CHAPTER ONE

1.0 INTRODUCTION

1.1 Background to the Study

Mobile telecommunications industry has grown exponentially over the last

two decades (Kenny and Keremane, 2007). With over 2.3 billion
subscribers, the user base is still increasing at the rate of about 1 million
new subscribers per day (Alam and Prasad, 2008). This growth principally
results from the establishment of new networks in developing countries
rather than from an increase in mobile access lines in developed countries
(Serenko and Turel, 2006). African countries are actively involved in the
establishment of the mobile services and specifically Nigeria, which is the
focus of this study.

Since 1990s, the telecommunications sector has become an important key

in the development of the economy of developed countries. This results
from the saturated markets, de-regulation of telecommunications industry
(removal of monopoly rights, especially enjoyed by state-owned telecoms
networks), increasing number of mobile service providers, enormous
technical development and intense market competition Gerpott et al.,
(2001).

In the light of this, organisations may want to make customer satisfaction

a strategic priority. According to (Smith and Wright 2004; Ittner and
Lacker 1998) research, they suggest that customer satisfaction has a
direct effect on the financial performance of a company. In addition,
satisfied customers have a higher propensity to stay with their existing
service provider than the less satisfied ones and are more likely to
recommend the service provider to others leading to improved bottom
line for the company (Cronin et al., 2000).

Fornell, 1992, Levesque and McDaugall, 1996 state that organisations are
therefore increasingly being more customer-centric and are much
interested not just in acquiring new customers, but more importantly,
retaining existing customers. This is perhaps because Customer’s
satisfaction holds the potential for increasing an organization’s customer
base, increase the use of more volatile customer mix and increase the
firm’s reputation. One path to achieving customers’ satisfaction is through
customers’ service.

Zeithaml and Bitner (2003) defined customers service as a series of

activities designed to enhance the level of customer’s satisfaction that is,

1
the feeling that a product or service has met customer’s expectation.
Customer’s service varies by product, industry and customer. It however,
assume important dimension in service delivery and sales of product. This
is because Service firm such as Telecommunication firms, have no
inventory of finished goods to buffer production from random demand
variability (Dutta and Roy, 2006). Nevertheless, it is a demand for
corporation survival; profitability and growth that service firm hold their
own in competition.

Devoting considerable attention and resources to customer acquisition

and retention through customer satisfaction is not different with the
following mobile telecommunication networks in Nigeria namely (MTN,
Zain (former Celtel, Vmobile), Etisalat, and Globacom and even though
competition has been keen in the industry, each of the mobile networks
has been growing in customer acquisition since Nigeria deregulated its
telecommunication in 1992.

Each of these telecommunication networks in Nigeria companies is

continually improving upon the quality of their service delivery in order to
survive the high competition in the industry. According to (Rust and
Oliver, 1994; Wang and Hing-Po Lo, 2002), survival and growth or financial
outcome is driven by customer loyalty and retention which in turn is
driven by customer satisfaction and value, delivering quality service and
customer satisfaction been important goals and pursuit for each of the
four expanding Mobile Telecom Networks (MTNs) as well as the regulators
of the industry.

RESEARCH QUESTIONS

Which dimensions of service quality are important to customers of MTNs

in Nigeria’s?

What is the switching intention among customers of MTNs in Nigeria?

1.3 RESEARCH OBJECTI VES

To describe using overall satisfaction measure, customer satisfaction with

service quality delivered by MTNs in Nigeria irrespective of which mobile
telecom network customers subscribe to.

To describe customer satisfaction with dimensions of service quality in

MTNs in Nigeria.

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To examine switching intention among customers of MTNs within Nigeria.

1.4 Structure of Thesis

This is organised into six chapters. Chapter one is the introductory chapter
that covers the Background to the study, Research Questions, Research
Aims/Objectives and Structure of thesis.

Chapter two is literature review. It covers mobile telecommunication,

state of telecommunication in Nigeria, Regulatory Bodies in Nigeria’s
Telecom and Overall sector Growth. Chapter three identify the hypotheses
and explains in details the main constructs and Concepts and Theoretical
Framework as well as their indicators and measurement in this study.

Chapter four is Methodology. It focuses on the research perspectives, data

collection: population sampling, research instruments, access strategies
and credibility of the study. Chapter five is presentation of data and
analysis of results and findings. Chapter six covers the summary,
conclusion and implications.

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CHAPTER TWO:

2.0 LITERATURE REVIEW

2.1 Industry /Sector Overview

In a country, mobile sector has become a critical indicator of economic

development and mobile technology provides a unique opportunity for the
developing countries where telephone diffusion has been very low.
Specifically, due to its comparatively low investment requirements, mobile
telecommunications allows these countries to take advantage of
technology innovations to provide communications services in the areas
with limited or no telephone network (Noll, 2000; Thompson and Garbacz,
2007).

Moreso, the potential of mobile telecommunications has not been fully

utilised in many parts of the world, this is evident from its uneven pattern
of diffusion, over 94% penetration rate in Europe in contrast to that of
22% in Africa (ITU, 2007).

2.1.2 State of Mobile Telecommunication in Nigeria

2.1.3 Brief Historical Overview of Nigeria’s Telecom Industry

According to (Ndukwe, 2005, pp 26) Nigeria introduced its first mobile

phone services in 1992 through the joint venture between NITEL and DSL
of Canada to form Mobile Telecommunications Service.

In January 2001, the regulatory body NCC, modernised and expanded the
mobile telecommunications network and services by granting GSM license
to three service providers; MTN Nigeria, Econet Wireless Vmobile,(now
Zain), and the first national carrier, NITEL (initially MTS, privatised to form
Mtel). In 2002, the second national carrier, Globacom was also granted
license to commence operation. Since the launch of the GSM, the number
of subscribers in Nigeria has greatly increased. Ndukwe (2005, pp 37-38,
40) reported that between 1998 and 2000, the number of mobile lines

4
was 35,000 but grew to over 11 million as of March 2005, with a growth
rate of more than a million lines annually since 2002. This translated to an
increase from the total density of 0.4 lines per 100 inhabitants in 1998 to
9.47 lines per 100 inhabitants currently.

Audile (2000) explains that GSM is a part of evolution of wireless mobile

telecommunication that includes high speed circuit, switched data,
general packets radio system and universal mobile telecommunication
service. Radio Electronic. Com, 2006 states that the overall system
definition for GSM describes not only the air interface but also the
network. It further explains that by adopting this approach it is possible to
define the operation of the whole network to enable international roaming
as well as enabling network elements from other, although this last
feature is not completely true; especially with older items.

According to International Engineering Consortium (2005) GSM is

conceived as a globally accepted standard for digital communication.

Despite the economic and social benefits of the mobile

telecommunications to Nigerian economy and market, unlike the
developed countries, there is no marketing or management research
attention to this .According to Serenko and Turel (2006), customer
satisfaction measurement addresses both users and public interests and
such studies can assist in economic and social development. Therefore,
there is need to gain more understanding in the area of customer
satisfaction.

2.2 Regulatory Bodies in Nigeria’s Telecom Industry

The Nigerian Communications Commission is an independent National

Regulatory Authority for the telecommunications industry in Nigeria.
According to (NCC 2006), the Commission is responsible for creating and
enabling environment for competition among operators in the industry as
well as ensuring the provision of qualitative and efficient
telecommunications services throughout the country.

Accordingly, the broad business and purpose of the NCC as derived from
the enabling Decree 75 of 1992 helps to facilitate private sector
participation in telecommunications service delivery, coordinate and
regulate the activities of all the operators to ensure consistency in
availability and survey of service delivery and fair pricing (NCC, 2006).

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CHAPTER THREE

3.0 AREA OF MARKETING THEORY

3.1 Customer Satisfaction

3.1.1 Definition of Customer Satisfaction

According to Kotler (1996), customer satisfaction is defined as the level of

a person’s felt state resulting from comparing a product’s perceived
performance or outcome in violation to his or her own expectations. In this
regard, customer satisfaction could be considered a comparative
behaviour between inputs beforehand and post obtainments.

Customer satisfaction has been extensively studied in the field of

marketing over the last two decades (Oliver 1980, 1981, 1999; Fomell et
al., 1996; Anderson and Fomell 1996; Yi 1989; Johnson et al., 2001;
Anderson et al., 2004). It is by far the most commonly used customer-
oriented metric by managers (Gupta and Zeithaml 2006) because it is
generic and can be measured universally for all products and services
including nonprofits and public services (Zeithaml et al., 2006; Johnson
and Fomell 1996).

The most common interpretations obtained from various authors reflect

the notion
that satisfaction is a feeling which result from a process of evaluating
what has

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been received against what was expected, including the purchase
decision itself and the
needs and wants associated with the purchase (Armstrong & Kotler,
1996). According to Bitner & Zeithaml (2003) satisfaction is the
customers’ evaluation of a product or
service in terms of whether that product or service has met their needs
and expectations.
According to Boselie, Hesselink, and Wiele (2002) satisfaction is a positive,
affective
state resulting from the appraisal of all aspects of a party’s working
relationship
with another.

Customer satisfaction research has developed around two broad types of

evaluations: (1) transaction-specific satisfaction (2) cumulative
satisfaction or an overall satisfaction concept which is similar to the
attitude (Johnson et al., 2001). Hunt, 1977: Oliver, 1977, 1980, 1993
defined Transaction-specific as a post-choice evaluative judgment of a
specific purchase occasion .In contrast, cumulative customer satisfaction
is an evaluation based on the total purchase and consumption
experiences with a product or service over time (Fornell, 1992: Johnson
and Fornell, 1991: Anderson et al., 1994a, b), and its more fundamental
and useful than transaction-specific consumer satisfaction in predicting a
consumer’s subsequent behaviours and a firm’s past, present and future
performance.

