketing issues are included in the literature. In the method section, subjects such as the universe, sampling, data collection tools, data collection process and data analysis technique are explained. In the findings section, the findings obtained as a result of data analysis are presented. Finally, the results obtained in the research are included and suggestions are made for practitioners and researchers.
2. Literature
2.1. Service Quality
Service quality (Buttle, 1996), which is widely accepted as the driver of the marketing and financial performance of businesses, is one of the issues that researchers and practitioners focus on. Service quality is the difference between the expectations of the guests from the performance of the service provider and their evaluations of the services they receive (Grönroos, 1984; Parasuraman, Zeithaml, & Berry, 1985, 1988). In other words, qualifying a service as high quality means meeting or exceeding the expectations of the guests (Parasuraman, Zeithaml, & Berry, 1985). As the quality of the services provided increases, the satisfaction of the guests and their tendency to repurchase the services increase (Carman, 1990; Ehigie, 2006), thus the company's position in the market against its competitors is strengthened.
SERVQUAL (Parasuraman, Zeithaml and Berry, 1988), SERVPERV (Cronin and Taylor, 1992), SERVICESCAPE (Bitner, 1992), DINESERV (Stevens, Knutson and Patton, 1995), TANGSERV (Raajpoot, 2002) and Measurement models such as DINESPACE (Ryu, 2005) are used. Each of these measurement models has its own characteristics. In SERVQUAL, SERVPERV and DINESERV measurement models, service quality is examined in terms of physical properties, reliability, responsiveness, assurance and empathy dimensions.
While the operating atmosphere is at the forefront in the SERVICESCAPE measurement model, the physical characteristics of the enterprises are given importance in the TANGSERV and DINESPACE measurement models. Although these measurement models are currently widely used in measuring service quality in restaurant businesses, it is stated in many studies that they are insufficient in measuring service quality in restaurant businesses (Fu and Parks, 2001; Namkung and Jang, 2007; Ryu and Jang, 2008; Hwang and Ok, 2013). ).
Brady and Cronin (2001) stated that service quality should be measured in a multidimensional way in businesses and they proposed a framework in which service quality is handled in terms of physical environment quality, interaction quality and output quality. Interaction quality in a versatile and hierarchical measurement tool introduced by Brady and Cronin; consists of sub-dimensions of attitude, behavior and expertise. Physical properties size; output quality, while environmental conditions, design and social factors sub-dimensions; consists of waiting time, tangible outputs and value sub-dimensions. In this study, service quality in restaurant businesses is discussed in terms of Brady and Cronin (2001) suggested dimensions and the components that make up these dimensions.
The physical environment quality, which is an important factor in the service quality perceptions of the guests, refers to the material elements that include the appearance of the physical facilities, personnel and other physical features used for the delivery of the service (Barber, Goodman, & Goh, 2011). Hwang and Ok (2013) stated that physical environmental quality in restaurant businesses; environmental conditions, business aesthetics, spatial order and seating comfort components.
Wu and Mohi (2015) stated that the physical environment quality in restaurant businesses; Ambiance and aesthetics, cleanliness, layout and design, and menu design. Ambiance and aesthetics include non-visual aspects of the restaurant environment such as music, smell, temperature, which can affect the senses of guests (Bitner, 1992; Barber, Goodman, & Goh, 2011). Cleanliness refers to the general cleaning of eating areas, including the appearance of employees (Knutson & Patton, 1995). While the design and layout includes the visual appeal of a restaurant and its functional components such as the layout (Wu & Mohi, 2015), menu design is the color, font, layout, color, font, layout that draws the attention of the guest to the products that are wanted to be sold in the restaurant (Wu & Mohi, 2015).
Interaction quality is the perception of the attitude, behavior and expertise of the personnel providing the service during the service delivery process of the guests (Brady & Cronin, 2001). Hwang and Ok (2013) stated that the quality of interaction consists of the components of assurance, empathy, reliability and responsiveness. Wu and Mohi (2015) stated that the quality of interaction in restaurant businesses consists of the components of interpersonal interaction, problem-solving skills and professional abilities. Interpersonal interaction refers to the sincerity and helpfulness that a guest sees from the restaurant staff from his arrival at the restaurant until his departure (Clemens et al., 2009). The focus of problem solving is the restaurant staff's ability to deal with the problems and complaints of the guests (Mohi, 2012).
Output quality, on the other hand, is the result of service actions that express what guests receive from the service (Grönroos, 1990). Anderson, Fornell and Lehmann (1994) stated that output quality is related to meeting the wishes and needs of the Guests. Output quality components in restaurant businesses are expressed as dining experience, food quality and menu variety (Wu & Mohi, 2015). Dining experience refers to the total experience of the guests arising from all processes before and after the meal (Kivela, Inbakaran, & Reece, 1999). The dining experience is more than just eating the food they want for the guests (Akinyele, 2010).
Restaurant Guests are now exploring experiences that go beyond food and see the restaurant as a space where they can relax, have fun and socialize (Soderlund and Ohman, 2005). However, since food is the main product offered in restaurant establishments, and food quality in terms of freshness and presentation (Namkung & Jang, 2007), portion size (Raajpoot, 2002), temperature of food (Hwang & Ok, 2013), flavor, smell and appearance of food served in restaurant establishments. In terms of (Delwiche, 2004), it must meet the expectations of the guests. Menu diversity refers to the variety of food and beverages a restaurant offers to its guests. Ryu (2005:
2.2. Guest Satisfaction
Guest satisfaction, which is of vital importance for all businesses operating in a competitive environment, is one of the most emphasized issues in the literature. Satisfaction is an evaluation and emotional reaction against the company that provides the service in the face of a service received (Oliver, 1997). Westbrook and Oliver (1991) defined guest satisfaction as a post-purchase evaluation judgment about a particular purchase preference. Cronin, Brady, and Hult (2000) and Rust and Oliver (1994) defined Guest satisfaction as an emotional evaluation that reflects the degree to which the possession or use of a product evokes positive feelings in the Guest. Guest satisfaction is often similar to service quality in the literature.
