Close
About
FAQ
Home
Collections
Login
USC Login
Register
0
Selected
Invert selection
Deselect all
Deselect all
Click here to refresh results
Click here to refresh results
USC
/
Digital Library
/
University of Southern California Dissertations and Theses
/
Customer satisfaction at West Visalia Fitness, LLC: an evaluation study
(USC Thesis Other)
Customer satisfaction at West Visalia Fitness, LLC: an evaluation study
PDF
Download
Share
Open document
Flip pages
Contact Us
Contact Us
Copy asset link
Request this asset
Transcript (if available)
Content
Running head: CUSTOMER SATISFACTION 1
Customer Satisfaction at West Visalia Fitness, LLC: An Evaluation Study
by
Jacob L. Hutchison
A Dissertation Presented to the
FACULTY OF THE USC ROSSIER SCHOOL OF EDUCATION
UNIVERSITY OF SOUTHERN CALIFORNIA
In Partial Fulfillment of the
Requirements for the Degree
DOCTOR OF EDUCATION
May 2018
Copyright 2018 Jacob L. Hutchison
CUSTOMER SATISFACTION 2
Dedication
I would like to dedicate my work to my family and staff. To my beautiful wife, Shelsy
Hutchison, who inspires me daily. She sets the tone for each day by exemplifying perseverance,
patience, grit, and energy. She truly is my hero and the one I look up to the most. To my
children, Jacob and Alyssa Hutchison, who have been extremely understanding and supportive
through my doctoral journey and each of my previous educational endeavors. I have been in
higher level education for both of your entire lives, this finale is for you! Each of you are my
biggest supporters and the ones who motivate me every day, thank you.
To my mom, you were my first teacher and inspired me to always do my best. You believed in
me and always told me nothing is impossible and for that I thank you. To my Grandma Pat, I
wish you were here to read this and to see how far I have come. You sparked my motivation and
were a true leader. You taught me what unconditional love is and the power of respect and
forgiveness. These life lessons are invaluable. To my Aunt Kay and Uncle Mike, you two
demonstrated that relationships are possible. Both of you taught me the importance of work ethic
and the power of goals. These lessons help guide me every day. Lastly, to my Aunt Christy, you
were my glimmer of hope that my environment did not have to decide my future. You showed
me that one doesn’t have to follow in someone else’s footsteps and you were always there to
listen. To the rest of my family, it truly took a village, I thank each one of you for your love and
encouragement. Each of you made this possible.
To my outstanding staff, I couldn’t have completed this program without you. Not only did
you all step up to the challenge, but you managed to foster positive organizational development
and growth. I am extremely thankful and could not be prouder of each one of you. I thank you all
for your commitment to excellence!
CUSTOMER SATISFACTION 3
Acknowledgements
I wish to thank my professors and committee members who were more than generous with their
expertise and precious time. A special thanks to Dr. Helena Seli, my committee chair for her
commitment to excellence and dedication to my research project. To Dr. Kenneth Yates and Dr.
Don Murphy for agreeing to serve on my committee and providing me with vital feedback.
Thank you to Stanley Dobbs who managed to change the course of my life through the strategic
management class he taught at an Embry Riddle Aeronautical University satellite campus at
Lemoore Naval Air Station in California. In this course, I drafted a personal strategic
management plan, figured out my “WHY” and drafted goals that paved the path for me to
become a Doctor of Education.
I would like to acknowledge my fellow cohort two members for their continuous support and
encouragement through the process. The various channels of communication that members of
our cohort set up were extremely helpful throughout our process. Each of you exemplified the
true spirit of a Trojan, Fight On!
Lastly, I would like to thank the entire team at the USC Rossier School of Education. The
program exceeded all my personal expectations. The program flow, course content, and faculty
provided an invaluable learning experience. The programs emphasis on learning and
organizational change and leadership helps to broaden the expertise of professionals both within
and outside of education.
CUSTOMER SATISFACTION 4
Table of Contents
DEDICATION ................................................................................................................................ 2
ACKNOWLEDGEMENTS ............................................................................................................ 3
LIST OF TABLES .......................................................................................................................... 9
LIST OF FIGURES ...................................................................................................................... 10
CHAPTER ONE: OVERVIEW OF THE STUDY ...................................................................... 11
Introduction of the Problem of Practice ........................................................................................ 11
Organizational Context and Mission ........................................................................................ 11
Importance of Addressing the Problem .................................................................................... 13
Organizational Goal .................................................................................................................. 13
Description of Stakeholder Groups ........................................................................................... 13
Stakeholders Performance Goals .............................................................................................. 14
Stakeholder Group for the Study .............................................................................................. 14
Purpose of the Project and Questions ....................................................................................... 15
Conceptual and Methodological Framework ............................................................................ 15
Definitions................................................................................................................................. 16
Organization of the Project ....................................................................................................... 16
CHAPTER TWO: REVIEW OF THE LITERATURE ................................................................ 17
Retention Rates at Health Clubs in the United States ............................................................... 17
Lack of Current Research in CrossFit Gyms ........................................................................ 17
CUSTOMER SATISFACTION 5
Retention Rates in Health Clubs ............................................................................................. 18
Customer Satisfaction at WVF ................................................................................................... 19
The Impact of Engagement on Customer Satisfaction ............................................................. 20
The Impact of Sense of Belonging on Customer Satisfaction .................................................. 22
Risk Factors for Cancelling Membership ................................................................................. 24
The Clark and Estes' (2008) Gap Analytic Framework .............................................................. 25
Current and Past Customer Knowledge, Motivation, Organizational Influences ....................... 25
Knowledge types ................................................................................................................... 26
WVF customer knowledge influences .................................................................................. 27
Customer ability to self assess .......................................................................................... 27
Knowedge of human movement ....................................................................................... 28
Knowedge of WVF exercise approach ............................................................................. 29
Motivation ................................................................................................................................. 31
Goal orientation theory ......................................................................................................... 31
WVF customers goal orientation ...................................................................................... 31
Self-efficacy theory ............................................................................................................... 31
WVF customers' self-efficacy ....................................................................................... 33
General theory ....................................................................................................................... 35
WVF customers and coaching expertise ....................................................................... 35
Customer loyalty ........................................................................................................... 36
Current customer engagement and satisfaction ............................................................ 37
Conceptual Framework: The Interaction of Current and Past Customers' Knowledge,
Motivation and Organizational Influences ................................................................................ 41
CUSTOMER SATISFACTION 6
Conclusion ................................................................................................................................ 43
CHAPTER THREE: METHODS ................................................................................................. 44
Particpating Stakeholders............................................................................................................ 45
Interview Sampling Criterion and Rationale ............................................................................ 45
Interview sampling recruitment strategy and rationale ................................................. 46
Data Collection and Instrumentation .......................................................................................... 46
Interviews .................................................................................................................................. 47
Data Analysis .............................................................................................................................. 47
Credibility and Trustworthiness .................................................................................................. 48
Validity and Reliability ............................................................................................................... 48
Ethics........................................................................................................................................... 49
Limitations and Delimitations..................................................................................................... 51
CHAPTER FOUR: FINDINGS .................................................................................................... 53
Particpating Stakeholders............................................................................................................ 53
Findings for Research Question 1 ............................................................................................... 54
Customers' Knowledge: Findings ............................................................................................. 54
Customers Motivation: Findings .............................................................................................. 56
Goal orientation. ................................................................................................................... 57
Self-efficacy. ......................................................................................................................... 58
Organizational Impact on Customers: Findings ......................................................................... 59
CUSTOMER SATISFACTION 7
Summary of Findings on Customer Satisfaction ........................................................................ 60
Community ............................................................................................................................... 61
Coaching Communication and Customer Knowledge .............................................................. 62
Customer Low Self-Efficacy .................................................................................................... 63
Synthesis ..................................................................................................................................... 64
CHAPTER FIVE: IMPLEMENTATON AND EVALUATION PLAN ...................................... 66
Recommendations for Practice to Address KMO Influences ..................................................... 66
Knowledge Recommendations ................................................................................................. 66
Declarative knowledge solutions. ......................................................................................... 68
Procedural knowledge solutions. .......................................................................................... 69
Metacognitive knowledge solutions. .................................................................................... 70
Motivation Recommendation.................................................................................................... 71
Self-efficacy. ......................................................................................................................... 72
Organizational Recommendations ............................................................................................ 73
Cultural models. .................................................................................................................... 74
Leadership ............................................................................................................................. 75
Integrated Implementation and Evaluation Plan ......................................................................... 76
Implementation and Evaluation Framework ............................................................................. 76
Organizational Purpose, Need and Expectations ...................................................................... 76
Level 4: Results and Leading Indicators ................................................................................... 77
Level 3: Behavior ...................................................................................................................... 78
Critical behaviors. ................................................................................................................. 78
CUSTOMER SATISFACTION 8
Required drivers. ................................................................................................................... 79
Organizational support. ......................................................................................................... 80
Level 2: Learning .................................................................................................................... 80
Learning goals. ...................................................................................................................... 80
Program. ................................................................................................................................ 80
Components of learning. ....................................................................................................... 81
Level 1: Reaction .................................................................................................................... 82
Evaluation Tools ..................................................................................................................... 83
Immediately following the program implementation. .......................................................... 83
Delayed for a period after the program implementation. ...................................................... 84
Data Analysis and Reporting .................................................................................................. 84
Strengths and Weaknesses of the Approach ............................................................................. 85
Limitations and Delimitations ................................................................................................... 86
Future Study .............................................................................................................................. 88
Conclusion ................................................................................................................................ 88
Appendix A: Interview Protocol ................................................................................................... 91
Appendix B: Interview Protocol for Past Customers .................................................................... 94
Appendix C: Information Sheet .................................................................................................... 98
Appendix D: Evaluation Instrument ........................................................................................... 100
References ................................................................................................................................... 102
CUSTOMER SATISFACTION 9
List of Tables
Table 1 .......................................................................................................................................... 14
Table 2 .......................................................................................................................................... 18
Table 3 .......................................................................................................................................... 30
Table 4 .......................................................................................................................................... 34
Table 5 .......................................................................................................................................... 38
Table 6 .......................................................................................................................................... 66
Table 7 .......................................................................................................................................... 70
Table 8 .......................................................................................................................................... 73
Table 9 .......................................................................................................................................... 76
Table 10 ........................................................................................................................................ 77
Table 11 ........................................................................................................................................ 78
Table 12 ........................................................................................................................................ 81
Table 13 ........................................................................................................................................ 82
CUSTOMER SATISFACTION 10
List of Figures
Figure 1. WVF Conceptual Framework....................................................................................... 41
CUSTOMER SATISFACTION 11
Chapter One: Overview of the Study
Introduction to the Problem of Practice
The service sector is an industry that has constant contact with its customers, and the
customer experience is at the core of its being (Kim, Cha, Knutson & Beck, 2011). A poor
customer experience leads to reduced customer satisfaction and retention (Bhattacharya, 1998).