A more economic psychology-based approach to satisfaction has been

developed in the literature over the last decade or so which is cumulative
satisfaction concept. This concept defines customer satisfaction as a
customer's overall experience to date with a product or service provider
(Johnson et al., 1996). Studies done by Anderson and Fomell (1994);
Fomell et al., (1996); Johnson et al., (1996) etc. have used the overall
customer satisfaction concept.

According to these studies Anderson et al., (1994) p.54 viewed

satisfaction as an "overall evaluation based on the total purchase and
consumption experience with a good or service over time”. According to
(Gupta and Zeithaml 2006) more and more satisfaction studies are now
using the overall evaluation of satisfaction concept which develops over
all the experiences a customer has with the firm.

Studies by Wang et al., (2004) investigation in the telecom industry in

China, and Kim et al., (2004), Tung (2004), and Turel and Serenko (2006)
investigation in the mobile services in South Korea, Singapore, and
Canada respectively supports that service quality positively inflence
customer satisfaction. In addition, previous studies of conventional

7
retailing have pointed out that service quality positively influence
customer satisfaction (Johnson & Fornell, 1991; Kristensen et al 1999;
Cronin et al 2000). Similar conclusions have been proposed by (Kuo, 2003;
Lee & Lin, 2005; Collier & Bienstock, 2006; Hsu, 2006; Park & Kim, 2006;
Bauer et al., 2006) in the studies of website and online shopping . Thus,
Hypothesis 1 is proposed as follows:

H1: Service quality positively influences customer satisfaction in MTNs

mobile telecom Network

3.1.2 THE IMPORTANCE OF CUSTOMER SATISFACTION

The importance of Customer Satisfaction has been highlighted by many

researchers and academicians. The obvious reason why companies worry
about customer satisfaction is that they need customers to be ready to
repurchase their services in future. This is because a positive evaluation
of products that have been purchased helps to retain customers and
people who evaluate a product or service negatively are unlikely to use
them and pay for them again. However, it is usually cheaper to retain
existing clients than to attract new ones. Therefore, companies have to
focus on ensuring that their customers have a satisfactory experience of
using their products.

According to Zairi (2000), Customers are the purpose of what we do and

rather than them depending on us, we very much depend on them and
without Customers, the service firm has no reason to exist, therefore
every service business needs to proactively define and measure customer
satisfaction.

According to Hansemark and Albinsson (2004), “satisfaction is an overall

customer attitude towards a service provider, or an emotional reaction to
the difference between what customers anticipate and what they receive,
regarding the fulfilment of some need,
goal or desire”. In this regard it is naïve to wait for customers to complain
in order to identify problems in the service delivery system or to gauge
the firm’s progress in customer satisfaction based on the number of
complaints received.

3.1.3 Service Quality

3.1.4 Definition of Service Quality

According to Parasuraman et al., (1985) Service Quality is defined as the

evaluation or attitude of overall excellence of services. So, Service quality
is seen as the difference between customers’ expectation and perceptions
of services delivered by service firms. Nitecki et al., (2000) also defined
Service Quality as the difference between customer perceptions and

8
expectations of service or as meeting or exceeding customer
expectations.
According to (Ward 2007), Customer service is an organization’s ability to
supply their customers’ wants and needs.

Service quality model has gained a lot of attention since the findings of
the exploratory research by Parasuraman et al., in (1985). In this study,
he developed a gap model of perceived service quality and revealed ten
dimensions to measure service quality but in a second study in 1988, the
ten dimensions were condensed to five dimensions.

Parasuraman et al. (1988) developed a 22-item questionnaire and called it

the SERVQUAL model. However, subsequently (Parasuraman et al. 1991,
1994) argued that the SERVQUAL measurement has more diagnostics and
more practical implications than was previously thought (Parasuraman et
al., 1991, 1994).

According to (Parasuraman, Zeithaml, & Berry, 1988;) effective service

delivery is an important means for organizations to gain a competitive
edge in today’s service economy. Service quality is recognised as a critical
success factor in a firm’s endeavours to differentiate itself from its
competitors; and a great deal of research has addressed various aspects
of service quality (Ladhari, 2009).
Studies have revealed over the years that good service quality leads to
the retention of existing customers and the attraction of new ones,
reduced costs, an enhanced corporate image, positive word-of-mouth
recommendation, and, ultimately, enhanced profitability
(Reichheld and Sasser, 1990; Cronin et al., 2000; Kang and James, 2004;).

As a result several studies focused on customer evaluations, such as

customer satisfaction (Johnson, 1996; Schmit & Allscheid, 1995) and
service quality (Parasuraman, Zeithaml, & Berry, 1988; ).

In the services marketing literature, service quality is defined as the

overall assessment of a service by the customers. Parasuraman et al.,
(1985) defined perceived service quality as "global judgment, or attitude,
relating to the superiority of the service" and also conceptualized service
quality as perceptions resulting from the comparison of customer
expectations and actual service performance and further pointed out that
service quality perceptions are not solely the outcomes of service but it
also involves the evaluation of the service delivery process by the
customers.

Lehtinen and Lehtinen (1982) conceptualized service quality as a three

dimensional construct namely, physical, interactive and corporate." He
defined Physical quality as the dimension of quality originating in the
physical elements of service, Interactive quality as the dimension of
quality originating in interaction between the customer and interactive

9
elements of the service organisation and Corporate quality as the
dimension of quality developing during the history of the service
organisation.

Parasuraman et al., (1985, 1988) states that a customer’s assessment of

overall service quality depends on the gap between expectations and
perceptions of actual performance levels and also proposes that overall
service quality is evaluated on five underlying dimensions: tangibles,
reliability, responsiveness, assurance and empathy.

According to (Zeithaml, Berry and Parasuraman, 1996), a study across

four industries – computer manufacturing, life insurance, automobile
insurance, and retail chains – showed that positive and negative
behavioural intentions relates to perceived service quality. Favourable
service quality increased positive intentions such as remaining with the
firms and willingness to pay more, and reduced negative intentions such
as switching to other firms and complaining. Unfavourable service quality
related to negative intentions such as exit and negative word-of-mouth.

In the case of mobile telecommunications, service quality relates to

loyalty. According to French (Lee, Lee and Feick, 2001), (Wang and Lo,
2002) and (Gerpott, Rams and Schindler, 2001), positive relationship
between service quality and mobile loyalty cuts across nationalities
including Chinese and German. Extending these studies to MTNs mobile
users in Nigeria:

Hypothesis (H2): Service quality relates positively to mobile loyalty.

3.1.5 Service Quality Dimensions

Parasuraman et al. (1988) identified five dimensions of service quality
(viz. reliability, responsiveness, assurance, empathy, and tangibles) that
link specific service characteristics
to consumers’ expectations.
(a) Tangibles - physical facilities, equipment and appearance of personnel;
(b) Empathy - caring, individualized attention;
(c) Assurance - knowledge and courtesy of employees and their ability to
convey trust and confidence;
(d) Reliability - ability to perform the promised service dependably and
accurately; and
(e) Responsiveness - willingness to help customers and provide prompt
service.

After a comprehensive review of service quality studies, Asubonteng,

McCleary, and Swan (1996) concluded that the number of service quality
dimensions varies in different industries. For example, Cronin and Taylor

10
(1992) developed a one-factor measurement instrument instead of the
five-factor measures proposed by Parasuraman et al., (1988).

Besides SERVQUAL, Sureshchandar, Rajendran, and Anantharaman (2003)

have identified five factors of service quality from the customers’
perspective.
Those are: a) Core service or service product, b) Human element of
service delivery, c) Systematization of service delivery: non- human
element, d) Tangibles of service, and e) Social responsibility. After a close
inspection it could be safely concluded that the newly defined construct of
service quality by Sureshchandar et al. (2003) has some resemblance with
the definition provided by Parasuraman et al., (1988).

3.1.6 Definition and importance of measuring service quality

Service quality has received a great deal of attention as a key strategic

factor for product differentiation to increase market share and boost
profits during the 1980s (Phillips, Chang, & Buzzell, 1983; Buzzell & Gale,
1987). Earlier researchers suggest that customers assess service quality
by comparing what they feel a seller should offer and compare it against
the seller’s actual service performance (Grönroos, 1982; Lehtinen &
Lehtinen, 1982).

However, Bitner, Booms and Mohr (1994) define service quality as “the
consumer’s overall impression of the relative inferiority/superiority of the
organization and its services.” Other researchers view service quality as
“a function of the differences between expectation and performance along
the quality dimensions” (Parasuraman, Zeithaml, & Berry, 1985, 1988,
1991), “a relativistic and cognitive discrepancy between experience-based
norms and performances concerning service benefits” (Roest & Pieters,
1997), and “a form of attitude representing a long-run overall evaluation”
(Cronin & Taylor, 1994; Taylor & Cronin, 1994).

According to Berry, Parasuraman and Zeithaml (1988), service quality has

become a significant differentiator and the most powerful competitive
weapon which all the service organizations want to possess, and is found
to be measured regularly (Reichheld & Sasser, 1990) and most accurately
through the eyes of the customer.

Also, measuring perceived service quality is considered to be the

fundamental in developing a customer oriented strategy that ensures the
long-term survival of the firm concerning customer satisfaction
(MacStravic, 1997). Some studies, however, have been undertaken to
identify quality dimensions and detailed aspects of services and their
relationship with customer satisfaction. The SERVQUAL approach further

11
integrates the two constructs and suggests that perceived service quality
is an antecedent to satisfaction.