2.3. Guest Loyalty
Guest loyalty is a Guest's commitment to repurchase a company's products and services and to be a regular Guest of that company in the future despite all the actions of competing businesses (Dick & Basu, 1994; Oliver, 1999). Guest loyalty is based on an emotional bond established between the Guest and the business. While this bond established between the Business and the Guest is a commitment for the continuity of the demand for the goods and services offered by the business for the Guests, it expresses a commitment for the quality of the goods and services offered for the business.
Reichheld (2001) stated that the most accurate indicator of whether a company offers the best value to its Guests is whether the guests prefer that company again or not. In the literature, the cost of Guest loyalty to gain new Guests is higher than retaining existing Guests (Anderson & Mittal, 2000; Perreault, Cannon, & McCarthy, 2013: 19) and the effect it has on the performance of businesses (Lee, Barker & Kandampully, 2003; Kumar, Batista). and Maull, 2011; Haghighi et al., 2012; Keisidou et al., 2013).
Guest loyalty is seen in two ways in businesses. These; behavioral loyalty and attitudinal loyalty (Baldinger & Rubinson, 1996; Bloemer, Ruyter & Wetzels, 1999; Sharp, Sharp & Wright, 2002). Behavioral loyalty is the repetition of the act of purchasing the goods and services offered in the business despite the alternatives (Sirdeshmukh, Singh and Sabol, 2002; Lam et al., 2004; Jones and Taylor, 2007). Attitudinal loyalty is when guests say positive things about the business, recommend the business to potential guests, and encourage them to prefer the business (Selnes, 1993; Baldinger and Rubinson, 1996; Jones and Taylor, 2007).
Bloemer, Ruyter and Wetzels (1999) stated that guest loyalty also has a cognitive aspect such as being the first business that comes to mind and price tolerance. Kim et al. (2016) stated that the behavioral and attitudinal loyalty of the guests allows the businesses to apply premium prices. While the behavioral loyalty of the guests provides direct gain to the business, their attitudinal loyalty increases their tendency to give reliable advice to the people around them and plays an important role in bringing new Guests to the business. Reichheld and Schefter (2000) stated that loyal Guests buy more, are less price sensitive, and are adept at bringing in new Guests to the business.
2.4. Word of mouth Marketing
Word of mouth marketing is a marketing strategy that aims to strengthen the brand and image and increase sales by enabling the guests to make positive shares (oral / written) about the business and the products and services offered in the business. Brooks (1957) defined word of mouth as the use of informal relationships between Guests to promote a business's products, brands and services. According to Silverman (2001:25), word-of-mouth marketing is the communication that consumers have with people they think are independent of the business that offers products and services, in an environment that they think is independent of that business. Since these communications between guests are based on the sharing of experiences, they affect the purchasing decisions of consumers positively or negatively (Schiffman, 2008).
Dellarocas, Zhang, and Awad (2007) stated that with the widespread use of the internet, the strong effect of word of mouth on consumer behavior is not surprising. In an environment where there is no internet or it is not used so widely, word-of-mouth communication of the guests is limited to their social environment. However, with the use of the internet, a guest's sharing about a product, service or a business can reach thousands of people, whom he may never know, in a very short time, and can guide their purchasing decisions.
Guests aim to get the highest possible benefit from the products and services they are considering to buy. Therefore, they try to gather information about the products and services they request in order to minimize the negative effects they may encounter after purchasing. Zhang, Zhang, and Law (2014) stated that guests attach importance to word-of-mouth communications in order to reduce the perceived risks and uncertainties when making a purchasing decision. Word of mouth communications are independent, impartial and non-interested communications between guests (Silverman, 2011:5). For this reason, word-of-mouth communications have a strong influence on the actions of the Guests and are one of the most important sources of information at the purchase point of the Guests (Litvin, Goldsmith, & Pan, 2008).
The factor that makes word of mouth marketing important for businesses, as Bone (1995) states, is that the communication established between guests is independent of the marketing resources of the business. By means of word-of-mouth communications, dissemination of information and advice given to other consumers (Perreault, Cannon, & McCarthy, 2013:339), guests can become volunteer marketing employees who contribute to the promotion activities of the business. For this reason, businesses try to manage what the Guests say to other people about their products and services, that is, word-of-mouth communications, by taking appropriate measures to ensure Guest satisfaction and to identify problems correctly, and by helping the Guests do research about the business and products (Kotler et al., 1999: 769).
3. Formation of Hypotheses
3.1. Service Quality and Guest Satisfaction
For a business, the main determinant of Guest satisfaction and loyalty is the good relations established with the Guests rather than the service quality. However, the prerequisite for building good relations with the guests is the quality of the services provided (Blythe, 2005:314). From food quality (Lee, 2004; Gupta, McLaughlin, & Gomez, 2007; Namkung & Jang, 2007; Barber, Goodman & Goh, 2011) to atmosphere (Ha & Jang, 2010; Markovic, Raspor & Dorcic, 2011; Ünal, From Akkuş & Akkuş, 2014) to price (Gupta, McLaughlin, & Gomez, 2007; Kim, Ng & Kim, 2009) to cleanliness (Ryu & Jang, 2008; Barber & Scarcelli, 2010), there are many variables that affect guests' perception of service quality. In this study, service quality in restaurant establishments was determined by Brady and Cronin (2001) as physical environmental quality, discussed in terms of interaction quality and output quality dimensions. In the researches, it has been revealed that each of the physical environment quality, interaction quality and output quality components that make up the service quality in restaurant businesses are effective on guest satisfaction.