In addition, Ang and Buttle (2006) stated that as customer tenure lengthens, an increase in
referrals occurs, relationship maintenance costs are reduced, and the organization obtains an
overall competitive advantage. The positive and negative factors that affect customer satisfaction
are not well understood, so obtaining a competitive advantage that fosters growth is difficult to
attain (Bodet, 2009; Kim et al., 2011; Teik, 2015).
The lack of known factors relating to customer satisfaction at West Visalia Fitness
(WVF) is a problem because growth of an organization is dependent on customer satisfaction,
and the exact role that fundamental service attributes play in it is not completely understood
(Bodet, 2009; Wikstrom, 2008). This problem is important to address because research suggests
increasing customer satisfaction directly relates to an increase in retention efforts and will foster
positive organizational outcomes (Bodet, 2009). The current customer retention rate at WVF is
40%, with the goal being 80%. Therefore, there is a 40% gap between retention performance and
the organizational goal. In addition, a historical look into research shows that a 5% increase in
customer retention increases a company’s customer net present value by 25%-95% depending on
service category (Dawkins & Reichheld, 1990).
Organizational Context and Mission
West Visalia Fitness (WVF) is a commercial fitness training facility that provides Central
California with programs to improve health and wellness. WVF offers programs that focus on
CUSTOMER SATISFACTION 12
individualized and group instruction on human movement, nutrition, and goal setting. The
mission of WVF is to provide services that have a positive and lasting effect on customers health
and wellness. WVF promises to put customers through safe, effective, high quality workouts that
people of all fitness levels can enjoy. These unwavering expectations provide the foundation for
our commitments to those with whom we interact: customers, employees, communities (West
Visalia Fitness, 2017).
WVF was opened in Central California on October 02, 2012. Current customers are
between the ages of 8 and 58 with the mean age being 36 years old. Currently, WVF has 170
contracted customers and serves more than 200 customers on a monthly basis. WVF currently
employs 10 staff members across three departments: operations, marketing, and administration.
The primary role of staff members in each department is to ensure compliance with the
organizational charter and to provide exceptional services to achieve the company mission. The
staff members of WVF seek the knowledge, skills, and abilities pertinent to the ever-changing
fitness industry. Staff members attend weekly trainings conducted at WVF and have continuing
education requirements that aim to improve the coaching staff’s effectiveness. Lastly, each staff
member is aware of the organization’s mission and the role they have in regard to achieving the
organization mission, as this topic is covered in monthly strategy team meetings at WVF.
Importance of Addressing the Problem
The problem facing WVF is that the factors that have the most impact on customer
satisfaction at WVF are not well understood. WVF currently has a retention rate of 40%, and the
organizational goal is to have a retention rate of 80%. This represents a 40% gap in retention at
WVF. The current lack of understanding WVF has regarding customer satisfaction makes it
difficult to undergo improvement methods and negatively effects the organization’s growth.
CUSTOMER SATISFACTION 13
Customer satisfaction directly relates to customer retention, experience, and it represents a
trigger for positive organizational outcomes (Bodet, 2009). The complexities regarding customer
choice to take part in a service are not only detrimental to the organization but also to the
community. Without solid understanding of customer satisfaction and influence on retention, the
organization is unable to increase resources available to the community due to inability to
expand services or programs based on projected growth. Also, without access to high quality
training facilities, the community that WVF serves will not have resources that have a lasting and
positive impact on their health. The ability for WVF to understand the customer experience will
directly increase customer retention and will positively increase the health of the community.
From an organizational perspective, the lack of knowledge regarding customer satisfaction
negatively affects the WVF mission statement and prevents growth due to lack of funding.
Organizational Goal
West Visalia Fitness’ primary organizational goal is that by June 2018, 80% of customers
will renew their contracts after the 90-day initial contract period is over. The Owner established
this goal after revising the organization’s mission statement to more succinctly guide the
organization. Goal achievement is determined annually, with progress tracked against quarterly
benchmarks.
Description of Stakeholder Groups
Two groups have a significant role in WVF: customers and WVF coaching staff. Current
customers can provide management with details regarding the customer experience, facility
management, and coaching quality. Past customers can provide greater insight regarding why the
program did not fit them for the long term. The coaching staff are responsible for service
delivery and help shape the customers experience.
CUSTOMER SATISFACTION 14
Stakeholders’ Performance Goals
Table 1
Organizational Mission, Global Goal and Stakeholder Performance Goals
Organizational Mission
The mission of WVF is to provide services that have a positive and lasting effect on our
customers health and wellness.
Organizational Performance Goal
By June 2018, 80% of WVF customers will renew their contracts after the 90-day initial contract
expires.
Stakeholder Group for the Study
While the joint efforts of all stakeholders will contribute to the achievement of the overall
organizational goal of increasing customer retention, it is important to evaluate the customers of
WVF to better understand customer satisfaction. Therefore, the stakeholders of focus for this
study will be all WVF customers. The analysis will allow WVF to develop an action plan that
fosters improvement of the organization’s performance goal. Increasing the retention rate to 80%
is a lofty goal and was determined by analyzing the current attrition rate and desired growth rate
at WVF. The WVF payment processing system allows management to track progress towards the
WVF goal on a monthly basis. It is imperative that the stakeholder focus group provide WVF
management with detailed insight regarding the customer experience at WVF. WVF will then
have concrete data pertaining to customer experience and can utilize the data to improve policies
and procedures that will lead towards mission accomplishment. If WVF is unable to successfully
achieve the organizational goal, then management will continue down the road of assumptions
CUSTOMER SATISFACTION 15
and generate hypotheses regarding customer retention efforts and this could have a devastating
effect on overall organizational performance.
Purpose of the Project and Questions
The purpose of this project is to understand the factors associated with customer satisfaction
at WVF and how their satisfaction relates to meeting the customer retention goal of having 80%
of WVF customers renew their contracts after the 90-day initial contract expires. The analysis
will focus on knowledge, motivation, and organizational influences related to achieving the
organization’s goal. While a complete performance evaluation would focus on all stakeholders,
for practical purposes the stakeholder to be focused on in this analysis is current and past WVF
customers and their associated satisfaction towards WVF services.
The questions that will guide the evaluation study that addresses knowledge and skills,
motivation, and organization causes and solutions relating to the current and past customers at
WVF are below:
1. What are the WVF customers’ knowledge, motivation, and organizational influences
in order to renew their contracts after the 90-day initial contract expires?
2. What are the recommended knowledge, motivation, and organizational solutions?
Conceptual and Methodological Framework
The conceptual framework will follow the Clark and Estes’ (2008) gap analysis which is
a systematic, analytical method that helps to clarify organizational goals and identify the gap
between the actual performance level and the preferred performance level within an
organization. The methodological framework is a qualitative case study with descriptive
statistics. The knowledge, motivation, and organizational influences that interfere with WVF
goal achievement will be generated based on customer experience surveys, personal knowledge,
CUSTOMER SATISFACTION 16
empirical case studies, and related literature. These influences will be assessed by using
interviews, literature review, and content analysis. Research-based solutions will be
recommended and evaluated in a comprehensive manner.
Definitions
Retention: The act of being retained. To keep an individual as a customer.
Competitive Advantage: An advantage gained over competitors by offering customers greater
value.
Organization of the Project
Five chapters are used to organize this study. This chapter provided the reader with the
key concepts and terminology commonly found in a discussion about West Visalia Fitness. The
WVF mission, goals, and stakeholders as well as the initial concepts of gap analysis were
introduced. Chapter two provides a review of current literature surrounding the scope of the
study. Topics of customer satisfaction, retention, and competitive advantage relating to
customers will be addressed. Chapter Three details the assumed interfering elements as well as
methodology when it comes to choice of participants, data collection, and analysis. In Chapter
Four, the data and results are assessed and analyzed. Chapter Five provides solutions, based on
data and literature, for closing the perceived gaps as well as recommendations for an
implementation and evaluation plan for the solutions.
CUSTOMER SATISFACTION 17
Chapter Two: Review of the Literature
This chapter will review literature about customer service influences, and outlines the
barriers as well as approaches to increasing customer retention. West Visalia Fitness (WVF)
currently has a 40% gap in retention efforts that does not support organizational growth. The
current retention rate at WVF must be improved because the current gap is problematic as it
hinders the organization’s ability to comply with the organization’s strategic plan growth
initiatives and acts as a barrier to efforts that aim to address the retention gap. This literature
review will analyze organizational influences such as customer engagement and sense of
belonging. In addition, this chapter will explore the knowledge, motivation, and organizational
factors that contribute to retention efforts in the fitness industry which will help provide needed
insight on the influences impacting the retention rate at WVF.
Retention Rates at Health Clubs in the United States
Due to a shortage of empirical data relating to retention rates in CrossFit, the following
sections will examine potential parallels between various types of fitness training programs. This
section will explore retention literature in health clubs.
Lack of Current Research in CrossFit Gyms
Further research in customer satisfaction and the impact it has on retention is needed to
grow the body of knowledge in the fitness industry. Though there is evidence about retention in
health clubs, there is currently no empirical evidence relating to CrossFit (WVF) exercise
program. CrossFit is a strength and conditioning program that is different from a traditional
health club or gym. CrossFit gyms have no exercise machines, no locker rooms, and no
CUSTOMER SATISFACTION 18
swimming pools. The CrossFit methodology is focused on core to extremity movements utilizing
gymnastics, weightlifting and cardiovascular endurance. Due to the lack of evidence that studies
organizations such as WVF, this literature review will examine findings related to retention in a
health club setting. Future growth of research around customer satisfaction as it relates to the
fitness service setting of WVF will provide managers with data to better understand the customer
to brand engagement’s impact on firm’s value.