3.1.7 CUSTOMER SATISFACTION AND SERVICE QUALITY IN MOBILE

TELECOMMUNICATION SERVICES

Several studies in the past few decades suggest that service quality has
become a major area of attention to practitioners, managers and
researchers owing to its strong impact on business performance, lowering
costs, improving customer satisfaction, customer loyalty and profitability
(Leonard & Sasser,1982; Cronin &Taylor,1992; Gummesson, 1998;
Silvestro and Cross, 2000). According to Brown and Swart (1989),
customers prefer organizations that deliver higher service quality, and
suppliers can charge a premium for service qualities.

Furthermore, customer-perceived service quality has been given

increased attention in recent years, due to its specific contribution to
business competitiveness and developing satisfied customers. However,
satisfaction is reported as a feeling which results from a process of
evaluating what was received against that expected, the purchase
decision itself and the fulfilment of needs or want (Kotler,1991).
Research also identified customer satisfaction, from a multi-dimensional
nature, and view overall satisfaction as a function of satisfaction with
multiple experiences with the service provider (Sureshchander et al.,
2002).

With the growth of the mobile telecommunication services around the

world, a significant body of literature has emerged over the past several
years. For example, Turel and Serenko (2006) empirically investigated
customer satisfaction with mobile services in Canada. They adapted the
American Customer Satisfaction Model to identify the antecedents and
consequences of customer satisfaction for young cellular subscribers.
They developed and estimated a model using a PLS (partial least square)
path modelling developed by Chin (1998, 2001).

12
The results indicated that perceived service quality and perceived value
are the key constructs affecting the customer's satisfaction with mobile
services. Satisfaction in turn leads to customer loyalty. Woo and Fock
(1999) investigated determinants of customer satisfaction in the Hong
Kong mobile phone services sector. They conducted an exploratory factor
analysis on 20 attributes followed by confirmatory factor analysis and
obtained four determinants of customer satisfaction viz. transmission
quality and network coverage, pricing policy, staff competence and
customer service.

In their study in the New Zealand's telecom services industry Danaher and
Gallagher (1997) identified that certain attributes of the personnel
delivering the service, such as friendliness and competency, more
strongly influence the overall service quality than other factors viz. clear
voice and time taken to respond. In another study Wang et al., (2004)
investigated the impact of quality-related factors on customer value and
customer satisfaction using structural equation modeling (SEM) in China.
They used the SERVQUAL (Parasuraman et al., 1988) factors (reliable,
tangible, responsive, assurance and empathy) to measure service quality,
but added "network quality" as another antecedent of customers'
perceived service quality. Results indicated that all the service quality
factors had significant and positive impact on customer satisfaction.

According to (Tyran and Ross, 2006; Sureshchandar et al., 2002)the

SERVQUAL scale that measures service quality gaps by calculation of the
differences between consumers’ expectations and perceptions has been
tested for validity and reliability in different industries and cultural
settings.
Stafford et al., (1998) in his study on the determinants of service quality
and satisfaction in the auto casualty claims process used SERVQUAL as an
instrument and found reliability coefficient (a) for each service quality
dimension ranged from 0.81 to 0.90.
Van der Wal et al., (2002) in his study of cellular telecommunications
service quality in South Africa used a modified SERVQUAL instrument and
reported scale reliability as 0.95.

Moreso, Ward and Mullee (1997) reported assurance, availability,

flexibility, reliability, security, and simplicity as quality criteria of concern
to customers of Service quality of mobile communications 701
telecommunications services. They stated that the tendency in the past
has been to treat network quality criteria in isolation and separated from
other mentioned dimensions. (Stafford et al., 1998) therefore states that
an approach such as SERVQUAL can aid in the improvement of service
delivery.

Hoffman and Bateson, (2001) states that in the SERVQUAL instrument, 22

statements measure the performance across five dimensions of tangibles,

13
reliability, responsiveness, assurance, and empathy, using a seven-point
Likert type scale measuring both customer expectations and perceptions
and further explains that if the performance is less than what the
customer expects, quality is perceived to be low and conversely, if
performance meets or exceeds customer’s expectations, quality is
perceived to be high, resulting in satisfaction.

Athanassopoulos and Iliakopoulos (2003) study of the residential

customers of a European telecommunication company revealed that
customer perceived performance (i.e., satisfaction, recommendation to
others, relationship and value for money) were affected by product
performance satisfaction, directory enquiries, branch network, billing and
corporate image. Gerpott et al., (2001), through a structural equation
modelling approach, found that customer retention, customer loyalty and
customer satisfaction are important goals for the telecommunications
operators in the German mobile telecommunications market. Results also
indicated that network quality, assessment of price and personal benefits
had positive and significant effect on customer satisfaction, mobile service
price, personal service benefit perceptions and number portability had the
strongest effects on customer retention as well.

Kim et al., (2004) investigated the effect of different service features and
switching barriers on customer satisfaction and customer loyalty in the
Korean mobile telecommunication services sector. They used SEM to test
their proposed structural model.

The results indicated that customer satisfaction is significantly and

positively affected by call quality, value added services and customer
support. They also found that customer satisfaction and switching barrier
had a significant and positive impact on customer loyalty.

Aydin and Ozer (2005) used the SEM technique to study the impact of
service quality, perceived value, customer expectations and complaint
handling on customer satisfaction in the Turkish mobile telephone market.
The results showed that service quality, customer expectations and
complaint handling had positive and significant effect on customer
satisfaction, Service quality had the strongest effect than other constructs
in their model.

All these studies have looked at different facets of service quality or

service features affecting customer satisfaction. In this study we consider
the service-related factors in the Nigerian mobile telecommunications
sector.

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3.2 Customer Value

It is argued that generation of higher value for customer is a competitive

advantage in the 21st Centuary (Woodruff, 1997). In a similar way, Lai et
al., (2009) has shown that value is at the heart of what consumers pursue
from an exchange.
In the same vein, Park et al., (2006) states that in deciding whether to
return to service provider or not consumer always consider the extent to
which he received ‘value for money’.

According to Wang and Lo (2002) more and more firms are searching for
new ways to achieve, retain, upgrade and leverage competitive
advantages, given the fact that customers are becoming more
demanding, competition is getting more intense and technology is
changing more rapidly.

As some researchers have concluded (Day, 1990: Naver and Slater, 1990),
creating superior customer value is a major goal for market-driven firms.
In fact, delivery superior customer value is inevitably becoming one of the
most important success factors for any firm now and in the future because
of its significant impact on behaviour intensions of customers.

Furthermore, many firms are transforming their focus from looking

internally within the organisation for improvement by way of quality
management, downsizing, business process reengineering or lean
production and agile manufacturing to pursue superior customer value
delivery (Band ,1991:Day,1994:Naumann ,1995:Butz and
Goodstein,1996:Woodruf ,1997).

Lam et al., 2004; Ravald and Gronroos 1996 defined value as the
perceived trade-off of benefits and costs, customers are more (less) loyal
to products with higher (lower) perceived value. For instance, a study of
retail and airline companies showed that perceived value relates
positively to future purchases and willingness to recommend the company
to others (Sirdeshmukh, Singh and Sabol, 2002).

Woodruff (1997) defines as a customer perceived preference for and

evaluation of those products attributes, attribute performances and
consequences arising from use that facilitate achieving the customer’s
goals and purposes in use situations based on customer perspective on
value derived from empirical research into how customers really think
about value.

Researches by Wang et al., (2004) and Turel and Serenko (2006) studies
of the telecom industry which investigated the mobile services in China

15
and Canada found out that service quality is positively related to
perceived value.

In addition, different researches of the relationships between service

quality and customer’s perceived value in conventional retailing and
online shopping studies have pointed out that service quality positively
influences perceived value (Cronin et al 1997, Cronin et al., 2000, Brady
et al., 2001; Bauer et al., 2006).

H3: Service quality positively influences perceived value in MTNs mobile

network

3.3 Switching Costs

There has been an extensive research into switching cost.

Jackson (1985) defined switching cost as the psychological, physical and

economic costs a customer faces in changing a supplier.

According to a report prepared for the Office of Fair Trading and the
Department of Trade and industry by National Economic Research
Associates ( April, 2003) defines switching cost as the real or perceived
costs that are incurred when changing supplier but which are not incurred
by remaining with the current supplier.

Porter (1980) defined Switching cost as a onetime cost facing a buyer

wishing to switch from one service provider to another.

The effect of customers’ switching could be very significant on revenues

and service continuity. Therefore, in order to reduce the level of
customers switching to other service providers in a dynamic competitive
environment, service providers develop strategies to respond to
consumers’ switching cost by erecting barriers such as disallowing
number portability (Haucap, 2003), Committing subscriber to long term
contract thereby creating an artificial lock-in (Gruber andVerboven,2001).

Hypothesis (H4): Switching costs relate positively to mobile loyalty.

3.4 CUSTOMER LOYALTY

Coyne (1989) stated that customer satisfaction has measurable impact on

customer loyalty in that when satisfaction reaches a certain level; on the
high side, loyalty increases dramatically; at the same time, when

16
satisfaction falls to a certain point, loyalty reduces equally dramatically. Yi
(1990) expressed that the impact of customer satisfaction on customer
loyalty by stating that “customer satisfaction influences purchase
intentions as well as post-purchase attitude”. In other word, satisfaction is
related to behavioral loyalty, which includes continuing purchases from
the same company, word of mouth recommendation and increased scope
of relationship.

Pearson (1996) defined customer loyalty as the mindset of the customers

who hold favourable attitudes toward a company, commit to repurchase
the company’s product/service, and recommend the product/service to
others.

According to Feick and Lee (2001), customer loyalty is measured as a

long-term
choice of probability for a brand or as a minimum differential needed for
switching.
Several earlier studies identifies customer loyalty in several ways such as
attitudinal
approach focuses mainly on brand recommendations, resistance to
superior products,
repurchase intention and willingness to pay a price premium (Narayandas,
1996; Cronin & Taylor, 1992; Bitner & Zeithaml, 2003;).

High levels of satisfaction lead to high levels of attitudinal loyalty.

