The effect of experiential value,perceived quality and customer satisfaction on customer lifetime value： An example using Star Cruises

The current study represents an attempt at experiential value, perceived quality and customer satisfaction influence on customer lifetime value. The sampling frame consisted of Star Cruises purchases in Taiwan. The authors have collected yield 268 questionnaires, by screening out 13 questionnaires, including those missing value or incomplete answer, and finally a usable sample of 255 questionnaires were utilized in this study. The results show that experiential value, perceived quality and customer satisfaction have positive effects to customer lifetime value. Especially, experiential value has the strongest direct effect. Therefore, if resources are limited, the manager should focus on shaping the experiential value to increase customer lifetime value. Implications for marketing theory and practitioners are discussed, and possible directions for future research are sketched.     

Guest-to-guest interaction on board cruise ships: Exploring social dynamics and the role of situational factors

Cruise ships are increasing in size, itineraries are becoming more standardised, and new customer segments are emerging. These factors induce a new social reality and represent a potential differentiator for the production and offering of cruise experiences. In this light, the study of guest-to-guest interactions will expectedly gain importance over time for cruise planning and operations. This explorative-interpretative study is divided into two phases. First, a survey of 173 randomly-selected respondents aimed at comparing the significance of social interaction on board, with that of other cruise product features. Social interaction emerged as a secondary issue and no significant differences were identified between customer categories. However, a deeper exploration of the collected data questioned this finding. Subsequently, the analysis of 76 semi-structured interviews resulted to a tentative model of factors affecting satisfaction with the interaction between guests on board. Finally, suggestions for further research and practical implications are discussed.     

Complaint Behavior as a Factor in Cruise Line Losses

Abstract

This paper examines the complaint behavior and financial loss to a cruise line that result from brand switching by their most loyal customers. These effects are based on the fact that passengers can be classified by their type of brand loyalty. Based upon the previously published works of Jones and Sasser (1995) and validated by Cartwright and Baird (1999), the following classification is used in this paper. “Apostles” are the most brand loyal customers who also bring in additional cruise passengers. “Loyalists” are considered highly satisfied customers. They are also repeat passengers, but do not bring in as many additional cruise customers as Apostles. “Mercenaries” are driven by price. This group is only loyal so long as that cruise line maintains the cheapest price. The fourth group, “Hostages,” is loyal to the cruise line because there is no viable alternative. The final group in this classification is “Guerrillas” who are Apostles who have been scorned. An Apostle becomes a Guerrilla because of an inappropriate response by the cruise line to complaint behavior.

Classifications of brand loyalty will be discussed leading to the development of the five types of cruise passengers. This paper will show that inappropriate responses to complaint behavior can result in the loss of over $1,775,000 to the cruise line.