Retention Rates in Health Clubs
Retention in health clubs is the act of being retained or whether a member rejoins their
club membership when it expires (ptdirect.com, 2017). The goal for WVF is to increase the
number of customers rejoining after their initial three-month contract is up. There are several key
factors that go into understanding retention in the health club setting. Table 2 below depicts the
findings from current research about retention in the health club setting.
Table 2
Health Club Retention Influences
CUSTOMER SATISFACTION 19
Influence Source Assessment
Customer knowledge, a
component of service quality,
directly impacts customer
value and retention.
Oh, Lee & Kim, 2011 Interview question: How
confident are you in your
ability to perform the
movements associated with
the WVF exercise
program?
To what degree do you feel
that you understood the
importance of movement
mechanics to your success
in this fitness program?
There is a dose response
relationship between
attendance and retention.
Those who visit more, rejoin
more.
www.ptdirect.com, 2017 Interview question: How
many days did you
participate in fitness
activities during your first
three months of training at
WVF?
Facilities that focus on
continuous improvements
tend to do a better job at
retaining their membership
than those facilities that do
not.
Ekstrom, R. 2017 Interview question: In your
experience, to what extent
does WVF reinvest into the
facility and how does that
impact your experience?
Member demographics are
often a key influence on
retention. Couple members
and family members are
more stable geographically
and economically than
younger single members.
www.Ihrsa.org, 2017 Interview question: To
what extent does your
membership type, family
or single, impact your
willingness to participate at
WVF?
CUSTOMER SATISFACTION 20
Overall, the influences relating to health club retention are key indicators of a club’s
ability to retain customers past the initial contract. The above assessment items will help WVF
management understand the impact that each of the potential influencers have on the WVF
retention rate. Lastly, once the data analysis phase of the assessment process is finalized,
management will have the ability to act to improve the number of customers signing up after
their initial three-month contract has expired.
Health clubs spend too much
time focusing on attracting
new customers and must
increase time spent on
keeping current customers.
(Aiello, 2015) Interview question: What
programs or events would
you like to see offered at
WVF to increase your
monthly attendance at
WVF?
Follow-up question: How
do you feel about staff
expertise and level of
involvement about you as a
customer?
Staff expertise and
involvement are key
indicators of retention in
health clubs.
(Aiello, 2015) Interview question: How
would you describe the
current staff at WVF?
Value for money is an
important factor to consider
when evaluating retention.
(Aiello, 2015) Interview question: Do you
feel like your monthly
payment at WVF is
appropriate for the level of
service you are receiving?
CUSTOMER SATISFACTION 21
Customer Satisfaction at WVF
The Impact of Engagement on Customer Satisfaction
The concept of customer engagement has been explored in organizational behavior literature
to better understand the impact of a customer’s commitment on organizational performance
(Bowden, 2009; Doorn, Lemon, Mittal, Nass, Pick, Pirner & Verhoef, 2010; Vivek, Beatty &
Morgan, 2012). Customer engagement is defined in many ways but all definitions lead to
understanding the customer’s participation in an organization. Vivek, Beatty, and Morgan (2012)
defined customer engagement as the “intensity of an individual’s participation in and connection
with an organization’s offerings or organizational activities, which either the customer or the
organization initiates” (p. 133). Bowden (2009) developed a model that proposes the customer
engagement as a process that includes a cognitive commitment from new customers as a basis
for purchase of goods or services, increased levels of involvement due to increased levels of trust
and the development of commitment to the brand which is more emotional and leads to brand
loyalty. Lastly, having an understanding of customer engagement behavior which is defined as
the customers’ behavioral manifestation toward an organization, beyond purchase, resulting from
motivational drivers, will provide in depth knowledge about customer engagement (Doorn, et al.,
2010).
Customer engagement is a factor that improves customers’ commitment to the organization
(Bowden, 2009). To better understand how the customer satisfaction is impacted by engagement,
it is important to understand the role of the customer engagement behavior. Customer
engagement behavior impacts word of mouth activity, recommendations, helping other
customers, blogging, and writing reviews (Doorn et al., 2010). A research project conducted by
Doorn, et al. (2010) developed a unique conceptual model of customer engagement behavior that
CUSTOMER SATISFACTION 22
provides a theoretical model of customer engagement. In addition, Vivek, Beatty and Morgan
(2012) developed a similar conceptual model of customer engagement behavior that states the
consequences resulting from the antecedents relating to customer engagement behavior are
increased firm value, reputation, word of mouth, loyalty, and competitiveness. Some of the
antecedents stated in research that go into the customer engagement behavior are customer
satisfaction, trust, identity, goals, and perceived costs and benefits (Doorn et al., 2010). Those
antecedents result in customer engagement behavior that has consequences relating to a
customer’s cognition, attitude, emotional state, time, and identity. To manage the customer
engagement behavior process, it is important to not only understand the factors associated with
customers’ engagement but to properly evaluate the customers’ experience throughout their
journey, so the organization can leverage and stimulate the positive aspects of the service
environment or mitigate and neutralize any negative aspects of the service offering (Doorn, et al.,
2010).
In conclusion, research supports the idea that customer engagement has a direct impact on a
firm’s brand and value. Customer engagement is best measured through customer engagement
behavior that allows the researcher to better understand the experience associated with those they
serve. In addition, customer loyalty is a key indicator of successful customer engagement
practices. Increasing customer loyalty through various community engagement programs will
improve a customer’s sense of belonging and longevity with a product or service offering.
The Impact of Sense of Belonging on Retention Efforts
Literature suggests that sense of belonging has an impact, positive or negative, on an
organization’s retention rates (Bhattacharya,1998; Inalhan, & Finch, 2004; McKee, 2008;
O’Keeffe, 2013). Sense of belonging means feeling valued and accepted in relationships with
CUSTOMER SATISFACTION 23
groups or individuals (Riley & White, 2016). Feelings of acceptance are commonly sought after
especially in an economy that may be undermining one’s ability to form attachments or
relationships with people due to technological advances impacting communication (Inalhan &
Finch, 2004). Face to face interaction without the use of technology is supported in literature as
an absolute means to embrace sense of belonging. Inalhan and Finch (2004) stated that one of the
unintended effects of technology is that it has strengthened the value of community. Community
exists in many different aspects of our lives. We are all members of various clubs and belong to
these clubs because of our choice (McKee, 2008). For example, running clubs, book clubs,
fitness clubs or art clubs are a few examples of individual’s affiliations with things that matter to
them. Beneath the surface to those affiliations lays the idea of sense of belonging. The need to
feel valued or accepted by groups is an important factor for organization’s that seek to
understand customer retention. For example, a quantitative study by Bhattacharya (1998)
supported the hypothesis that customers of an organization are less likely to drop their
membership if they are part of an interest group that is closely related to the mission of the
organization. The affiliation with a special interest group within a company leads to value and
acceptance of the individual. In addition, sense of belonging research is also conducted in higher
education which provides a parallel to the for-profit research conducted on this topic. For
example, O’Keeffe (2013) explained that retention in higher education is a significant problem
and a short term realistic way to improve retention would be to create a caring, supportive and
welcoming environment within the higher education setting which will create a sense of
belonging and positively impact retention rates. Although higher education is not the focus of
this research project, this data can help researchers understand sense of belonging at a macro
level viewpoint.
CUSTOMER SATISFACTION 24
In conclusion, sense of belonging is an important factor in retention literature on for-profit
organization’s and higher education. If an individual feels they are valued and accepted,
belonging to an organization, they are more likely to continue with that brand of product or
service offerings. McKee (2008) mentioned the power of sense of belonging when he stated that
it must not go unnoticed when BMW and Harley Davidson, just to name a few, have embraced
belonging and created customers for life.
Risk Factors for Cancelling Membership
Studies have found that relationship marketing has an impact on customer commitment
and overall satisfaction. Chakiso (2015) defined relationship marketing as a philosophy of doing
business, a strategic direction that focuses on keeping customers rather than acquiring new
customers. Oh, Lee, and Kim, (2011) stated that relationship marketing is about affiliation and it
is done in a social and psychological context. These tenets of relationship marketing are positive
and the lack of adherence to relationship marketing principles at WVF could negatively impact
WVF retention rates and are the assumed influences for cancelling membership at WVF. In the
event an organization does not understand the impact of relationship marketing, a reduction in
customer loyalty and commitment will occur (Oh, Lee & Kim, 2011). In the event when loyalty
of an organization’s following begins to weaken, the risk for lower retention rates arises. In
addition, research conducted by Chakiso (2015) stated that relationship marketing has a
significant impact on customer’s loyalty. Key variables such as trust, commitment, conflict
handling, communication and gratitude serve as the foundation of relationship marketing and all
are empirically proven to have a positive impact on customer’s loyalty (Chakiso, 2015).
Additionally, motivation is a factor that plays a vital role in customer satisfaction and
retention research. White (2015) stated that intrinsic, introject, and external motivation are
CUSTOMER SATISFACTION 25
directly tied to service quality, positive, and negative emotions and the quality of service and
emotions lead to customer satisfaction. Overall satisfaction with a service helps increase
customer loyalty and leads to higher retention rates. It is vital that the factors associated with
customers’ motivation be analyzed and understood on a continuous basis. The impact of
customer motivation on an organization’s bottom line is influential and must be understood.
In conclusion, it is important for WVF, so long as the data of this dissertation support it
to consider implementing relationship marketing strategies due to the positive impact it has on
customer satisfaction and retention rates. In addition, customers’ motivations help increase
understanding of relationship marketing and customer satisfaction as motivation is a foundation
to customer satisfaction and loyalty.