Attitudinal loyalty involves different feelings, which create a customer’s
overall attachment to a product, service, or company (Lovelock et al.,
2001), Gerpott et al., (2001) in their study of the German mobile
telecommunication found that customer satisfaction is positively related
to customer loyalty, and both factors are important parameters in the
mobile telecommunications industry. Turel and Serenko, 2006, in their
study of Canadian mobile telecommunications also confirmed this finding.

3.5 THEORETICAL RESEARCH FRAMEWORK

Managers thrive for learning details about components of perceived

service quality for the kind of business they are in for obvious reasons
such as customer satisfaction and increased profitability. In this context,
different models of service quality gain specific importance as they not
only help in learning factors associated with it, but also provide a direction
for improvements.

However, the idea of linking service quality and customer satisfaction has
existed for a long time. Studies indicate that there are links among
customer satisfaction, service quality, customer value, customer loyalty,

17
and profitability (Grönroos, 1982; Parasuraman et al., 1985; Heskett,
Sasser, & Schlesinger, 1997; Anderson & Mittal, 2000).

According to Oliver (1993), the relationship between service quality and

customer satisfaction suggested that service quality would be antecedent
to customer satisfaction regardless of whether these constructs were
measured for a given experience or over time. Research exists (Anderson
& Sullivan, 1993; Anderson et al 1994; Spreng & Mackoy, 1996) to
empirically support this idea, wherein customer satisfaction is a
consequence of service quality. However, at some point there must be
“diminishing returns to increasing customer satisfaction” (Anderson et al.,
1994).

3.6 EXPECTATION DISCONFRIMATION THEORY

According to (Churchill and Suprenant, 1982) Expectations reflect

anticipated behaviour. Spreng et al., 1996 explain that they are
predictive, indicating expected product attributes at some point in the
future. Expectations serve as the comparison standard in Expectation
Confirmation Theory – what consumers use to evaluate performance and
form a disconfirmation judgment (Halstead, 1999).

Since researchers conceptualise the satisfaction construct differently,

different models of customer satisfaction have been proposed since the
early 1970s. Erevelles and Leavitt [1992] reviewed and summarised the
characteristics of major models of customer satisfaction developed in the
1980s.

Some of the dominant models still widely used are the expectancy
disconfirmation model which describes customer satisfaction as a function
of expectations and disconfirmation resulting from a comparison of
expectation with actual performance perception [Oliver 1980]; the
perceived performance model which suggests customer satisfaction with
tangible products to be affected by the actual performance only [Churchill
and Suprenant, 1982]. The main constructs in this model are:
expectations, performance, disconfirmation, and satisfaction.

There are a number of approaches to the explanation of consumer

satisfaction/
dissatisfaction, but the most widely used is the one proposed by Richard
Oliver who has developed the expectancy disconfirmation theory (Oliver,
1980) and is still widely adopted by academics and practising managers
[for example Spreng, Mackenzie and Olshavsky 1996]. Recent
development in the customer satisfaction literature involves using the

18
expectancy disconfirmation model in framing customer satisfaction on a
national basis in Sweden [Fornell 992] and in the USA [Fornell et al. 1996].

Expectation Disconfirmation theory can help to predict and explain

consumers’ satisfaction with products or services ( Spreng and Page 2003;
Patterson et al. 1997; )

The expectation disconfirmation theory suggests that consumers

determine satisfaction of a product or a service by comparing perceived
performance against their expectations. When there is a gap between
perceived performance and expectation, disconfirmation occurs which in
turn may affect the level of satisfaction. (Oliver, 1980).

According to the theory consumers first form expectations or belief

probabilities of attribute occurrence, after which they then form post-
usage perceptions about performance and then a comparison between
initial expectations and performance known as disconfirmation of
expectations (Bhattacherjee and Premkumar 2004; Spreng and Page
2003; Oliver 1980).

According to Oliver and Desarbo (1988), expectation disconfirmation can

occur in three forms: positive disconfirmation occurs when perceived
performance exceeds expectation, confirmation occurs when perceived
performance meets expectation and negative disconfirmation occurs
when perceived performance does not meet or is less than expected.

According to (Bearden and Teel 1983; LaBarbera and Mazursky 1983;

Oliver 1980; Swan and Trawick 1981), the delight of a positive
disconfirmation enhances a satisfaction judgment, while the
disappointment of a negative disconfirmation decreases it. In the same
way confirmation simply maintains the adaptation level.

Expectatio
ns
Satisfactio
Disconfirmati
n
on
Perceived
Performan
ce

Table 3.6.1 Expectation Disconfirmation Model: Source: Oliver

(1977)

19
4.0 CHAPTER FOUR

4.1 RESEARCH METHODOLOGY

This chapter will present a detailed idea about how the research will be
conducted. This includes research approach, research design, data
collection, sample selection method and data analysis methods. At the
end of this methodology part validity and reliability issues will be
discussed to follow the quality standards of the research.

4.1.1 RESEARCH PURPOSE

The research purpose is a broad statement of what the research hopes to

achieve. According to the purpose, research could be broadly divided into
exploratory, descriptive and explanatory (Saunders, Lewis & Thornhill
2003).

4.1.2 Exploratory research

According to (Chisnall 2005), Exploratory research are concerned with

identifying the real nature of research problems and, perhaps, of
formulating relevant hypothesis for later tests.

According to (Malhotra & Birks, 2007) exploratory research is

characterised by a flexible and evolving approach to understand
marketing phenomena that are inherently difficult to measure. Its main
objective is to provide insight into an understanding of marketing
phenomena and its used in instances where the subject of the study
cannot be measured in a quantitative manner or the process of
measurement cannot realistically represent particular qualities.

Oppenheim 1992, recommends that these early exploratory interviews

should be tape-recorded and listened to later by the research team, so

20
that all involved in the programme are able to derive full value from the
views expressed by respondent, including noting any personal hygiene or
honesty.

4.1.3 Descriptive research

According to Malhotra & Birks (2007), descriptive research is a type of

conclusive research that has as its major objective the description of
something, usually market characteristics or functions. It specifies the
methods for selecting the sources of information and for collecting data
from those sources.

Descriptive research, in contrast to exploratory research, stems from

substantial prior knowledge of marketing variables. Enquiries should be
designed to secure specific kinds of information, related, perhaps to
product performance, market share, competitive strategies, distribution
etc for this type of research to be productive (Chisnall, 2005).

A major difference between exploratory and descriptive research is that

descriptive is characterised by the prior formulation of specific research
questions and hypotheses. Thus the information needed is clearly defined.
As a result descriptive research strives to be pre-planned and structured.

Descriptive research often provides a sound basis for the solution of

marketing problems, even though it does not explain the nature of the
relationship involved. The basic principle involved is to find desirable
behaviour correlates to predict that are measurable when the predictive
statement is made.

Descriptive research, in contrast to exploratory research, stems from

substantial prior knowledge of marketing variables. Enquiries should be
designed to secure specific kinds of information, related, perhaps to
product performance, market share, competitive strategies, distribution
etc for this type of research to be productive (Chisnall, 2005).

There are two types of descriptive research: cross-sectional: a study

involving data collection at a single point in time, providing a ‘snapshot’ of
the specific situation.

Longitudinal research: a study involving data collection at several

periods in time which enables trends over time to be examined. (Alan
Wilson, 2006)

The descriptive research will be used in this study since the purpose is
just to describe and not to establish any relationships. Also it can provide
a lot of information which is useful in identifying further areas of research.

21
Descriptive research is appropriate when the research objectives include
the description of the characteristics of marketing phenomena,
determination of the frequency of occurrence of specific marketing
phenomena.

4.1.4 Research approach

The knowledge claims, the strategies and the method all contribute to a
research approach that tends to be more quantitative, qualitative or
mixed (Creswell 2003)

The quantitative approach will be used in this research.

According to (Creswell 2003), quantitative approach is one in which the

investigator primarily uses post positivist claims for developing knowledge
(that is cause and effect thinking, reduction to specific variables and
hypotheses and questions, use of instrument and observation, and the
test of theories), employs strategies of inquiry such as experiments that
yield statistical data.

In quantitative research, data is quantified and statistical methods are

used in the data analysis. It aims to give results that are representative to
the whole population. (Malhotra & Birks 2000, 155-156) Typical difference
between the methods is how different stages of research are separated.
The quantitative method makes a clear distinction between the different
stages of data collection, preparation and analysis, whereas the
qualitative method does not. (Uusitalo 1991, 80) Instead of being
exclusive, qualitative and quantitative methods should be seen as
complementary to one and another (Hirsjärvi et al 2005).

According to (Denzin and Lincoln 1994) qualitative research is multi

method in focus, involving an interpretive, naturalistic approach to its
subject matter. In other words, qualitative researchers study things in
their natural settings, attempting to make sense of, or interpret,
phenomena in terms of the meanings people bring to them.

According to (Yin,1994) qualitative methods are often related to case

studies, where the aim is to receive thorough information and thereby
obtain a deeper understanding of the research purpose.

Qualitative research can, for example, be used to precede quantitative

research in identifying the appropriate variables that can then be
measured. Conversely, a quantitative research may be conducted to
discover meaningful differences between groups, which can then be
analyzed in qualitative manner to gain understanding of the reasons for

22
differences between the groups. It is also possible to use the methods
simultaneously. (Hirsjärvi et al 2005; Malhotra & Birks 2000)

Since the purpose is to determine customer satisfaction through service

quality, quantitative research is found to be more appropriate for this
study.

4.1.5 Data Collection Method

The study is based on both secondary and primary data in order to find
sufficient and describing data. As a result of wanting the information
gathered to be focused on specific research question a survey
questionnaire will be administered.