Andaleeb and Conway (2006) determined that the quality of food, physical design and staff responsiveness have an effect on
guest satisfaction in restaurants. Petzer and Mackay (2014) in their study at an à la carte restaurant revealed that the atmosphere and food and beverage quality are important in increasing guest satisfaction. Barber, Goodman, and Goh (2011) determined that the design and layout of the dining area can contribute to the productivity of the employees and increase the satisfaction of the guests from their dining experience.
Alonso and O'Neill (2010) stated that cleanliness in restaurant businesses is the most critical criterion that shows the quality of the restaurant and affects guest satisfaction. Kim, Ng and Kim (2009) stated that food quality is the main component of guest satisfaction in restaurant businesses. Similarly, Yüksel and Yüksel (2002) revealed that food quality affects guest satisfaction in restaurant businesses. Kivela, Inbakaran and Reece (1999) and Raajpoot (2002) stated that menu variety is important in creating guest satisfaction.
In this context:
H1a: “Physical environment quality in restaurant businesses affects guest satisfaction.”
H1b: “Interaction quality in restaurant businesses affects guest satisfaction.”
H1c: "Output quality in restaurant businesses affects guest satisfaction".
3.2. Service Quality and Guest Loyalty
The findings of the studies show that service quality has a positive effect on Guest loyalty. (Kim, Ng and Kim., 2009; Cao and Kim, 2015). Moreover, considering that Guest satisfaction directly affects Guest loyalty (Reynolds & Beatty, 1999), it can be clearly stated that service quality in restaurant businesses affects Guest loyalty.
There are many studies in the literature that reveal the effect of service quality on guest loyalty in restaurant businesses. Stevens, Knutson and Patton (1995) stated that service quality contributes to the tendency of guests to revisit the restaurant. Diab et al. (2016:153) found that assurance and empathy are the factors that most affect guest loyalty in restaurant businesses. Chow et al. (2007) determined that there is a direct relationship between service quality in restaurant businesses and the repeat purchasing and recommending behaviors of guests. Ha and Jang (2010) found that food quality positively affects guest loyalty in restaurant businesses.
Similarly, Chen (2016) and Akinyele (2010) revealed that service quality in restaurants affects Guest loyalty. Mattila (2001) stated that the quality of the food is important in the repeat preference of the guests. Hacıefendioğlu and Koç (2009) found that in addition to food quality, dining experience affects Guest loyalty. Gupta, McLaughlin, and Gomez (2007) stated that restaurants that pay due attention to food quality, prices and service quality have a great chance to ensure Guest loyalty. In this direction;
H2a: “Physical environment quality in restaurant businesses affects guest loyalty.”
H2b: “Interaction quality in restaurant businesses affects guest loyalty.”
H2c: “Output quality in restaurant businesses affects guest loyalty”
is in the form.
3.3. Service Quality and Word of Mouth Marketing
Expectations from services are not as clear as expectations from goods. Guests do not have the opportunity to try and return a service before purchasing it. For this reason, guests are more careful in purchasing the service and give more importance to other people's experiences (Basri et al., 2016). Since guests cannot fully understand a restaurant before consumption, they may want to get information from an experienced source (Zhang et al., 2010). Restaurant businesses can turn this sensitivity of the guests into an advantage by providing quality services (Kim, Lee, & Yoo, 2006). Guests who are satisfied with the quality of the services provided will positively reflect their experiences to other people in their word of mouth communication. Otherwise, these shares will be negative.
Considering that restaurants have a limited promotional budget (Longart, 2010), positive reviews from guests can play an important role in their success by contributing to the establishment of a positive brand and image of the business and reducing promotional expenses (Jeong and Jang, 2011). In the literature, there are studies examining the relationship between service quality in restaurant businesses and word-of-mouth communication of guests.
In their research on university dining facilities, Kim, Ng and Kim (2009) found that there is a significant relationship between the restaurant atmosphere and food quality and the word-of-mouth communication of the guests. Zhang et al. (2010) determined that consumer ratings about restaurant environment, food and service quality are positively related to the online popularity of restaurants. Jeong and Jang (2011) revealed that food quality and interpersonal interaction in restaurants positively affect the word of mouth of the guests.
Basri et al. (2016) in their research conducted in Malaysia's luxury restaurants, determined that the quality of service affects word-of-mouth communications, but the physical environment quality is the factor that most affects the word-of-mouth communications of the guests. Zhang, Zhang, and Law (2014) determined that the taste of food in restaurants and the restaurant environment affect the word-of-mouth communication of the guests. In addition, in the study, it was determined that price affected word of mouth communication negatively, while service quality positively affected word of mouth. Satisfaction with food and beverages in restaurants and surprises before the main meal also significantly affect the positive word-of-mouth communication of the guests (Longart, 2010).
In this context:
H3a: “The quality of the physical environment in restaurant businesses affects word of mouth.”
H3b: “Interaction quality influences word-of-mouth marketing in restaurant businesses.”
H3c: “Output quality in restaurant businesses affects word of mouth”.
3.4 Guest Satisfaction and Guest Loyalty
Guests who are satisfied with a product and service they have received are expected to prefer that product and service again and recommend that product and service to the consumers around them. In the studies conducted in restaurant businesses, it has been revealed that guest satisfaction has an effect on the repeat preferences of the guests (Oh, 2000; Qin & Prybutok, 2008). Liu and Jang (2009) and Ha and Jang (2010) found that Guest satisfaction has a significant and positive effect on Guest loyalty in ethnic restaurants.
Kivela, Inbakaran and Reece (1999), Jang and Namkung (2009), Sabir et al. (2014:22), Kim, Ng and Kim (2009) and Aksu, Korkmaz and Sünnetçioğlu (2016) in their research on the satisfaction of the guests in restaurant businesses. They determined that there is a positive relationship between re-choosing behaviors. Similarly, Lai (2015) found that the presentation, taste, menu variety and satisfaction arising from the restaurant environment in restaurant businesses affect the repeat preferences of the guests.