The Clark and Estes’ (2008) Gap Analytic Framework
This study will follow the Clark and Estes’ (2008) gap analysis which is a systematic,
analytical method that helps to clarify organizational goals and identify the gap between the
actual performance level and the preferred performance level within an organization. The
conceptual framework is an analytical tool that is used to make conceptual distinctions and
organize ideas. The knowledge, motivation and organizational influences that cause the WVF
gap of 20% in customer retention were generated based on existing customer experience surveys,
personal knowledge, empirical case studies and related literature. The assumed knowledge
influences such as the customers’ inability to self-assess their movement and the lack of
understanding the foundational movements associated with the WVF fitness program are
detrimental to customer satisfaction. The motivational influences that were considered stem
from the self-efficacy and goal orientation theories of motivation. Lastly, the assumed
CUSTOMER SATISFACTION 26
organizational influences are organizational culture in groups and work process alignment with
organization mission.
Current and Past Customer Knowledge, Motivation, Organizational Influences
The purpose of the following section is to examine the knowledge influences that impact
retention efforts at West Visalia Fitness, LLC. (WVF). The current organizational goal at WVF
is that 80% of customers will renew their contract after the initial 90-day contract period is over.
Eliminating the current 40% gap in retention will allow WVF to achieve mission success by
increasing the amount of WVF services for the community. This literature review analyzed
literature as it relates to the types of knowledge pertinent to WVF and its customers.
Knowledge types. Customer knowledge, a component of service quality, directly
impacts customer value and retention. This sets the foundation to the Knowledge influences
discussed in this section. First to better understand knowledge it’s important to understand that
there are four different knowledge types: factual, conceptual, procedural and metacognitive
(Krathwohl, 2002). According to Krathwohl (2002), factual knowledge refers to the discrete,
isolated elements about a specific topic. Conceptual knowledge is a more complex and organized
form of knowledge that is described as the interrelationship among basic elements within a larger
structure that allows the various knowledge pieces to function together (Krathwohl, 2002).
Factual and conceptual knowledge make up declarative knowledge. Procedural knowledge is the
third knowledge type; it is knowledge that is needed in order to do something. Krathwohl (2002)
stated that, procedural knowledge provides criteria for using skills, techniques, algorithms, and
methods. Metacognitive knowledge is the knowledge of cognition and the awareness of one’s
own cognition (Baker, 2006; Krathwohl, 2002). This literature review examines how the
different types of customers’ knowledge may impact the organizational goal that 80% of
CUSTOMER SATISFACTION 27
customers will renew their contract after the initial 90-day contract period is over. It is important
to gain a deep understanding of the knowledge types effect on the WVF organizational goal
because it will give the WVF management team the skills necessary to understand the
congruence between the WVF staff communication and the language that fosters learning across
WVF customers.
WVF customer knowledge influences. The following section examines literature that is
relevant to the current customers as stakeholders within WVF. Declarative knowledge,
procedural knowledge, and metacognitive knowledge influences are identified that may affect
the retention efforts at WVF. To increase the WVF retention rate to 80%, the knowledge
influences must be clearly articulated and understood.
Customer ability to self-assess. Metacognitive knowledge is the awareness and
knowledge about one’s own cognition (Krathwohl, 2002). This knowledge type is extremely
important for WVF customers as it directly impacts their performance with the WVF service
offering. According to Baker (2006), learning is dependent on the effective use of basic cognitive
processes such as memory and attention, the retrieval of relevant background knowledge, and
cognitive strategies will help one achieve their goals. The ability of a WVF customer to think
about thinking, in this case, reflecting on the movements they perform when they are performing
it, is extremely useful for both the staff and customers at WVF. The ability to self-assess will
provide comfort for the customer and will help build self-efficacy about their ability to meet their
wellness goals. For example, if the customer can think about the movement while they are
performing the movement, self-assess, then the staff and customer are able to be more confident
and safe in the service environment. This increase in safety will have a direct impact on the WVF
retention efforts. Furthermore, metacognition plays an important role in the learning process at
CUSTOMER SATISFACTION 28
WVF, Mayer (2011) stated that metacognition helps guide the learners cognitive processing to
the material to be learned. If WVF customers have the ability or strategies to help them learn the
information being taught on a daily basis they will be more successful with the services offered
at WVF. In addition, research supports the fact that transfer of learning occurs more often in
customers that have higher cognitive processing abilities as they are more successful in
processing, and retaining skills being taught (Blume, Ford, Baldwin, & Huang, 2010; Burke &
Hutchins, 2007; Velada, Caetano, Michel, Lyons, & Kavanagh, 2007). Transfer of learning is
important for WVF customers because every time they come to the gym, they have less lessons
to learn and can become more autonomous in performing the exercises. Table 3 provides details
on the various knowledge influence, types, and potential assessments that can contribute to the
acquisition of knowledge pertaining to the customer learning environment and its overall impact
on customer engagement and belonging.
Knowledge of human movement. Human movement is the reason customers attend WVF
and therefore critical to evaluate. As previously mentioned customer knowledge, a component of
service quality, directly impacts customer value and retention. Human movement at WVF is
specifically related to the functional movement patterns used in a CrossFit class at WVF. To
safely workout at WVF, it is important that the customer understand movement types, names and
try to correct their movement patterns when corrected by a WVF coach. Declarative knowledge
includes both factual and conceptual knowledge. Declarative knowledge influences the
customers’ ability to engage in the WVF fitness program. According to Paas and Ares (2014),
cognitive schemas are used to store and organize knowledge by incorporating or chunking
multiple elements of information into a single element with a specific function. Furthermore,
cognitive schemas play an important role in declarative knowledge as skilled performance is
CUSTOMER SATISFACTION 29
dependent on the combination of complex schemas with lower level schemas to develop higher
level schemas (Chi, Glaser & Rees, 1982). The above research on knowledge representing the
principles of information processing as it relates to declarative knowledge helps the WVF
management team understand the impact that declarative knowledge, both factual and
conceptual, has on the customers learning process. The WVF policies that the coaching staff
follow on a day to day basis does not allow the customer to think about thinking, metacognition,
during the learning process. While learning movements associated with the WVF exercise
program is focused on declarative and procedural knowledge, only after a workout is complete is
a metacognitive approach utilized by WVF coaching staff. The lack of separation between the
knowledge types does not foster higher level schemas, such as clean and Jerk or snatch, to be
created as lower level schemas, such as deadlift and military press movements, are not set as the
foundation. Trying to create lower level and higher-level schemas simultaneously is a poor
implementation strategy that does not foster knowledge creation (Kirschner, Kirschner & Paas,
2006). Furthermore, Schraw and McCrudden (2013) findings support the fact that declarative
knowledge is the basis for success in procedural skills. In this instance, the lack of a declarative
knowledge regarding human movement may hinder customer’s procedural knowledge and
negatively impact customer engagement and ultimately, retention.
Knowledge of WVF exercise approach. Procedural knowledge is the knowledge about
how to do something (Krathwohl, 2002; Mayer, 2011). The possible lack of declarative
knowledge regarding human movement for customers at WVF creates a difficult learning
process and can negatively impact customer engagement and the development of customer
procedural knowledge necessary to feel successful in this exercise program. The research states
that fully engaged customers are connected to the companies they do business with and they
CUSTOMER SATISFACTION 30
often go to extreme measures to only do business with their favorite companies (Robison, 2007).
WVF must provide a learning environment that builds the customers procedural knowledge of
how to properly perform the movement patterns associated with the WVF fitness program. A
customer that better understands human movement is more engaged. Furthermore, procedural
knowledge is responsible for guiding and influencing actions of customer’s exercising
movements during class, and allows behaviors that can execute appropriate skills within the
service environment (Akgun, Keskin, & Byrne, 2012). Improving the customers’ ability to not
only understand but to safely perform movements is an important part of improving customer
satisfaction at WVF and will also positively influence the customers’ metacognitive processes.
Table 3
Knowledge Influences
CUSTOMER SATISFACTION 31
Motivation
This section of the literature review analyzes literature that focuses on motivational-
related influences that impact the WVF organization retention goal of increasing retention rates
to 80%. Mayer (2011) defined motivation as an internal state that directs behavior towards goals.
Motivation is manifested in choice, persistence and effort. Goal orientation theory and self-
efficacy theory are the two motivational theories proposed in this section as influences on
Organizational Global Goal
The WVF organizational goal is that 80% of customers will renew their contract after the
initial 90-day contract period is over.
Knowledge Influence Knowledge Type Knowledge Influence
Assessment
Customers need knowledge of how
to properly self-assess during
movement.
Metacognitive Interview question: Tell me how
you know whether you are
moving correctly during
exercise?
Customers need baseline
knowledge of human movement in
order to be optimally and
appropriately engaged in their
fitness regimen/routine.
Declarative Interview question: Tell me what
you understand about human
movement and our fitness
approach.
Do you know what the acronym
AMRAP means?
(Probe: RFT? WOD? Tabata?)
Customers need to know how to
apply the details of the fitness
approach.
Procedural Interview questions: Tell me how
you implement the fitness
approach in your fitness regimen.
To what degree do you feel that
you understand the importance of
movement mechanics to your
success in this fitness program?
CUSTOMER SATISFACTION 32
whether WVF customers, after choosing to sign up for WVF services, will commit to a
continued relationship with the organization as a manifestation of persistence and effort.
Goal orientation theory. Goal orientation theory is a social cognitive theory of
achievement motivation. Yough and Anderman (2006) stated that the goal orientation theory
examines why people engage in processes or services. There are two overarching goal constructs
within the goal orientation theory framework, mastery goals and performance goals (Kaplan &
Maehr, 2006). People with mastery goals are generally focused on learning, mastering and self-
improvement and those with performance goals are typically focused on ability judgments
relative to others (Kaplan & Maehr, 2006; Yough & Anderman, 2006).
WVF customers’ goal orientation. Goal orientation theory is a tool to understand and
utilize to help shape WVF communication strategies. The goal orientation theory allows WVF
management to create policies and processes that help guide customers based on their goal
orientation at that time. In the WVF environment, customers would benefit more by having a
mastery orientation approach focus. Research on mastery goals in the education sector shows
why WVF customers would best benefit from the mastery goal orientation as WVF customers
are immersed into a learning environment just as students are on a daily basis. Yough and
Anderman (2006) stated that when students report being mastery oriented, they persist longer at
tasks, have higher levels of engagement, and they use more effective cognitive processing
strategies. The goal of the WVF coaching staff is to create an environment that focuses on
individual improvement that builds customer confidence and ability to live a healthy life. In
comparison, research shows that a performance goal orientation is prevalent in schools and other
settings as learners are focused on being the best in academics, sports or other areas and the
comparison of themselves to others often promotes fear of failure and can negatively impact
CUSTOMER SATISFACTION 33
motivation (Kaplan & Maehr, 2006). Performance based goals are also common with WVF
customers due to the environment and competitive nature of the service WVF offers.