Data collection is a fundamental step in research. In data collection,

sampled data are collected through various means that provide a basis for
analyzing the market behaviour of a general population from which the
data are sampled.

When a report is written the research can be based on primary or

secondary data or both of them. Secondary data is information taken from
other researchers. According to (Malhotra & Birks 2007) Secondary data
are data that have already been collected for purposes other than the
problem at hand.

Many times secondary data can be easier or more practical to use

because of the availability of already existing information. (Lundahl and
Skarvad, 1992). The collection and analysis of secondary data help to
define the marketing research problem and develop an approach. It can
also be an essential component of a successful research design by
locating and analysing relevant secondary data before collecting primary
data. (Malhotra & Birks, 2007)

Primary data are data originated by a researcher for the specific purpose
of addressing the problem at hand. (Malhotra & Birks, 2007) Primary data
is, data collected for the first time and for a specific purpose. There are
two main methods by which primary data can be collected-observation
and communication. Observation method is used to get both past and
current information.

4.2 Sampling Method

Data were collected using self-administered questionnaires from the MTNs

mobile phone users in the city of Lagos. A convenience sampling (Non
probability) method was used to select respondents for the study. 100

23
questionnaires were administered in total. The rating scale varied form
“Very Satisfied” to “No Opinion”.

The questionnaires were administered on the streets of Lagos at Ikeja

area of residence, and the choice of this method of data collection was of
high priority because the residents of Lagos State are mostly very busy
people, who leave their homes for work or trade very early in the morning
(5.00am) and return late (some people return as late as between 22.00-
23.00pm). There will probably be little or no available time to attend to
the questionnaires if dropped at their homes and failure of power supply
(electricity) is very common at nights.

4.2.1 SELECTING THE SAMPLING METHOD

Selection of the sampling method to use in a study depends on a number

of related theoretical and practical issues. Traditional sampling method
can be divided into two categories: probability and non-probability
sampling (Saunders et al. 2003)

According to (Hair et al. 2003), Probability sampling is most commonly

associated with survey-based research where researcher needs to make
inferences from the sample about a population to answer the research
questions or to meet research objectives (Saunders et al. 2003). In
probability sampling, sampling elements are selected randomly and the
probability of being selected is determined ahead of time by the
researcher. If done properly, probability sampling ensures that the sample
is representative.

According to (Saunders et al., 2003), Non-probability sampling provides a

range of alternative techniques based on the researcher subjective
judgment. In non-probability sampling the selection of elements for the
sample is not necessary made with the aim of being statistically
representative of the population. Rather the researcher uses the
subjective methods such as personal experience, convenience, expert
judgment and so on to select the elements in the sample. As a result the
probability of any element of the population being chosen is not known
(Saunders et al. 2003)

According to (Saunders et al 2003) most non-probability sampling

methods are:

4.2.1.1 Convenience Sampling

24
According to (Hair et al., 2003) convenience sampling involves select
sample numbers who can provide required information and who are more
available to participate in the study. Convenience samples enable the
researcher to complete a large number of interviews and quickly.

4.2.1.2 Judgment Sampling

According to (Hair et al. 2003), Researcher’s judgment is used to select

sample element and it involves for a specific purpose. Group of people
who have knowledge about particular problem they can be selected as
sample element. Sometimes it referred as a purpose sample because it
involves a specific purpose.

4.2.1.3 Quota Sampling

According to (Cooper & Schindler 2003) , objective of quota sampling is to

have proportional representation of the strata of the target population for
the total sample and the certain characteristics describe the dimensions
of the population. In quota sampling the researcher defines the strata of
the target population, determines the total sample size and set a quota
for the sample elements from each stratum. The findings from the
sampling cannot be generalized because of the choice of elements is not
done using a probability sampling methods (Saunders et al. 2003)

4.3 RESEARCH INSTRUMENT

Questionnaire is the instrument used in this study to collect data. The

questionnaire employed a form of fixed-response alternative questions
that required the respondent to choose from a predetermined set of
answers to every question. According to Malhotra and Birks (2003, pp.
224), this survey approach is the most common method of primary data
collection in marketing research .

The survey questionnaires were administered on the streets of Lagos in

Nigeria (mode of data collection), and was filled out mostly by the people
themselves. Malhotra and Birks (2003) showed in their evaluation of
comparative survey techniques that street interviews have high flexibility
of data collection, high degree of diversity of questions due to interaction
and high response rate, moderate sample control, moderate quantity of
data, moderate to high great potential to probe respondents, moderate to
high great potential to build rapport, moderate to high speed and cost of
data collection.

25
4.4 SELECTION OF RESPONDENTS

The location is based on my experience of the area in Lagos state and the
selection of respondent was based on Subscribers in Ikeja area of Lagos
state. Ikeja is the capital choice of residence for state parastatals,
corporate bodies, top state officers, civil officers, businessmen and
averagely rich people. It is the choice of residence for civil officers,
business people, etc.

A total number of 100 people were interviewed for this study. This number
is in accordance with the views of Dillman (2000) and Hill et al. (2003),
who reported that a sample size of 100 and above is sufficient to present
good concise research findings and also, provide good representation of
the population or organization or any subject investigated. Selection is by
convenience sampling (Non-probability sampling); interception of mobile
users (questionnaires were handed out to every passerby and interested
people waited to fill the forms) on streets in the central area of the chosen
location on their way to work, lunch, school and shopping centers, etc.
The points of data collection were changed within the chosen central
location to minimize bias. 100 respondents were administered the
questionnaires.

The questionnaires employed the Likert non-comparative scaling

technique. According to (Albaum, 1997), it is a rating scale used widely
that requires the respondents to indicate a degree of agreement or
disagreement with each of a series of statements or questions. This rating
scale is easy to construct and administer and respondents readily
understand how to use the scale (Malhotra and Birks, 2003).

The Likert scale used in this study is odd numbered (as proposed by
Spagna, 1984); balanced (the number of favorable and unfavorable
categories is equal). This view is proposed by Watson (1992), who
reported the balanced state helps to obtain an objective data; has non-
forced choices “no opinion” to improve the accuracy of the data (as
proposed by Hasnich, 1992); and 5-scaled categories which conforms to
the traditional guidelines reported by Aaker (1997). He proposed that the
categories scale should be between 5 and 9.

The questions seeks respondents feelings about overall customer

satisfactions, satisfaction for dimensions service quality, importance of
dimensions of service quality, and switching intension of customers. In all,
the questionnaire had four parts consisting of fifty-five (55) items; five (5)
related to respondents’ identification data, four (4) for overall customer

26
satisfaction with service delivery, thirty-seven (37) related to customer
satisfaction with dimensions of SERVQUAL and eight (8) related to
importance of SERVQUAL dimensions and one (1) related to switching
intention of customers.

4.5 DATA ANALYSIS

After collecting all the data the process of analysis begins. To summarize
and rearrange the data several interrelated procedure are performed
during the data analysis stage (Zikmund, 2000).

For quantitative data analysis, statistical tools of Microsoft excel and SPSS
are used for data input and analysis. The statistics results were presented
by tabular form with detail description.

4.6 VALIDITY AND RELIABITY

In order to reducing the possibility of getting the answer wrong, attention

need to be paid to particular on research design: reliability and validity
(Saunders et al., 2003).

4.7 VALIDITY

Validity is concerned with whether the findings are really about what they
appear to be about (Saunders et al., 2003). Validity defined as the extent
to which data collection method or methods accurately measure what
they were intended to measure (Saunders et al. 2003). Cooper &
Schindler (2003) believe that validity refers to the extent to which a test
measures what we actually wish to measure. According to (Cooper &
Schindler 2003) there are two major forms: external and internal validity.
The external validity of research findings refers to the data’s ability to be
generalized across persons, settings, and times. Internal validity is the
ability of a research instrument to measure what is purposed to measure.

4.4.2 RELIABILITY

According to Saunders et al (2003), reliability refers to the degree to

which data collection method or methods will yield consistent findings,
similar observations would be made or conclusions reached by other
researchers or there is transparency in how sense was made from the raw
data. Cooper & Schindler (2003) have defined reliability as many things to
many people, but in most contexts the notion of consistency emerges.
27
Reliability is a necessary contributor to validity but is not a sufficient
condition for validity. Numbers of different steps were taken to ensure the
reliability of the study: the theories that have been selected for the study
was clearly described and research question was formulated based on the
previous theory. Data will be collected based on the frame of reference
that was drawn from the discussed theories. The objective is to make sure
that if another investigator will follow the same procedures and used the
same questionnaires objects, the same conclusions would be made.

CHAPTER FIVE

5.0 DATA ANALYSIS

This chapter consists of two parts: Data presentation and Discussion. Data
presentation covers data on respondents’ characteristics, customer
satisfaction measurement and satisfaction with service quality
dimensions, relative importance of service quality dimensions and
switching intention. The discussion is an analysis of hypotheses, results
and findings to answer the research questions.

Since the characteristics of the respondents influence the results, here’s

the presentation of descriptive data of respondents.

Frequen Valid Cumulative

cy Percent Percent Percent

Valid Male 53 53.0 53.0 53.0

Femal 47 47.0 47.0 100.0

e

Total 100 100.0 100.0

Table 5.1.1Respondent’s Gender

28
 The respondents’ gender as displayed in Table 5.1.1 indicates that the
males (53%) were slightly more than the females (45%). This further
implies that there was a good representation of both genders in the
sample.

Frequen Valid Cumulative

cy Percent Percent Percent

Valid Civil servant 15 15.0 15.0 15.0

Students 45 45.0 45.0 60.0

Businessman/wo 19 19.0 19.0 79.0

man

other 21 21.0 21.0 100.0

Total 100 100.0 100.0

Table 5.1.2 Respondents’ Occupation

Table 5.1.2 depicts respondents’ Occupation. Most of the respondents

were students representing 45% followed by others representing 21%
while 19% and 15% were business persons and civil servants respectively.