Liu and Jang (2009) found that the most important determinant of behavioral loyalty in restaurant businesses is satisfaction with food quality. On the other hand, Ryu and Jang (2008) determined that the restaurant ambiance and the appearance of the employees are the most important factors that affect the feelings of the guests and that the effect on the guests has an effect on the loyalty of the guests. Contrary to these findings, Chow et al. (2007) found that there is no significant relationship between Guest satisfaction and Guest loyalty in restaurant businesses. In line with these findings:
H4: "Guest satisfaction in restaurant businesses affects guest loyalty".
3.5. Guest Satisfaction, Guest Loyalty and Word of Mouth Marketing
Zeithaml, Berry and Parasuraman (1996) revealed the behavioral intentions of the guests in service businesses as loyalty, tendency to change, willingness to pay more, projecting the problem outward and reflecting the problem inward. Loyal Guests are Guests who are less inclined to change due to their emotional bond with the business, are willing to pay more, and reflect their positive experiences more. Since the behavioral aspect of guest loyalty is re-preference, its financial contribution to the business is obvious.
However, it is difficult to predict the impact of the attitudinal and cognitive reflections of guest loyalty on the business. So much so that a short comment made by the guest on a sharing site can affect the perspective of thousands of people. In this respect, even if a Guest does not have the opportunity to choose the services offered again, they can contribute to the competitiveness of the business by saying positive things about the business. Moreover, loyal Guests may consider helping the business succeed as their responsibility (Jeong & Jang, 2011). Restaurant managers should realize that satisfied Guests can attract new Guests to the establishment through word of mouth communications (Basri et al., 2016).
Ranaweera and Prabhu (2003) found that Guest satisfaction and trust have a positive effect on Guest loyalty and word of mouth in restaurant businesses. Jeong and Jang (2011) found that guest satisfaction positively affects word-of-mouth communication in restaurant businesses. In their research, Kim, Ng, and Kim (2009) determined that positive word-of-mouth communications positively affect guests' revisit intentions. Susskind (2002) found that Guests who had negative experiences at the restaurant had more word-of-mouth than those who had positive experiences. In addition,
In this context:
H5: “Guest satisfaction affects word of mouth marketing in restaurant businesses.”
H6: "Guest loyalty in restaurant businesses affects word of mouth marketing".
Method 3
Three objectives were determined in this study. The first of these aims is to examine the effect of service quality, guest satisfaction and guest loyalty on word of mouth marketing in restaurant businesses. The second is to analyze the effect of service quality on Guest satisfaction and Guest loyalty. The third is to measure the effect of guest satisfaction on guest loyalty in restaurant businesses. The proposed research model for testing the variables of the research, the relationships between the variables and the hypotheses is as shown in Figure 1. Quantitative method was used in the research to test the relationships between the variables and to achieve the determined goals.
Figure 1. Proposed Research Model
What is Restaurant Management?
3.1. Universe and Sampling
The universe of this research consists of 13 fish restaurants with information on the TripAdvisor web page operating in the Amasra destination. There is no systematic data on the personal information of the guests who prefer the restaurant businesses (
Restaurant Management) that make up the universe, their frequency of visit and where they come from. For this reason, convenience sampling technique, which is one of the non-probabilistic sampling methods, was used in the selection of individuals to be included in the research.
3.2. Creation of data collection tools
Questionnaire technique was used to obtain the research data. The research questionnaire consists of four parts. In the first part, there are 6 statements containing the personal information of the participants. In the second part, there are 53 statements to measure the quality of the services received by the participants from the restaurant businesses. These statements are taken from the research conducted by Wu and Mohi (2015). The service quality measurement model used was obtained by adapting the three-dimensional (interaction quality, physical environment quality, output quality) measurement model put forward by Brady and Cronin (2001) to restaurant businesses by the researchers.
The service quality scale consists of three parts. The first part is the quality of interaction. Interaction quality consists of a total of 15 statements, including interpersonal interaction (α= .90), problem solving skills (α= .83), and professional abilities (α= .83). The second part is the physical environment quality. It consists of 24 expressions: physical environmental quality, ambiance and aesthetics (α= .92), menu design (α= .85), cleanliness (α= .86), and layout and design (α= .80). The third part is output quality. Output quality consists of 16 statements: food experience (α= .88), food quality (α= .88), and menu variety (α= .86). The perceptions of the participants regarding the quality of the services they received from the restaurant establishments were measured using a five-point rating scale (1=well below what I expected, 3=as I expected, 5=far above what I expected).
In the third part of the research questionnaire, there are statements about measuring guest satisfaction and loyalty in restaurant businesses. Behavioral, attitudinal and cognitive loyalty expressions (α= .92) used in the measurement of guest loyalty were taken from the studies conducted by Namkung and Jang (2007) and Hyun (2010). Three expressions (α= .86) regarding the satisfaction of the guests with the restaurant operation were taken from the research conducted by Han and Ryu (2012). In the fourth part of the research questionnaire, there are 6 statements to measure the word-of-mouth communication of the participants. These statements (α= .89) are taken from research by Jeong and Jang (2011). Guest satisfaction in restaurant businesses,
3.3. Data Collection and Analysis
After the research questionnaire was created, the data collection phase was started. In the data collection process, firstly, a pre-test was conducted to test the reliability of the research scale. In this context, the created questionnaire was applied to 54 guests in 4 restaurants and the obtained data were analyzed. As a result of the reliability analysis, Cronbach's Alpha value for all statements in the scale was 0.93. The resulting value shows that the created scale is quite reliable (Kalaycı, 2016:405). After the pre-test, the research data were obtained from 468 guests who received food and beverage service from fish restaurants operating in Amasra between 01 May 2017 and 10 June 2017, through the face-to-face application of the questionnaire immediately after their dining experience. In the analysis of research data, SPSS 18.
