Worth waiting for: increasing satisfaction by making consumers wait
A truism in the marketing literature, and among many marketing practitioners, is that requiring consumers to wait negatively impacts quality evaluations, purchase intentions and a range of other important outcomes. However, it is also true that consumer waiting or queuing has historically been consi...
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Published in | Journal of the Academy of Marketing Science Vol. 39; no. 6; pp. 889 - 905 |
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Main Authors | , , |
Format | Journal Article |
Language | English |
Published |
Boston
Springer US
01.12.2011
Springer Springer Nature B.V |
Subjects | |
Online Access | Get full text |
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Abstract | A truism in the marketing literature, and among many marketing practitioners, is that requiring consumers to wait negatively impacts quality evaluations, purchase intentions and a range of other important outcomes. However, it is also true that consumer waiting or queuing has historically been considered from an operations perspective. The present research takes a different approach and examines waits in the context of their ability to function as a signal of quality. Four experiments demonstrate a required wait can indeed signal quality to consumers and increase, rather than decrease, both purchase intentions and actual experienced satisfaction. Three moderators of this effect are examined: preexisting knowledge, consumption motivations, and the extent to which quality is difficult to objectively determine. The results suggest in situations where quality is important, unknown or ambiguous, managers may increase consumer satisfaction by making consumers wait. |
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AbstractList | A truism in the marketing literature, and among many marketing practitioners, is that requiring consumers to wait negatively impacts quality evaluations, purchase intentions and a range of other important outcomes. However, it is also true that consumer waiting or queuing has historically been considered from an operations perspective. The present research takes a different approach and examines waits in the context of their ability to function as a signal of quality. Four experiments demonstrate a required wait can indeed signal quality to consumers and increase, rather than decrease, both purchase intentions and actual experienced satisfaction. Three moderators of this effect are examined: preexisting knowledge, consumption motivations, and the extent to which quality is difficult to objectively determine. The results suggest in situations where quality is important, unknown or ambiguous, managers may increase consumer satisfaction by making consumers wait. A truism in the marketing literature, and among many marketing practitioners, is that requiring consumers to wait negatively impacts quality evaluations, purchase intentions and a range of other important outcomes. However, it is also true that consumer waiting or queuing has historically been considered from an operations perspective. The present research takes a different approach and examines waits in the context of their ability to function as a signal of quality. Four experiments demonstrate a required wait can indeed signal quality to consumers and increase, rather than decrease, both purchase intentions and actual experienced satisfaction. Three moderators of this effect are examined: preexisting knowledge, consumption motivations, and the extent to which quality is difficult to objectively determine. The results suggest in situations where quality is important, unknown or ambiguous, managers may increase consumer satisfaction by making consumers wait. Keywords Perceived quality * Price/quality heuristics * Satisfaction * Service delays * Signaling * Social influence * Waits A truism in the marketing literature, and among many marketing practitioners, is that requiring consumers to wait negatively impacts quality evaluations, purchase intentions and a range of other important outcomes. However, it is also true that consumer waiting or queuing has historically been considered from an operations perspective. The present research takes a different approach and examines waits in the context of their ability to function as a signal of quality. Four experiments demonstrate a required wait can indeed signal quality to consumers and increase, rather than decrease, both purchase intentions and actual experienced satisfaction. Three moderators of this effect are examined: preexisting knowledge, consumption motivations, and the extent to which quality is difficult to objectively determine. The results suggest in situations where quality is important, unknown or ambiguous, managers may increase consumer satisfaction by making consumers wait.[PUBLICATION ABSTRACT] |
Audience | Academic |
Author | Robinson, Stacey G. Cronin, J. Joseph Giebelhausen, Michael D. |
Author_xml | – sequence: 1 givenname: Michael D. surname: Giebelhausen fullname: Giebelhausen, Michael D. organization: Department of Marketing and Tourism, Cornell University – sequence: 2 givenname: Stacey G. surname: Robinson fullname: Robinson, Stacey G. email: sr07h@fsu.edu organization: The College of Business, Department of Marketing, Florida State University – sequence: 3 givenname: J. Joseph surname: Cronin fullname: Cronin, J. Joseph organization: Department of Marketing, Florida State University |
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SubjectTerms | Academic marketing Analysis Business and Management Consumer behavior Consumers Consumption Customer satisfaction Marketing Methods Original Empirical Research Perceptions Purchase intention Quality Signals and signaling Social influence Social Sciences Studies |
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Title | Worth waiting for: increasing satisfaction by making consumers wait |
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