29
 Frequen Valid Cumulative
cy Percent Percent Percent

Valid Below 20 12 12.0 12.0 12.0

20-29 44 44.0 44.0 56.0

30-39 30 30.0 30.0 86.0

40-49 9 9.0 9.0 95.0

50 and 5 5.0 5.0 100.0

above

Total 100 100.0 100.0

Table 5.1.3 Age of respondents

Table 5.1.3 indicates the respondents’ age. It is obvious that most of them
were in the young adult age and economically active group, between the
ages of 20 and 39 consisting of 74% (44% and 30%), while the rest
constitute 12% made up of respondents below 20, between 40 and 49,
and 50 years plus.

Frequen Valid Cumulative

cy Percent Percent Percent

Valid Below 4 4.0 4.0 4.0

N100

N100-200 16 16.0 16.0 20.0

N 100- 32 32.0 32.0 52.0

300

Above 48 48.0 48.0 100.0

N300

Total 100 100.0 100.0

30
 Table 5.1.4 Income Level of respondents

Table 5.1.4 displays the respondents’ income levels. It indicates that

generally, a relative larger number of the respondents 48% were in the
high income groups of which 48% earned above N300 per month and 32%
were non-income earners, probably because they come from the student
group. About one-third constituting 16% of the respondents were earning
below N200 and N100 per month.

31
 Frequen
cy Percent

Valid WASSCE 2 2.0

Post-Secondary 7 7.0

Diploma/HNDIplom 16 16.0
a

Bachelor's degree 39 39.0

Post-graduate 32 32.0
Diploma/Masters

phD 4 4.0

Total 100 100

Total 100 100.0

Table 5.1.5 Respondents’ Education

Figure 5.1.5 depicts respondents’ level of education. They indicate the

education levels were normally distributed. All the respondents were
educated, with two-thirds constituting 55% of the respondents having
Higher National Diploma (HND,(16%) and Bachelor’s degree (39%). The
rest representing (45%) were in the extremes, consisting of those with at
least education up to Post-Secondary level (9%) and those with post-
graduate and doctoral education (36%). The statistics further indicate that
most of the respondents (91%) had higher education while a relatively
small number (9%) had at least high school education.

5.2 Measuring Customer Satisfaction with Service Quality

In measuring customer satisfaction with service quality, desire and

expectation disconfirmations, and overall satisfaction were used.
Categorically, customer satisfaction was measured irrespective of mobile
network.

32
5.2.1 Disconfirmation models

Disconfirmation models are models that state that customer satisfaction

occurs when there is confirmation or disconfirmation as result of a
customer comparing his/her service performance or perceived service
quality with his/her expectations or desire or some cognitive standards
(Parasuraman, et al., 1988, Gronroos 2000, 2001).

Within the Disconfirmation school, it has been empirically established that

expectation disconfirmation should be used in addition to and not instead
of desire disconfirmation in explaining or analysing customer satisfaction
(Khalifa and Liu, 2002). So satisfaction will be measured using both desire
and expectation disconfirmation scales. The indicators for these variables
are shown in Table 5.2.1

D DESIRE DISCONFIRMATION
D
How well did the services you received from your network compare
with the ideal/desired services?

E EXPECTATION DISCONFIRMATION
D
To what extent have your mobile network services met your
expectations?

Table 5.2.1 Variables for Desire and Expectation Disconfirmation

5.2.2 Overall Satisfaction

Customer satisfaction can be measured using overall satisfaction

measures. Overall satisfaction refers to the overall evaluation of the
services quality delivered by an organisation. The indicators of this
measure is one question that ask customers to rate their overall
satisfaction of the service received. This will be measured using a single
question (Table 3.4.2.2) to which respondents will be asked to rate their
satisfaction on a five-point likert-scale: Very Dissatisfied, Neutral, Satisfied
and Very satisfied.

OC OVERALL CUSTOMER SATISFACTION

S

33
 Overall, tell how satisfied you are with the service delivery of your
network.

Table 5.2.2 Indicator for Measuring Overall Satisfaction

5.2.3 Indicator and Measurement of Switching Intention of

Customers

Customer switching intention is important to consider in analysing

customer satisfaction as it is one of the outcome of customer satisfaction.
In this study switching intention will be measured by using a single
question (Table 3.4.3) to which respondents will be asked to rate their
switching intention on a five-point liker-scale: Definitely yes, a bit yes,
Neutral, a bit No and Definitely No.

SI SWITCHING INTENTION

Do you have any intention of switching to use a better network’s

services?

Table 5.2.4 Indicator for Measuring Switching Intention

5.3 Results of disconfirmation measures and overall customer

satisfaction measure

Customers were asked to rate their satisfaction with service quality using
desire disconfirmation (DD), expectation Disconfirmation (ED) measures
and overall Customer satisfaction (OCS) measures. The ED measure had a
five-point likert scale: “much worse than expected”, “worse than
expected”, “equal to expectation”, better than expected and “much worse
than expected”. The scale for DD measure was also five-point likert scale:
“very dissatisfied”, “dissatisfied”, “neutral”, “satisfied”, and “very
satisfied” where: 1 representing the lowest and 5 representing the
highest.

5.4 Description using overall satisfaction measure, customer

satisfaction with service quality delivered by MTNs in Nigeria
irrespective of which mobile telecom network customers
subscribe to.

The following (Table 5.4.1) shows a descriptive statistics of three

measures: ED, DD and OCS.

34
 Minimu Maximu Std.
N m m Mean Deviation

Sample Audience 100 1 5 2.33 .842

expectation of
mobile network
services (ED)

Respondents 100 1 5 2.69 1.022

desired services
(DD)

Networks service 100 1 5 3.03 1.185

delivery (OCS)

35
Table 5.4.1Descriptive Statistics of Satisfaction Measures

Table 5.4.1 indicates that the mean rating of customer satisfaction using
DD measure is 2.69 with standard deviation of 1.022 while ED measure,
the mean is 2.33 with standard deviation of .842. Using OCS, the mean
rating of customers was 3.03 with standard deviation of 1.185, being the
highest.

H1: Service quality positively influences customer satisfaction in MTNs

mobile telecom Network
Minimu Maximu Std.
N m m Mean Deviation

Customer 100 1 5 2.69 1.022

Satisfaction

Networks service 100 1 5 3.03 1.185

Quality

Valid N (listwise) 100

Table 5.4.2 Descriptive Statistics of Service quality and customer

satisfaction

Table 5.4.2 above also indicates that service quality influence customer
satisfaction in MTNs mobile telecom Network, indicating that when
telecom companies provide good service quality customer satisfaction can
be enhanced. Service quality positively influenced customer satisfaction.
In other words, higher service quality can lead to higher customer
satisfaction.

36
Hypothesis (H2): Service quality relates positively to mobile loyalty.

H3: Service quality positively influences perceived value in MTNs mobile

network

Hypothesis (H4): Switching costs relate positively to mobile loyalty.

Standardiz
ed
Unstandardized Coefficient
Coefficients s

Model B Std. Error Beta t Sig.

1 (Constant) 1.549 .328 4.715 .000

Switching Cost(H4) .195 .071 .247 2.758 .007

Networks service .104 .074 .126 1.406 .163

Quality (H3)

Respondents .397 .081 .440 4.920 .000

(value) (H2)

Table 5.4.3 Linear Regression with Loyalty as Dependent Variable

The results in the table 5.2.3 above showed that Value and switching
costs related significantly and positively to loyalty, thereby supporting H2

37
and H4. Furthermore, value related to mobile loyalty more than service
quality and switching costs did. However, Service Quality was insignificant
and failed to support H3.Service and values tend to be strong when
consumers view products as mainly functional tools (Ahtola, 1985; Batra
and Ahtola, 1990; Voss, Spangenberg and Grohmann, 2003). In contrast,
consumers who enjoy using products as hedonic toys tend to be less
concerned with cognitive factors such as service quality and value.

5.5 Customer Satisfaction with Service Quality Dimensions

A detailed descriptive statistics of the results of customer rating of their

satisfaction with four service quality dimensions can be found in Appendix
C

5.5.1 Importance of SERVQUAL Dimensions

Customers were asked to rate the importance of service quality

dimensions on a five-point likert scale: “Not at all important”, “Not
important”, “Neither important nor unimportant”, “Important”, and “Very
important” where: 1 representing the slowest and 5 representing
the highest.

A summary of descriptive statistics is presented in Table 5.5.1.

38
Dimensions Minimu Maximu Std.
N m m Mean Deviation

Tangibles 100 1 5 3.35 1.132

Assurance 100 1 5 3.24 1.129

Responsiveness 100 1 5 3.47 4.167

Empathy 100 1 5 3.30 1.243

Reliability 100 1 5 3.45 1.077

Economy 100 1 5 3.38 1.204

Technical 100 1 5 3.45 1.114

Image 100 1 5 3.19 1.203

Valid 100

Table 5.5.1 Summary Descriptive Statistics of Important

SERVQUAL Dimensions

As to which dimensions are perceived by customers as more important

than others, Table 5.5.2shows ranking of service quality of service quality
dimensions in order of customers’ priority.

DIMENSIONS RANKINGS

(IN
ASCENDING
ORDER)

Reliable 1

Technical Quality 2

Responsiveness 3

39
 Assurance 4

Economy 5

Image 6

Empathy 7

Tangibles 8

Table 5.5.2 prioritised Dimensions of SERQUAL in MTNs in Nigeria

Table 5.3.4 indicates that the most important service quality dimension to
the customers is Reliability, followed by Technical quality,
Responsiveness, Assurance, Economy, Image and Empathy being least
important. “Tangibles” dimension, as earlier indicated in Table 5.3.3 is
unimportant to the customers.