4. Findings
4.1. Demographic Characteristics of Participants
The research sample consists of 236 female (50.4%) and 232 (49.6%) male Guests. 81 of the participants were aged 25 and under (17.3%), 133 were aged 26-35 (28.4%), 144 were aged 36-45 (30.8%), and 110 were aged 46 and over (23.5%). . When the educational status of the participants is examined; 31 of them (6.6%) were primary school graduates, 52 of them were secondary school graduates (11.1%), 135 of them were high school graduates (28.8%), 225 of them were university graduates (48.1%) and 25 of them had master's and doctorate degrees. It is seen that he is a graduate (5.3). When the monthly income levels of the participants are examined; 44 of them have income of 1500 TL or less (9.4%), 117 of them have income of 1501-2500 TL (25.0%), 131 of them have income between 2501-3500 TL (26.9%), 96 of them have income between 3501-4500 TL ( It was determined that 20.5% of them had an income of 4501 TL and above (17.1%). When the participants' eating habits are examined;
4.2. Explanatory Factor Analysis
In order to examine the effect of service quality, guest satisfaction and guest loyalty on word of mouth marketing in restaurant businesses, the construct validity of the created measurement tools was tested first. In this context, Explanatory Factor Analysis (EFA) was applied to the data related to service quality, guest satisfaction, guest loyalty and word of mouth marketing in the research scale. In order to test the suitability of the obtained data for factor analysis, KMO and Barlett tests were performed. As a result of the analysis, the KMO value for the service quality variable was .949 and the Barlett test χ2 value was 17295.372 (p< .000). KMO .726 and Barlett test χ2 value 578.939 (p< .000) for guest satisfaction data, KMO .731 and Barlett test χ2 value 13352.875 (p< .000) for expressions related to guest loyalty. 000) and for the word-of-mouth marketing variable, the KMO was .799 and the Barlett test χ2 value was 1783,754 (p< .000). These results show that the data obtained are suitable for factor analysis (Kalaycı, 2016: 322).
In the analysis of the research data, first of all, EFA was applied to the expressions in the service quality measurement model in restaurant businesses. The service quality measurement model in restaurant businesses includes a three-dimensional structure consisting of a total of 10 factors. Therefore, in the explanatory factor analysis, data on service quality were limited to 10 factors using Maximum Likelihood and Direct Obliqim rotation methods. In EFA, factor eigenvalue of at least 1, factor load of at least 0.40, and a difference of at least .10 between the factor loads of the statements under two factors were taken into consideration.
6 statements regarding service quality that do not comply with the determined criteria; A33, A41, A42, A44, A45 and A47 were excluded from the analysis. After these expressions were removed from the data set, a 10-factor structure was obtained that explained 71.866% of the total variance. Interpersonal interaction, problem solving skills and professional skills factors that emerged as a result of EFA constitute the interaction quality dimension of service quality in restaurant businesses. These factors explain 52.946% of the total variance. Ambiance and aesthetics, menu design, cleanliness, design and layout factors constitute the physical environmental quality dimension of service quality in restaurant businesses. These factors explain 13,682% of the total variance. Dining experience, food quality and menu variety factors, It constitutes the output quality dimension of service quality in restaurant businesses. Factors related to output quality explain 7.797% of the total variance. The factor loads of the expressions under all factors in the resulting factor structure vary between .547 and .916. The reliability levels of the factors that make up the service quality are between .761 and .946.
Then, factor analysis was applied to the data related to guest satisfaction, guest loyalty and word of mouth marketing in restaurant businesses, respectively. It was observed that the factor eigenvalue for three variables in EFA was more than 1, but the factor load of two statements (P5 and P6) that constitute the word-of-mouth marketing variable in restaurant businesses was below 0.40. These statements were excluded from the analysis. As a result of the EFA, it was seen that the expressions related to guest satisfaction were gathered under one dimension and the total variance explanation level of these expressions was 76,238. Expressions related to guest loyalty were gathered under a single dimension that explained 88.911% of the total variance. Expressions related to word of mouth marketing in restaurant businesses were gathered under one dimension, which explains 73,930% of the total variance. The factor loads of the expressions constituting these variables were between .910 and .844. When the reliability level of the variables is examined, it is as follows: Guest satisfaction (α= .844), Guest loyalty (α= .935) and word of mouth marketing (α= .882). The resulting values show that the level of reliability for the variables is quite high.
4.3. Confirmatory Factor Analysis
Confirmatory factor analysis (CFA) was applied to the data arranged according to the results of EFA in order to test the accuracy of the structure set forth in the EFA regarding service quality, guest satisfaction, guest loyalty and word of mouth marketing in restaurant businesses. CFA aims to examine the extent to which a predetermined or constructed structure is verified with existing data (Seçer, 2015:223). Service quality scale in restaurant businesses; It consists of three dimensions as interaction quality, physical environment quality and output quality and ten factors that make up these dimensions. Therefore, second level CFA was applied to the data obtained about service quality in the research.
The factors obtained from the variables observed in the second level confirmatory factor analysis (first level factors) were defined as internal variables, and the structure formed by these factors (second level factors) was defined as external variables. First-level confirmatory factor analysis was applied separately to the data that constitutes guest satisfaction, guest loyalty and word of mouth marketing in restaurant businesses. Table 1 shows the DFA results applied to the data on service quality, Guest satisfaction, Guest loyalty and word of mouth marketing in restaurant businesses.