Overall, having an understanding of why WVF customers do something or why they
choose not to, is a valuable tool for WVF and will foster a growth environment. Goal orientation
theory directly impacts motivation, as mastery goals are associated with intrinsic motivation and
enjoyment and are likely to increase choice, persistence and mental effort. In other words, when
a customer enjoys exercising they are more likely to return and stay customers.
Self-efficacy theory. Self-efficacy is the self-perceptions that people have about their
abilities to accomplish a specific task (Bandura, 2000; Pajares, 2009). Self-efficacy beliefs are
generally formed by four sources: mastery experience, vicarious experience, social persuasions,
and physiological reactions (Pajares, 2009). Customers with high individual self-efficacy will
expend greater effort, persist longer, and experience less fear and anxiety. The staff at WVF has
a direct impact on the mastery experience and must act to help WVF customers have high self-
efficacy.
WVF customers’ self-efficacy. Self-efficacy theory is applicable to WVF customers
because the beliefs they have about themselves or abilities will generally result in the outcome
they expect. For example, if the WVF customer expects difficulty or burnout, then those beliefs
will generally foster the outcome they expected. Pajares (2009) helps understand how much of
an impact self-efficacy has on motivation by stating that self-efficacy beliefs provide the
foundation for human motivation, well-being, and personal accomplishment. People must
believe that their actions can produce their desired outcomes otherwise they have little incentive
to act or attempt to overcome challenges. In addition, McKee, Simmers, and Licata (2006)
published findings that support that customers who feel efficacious in a service setting feel
CUSTOMER SATISFACTION 34
valued, enjoy the service more and have a high service value association which helps the
organization retain the customer. Furthermore, the WVF coaching staff should take the
appropriate steps to increase customer service use self-efficacy, by providing training with
feedback, vicarious experience, verbal persuasion and a low stress environment (McKee,
Simmers & Licata, 2006). These findings support the use of self-efficacy principles and aim to
improve the customer experience. A customer that has a high value association with a service
due to high self-efficacy while at WVF is likely to participate in positive word of mouth
marketing activities and become a valued member of WVF. Overall, self-efficacy theory
highlights future possibilities that can have a real positive impact on WVF retention efforts.
Table 4 goes into detail regarding various motivational influences and a motivational influence
assessment that can help WVF service managers gain a better understanding of the customer’s
viewpoint on those various influences.
Table 4
Motivation Influences
CUSTOMER SATISFACTION 35
This section of the literature review will analyze literature that focuses on organizational related
influences that impact the West Visalia Fitness (WVF) organization retention goal of increasing
retention rates to 80%. According to Clark and Estes (2008), “Organizational culture inevitably
Organizational Global Goal
By June 2018, 80% of WVF customers will renew their contracts after the 90-day initial contract
expires.
Assumed Motivation Influences
Motivational Influence Assessment
Self-Efficacy - Customers must feel confident in
their ability to safely perform the movements
associated with the WVF exercise program was
validated.
Interview item – How confident are you in
your ability to perform the movements
associated with the WVF exercise program?
Looking at your entire experience, can you
recall a time when you felt most valued, most
involved, or most excited about your
involvement in the organization?
Goal Orientation – Customers need to want to
engage in exercise with their personal health and
wellness goals in mind, to master the exercises
performed at WVF and to find enjoyment in it.
Interview item – Let’s talk about what
motivates you. To what degree do you feel
you are motivated by your goals and to do
your best at WVF irrespective of how it
compares to others’ progress in their exercise
program?
Do you see WVF as a long-term approach to
maintaining an optimal level of health and
fitness?
CUSTOMER SATISFACTION 36
filters and affects all attempts to improve performance, and successful performance improvement
will depend on taking the specific organizational culture into account” (p. 103). Culture is
paramount to success in the service industry. It is important for WVF management to understand
culture and to work to ensure cultural alignment throughout the organization exists. To better
understand the cultural organizational influences this research analyzed the WVF customers and
coaching strategy, policy compliance, and professional development compliance.
General theory. The idea of culture is explained by Schein (2004), “culture is an
abstraction, yet the forces that are created in social and organizational situations deriving from
culture are powerful” (p. 7). It is important to understand the forces that enact culture at WVF to
better understand how to ensure culture is fostered in a positive way. The coaching strategy,
professional development of coaching staff and customer satisfaction all play a vital role within
WVF.
WVF customers and coaching expertise. With regard to organizational influences on
the customers’ likelihood to remain a customer, it is important to understand how the
organization approaches teaching customers in the learning environment at WVF. There is
informal evidence that WVF customers have a lack of understanding of the coaching strategies
utilized at WVF. Furthermore, literature mentions that staff expertise and involvement are
leading indicators of retention in health clubs. WVF Coaching staff follow organizational policy
that directs coaches to instruct customers how to properly perform the complex exercise
movements over a period of two months. This is a slower approach that aims to avoid cognitive
overload and increase a customer’s likelihood to believe they will be successful in the WVF
program. However, the strategy may negatively impact a customer’s view of the coach’s
expertise throughout the beginning of their training journey at WVF. For example, a “deadlift” is
CUSTOMER SATISFACTION 37
a complex movement and mastering the deadlift in one class is unreasonable but often expected
by customers. The immediate gratification requirements from customers is the exact opposite of
the coaching strategy at WVF. With that said, the organizational policy is to teach the foundation
of the deadlift, ensure safety, and then improve technique and increase load overtime. The social
constructs associated with belonging impact organizational place attachment and overall sense of
belonging (Inalhan, 2004). For a customer to have a high sense of belonging they must
understand the way in which coaches at WVF aim to instruct them on human movement
principles. This concept supports the idea that culture in individuals’ is important and includes
two things: what work processes are effective for them and how and why they do things (Clark
& Estes, 2008). Vivek, Beatty and Morgan (2012) mention that customers want to understand
why they are doing something, they have a need for a high sense of belonging and place
attachment. WVF customers may not understand that the WVF strategy focuses on customer
information retention using cognitive theory and information overload theoretical principles. The
customers lack of understanding of WVF policy regarding coaching instruction could potentially
lead towards second guessing the coaches’ knowledge or ability to coach a movement.
Customer Loyalty. To build customer loyalty, increase engagement, improve word of
mouth activity, recommendations, positive reviews, and blogging posts, the coaching staff must
positively engage the customer in unique ways (Vivek, Beatty & Morgan, 2012). The literature
review uncovered several unique ways to increase customer loyalty. First, www.ptdirect.com
(2017) stated that there is a dose relationship between attendance and retention. Members who
attend more are more likely to rejoin more, which represents an increase in loyalty. Second,
literature supports that continuous improvement projects influence retention. Facilities that focus
on continuous improvements tend to do a better job at retaining their membership than those
CUSTOMER SATISFACTION 38
facilities that do not (Elkstrom, 2017). This unique approach to increasing loyalty must not go
unnoticed when creating future strategic plans at WVF. Third, members that join as a couple and
family memberships are often more stable geographically and economically than younger single
members (www.ihrsa.org, 2017). Having this understanding may assist WVF management in the
optimization of future marketing efforts to ensure the best approach to target market is being
utilized. The above literature findings that impact customer loyalty involve many organizational
changes. Clark and Estes (2008) mention that the key element for successful change is found in
the connection between a vision, sound processes and procedures and assessment of results that
reflect the status of the changes. WVF may be battling customer loyalty but a
Current customer engagement and satisfaction. Returning customers create lifetime
value for the WVF organization. The creation of an environment that promotes engagement and
increases customer satisfaction will lead towards customer loyalty. Acevedo and Lam (2016)
mention that the service quality is at the forefront of importance and the two most important
aspects of service quality are personal and services. Each of these are tremendously valuable to
the customer. In addition, customer’s perceived value for money they invest is an important
factor when evaluating retention. The personal aspect involves the customers’ sense of
accomplishment and the services deals with the facility layout, equipment, hours of operation,
and programs offered. In addition, the retail industry provides great insight on customer
satisfaction, retention, and loyalty. Murali, Pugazhendhi and Muralidharan (2016) mention that
satisfaction, retention, and loyalty are positively influenced by empathy and tangibles. Empathy
is the personalization of the service environment including but not limited to individual attention
and convenient operating hours (Murali et al., 2016). Lastly, tangibles represent the physical
facilities including equipment, personnel, and building (Murali et al., 2016). The impact of
CUSTOMER SATISFACTION 39
empathy, tangibles, and service quality on customer satisfaction, retention, and loyalty are
paramount organizational variables. These influences must be analyzed in depth to gain a clear
understanding of how the organizational factors impact customer retention at WVF.
Table 5
Organizational Influences
CUSTOMER SATISFACTION 40
Organizational Global Goal
By June 2018, 80% of WVF customers will renew their contracts after the 90-day initial
contract expires.
Assumed Organizational Influences
Organization Influence Assessment
Cultural Model Influence: There may be a
general lack of understanding by WVF
customers regarding WVF coaching
strategies. The lack of understanding may
influence customers’ sense of belonging.
Interview question - When you’re at WVF,
to what degree do you feel like you belong?
Probe - What makes you feel like you do or
don’t belong?
Probe - How can WVF improve your sense
of belonging?
There is a dose response relationship
between attendance and retention. Those
who visit more, rejoin more.
Interview question: How many days did you
participate in fitness activities during your
first three months of training at WVF?
Facilities that focus on continuous
improvements tend to do a better job at
retaining their membership than those
facilities that do not.
Interview question: In your experience, to
what extent does WVF reinvest into the
facility and how does that impact your
experience?
Member demographics are often a key
influence on retention. Couple members and
family members are more stable
geographically and economically than
younger single members.
Interview question: To what extent does your
membership type, family or single, impact
your willingness to participate at WVF?
Health clubs spend too much time focusing
on attracting new customers and must
increase time spent on keeping current
customers.