5.6 Switching intentions within and between mobile networks

Customers were asked to rate their intention to switch to a better mobile

network operator on a five-point likert scale: “definitely yes”, “a bit yes”,
“neutral”, “a bit no” and “definitely yes”. These were coded 1 to 4
respectively. However, customers are not willing to switch from a specific
mobile telecom network to another. A summary of results is presented in
a cross tabulation and descriptive statistics for switching intentions in
table 5.6.1

40
Count

Mobile Networks of Sample

Audience

Globaco
Zain MTN m Etisalat Total

Respondents definitely 2 3 3 2 10
switching yes
intentions
a bit yes 4 15 1 2 22

neutral 7 16 6 2 31

a bit no 2 10 5 2 19

definitely 3 14 1 0 18
no

Total 18 58 16 8 100

Table 5.6.2 Cross tabulation of Switching among Mobile Networks

in Nigeria

In Table 5.4.1 shows results of customer rating among the four Mobile
Networks in this study. For ZAIN, 33.3% are willing to switch to another
network while 38.9% and 27.8% are neutral and not willing to switch
respectively. For MTN, 31.0% of the customers are willing to switch while
27.6% and 41.4% are neutral and not willing to switch respectively. For
Globacom, 25% are willing to switch while 37.5% and 37.5% are neutral
and not willing to switch respectively. For Etisalat, 50% are willing to
switch, while 25% and 25% are neutral and not willing to switch
respectively.

In all 32% of customers are willing to switch to another network while 31%
and 37% are neutral and not willing to switch respectively in the Mobile
Telecom market.

41
 Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 13.518a 12 .333
Likelihood Ratio 15.317 12 .225
Linear-by-Linear .985 1 .321
Association
N of Valid Cases 100
5.6.2b 14 cells (70.0%) have expected count
less than 5. The minimum expected count is .80.

5.6.2c Symmetric Measures

Approx.
Value Sig.
Nominal by Phi .368 .333
Nominal Cramer's V .212 .333
N of Valid Cases 100

Table 5.6.2c indicate that a Chi square of .333 was obtained, however the
14 cells (70.0%) have expected count less than 5.Therefore, it can be
concluded that there is no significant relationship between Switching
intentions and mobile network sample audience.

5.7 Research Questions

5.7.1 Which dimensions of service quality are important to

customers of MTNs in Nigeria?

In prioritising the SERVQUAL dimensions, the mean ranking of the

dimensions (Table 5.5.2) indicated that Reliability is the most important
dimension, followed by Technical quality, Responsiveness, Assurance,
Economy, Image , while Empathy was the least important dimension.

42
This finding is consistent with past research results. For example. Woo
and Fock (1999)
found that the core service of mobile phone service providers is to provide
users uninterrupted service reliably .

5.7.2 What is the switching intention among customers of MTNs

in Nigeria?

Switching intention (SI) statistics (Table 5.4.1) reveal that 6% of Zain

customers are willing to switch to another network, followed by 18% of
MTNs customers who are willing to switch, and 4% and another 4% of
Globacom and Etisalat who are willing to switch. Thus, a considerable
number of Zain customers are not willing to switch. This is supported by
the fact a smaller proportion of the respondents of Zain are not willing to
switch.

Conversely, the rating of switching intention for MTNs, Globacom and

Etisalat shows that 16%, 6%, and 2% respectively are not willing to
switch. These findings are supported by the fact that generally their
outcomes are neutral and not willing to switch (5%, 24%, 6%, 2%, 31%,
37% respectively) as have been analysed.

Therefore, it can be said that switching intentions is not equal among the
mobile telecom networks in Nigeria.

43
 CHAPTER SIX

6.0 SUMMARY, CONCLUSION AND IMPLICATIONS

This concluding chapter summarises the purpose and objectives of the

study, the major findings and conclusions, discusses the implications for
marketing, and makes recommendation for further research.

6.1 Summary of Findings and Conclusions

The purpose of this study was to measure customer satisfaction with

service quality delivered by Nigeria’s Mobile Telecom Networks
irrespective of mobile telecom network using expectation disconfirmation
measures and overall satisfaction measures. It also examined customer
satisfaction with service quality dimensions, prioritised SERVQUAL
dimensions and switching intentions among customers of MTNs in Nigeria.

Out of the 100 sample population, 100 responded to the questionnaire

administered. Based on the objectives of data analysis and discussion of
results and findings, the following are the summary of major findings and
conclusions of this study:

Irrespective of mobile telecom network in Nigeria, the measures pointed

that customer satisfaction is low and not equal to or better than desired or
expectation, so the customers are not satisfied with service quality
delivered by MTNs in Nigeria.

However, Overall customer satisfaction is significantly different among

Mobile Telecom Networks in Nigeria.

According to customer priority table above, Reliability is the most

important dimension, followed by Technical quality, Responsibility,
Assurance, Economy, Image, while Empathy is the least important
dimension. “Tangibles” is significantly unimportant to the customers.

Switching cost of customers is different among the mobile telecom

networks in Nigeria, but the customers of MTNs are significantly more
willing to switch than those Zain, Globacom and Etisalat.

6.2 Implications of the Findings

6.2.1 To Industry Regulators and Policy Makers

44
It has been found in this study that generally customer satisfaction with
service quality is low or less than expected and desired in the Nigeria
MTNs. This imply that policy makers and industry regulators such as
Nigerian Communications Commission Authority in Nigeria, need to be
awakened to this empirical fact and take pragmatic steps to ensure that
mobile telecom network operators in Nigeria improve their efficiency and
effectiveness in the provision of telecommunication services that meet
and exceed customer need, desire and expectation.

This can be done by sensitising and encouraging the various mobile

network companies to focus more attention and resources on more
important service quality dimensions for which customers are not satisfied
and to focus little attention on unimportant and less important
dimensions.

In this regard, first of all, efforts and resources should be focused on

improving Reliability, Technical quality, empathy and economy of the
service quality delivered. Within these SERVQUAL dimensions, more
management efforts and intensive strategy must be geared towards
improving upon important dimensions.

Moreover, the service quality should be improved by making the services

more economical so that customers can afford and have better value for
their money or sacrifices made for using the mobile network services. By
pursuing this, the service quality and therefore customer satisfaction
would be improved in the “economy” dimension.

Also in “responsiveness” service quality, management should develop

strategies to improve upon the “ability to tell customers exactly when
services will be performed”, “ability to prompt customer services” and to
attend to customers’’ need/problems”, “employees willingness to help
customers in emergency situations” and “easy contact and
approachability of employees”.

Furthermore, some attention and effort should be given to sustain the

assurance dimension especially employees’ use of required skills and
knowledge in answering customers questions.

Finally, in Nigeria’s MTNs, the regulators should encourage marketers

through marketing seminars and workshops to seek meeting and
exceeding not only the expectations of customers but also customer
desired set of service quality and experiences. Thus, satisfaction may be
more significantly affected by the degree to which their expectations,
rather than their desires, are met (Khalifa, Liu, 2003). Conversely, the
effect of expectation disconfirmation on satisfaction may be considerably

45
weakened when confidence in expectation is low or minimal. In other
words, confidence in expectation may moderate the relationships
between expectation/desire disconfirmation and satisfaction.

6.2.2 To the Mobile Network Company

Specifically, the findings of this study imply that the management of MTNs
must seriously take knowledge of their customer dissatisfaction with their
service quality and work harder to develop effective strategies to improve
the situation, work towards exceeding the expectation and desired service
quality of their customers and consider its customer switching intention
since the study indicates that switching intention is significantly different
among the MTNs in Nigeria and especially that, the customers of the
company are willing to switch to use better network services from other
competitor mobile telecom in Nigeria.

6.3 Final Conclusion

The final conclusion of this study is that generally customers are not
satisfied with service quality delivered by mobile telecom networks in
Nigeria or that their satisfaction is considerably low.

6.4 Recommendations for Further Research

This study mainly assessed and analysed customer satisfaction with

service quality in Nigeria’s MTNs. It is recommended that future research
should:

Examine customer satisfaction with fixed lines or prepaid telecom

services.

Develop and verify a model of customer satisfaction for Nigeria’s telecom

Industry or verify disconfirmation theories in other different industry
settings.

Examine customer satisfaction with specific service areas delivered across

mobile telecom networks such as the delivery of MMS, SMS, Internet
Services, customised services and customer services.

6.5 Limitations of the study

The study was a questionnaire-based survey and used a quantitative

approach. Its therefore, recommended that different models and
methodology should be used for a similar study and compare the results.

46
In addition, another major limitation of the study is that a relatively
smaller sample of the target population was used and limited to literates.

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59
 APPENDICE A

QUESTIONNAIRE

Dear mobile network subscriber, this questionnaire is designed to collect

information about how you feel about the service delivery of your mobile
network in Nigeria. (MTN), at least for the last 12 months. Your responses will be
treated confidential and used for only academic purpose. I am a student of
London Metropolitan University, London.