Table 1. Results of Confirmatory Factor Analysis Regarding Service Quality, Guest Satisfaction, Guest Loyalty and Word of Mouth Marketing
|
Dimensions/Sub-dimensions, Codes and Expressions
|
Standard Values
|
tvalue
|
Error Variance
|
Average
|
|
Interaction Quality
Interpersonal interaction (α = .946)
A1 The pleasantness in the attitudes of the employees
|
.88
|
45.42
|
.23
|
3.62
|
|
A2
|
The pleasantness in the behavior of the employees
|
.91
|
46.56
|
.17
|
3.62
|
|
A3
|
Care and appearance of employees
|
.84
|
23.97
|
.30
|
3.67
|
|
A4
|
Employee sympathy and trustworthiness
|
.91
|
28.12
|
.18
|
3.70
|
|
A5
|
Employees dealing with special requests
|
.84
|
24.43
|
.29
|
3.69
|
|
problem
A6
|
m solving skill (α = .920)
Employees' authority to find solutions to problems and complaints
|
.79
|
26.45
|
.37
|
3.63
|
|
A7
|
Ability of employees to deal with problems and complaints
|
.82
|
28.24
|
.33
|
3.62
|
|
A8
|
Superior service delivery of employees
|
.88
|
21.33
|
.23
|
3.64
|
|
A9
|
Sensitivity of employees to the wishes and needs of customers
|
.86
|
20.89
|
.26
|
3.72
|
|
A10
|
Employees can apologize to customers when necessary
|
.77
|
18.15
|
.40
|
3.75
|
|
professor
A11
|
abilities (α = .888)
Ability of staff to answer questions asked
|
.79
|
18.12
|
.38
|
3.74
|
|
A12
|
Employees' knowledge of the products in the restaurant
|
.79
|
18.23
|
.38
|
3.84
|
|
A13
|
Well-trained and experienced staff
|
.86
|
20.24
|
.27
|
3.64
|
|
A14
|
Understandability of employee speech
|
.82
|
19.32
|
.32
|
3.78
|
|
A15
|
Telling the customer about the products that are not on the menu that day
|
.69
|
15.47
|
.53
|
3.62
|
|
Physical Environmental Quality
|
|
|
|
|
|
|
Ambiance and aesthetics (α = .857)
|
|
|
|
|
|
|
A16 The colors used in the restaurant (wall, table, etc.)
|
.72
|
15.32
|
.48
|
3.63
|
|
|
A17 Adequacy of spaces in seating arrangement
|
.68
|
14.30
|
.53
|
3.43
|
|
|
A18 Restaurant interior decoration
|
.43
|
8.99
|
.51
|
3.56
|
|
|
A19 Comfort of dining tables
|
.80
|
16.82
|
.35
|
3.51
|
|
|
A20 Comfort of seats
|
.77
|
16.14
|
.40
|
3.52
|
|
|
A21 Temperature of the dining area
|
.80
|
16.71
|
.36
|
3.83
|
|
|
A22 Suitability of background music
|
.76
|
15.95
|
.42
|
3.62
|
|
|
A23 The brightness of the dining area
|
.76
|
15.81
|
.43
|
3.73
|
|
|
Menu design (α = .823)
|
|
|
|
|
|
|
Easy readability of the A24 menu
|
.96
|
22.36
|
.52
|
3.77
|
|
|
All aspects of the menu (price, etc.) are open and
A25 to be understandable
|
.76
|
28.80
|
.42
|
3.81
|
|
|
A26 Explanations in foreign languages on the menu
|
.77
|
14.59
|
.41
|
3.49
|
|
|
The menu's theme, image and price
Reflecting the A27 range
|
.86
|
15.63
|
.26
|
3.64
|
|
|
Cleaning (α = .923)
|
|
|
|
|
|
|
The quality of the ingredients in the restaurant (plates,
A28
fork etc.)
|
.86
|
25.70
|
.27
|
3.59
|
|
|
Pre-prepared spices and food
A29
flavoring plants
|
.88
|
25.29
|
.23
|
3.61
|
|
|
Meals used by employees A30
|
.90
|
26.92
|
.18
|
3.63
|
|
|
A31 Cleanliness and attractiveness of the dining area
|
.88
|
25.60
|
.22
|
3.68
|
|
A32 Maintenance and cleaning of toilets
|
.70
|
17.54
|
.51
|
3.62
|
|
Design and layout (α = .761)
A33 Adequacy of parking areas
|
--
|
--
|
--
|
--
|
|
A34 Attractiveness of the exterior of the place
|
.75
|
15.28
|
.44
|
3.61
|
|
Smoking and non-smoking in the restaurant
Finding A35 partitions
|
.73
|
13.59
|
.46
|
3.70
|
|
The odor of the dining area (fragrance,
A36 niceness)
|
.67
|
12.60
|
.56
|
3.51
|
|
Output Quality
Food quality (α = .830)
A restaurant that knows what its customers want.
Having A40 restaurant
|
.78
|
15.97
|
.40
|
3.79
|
|
A43
|
Freshness and well-cooked food
|
.94
|
22.11
|
.12
|
4.05
|
|
A44
|
The appeal and temptation of food
|
.88
|
21.07
|
.22
|
3.94
|
|
A45
|
Food meets the individual needs of customers
|
--
|
--
|
--
|
--
|
|
A46
|
Hygienic preparation and presentation of food
|
--
|
--
|
--
|
--
|
|
Menu
A47
|
variety (α = .916)
Variety of drinks to complement the food on offer
|
--
|
--
|
--
|
--
|
|
A48
|
The food in the restaurant is not available in every restaurant
|
.81
|
17.19
|
.14
|
3.40
|
|
A49
|
A wide variety of food and beverage options that meet the nutritional needs of customers
|
.87
|
15.73
|
.60
|
3.51
|
|
A50
|
Serving foods that are difficult to prepare at home in the restaurant
|
.86
|
26.48
|
.13
|
3.55
|
|
A51
|
The restaurant has a wide choice of menu
|
.89
|
22.11
|
.35
|
3.58
|
|
Food experience (α = .897)
A37 No queue to sit
|
.92
|
21.92
|
.25
|
3.78
|
|
A38 Dealing with the customer in a reasonable time
|
.63
|
21.69
|
.26
|
3.79
|
|
Service delivery shorter than expected
A39 to last
|
.93
|
22.62
|
.21
|
3.76
|
|
The time the employees promised the service
Providing services within the A41
|
--
|
--
|
--
|
--
|
|
What customers expect from their dining experience
A42 experience and feeling emotion
|
--
|
--
|
--
|
--
|
|
Loyalty (α = .935)
S1 Don't choose again
|
.94
|
26.77
|
.11th
|
3.89
|
|
S2 Do not recommend
|
.97
|
28.46
|
.05
|
3.84
|
|
S3 Being first choice
|
.83
|
21.72
|
.32
|
3.60
|
|
Satisfaction (α = .844)
The services you receive from the restaurant
Satisfaction with M1 quality
|
.78
|
18.33
|
.40
|
4.35
|
|
M2 Satisfaction with the restaurant in general
|
.79
|
18.63
|
.38
|
4.28
|
|
From the restaurant based on previous experience
M3 satisfaction
|
.84
|
20.30
|
.29
|
4.25
|
There are many fit indices used to reveal the fit of the model tested in CFA. In this study, the values generally considered for CFA model fit are; Chi-square fit test is NFI, GFI, CFI, IFI, RFI, AGFI and RMSEA fit values. Table 2 shows the DFA goodness-of-fit criteria, which are made separately for service quality, guest satisfaction, guest loyalty and word of mouth marketing in restaurant businesses.