Interview question: What programs or events
would you like to see offered at WVF to
increase your monthly attendance at WVF?
Follow-up question: How do you feel about
staff expertise and level of involvement
about you as a customer?
Staff expertise and involvement are key
indicators of retention in health clubs.
Interview question: How would you describe
the current staff at WVF?
CUSTOMER SATISFACTION 41
Conceptual Framework: The Interaction of Current and Past Customers’
Knowledge, Motivation and Organizational Influences
The conceptual framework for the West Visalia Fitness, LLC. (WVF) research project
helps guide the researcher along a path that is clear and consistent throughout the duration of the
research project (Clark & Estes, 2008). Merriam and Tisdell (2016) explain theoretical
framework as the structure, scaffolding or framing of a researcher’s study. This frame allowed
the researcher to build and be guided along the research journey. While the researcher presented
many of the potential influences relating to the customer retention rate gap at WVF
independently, it is clear they do not remain in isolation from one another. Each of the potential
influencers interact with one another in a direct manner. The researcher believes the
organizational influences of customers’ sense of belonging, customer engagement and self-
efficacy impact the organization’s ability to decrease the retention gap.
Value for money is an important factor to
consider when evaluating retention.
Interview question: Do you feel like your
monthly payment at WVF is appropriate for
the level of service you are receiving?
CUSTOMER SATISFACTION 42
Figure 1. WVF Conceptual Framework
Figure 1 presents the conceptual framework of the WVF research study that aims to understand
the factors contributing to the 40% gap in retention efforts. The organizational goal is that 80%
of WVF customer will renew their contract after the initial 90-day contract is over. This gap is
possibly influenced by the influencers depicted in Figure 1 and explained in Table 1, 2, and 3.
Customer sense of belonging is an organizational influence that deals with the impact that culture
has on retention rates. The organizational influence leads directly into the knowledge influence
of customer engagement. It is important for customers at WVF to have the tools necessary to feel
Knowledge
Self-assess
Motivation
Self-efficacy
Goal Orientation
Organizational
Culture & Leadership
SATISFACTION
INFLUENCES
CUSTOMERS
CUSTOMER SATISFACTION 43
confident about all the movement they perform while in class. Lastly, the organizational and
knowledge components directly impact the overall motivation of the WVF customer. Customer
self-efficacy to achieve their health goals is a motivational influence that has a potential direct
impact on increasing retention rates. Figure 1 allows the researcher to have a clear frame to guide
the study. With this frame, the researcher can better research factors impacting the study’s
research questions.
Conclusion
This chapter reviewed the literature about the influences that are currently attributing to
the WVF organizational problem. WVF currently has a gap in retention that does not support
organizational growth. The current retention rate for new customers at WVF is 40% and the
retention goal is 80%. This 40% gap is problematic as it hinders the organization’s ability to
comply with the organization’s strategic plan growth initiatives and acts as a barrier to efforts
that aim to address the retention gap. This literature review analyzed learning and motivation
theory assumed knowledge, motivation, and organizational influences on WVF performance.
The validation process of the above influences is described in Chapter three.
CUSTOMER SATISFACTION 44
Chapter Three: Methods
The purpose of this study is to determine the factors impacting customer satisfaction and
retention rates at West Visalia Fitness (WVF). WVF currently has a 40% new customer retention
rate and has a goal of increasing the retention rate to 40% by September 2017. The analysis
began by generating a list of possible or assumed interfering influences and then by examining
these systematically to focus on actual or validated interfering influences. Understanding the
influences and factors affecting the WVF retention rate allowed WVF to continuously grow and
reach new markets. The performance gap is 40% and must be reduced to foster a growth
business environment.
The stakeholder of focus in this study is the current and past customers at WVF. These
customers are stakeholders that can provide detailed information regarding their experience at
WVF and possible causes to help understand the current WVF retention rate. Overall, the current
and past customers at WVF are easily accessible and willing to provide input to help grow the
WVF community.
It is important to study the root influences and propose solutions that can aid the WVF
management team in turning around the retention percentages. The questions that guided the gap
analysis that address knowledge and skills, motivation, and organization causes and solutions
relating to the current and past customers at WVF are below:
1. What are the WVF customers’ knowledge, motivation and organizational influences
in the context of them renewing their contracts after the initial 90-day contract
expires?
2. Wat are the recommended knowledge, motivation, and organizational solutions?
CUSTOMER SATISFACTION 45
Participating Stakeholders
The WVF research study sample selection is an integral component to the research
projects impact on understanding customer satisfaction and retention efforts. The selection
criteria associated with the WVF research questions are an essential focus point for this study.
The criterion based selection process was utilized to determine the participating stakeholders
(Kurpius & Stafford, 2006).
While the joint efforts of all stakeholders contributed to the achievement of the overall
organizational goal of increasing customer retention, it was important to understand current and
past customers’ experience. Therefore, the stakeholders of focus for this study consist of three
groups:
1) customers within their first 90 days at West Visalia Fitness.
2) customers that have been at WVF for longer than 90 days.
3) customers that cancelled their contracts within the last six months.
The information obtained from these stakeholder groups allowed WVF to develop an action plan
that fosters achieving the organization’s performance goal. The WVF payment processing
system allows management to track progress towards the WVF goal monthly.
Interview Sampling Criterion and Rationale
Criterion 1. Must be a current WVF customer. The customer must be within the first
three month of training at WVF to minimize study implications regarding knowledge gaps
between advanced and beginner level customers,
Criterion 2. Must be a WVF group class attendee. This study does not research the
retention rates associated with personal training or open gym customers,
CUSTOMER SATISFACTION 46
Criterion 3. Must be 18 years of age or older. To minimize study implications associated
with a minor’s lack of choice in training due to costs or time, researchers did not interview
minors.
Interview sampling recruitment strategy and rationale. The snowball purposeful
sampling recruitment strategy was utilized to get information rich cases. Furthermore, the
snowball approach allows the research participants to actively recruit their peers to the WVF
interview process (Merriam & Tisdell, 2016). WVF interviewed 15 WVF customers that meet
the interview sampling criterion. This number of respondents is based on the average number of
WVF customers that would fit the interview sampling criterion and the fact that there is no
specific number of interviewees required for a interview study (Maxwell, 2013). Of those 15
interviewees, two were pilot interviews to ensure the questions are clear and to give the
interviewer some practice. Merriam and Tisdell (2016) stated “the key to getting good data from
interviewing is to ask good questions” (p. 117). The interview structure was semi structured as
this allowed some flexibility with the interview questions order but still provided some
continuity between the data being collected during the various interviews. The interview
sampling approach was the second sampling recruitment strategy approach utilized during the
data collection process. The interview sampling strategy helped clarify influences associated
with the WVF conceptual framework and provide linkage between WVF customers knowledge,
motivation and organization influences as they impact WVF retention rates.
Data Collection and Instrumentation
The WVF research study data collection and instrumentation phase of the project is an
instrumental component to understanding the influences associated with the WVF research
CUSTOMER SATISFACTION 47
questions. The data collection method that was utilized by the researcher for the WVF project is
interviews.
Interviews
I interviewed a total of 15 individuals: five customers that are within their first 90 days of
training at WVF, five customers that are beyond the initial 90 days of training at WVF, and five
past customers. I completed one interview at a time, no focus groups were held, the interview
process was informal and followed a semi-structured interview approach. The semi-structured
interview approach was the best method for this research project because it allowed me to utilize
probing questions during the interview process (Maxwell, 2013). As a result, I gained more
valuable information that was used to help understand the factors associated with my projects
research questions. I asked the interviewee questions that pertain to the assumed knowledge,
motivation, and organizational influencers impacting the WVF retention gap.
Data Analysis
The data analysis of interviews began during data collection. I documented my thoughts,
concerns, and initial conclusions about the data in relation to my conceptual framework and
research questions. Once I left the field, the interviews were transcribed and coded. In the first
phase of analysis, I used open coding, looking for empirical codes and applying a priori codes
from the conceptual framework. In the second phase of analysis, empirical and a priori codes
were aggregated into analytic/axial codes. In the third phase of data analysis, I identified pattern
codes and themes that emerged in relation to the conceptual framework and study questions. I
analyzed my documents for evidence consistent with the concepts in the conceptual framework.
CUSTOMER SATISFACTION 48
Credibility and Trustworthiness
My role in the WVF research project was to ensure the highest level of transparency. To
maintain a high level of credibility and trustworthiness, I conducted the interviews associated
with this research project. I conducted the data analysis phase of the project to ensure the themes
that are documented were done so in a systematic and non-bias manner. Those themes were
verified for accuracy by the interview respondents. Lastly, reflexivity was documented in detail.
I reflected about my role in the study, personal background, culture, and how my experiences
have potential for shaping the interpretations and meaning they ascribe to the data (Creswell,
2014).
Validity and Reliability
The WVF research study was conducted in a qualitative manner. In efforts to ensure the
highest level of validity exists, it was important to validate findings throughout the research
process and have strategies to determine whether the findings are accurate. Creswell (2014)
defines qualitative validity as an approach for the researcher to be able to check for accuracy of
findings by using certain procedures. I used several strategies to ensure the highest level of
validity exist for the WVF research project.
I triangulated different data sources to develop themes that exist among the various
respondent’s answers. The themes that surfaced were clear and helped add to the validity of the
study. The themes uncovered in the triangulation process were used in the second validity
strategy associated with the WVF research project. The second strategy is called member
checking. As Creswell (2014) mentions, member checking helps determine the accuracy of the
research findings by taking themes back to the research participants to ask if the themes stated
are accurate. I took general themes associated with the research findings to the research
CUSTOMER SATISFACTION 49
participants ensuring that a high level of confidentiality for the research participants exist. The
last validity strategy is to clarify the bias that I bring to the study. It was understood that I, the
owner operator of WVF view the findings of this study from a lens that created the organization,
has a great deal of experience with the respondent’s, is an avid fitness enthusiast that participates
in the WVF program, and is part of the WVF and local community.
In addition to validity, reliability of the research findings is unique and equally important.
