Critical Review Model

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Anderson, Fornell, and Lehmann (1994) say that companies that strive for high customer satisfaction are more likely to receive larger economic returns. They also know that these economic returns are not at once recognized. Matzler et al., (1996) argue that customer satisfaction act as an indicator of future business opportunities, where a satisfied customer is loyal to the company, which implies a stable future cash-flow. This is strengthened by Anderson, Fornell, and Lehmann (1994) who acknowledge the fact that there is a positive relationship between customer satisfaction and profitability.

2.5.2 Negative Aspect
Rust and Oliver (2000) say that a customer that is satisfied with a product or service will raise their repurchase frequency and
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The company would be better off reducing the expectations and then deliver more than expected (Ciavolino and Dahlgaard, 2007). Furthermore, Rust and Oliver (2000) wonder if satisfactions are a suitable goal and argues that companies do not earn an advantage by seeking a high tier of customer satisfaction when it only conjures up expectations that are difficult to reach and, in turn, increases the cost for sampling to achieve these higher expectations.
Anderson, Fornell, and Rust (1997) further argued that, productivity within the company will be damaged because of the cost and the search after customer satisfaction. Furthermore, in accession to higher cost, the company must add more effort in improving product attributes or overall product design to keep satisfaction at the desired level (Anderson, Fornell, and Rust,
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Westbrook, and Oliver, 1991). Anderson and Sullivan (1993) proposed that “a dissatisfied customer is more likely to look for data on alternatives and more likely to give in to competitor overtures than a satisfied client”. In summation, a past research shows that satisfaction is a true predictor of re-purchase intentions (Wang, 2001). Maximization of customer loyalty is a priority for most industries. Loyal customers are individuals who remain clients of their original supplier even if a competitor proposes more advantageous conditions. They are the most profitable ones and they are free marketing channels in terms of benefits obtained by companies from word-of –mouth. These clients are the most liked. Lejeune in 2001 referred in his research that, Churn management consists of techniques that enable firms to maintain their profitable clients and its aims at increasing client

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