Table 2. CFA Goodness of Compliance Criteria for Service Quality, Guest Loyalty, and WOM
|
|
χ 2 χ 2 /df RMSEA NFI CFI
|
IFI
|
RFI
|
GFI
|
AGFI
|
|
Three-dimensional service quality scale (Second Level)
|
1746.18 1.88 0.043 0.99 0.99
|
0.99
|
0.98
|
.86
|
.85
|
|
Loyalty scale (Level One)
|
P= 1.00, Model fit is perfect.
|
|
|
|
|
|
Customer satisfaction (First Level)
|
P= 1.00, Model fit is perfect.
|
|
|
|
|
|
Mouth to mouth
Marketing scale
(First Level)
|
5.61 1.87 0.043 1.00 1.00
|
1.00
|
0.99
|
1.00
|
0.98
|
As can be seen in Table 2, the fit indices (χ2=1746.18, sd=928, p= .000, χ2/sd = 1.88) in the service quality measurement model in restaurant businesses consisting of 45 expressions, 10 internal and 3 external variables are significant. A modification was made between the statements A1-A2, A6-A7, A19-A20 and A24-A25, which were determined to contribute to χ2 during the model compatibility test process. The fit values obtained as a result of CFA show that the model fit is good. It was observed that the factor loads of all the expressions in the model varied between 0.43 and 0.93. In addition, the t values between the internal factors in the model and the expressions constituting the observed variables were examined. It was observed that the t values in the model varied between 8.99 and 46.56 and there was no variable indicated by the red arrow.
This shows that all of the observed variables in the model are significant at the 0.05 level.
As a result of the first level DFA applied to the guest loyalty variable in restaurant businesses, it was seen that the three expressions that make up the variable fully explained the latent variable of loyalty and the model fit was perfect. Likewise, it has been determined that all three expressions that make up the guest satisfaction variable fully explain the latent variable of satisfaction and the model fit is perfect. As a result of the first level CFA applied to the word-of-mouth marketing variable, domain fit indices (χ2=5.61, sd=3, p= .13225, χ2/sd = 1.87) were found. Other fit indices were found as RMSEA= 0.043, NFI=1.00, CFI=1.00, IFI=1.00, RFI= 0.99, AGFI= .98 and GFI= 1.00. Modifications were made between P1-P2 and P3-P4 statements, which were determined to contribute to χ2 during the model fit testing process.
4.4. Testing the Proposed Model
In order to test the proposed model regarding service quality, guest satisfaction, guest loyalty and word of mouth marketing in restaurant businesses, a road chart was created among the measurement models validated in CFA. The fit indices that emerged as a result of the created road chart show that the model fit is acceptable. Figure 2 shows the standardized coefficients and t-values for the results of the structural model among the variables.
Figure 2. Results of the Structural Model Among the Variables of the Study
Service Quality, Guest Satisfaction in Restaurant Businesses
Fit indices: χ2=3902.13, sd=1396, p< .001, Chi-square = 2.79, GFI= 0.88, CFI= 0.98, IFI= 0.98, GFI= .77, AGFI= 0.74, RMSEA= 0.062
1. Values out of parentheses indicate standardized path coefficients, and values in brackets indicate t values.
2. ------- is not significant (p> .05).
3. ** denotes covariance values between variables.
When the path analysis results shown in Figure 2 are examined; It was determined that the physical environment quality in restaurant businesses did not have a significant effect on guest satisfaction (H1a, β= .07, t= 0.82). On the other hand, it was observed that physical environment quality had a significant effect on Guest loyalty (H2a, β= .28, t= 5.18) and word of mouth marketing (H3a, β= .15, t= 2.52). In this context, H2a and H3a hypotheses were accepted while H1a was rejected. As a result of the analysis, it was found that the interaction quality in restaurant businesses was determined by Guest satisfaction (H1b, β= .15, t= 1.76), Guest loyalty (H2b, β= .09, t= 1.67) and word of mouth (H3b, β= .07, t=). 1.25) was not found to have a significant effect on
Accordingly, the proposed hypotheses H1b, H2b and H3b were rejected. In restaurant businesses, the output quality is Guest satisfaction (H1c, β= .22, t= 2.97), Guest loyalty (H2c, β= .15, t= 3.28) and word of mouth marketing (H3c, β= .20, t= 4.08). was found to have a significant effect on Accordingly, the proposed hypotheses H1c, H2c and H3c were accepted. The findings show that guest satisfaction has a significant effect on guest loyalty (H4, β= .53, t= 5.43) in restaurant businesses. Accordingly, H4 was accepted. As a result of the analysis, it was determined that Guest satisfaction (H5, β= .53, t= 10.90) and Guest loyalty (H6, β= .33, t= 5.66) had a significant effect on word of mouth marketing in restaurant businesses. Accordingly, the proposed hypotheses H5 and H6 were accepted.