Reliability represents that I utilized an approach that is consistent among researchers and other
projects in similar fields (Creswell, 2014). To ensure a high level of reliability, I checked
transcripts to make sure they are free of any mistakes that could have been made during the
transcription process, documentation regarding the procedures associated with the study were
maintained and the research project was open to analysis by an external auditor that can analyze
the entire research project without bias.
Ethics
The West Visalia Fitness, LLC. (WVF) research project goal is to gain insight on the
knowledge, motivation, and organizational influences that have an impact on customer retention
at WVF. I have many responsibilities with respect to human subjects that were involved in the
WVF research study. All human subject participation is voluntary, data and subject’s
participation is confidential and all data retrieved was stored in a secured safe at WVF
headquarters. As Maxwell (2013) mentions, the researcher, always ensures that all writing that
could violate confidentiality, privacy or be potentially damaging to individuals or groups be
omitted from the research reports. In addition, participants were given an information sheet and
not be pressured to participate. I performed the informed consent process and selected
individuals that met the selection criterion.
CUSTOMER SATISFACTION 50
I, the owner of WVF, was the principal investigator for the WVF research project. This
research aims to evaluate what the influences on retention is and this understanding will help
lead WVF to mission success. The aim of the WVF management team is to help research
subjects understand the importance of the project as it relates to them so that they will view the
project in a favorable manner and will appreciate the dedication of the owner’s desire to make
WVF a facility that is more understanding of the customers’ view of WVF. Furthermore, the
research project required interviews with current and past WVF customers as part of the data
collection process. I, the owner, conducted the interviews and have nothing to gain by doing so.
The intent of the research is to benefit the customers of WVF and the community WVF serves.
With that said, I conducted the semi-structured interviews at WVF headquarters. This interview
set-up helped the interviewee answer the questions in the most insightful manner possible and
without the thought that their answers would have an impact on them personally in the future.
Lastly, the interviewee remained confidential and their interview was kept in a secured lockbox
at WVF headquarters.
The assumptions and biases associated with the WVF research project are primarily
associated with my title and role at WVF. Kurpius and Stafford (2006) stated that there are two
large ethical domains that one should ethically be worried about: your own competence and the
rights of human subjects. My competence did not interfere with any phase of the research
project. It is important to understand and interpret research data in the abstract without using it to
make immediate decisions or jump to conclusions (Kurpius & Stafford, 2006). Lastly, the rights
of human subjects were discussed in detail and the researcher had a detailed plan of action that
was provided to interviewees on an information sheet. The information sheet clearly articulated
the rights of the human subjects.
CUSTOMER SATISFACTION 51
Limitations and Delimitations
In research, there are influences that I cannot control and limitations that may impact the
methodology and conclusions of the research project. Several limitations exist for the WVF
research project. First, the scope of discussion documented in the WVF research report is a
limitation as the researcher does not have a vast amount of experience with large research
projects. Second, the choice of data collection methods is a limitation because I only utilized the
interview data collection method. The use of other data collection methods in addition to the
interview method could provide richer data and lead to a deeper triangulation of data. Third,
during the interview process I cannot control the respondent’s own biases regarding the training
program and associated cost. Due to the expensive monthly costs associated with training at
WVF, the respondents’ responses may not accurately depict what they feel. Fourth, this research
project is specific to WVF and is not intended to be representative of a broader organizational
issue and the solutions cannot be applied to other organizations without considering their
context. Lastly, the interview protocol does not question costs of services as I believe that
question would results in answers that are not reliable due to the nature of the question. The fees
associated with WVF are high and in the event a question pertaining to costs are asked the
research participant may feel the need to answer in a manner to save face.
A few boundaries have been set for the WVF research project. The delimitations involve
research questions, theoretical framework and target populations. To ensure research stays
focused on the purpose of the study, two research questions were created that act as the
framework of the entire research project. The research question stated below guide all research
objectives and keeps the researcher on the right track.
CUSTOMER SATISFACTION 52
1. What are the WVF customers’ knowledge, motivation and organizational influences
in the context of them renewing their contracts after the initial 90-day contract
expires?
2. What are the recommended knowledge, motivation, and organizational solutions?
The theoretical framework is aligned with the research questions and illustrate the overarching
theory supporting the research project. The KMO analysis is embedded into the WVF theoretical
framework and allows the researcher to take a specific approach when conducting research.
Lastly, to ensure project completion within the required timeframes allotted, I chose a target
audience that will have the most powerful impact on the research questions.
CUSTOMER SATISFACTION 53
Chapter Four: Findings
The West Visalia Fitness (WVF) research project was conducted to gain a better
understanding of the factors that relate to customer satisfaction at WVF. The current lack of
understanding WVF has about customer satisfaction negatively impacts the retention rate at
WVF. At the start of this study the retention rate at WVF was 40% and the organizational goal
was to achieve an 80% retention rate. This represents a 40% gap in retention and the gap
negatively impacts WVF’s ability to achieve mission success. This qualitative research project
conducted interviews on 15 different people to gain a better understanding of satisfaction and its
overall impact on WVF retention. The questions that guided the gap analysis that address
knowledge and skills, motivation, and organization causes and solutions relating to the current
and past customers at WVF are below:
1. What are the WVF customers’ knowledge, motivation and organizational influences
in the context of them renewing their contracts after the initial 90-day contract
expires?
2. What are the recommended knowledge, motivation, and organizational solutions?
Participating Stakeholders
The stakeholders of this study consisted of three groups:
1) customers within their first 90 days at West Visalia Fitness,
2) customers that have been at WVF for longer than 90 days,
3) customers that cancelled their contracts within the last six months.
There are three participating stakeholder groups but the findings for this research project will be
grouped into one dataset. The rationale for including three participating stakeholder groups was
to triangulate the data between the various groups. Due to the similarities in themes of the
CUSTOMER SATISFACTION 54
interviewees responses, the triangulation process revealed no significant differences between
groups. I chose to group data into one dataset because the study’s findings are universal across
all three stakeholder groups. Each participant was assigned a pseudonym and the interview
findings will be presented with the assigned pseudonym in the sections to follow.
Findings for Research Question 1
Customers’ Knowledge: Findings
Three groups of stakeholders were interviewed as part of the WVF research study. Of the
three groups, data analysis of the customers that had been at WVF for longer than 90 days
provided the most insight as it relates to knowledge. This is primarily due to the customers being
more forthcoming as they provided significantly more detail in their responses during the
interview process. Each of the three knowledge types, declarative, procedural and metacognitive,
will be addressed in this section.
Declarative knowledge includes both factual and conceptual knowledge. Factual
knowledge refers to the discrete, isolated elements about a specific topic. Conceptual knowledge
is a more complex and organized form of knowledge that is described as the interrelationship
among basic elements within a larger structure that allows the various knowledge pieces to
function together (Krathwohl, 2002). Declarative knowledge sets the foundation of knowledge
for the training program. WVF data shows that eight out of 15 (53%) customers did not
understand the importance of foundation movements. In the WVF exercise program, declarative
knowledge sets the foundation that will be built upon day after day. Information processing
theory states that cognitive schemas play an important role in declarative knowledge as skilled
performance is dependent on the combination of complex schemas with lower level schemas to
develop higher level schemas (Chi, Glaser & Rees, 1982). The declarative knowledge gap
CUSTOMER SATISFACTION 55
pertaining to why a movement is important and having a general lack of understanding of
foundation movements negatively impacts further learning and through that, is likely to have an
impact on whether a customer chooses to continue services.
The current study demonstrates that 12 out of 15 (80%) of the interviewees that have
been training for longer than 90 days believe that their knowledge of human movement as it
relates to the WVF exercise program is not at the level they expect at this point in the training
program. The key knowledge issue presented by data analysis pertains to procedural knowledge.
Krathwohl (2002) stated that procedural knowledge is knowledge that is needed to do something
and that it provides criteria for using skills, techniques, and methods. Four out of five (80%) of
the interviewees that have been training at WVF for longer than 90-days stated that their
knowledge regarding the movements is not at their level of expectations because the coaching
staff tends to focus more on the newer customers than customers that have been here for a while.
Timo stated:
I think because a lot of the coaches are currently pretty new, they’re still kind of learning
how to coach each individual or as a group. So, for example the athletes that have been
here for a while that kind of know what they’re doing, and the coaches have a different
perspective on how to coach those athletes as opposed to brand new athletes. I think a lot
of time they tend to focus on newer members.
The fourth knowledge type analyzed during data analysis is metacognitive knowledge.
Metacognitive knowledge is the knowledge of cognition and the awareness of one’s own
cognition (Baker, 2006; Krathwohl, 2002). WVF data shows that 13 out of 15 (86.6%) customers
interviewed as part of the WVF research study indicated that they do not have the ability to self-
assess during movement which represents the customers’ inability to self-monitor their
CUSTOMER SATISFACTION 56
movements during the fitness class. Furthermore, only thirteen percent of the respondents
indicated that they understand the movement enough to determine whether they are conducting
the movements correctly or not.
Customers Motivation: Findings
The WVF research project yielded powerful results when it comes to motivation. All 15
(100%) customers interviewed indicated a high level of confidence in their ability to meet their
overall health and fitness goals at WVF. When asked “to what degree do you believe WVF will
help you achieve your fitness goals?” Abenet stated, “I think as long as I keep coming here, then
the sky’s the limit honestly. I’ll just keep getting better.” Briani stated:
looking at the time that I spend in ... Like working out in an open gym, like a commercial
gym like In Shape, I had no idea what I was doing. WBF has showed me what to do and
showed me what to work for and get creative ... A foundation of making goals for myself
so I think it is very detrimental to achieving my fitness goals.
Furthermore, 15 out of 15 (100%) customers stated that the WVF coaching staff and
peers provide for a welcoming environment that creates a high sense of belonging and
excitement for all customers. Though an organizational influence in its origin, it translates into a
motivational influence for the customers. motivation influence. When asked “to what degree did
you feel like you belong? Ryan stated, “I felt very much so, I felt like it was family
environment.” Josh stated, “I definitely feel like I belong and I think that the reason is that
everybody is just friendly and actually smiles and says, "Hi," and talks to me when I come in.
Which you don't get at other gyms.”