SECTION A

CUSTOMER SATISFACTION WITH SERVICE DELIVERY

1. Which mobile network(s) do you use? Tick all the networks you use.

( ) Zain ( ) MTN ( ) Globacom ( ) Etisalat

2. Which mobile telecom network services do you use most often?

( ) MTN ( ) Zain ( ) Globacom ( ) Etisalat

60
 Use the responses from 1-5 to answer, where: 1 representing the
lowest and 5 representing the highest

3. To what extent has your mobile network services met your expectations?

Very satisfied Satisfied Dissatisfied Very dissatisfied No opinion

1 2 3 4 5

4. How well was the service you received from your network compared to the
desired services?

Very Satisfied Satisfied Dissatisfied Very dissatisfied No

opinion

1 2 3 4
5

5. Do you have the intention of switching to a better network?

( ) Definitely yes ( ) a bit yes ( ) Neutral ( ) a bit No

( ) Definitely No

SECTION B

CUSTOMER SATISFACTION WITH SERVICE QUALITY DIMENSIONS

In your opinion, how does the service quality of your mobile network meet
your expectations in terms of the following dimensions? Use the responses
from 1-5 to answer, where:

1- Much worse than expected 2- Worse than expected 3-

Equal to expectation

4-Better than expected 5- Much better than expected

DIMENSIONS Circle only one option in 1-5

How tangible is the use of your mobile telecom

network’s services in terms of

TA Your network’s ability to give you access to 1 2 3 4 5

1 information, SIM card (chip), reload cards

TA Provision of visually attractive, offices, equipment and 1 2 3 4 5

2 materials like starter packs and reloads cards

TA Network’s ability to providing variety of entertainment 1 2 3 4 5

3 facilities, e.t.c

TA Appearance and uniforms of employees of your 1 2 3 4 5

4 network .

61
 How reliable is the use of your mobile telecom
network’s services in terms of

RL How timely is the delivery of SMS, MMS, Voice 1 2 3 4 5

1 message and other services of your network

RL How truthful (keeping to promises) is your mobile 1 2 3 4 5

2 network to you?

RL How dependable and consistent is your network in 1 2 3 4 5

3 network in solving customers’ complaints?

RL How able is your network to perform services right 1 2 3 4 5

4 the first time?

RL How able is your network to insist on error-free 1 2 3 4 5

5 records

How responsive is the use of your mobile

telecom network’s services in terms of:

RS How is your network able to tell customers exactly 1 2 3 4 5

1 when services will be performed?

RS How able is your network to give prompt customer 1 2 3 4 5

2 services and attend to customers’ needs/problems?

RS How are employees’ willing to help customers in 1 2 3 4 5

3 emergency situations?

RS How are the employees approachable and easy to 1 2 3 4 5

4 contact?

RS Employees’ ability to communicate clearly with you 1 2 3 4 5

5

How epithetical is the use of your mobile

telecom network’s services in terms of

EM Having convenient periods & terms for activation, 1 2 3 4 5

1 recharge, and accounts suspension, free call times

EM Having operating hours convenient to all customers 1 2 3 4 5

2

EM Having sound loyalty programme to recognise you as 1 2 3 4 5

3 a frequent customer

EM Having the customers’ best interest at heart 1 2 3 4 5

4

62
EM Giving individual customer attention by employees 1 2 3 4 5
5

EM Efforts to understand specific customer needs 1 2 3 4 5

6

EM Apologising for inconvenience caused to customers 1 2 3 4 5

7

How assurance is the use of your mobile

telecom network’s services in terms of

AS Ability to provide variety of value added services- 1 2 3 4 5

1 Music, access to internet, SMS, MMS, e.t.c

AS Sincerity and patience in resolving customers’ 1 2 3 4 5

2 complaints/problems

AS The behaviour of employees in instilling confidence in 1 2 3 4 5

3 customers

AS Employees’ use of required skills and knowledge to 1 2 3 4 5

4 answer customers’ questions.

How economical is the use of your mobile

telecom network’s services in terms of

EC Reloading card and their denominations? 1 2 3 4 5

1

EC The call charge per minute/second? 1 2 3 4 5

2

How technical is the use of your mobile telecom

network’s services in terms of

TQ Successful in completion of calls, SMS, MMS, line 1 2 3 4 5

1 activation, credit reloading, etc.

TQ Employees have technological knowledge and skills in 1 2 3 4 5

2 solving customer problems

TQ Network clarity and speed for call and other services 1 2 3 4 5

3

TQ Network innovativeness- ability to use current 1 2 3 4 5

4 technology to improve services

TQ Providing adequate network coverage 1 2 3 4 5

5

How imagery is the use of your mobile telecom

network’s services in terms of

63
 IM How successful is your mobile network company? 1 2 3 4 5
1

IM What is the reputation of your mobile network 1 2 3 4 5

2 company?

IM What is the brand image of your mobile network? 1 2 3 4 5

3

IM How socially responsible is your mobile network? 1 2 3 4 5

4

IMPORTANCE OF DIMENSIONS OF SERVICE QUALITY

In receiving or using services of your network, how important is

each of the following dimensions to you? Use scale 1-5 to answer,
where: 1- Not at important 2- Not important 3- Neither
important nor Unimportant 4- Important 5- Very Important

DIMENSIONS Circle only one

option:1-5

(The appealing nature of physical environment, reload 1 2 3 4 5

cards etc)

(Assurance of sincerity, efficiency and variety of 1 2 3 4 5

services)

(Attending to customer needs and complaints promptly 1 2 3 4 5

any time)

(Showing of respect, care and understanding to 1 2 3 4 5

customers’ needs)

(Competence to give timely, reliable services and 1 2 3 4 5

truthful to promises

(Giving customer value for services received 1 2 3 4 5

(Having good network clarity & coverage for call 1 2 3 4 5

completion/services)

( having a good reputation of company and brand 1 2 3 4 5

name)

6. Overall, please tell how satisfied or dissatisfied you are with the service
delivery of your network by circling one of these that best describes your
feelings and perceptions.

64
 Very Dissatisfied Dissatisfied Neither Satisfied
Very Satisfied

Please tick ( ) the appropriate box for your answers.

SECTION C

7. Gender ( ) male ( ) female

8. Age:

( ) below 20 ( ) 20-29 ( ) 30-39 ( ) 40-49 ( ) 50 and above

9. Occupation

( ) civil servant ( ) student ( ) businessman/woman ( )

other

10.Income:

( ) Below N 100 ( ) N 100-200 ( ) N 100-300 ( ) above N 300

11.Educational Level:

( ) WASSCE ( ) Post-Secondary ( ) Diploma/HNDiploma ( )

Bachelor’s degree

( ) Post-graduate Diploma/ Masters ( ) PhD

Thank you for taking time to complete this questionnaire!

65
 APPENDIX B

FREQUENCIES OF RATING FOR DISCONFIRMATION MEASURES AND

OVERALL SATISFACTION MEASURES IRRESPECTIVE OF MOBILE
TELECOM NETWORK

66
 Desire Disconfirmation

Frequen Valid Cumulative

cy Percent Percent Percent

Valid Much than 5 5.0 5.0 5.0

desired

Worse than 52 52.0 52.0 57.0

desired

Equal to 17 17.0 17.0 74.0

desire

Better than 21 21.0 21.0 95.0

desired

Much better 5 5.0 5.0 100.0

than desired

Total 100 100.0 100.0

67
 Expectation Disconfirmation

Frequen Valid Cumulative

cy Percent Percent Percent

Valid Much worse 6 6.0 6.0 6.0

than
expected

Worse than 70 70.0 70.0 76.0

expected

Equal to 12 12.0 12.0 88.0

expectation

Better than 9 9.0 9.0 97.0

expected

Much better 3 3.0 3.0 100.0

than
expected

Total 100 100.0 100.0

Overall Customer Satisfaction

Frequen Valid Cumulative

cy Percent Percent Percent

Valid Very 13 13.0 13.0 13.0

dissatisfied

Dissatisfied 21 21.0 21.0 34.0

Neither 24 24.0 24.0 58.0

Stisfied 34 34.0 34.0 92.0

Very 8 8.0 8.0 100.0

Satisfied

Total 100 100.0 100.0

68
APPENDIX C

69
 DESCRIPTIVE STATISTICS OF SATIFACTION RATING FOR
EACH DIMENSION OF SERVICE QUALITY

Minimu Maximu Std.

N m m Mean Deviation

TA1 100 1 5 2.89 .909

TA2 100 1 5 3.03 .958

TA3 100 1 5 3.02 1.044

TA4 100 1 5 3.28 1.092

RL1 100 1 5 3.05 1.029

RL2 100 1 5 3.02 .985

RL3 100 1 5 2.97 .948

RL4 100 1 5 2.91 .996

RL5 100 1 5 3.01 .980

RS1 100 1 5 3.00 1.005

RS2 100 1 5 2.96 1.072

RS3 100 1 5 2.75 1.048

RS4 100 1 6 2.85 1.149

RS5 100 1 5 2.99 1.020

EM1 99 1 5 3.14 1.050

EM2 100 1 5 2.89 .973

EM3 100 1 5 2.96 .974

EM4 100 1 5 2.81 1.080

EM5 100 1 5 2.98 1.025

EM6 100 1 5 2.83 1.138

EM7 100 1 5 2.88 1.174

70
 APPENDIX D

REGRESSION ANALYSIS INVOLVING SWITCHING VALUE LOAYLTY

AND OVERALL CUSTOMER SATISFACTION

71
 Model Summary

Std. Error
Mode R Adjusted R of the
l R Square Square Estimate

1 .528a .279 .256 .840

a. Predictors: (Constant), Having Respondents

best interest at heart, Respondents switching
intentions, Networks service delivery

ANOVAb

Sum of Mean
Model Squares df Square F Sig.

1 Regressio 26.156 3 8.719 12.366 .000a

n

Residual 67.684 96 .705

Total 93.840 99

a. Predictors: (Constant), Having Respondents best interest at

heart, Respondents switching intentions, Networks service
delivery

b. Dependent Variable: Sound loyalty programmes to recognise

frequent Respondents

72
 Coefficientsa

Standardiz
ed
Unstandardized Coefficient
Coefficients s

Model B Std. Error Beta t Sig.

1 (Constant) 1.549 .328 4.715 .000

Respondents .195 .071 .247 2.758 .007

switching
intentions (H4)

Networks service .104 .074 .126 1.406 .163

delivery (H3)

Having .397 .081 .440 4.920 .000

Respondents best
interest at
heart(H2)

Table Linear Regression with Loyalty as Dependent Variable

73
74