The findings that emerged as a result of the path analysis show that the component that most affects guest satisfaction in restaurant businesses is output quality. The service quality component that has the most impact on guest loyalty is the physical environment quality. In addition, while the interaction quality, one of the service quality components, does not have a significant effect on word of mouth marketing in restaurant businesses, it is seen that the output quality affects word of mouth marketing more than the physical environment quality. Finally, as a result of the path analysis, it was revealed that both Guest satisfaction and Guest loyalty are effective on word-of-mouth marketing in restaurant businesses, and in addition, Guest satisfaction is more effective than Guest loyalty on the word-of-mouth communication of the Guests. Moreover,
Conclusion and Recommendations
In this research, the effect of service quality, guest satisfaction and guest loyalty on word-of-mouth marketing in restaurant establishments has been examined specifically for fish restaurants operating in Amasra destination. Service quality in restaurant establishments is handled in terms of physical environment quality, interaction quality and output quality components. As a result of the research, it has been determined that the physical environment quality and output quality, which are among the service quality components, have a positive effect on the word-of-mouth communication of the guests.
This finding is in line with the findings of the studies by Kim, Ng and Kim (2009), Basri et al. (2016) and Zhang, Zhang and Law (2014) that restaurant environment, food quality and physical conditions affect guests' word of mouth communication. On the other hand, it has been determined that the quality of interaction in restaurant businesses has no effect on the word-of-mouth communication of the guests. This result contradicts with the conclusion by Mosavi and Ghaedi (2011) and Jeong and Jang (2014) that the quality of interaction between the staff and the Guest in restaurant businesses is effective on the Word of mouth communication of the Guests.
When the effect of guest satisfaction on word-of-mouth marketing in restaurant businesses is examined, it has been determined that guest satisfaction has a strong positive effect on word-of-mouth communication of the guests. This finding is in line with similar research results in the literature. Ranaweera and Prabhu (2003), Jeong and Jang (2011) determined in their research that guest satisfaction in restaurant businesses has a positive effect on word-of-mouth communication of guests. In the research, it was also determined that Guest loyalty in restaurant businesses has a positive moderate effect on the word-of-mouth communication of the guests. This finding is similar to the results of research by Susskind (2002) and Kim, Ng and Kim (2009).
When the effect of service quality on Guest satisfaction and Guest loyalty in restaurant businesses is analyzed, it has been determined that the physical environment quality and interaction quality, which are among the service quality components, have no effect on Guest satisfaction. This result contradicts with the research results revealing that the design and layout, the atmosphere and the behavior of the staff are effective on guest satisfaction in restaurant businesses (Andaleeb and Conway, 2006; Barber, Goodman and Goh 2011). It has been determined that the output quality, one of the service quality components in restaurant businesses, has a moderately positive effect on the satisfaction of the guests. This finding is consistent with Petzer and Mackay (2014), Yüksel and Yüksel (2002) and Kivela,
When the effect of service quality on Guest loyalty in restaurant businesses is examined, it has been determined that physical environment quality and output quality have a positive moderate effect on Guest loyalty. This result is in agreement with the results of research by Chow et al. (2007), Ha and Jang (2010), and Matilla (2001). It was concluded that the interaction quality, which is one of the service quality components, has no effect on Guest loyalty. On the other hand, studies by Diab et al. (2016) and Hacıefendioğlu and Koç (2009) found that enthusiasm, trust and empathy have a positive effect on guest loyalty in restaurant businesses. Therefore, it is seen that this result contradicts the results of similar studies. As a result of the analysis carried out to examine the effect of Guest satisfaction on Guest loyalty in restaurant businesses, it was determined that Guest satisfaction has a high level of positive effect on Guest loyalty. This result coincides with the results of similar studies in the literature (Jang & Namkung, 2009; Liu & Jang, 2009; Kim, Ng & Kim, 2009).
As a result, considering the effect of guest satisfaction on word of mouth marketing, it is recommended that restaurant businesses give more importance to output quality, one of the service quality components. Because guest satisfaction, which is highly affected by the output quality, has a high positive effect on the loyalty of the guests as well as word of mouth communication. In addition, the impact of the quality of the output on the WOM of the Guests is also important.
In addition, restaurant businesses that want to benefit from the loyalty of the guests and the word-of-mouth communication of the guests should also give importance to the quality of the physical environment, one of the service quality components. In this study, although it was concluded that the interaction quality, which is one of the service quality components, does not have a significant effect on the satisfaction, loyalty and word-of-mouth communication of the guests, there are studies in the literature that reveal that the interaction quality is important for restaurant businesses. Therefore, business managers are recommended to carry out activities to increase the quality of interaction in their businesses.
The results of this research were obtained specifically for the fish restaurants operating in the Amasra destination. In the research, service quality was discussed in terms of physical environment quality, interaction quality and output quality components. In future studies, service quality in ethnic restaurants, themed restaurants and other businesses operating in the service sector can be examined in terms of these components, and the relationships between satisfaction, loyalty and word of mouth marketing variables can be examined. Finally, in future studies, the relationship between physical environment quality, interaction quality and output quality, which are among the service quality components in restaurant businesses, and how each of these variables affect other variables in the service quality perception of the guests can be analyzed.
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As the head chef Ahmet ÖZDEMİR, I see the source:
Mr. I sincerely thank Yusuf BİLGİN for his academic studies titled " What is the Effect of Service Quality, Guest Satisfaction and Guest Loyalty on Word of Mouth Marketing in Restaurant Businesses? " and wish him success in his professional life. It will definitely be considered as an example by those who need it in professional kitchens, related research and in the world of gastronomy.