The key motivation factor that stood out was the overwhelming response to training
frequency as it relates to renewing membership, 12 out of 15 (80%) of the current customers that
CUSTOMER SATISFACTION 57
were interviewed stated that they began their fitness program with WVF with an unlimited
membership. The unlimited membership allows them to train as often as they would like during
the month. In comparison, one hundred percent of the past customers interviewed represented
that they began their fitness program at WVF with the three-day membership plan. This plan
allows the customer to attend WVF services three days per week, for a total of twelve visits per
month. This result is alarming as ptdirect.com (2017) provided evidence that there is a “dose
response relationship” between attendance and retention. In other words, those who visit more,
rejoin more. The WVF research project results provides further evidence that there is a direct
relationship between average customer attendance at health clubs and its overall impact on
retention rates. If the customers attend more, they are more likely to rejoin after the initial three-
month contract is up.
Goal orientation. Overall, 13 out of 15 (86%) of WVF customers that participated in the
interview process stated that they are motivated by their goals and to do their best regardless of
how it compares to others. Liz stated that “my motivation comes from growing up with an active
family that always works out and stays active.” She went on to mention that her family’s overall
health positively impacts her and makes her want to be healthier and fit. This is an example of a
person who wants to engage in exercise and finds it beneficial to longevity in life. The desire to
engage in exercise comes from their need to be healthy and fit because working out and healthy
lifestyles are a part of their family values. This evidence represents that 86% of the respondents
are intrinsically motivated. As Aleyia stated, “I’m very goal oriented, so I set a goal for myself
and I want to achieve it.” Intrinsic motivation is closely associated with mastery orientation
towards goals (Yough & Anderman, 2006). Yough and Anderman (2006) stated that when
people report being mastery oriented, they persist longer at tasks, have higher levels of
CUSTOMER SATISFACTION 58
engagement, and they use more effective cognitive processing strategies. All respondents stated
that they see WVF as a long-term approach to maintain an optimal level of health and fitness.
Everyone interviewed believed that the WVF exercise program is an effective approach to
increasing health and wellness over a long period of time. Abenet stated that he sees WVF as a
long-term approach to maintaining an optimal level of health and fitness and he went on to
explain that the WVF approach is “ten times better than weightlifting.”
Self-Efficacy. Pajares (2009) discusses the impact of self-efficacy on motivation by
stating that self-efficacy beliefs provide the foundation for human motivation, well-being, and
personal accomplishment. Data analysis showed that eight out of 15 (53%) interviewees stated
that they are not sure how to self-assess and rely on the coach. When asked “Tell me how you
know you’re moving correctly during exercise?” Chris stated, “coaches.” Abenet stated:
There's a few experienced people or quite a bit of experienced people here at WVF and
the coaches as well. I'll either ask a coach or I'll look at others and if they're doing at a
certain then I know I need to do it that certain way.
When asked the same question, Liz stated:
Let’s see. With most of my movements, like lifts and all that, I feel like my posture is
pretty good with other movements. With only squatting is the one where I can fix my
posture or know if I can critique it or not. I guess I’ll have to watch myself in the mirror
or something.
The answer to this question is problematic because WVF does not have a single mirror in the
training area. In addition, Timo answered that same question by stating:
I assume I am. I mean, I haven’t been corrected. There are times during the actual
workout, like I said, that the coaches will either stop me or show me what I’m doing
CUSTOMER SATISFACTION 59
wrong. Or other athletes themselves will say, hey, try it this way. That’s the only way that
I know that I’m doing it correctly is if I’m told that I’m doing it correctly or not.
When asked, “How confident are you in your ability to perform the movements
associated with the WVF exercise program?” Aleyia stated, “It just depends. Some things I
haven’t seen before, so that will throw me off a little bit.” In addition, Liz stated that she does not
feel confident with the gymnastics movements associated with the program. Chris explains that
in “the group training environment provided at WVF, the coach is continuously walking around
and cannot stand by a specific customer for the entire duration of the fitness class.”
Based on this data, just over half of the respondents, 53%, do not have a high sense of
self-efficacy as it pertains to their abilities to accomplish the associated tasks. The question
pertaining to self-assessment negatively impact self-efficacy because the customers are not sure
if they are moving correctly and it diminishes their belief in their ability to succeed in the WVF
workout environment.
Organizations Impact on Customers: Findings
The responses related to cultural model organizational elements were positive. Fifteen out
of 15 (100%) of interviewees stated that the monthly payment at WVF is appropriate for the
level of service they are receiving.” Timo stated, “the hours of operations and the equipment
works great.” When asked, “How they would rate the quality of the facility and equipment?”
Abenet responded, “I believe the facility is great, the people were great, the equipment was great.
I liked it overall. I’d say 10 out of 10 honestly.” Furthermore, 15 out of 15 (100%) of WVF
customers interviewed stated that the organizational culture and coaching staff is favorable and
encouraging. When the interviewer asked, “Is the culture of our club conducive to you working
towards your goal?” Maria responded “Yeah definitely. It’s one of the things that keeps me
CUSTOMER SATISFACTION 60
coming back. The encouragement and the people here, and the coaches.” Lastly, the knowledge
results negatively impact the organizational influences. In the analysis of knowledge, I learned
that eight out of 15 (53%) of the interviewees stated that the coaching staff needs to improve
communication during class environment. Briani stated, coaches should spend more time
instructing the more challenging movements. Josh mentioned, “I don’t get a lot of actual
coaching, and so, I don’t get a lot of cues from your coaches.” Alonzo stated:
As I said earlier, when instructing someone, like a single individual, try to focus on that
individual and help them to understand the movements before. It's not just get a sneak
preview. Make sure they know how to do it so they don't just go into a…and now
everyone's doing something and they have to look around and figure out what they're
doing.
This finding represents an organizational issue as it is apparent that the customers are not getting
the information they need to be successful. Lastly, 13 out of 15 respondents stated that they
attended classes an average of three times per week during the first three months of training. This
data is alarming in the context of literature review findings that the more a customer attends
services, the more likely they will rejoin after their initial contract is over.
Summary of Findings on Customer Satisfaction
The WVF research project has yielded useful findings that will help WVF management
improve the organization’s customers’ satisfaction and retention rate. The first research question
asked about the current status of WVF customers’ knowledge, motivation, and organizational
influences in order to continue services provided by WVF. Data analysis of the interview
transcripts yielded three primary themes associated with customer satisfaction: community,
coaching communication, and low self-efficacy. The three themes stated above give insight and
CUSTOMER SATISFACTION 61
data that helps WVF management answer research question number one. Lastly, each of the
themes will be analyzed by looking into the three stakeholder groups interviewed.
Community
Data analysis indicates that the community among WVF staff and customers has a
positive impact on current customers’ desire to continue attending services by WVF. This
positive theme provides WVF with positive feedback that can continuously be fostered.
The occurrence and powerful feature of community that exists at WVF can be found in
15 out of 15 (100%) interview transcripts conducted for this research project. The participants
were asked about the degree to which they feel like they belong and what made them feel like
they did or did not belong. Abenet answered:
I feel like everybody, I mean, I don’t know how anybody would feel like they’re not
welcomed here. From the first time I walked in, everybody just, I mean they talked to you
by name and they’re supper helpful and they want to see you do well.
Liz answered the same question by stating:
I felt like I belonged right away. At first, I wasn’t that strong and it took me a while for
the timed ones and when everybody was done first, they’d cheer you on. They were
giving you motivation to finish strong and not give up.
Lastly, Maria answered the same question by stating:
I felt very much so. I felt like a family environment. I’d say it’s just the camaraderie, just
seeing people on a day-to-day basis, just familiarity with the people, or just kind knowing
people in and out of the gym, I think, was really nice, because really, what it comes down
to is everybody’s there working to the same goal. They all have the same generalized
CUSTOMER SATISFACTION 62
goal of becoming a better, fitter version of themselves the next day. So, having people
there with kind of a common goal was nice.
Each of the above interview responses supports my findings that the community at WVF
promotes a positive culture and sense of belonging. In each instance, the interviewee feels that
they are an important part of the organization and that the staff and their peers care about their
well-being.
Coaching Communication and Customer Knowledge
The data demonstrates that the lack of communication by the WVF coaching staff
negatively impacts customers’ knowledge. This deficiency has negative consequences for the
organization’s ability to increase customer satisfaction and retention rates.
This deficiency was first noted during an interview with interviewee 1 that stated that
“there’s been a few movements that I have not been told what the purpose is or why it is
important.” This represents a coaching issue as the purpose of the movement must always be
communicated to the customer. In addition, the interviewer asked, “does the coaching staff at
WVF have the knowledge you need?” Jose answered this question by saying:
I’ve been here for a while already, so I think in their minds I kind of know what I’m
doing already. But there are times when I’m having difficulty with a certain movement. It
would be nice if they knew, okay, how can I adjust the movements for my needs or
whatever. I think a lot of times they kind of focus on newer members.
This customer is providing insight that the advancement of knowledge past declarative is not
occurring due to lack of coaching communication. Customers of WVF are taught the simple
movements in the beginning of the program and are taught more complex movements as they
advance their knowledge, skills and abilities. For example, in the beginning of the training
CUSTOMER SATISFACTION 63
program, the air squat which is a foundational movement, is instructed. Over time, the
foundation air squat is utilized in the overhead squat. The air squat is the declarative knowledge
component that is well understood but the advancement of movement to an overhead squat is not
clear due to coaching communication. Interviewee 8 was asked to explain how he knew whether
he was moving correctly during an exercise and he stated that he looks around at others
performing the movement or asks a coach if one is near. In addition, Sergio stated “I believe that
my knowledge from self-study surpassed that of the WVF coaching staff.” Each of the above
interview responses indicates that the failure of coaches to communicate their knowledge is
negatively impacting customers’ declarative, procedural and metacognitive knowledge. In each
instance, the interviewee felt that the coach is did not provide them with the knowledge they are
seeking to gain from the service environment they are part of.
Customer Low Self-Efficacy
Data demonstrated customers’ low self-efficacy about their ability to perform the
movements associated with the WVF fitness program when a coach is not standing by. This is
negatively impacting the customers’ willingness to continue attending services provided at WVF.
The lack of confidence in their ability to perform the movements associated with the exercise
program likely has negative consequences on customer satisfaction and retention rates.
When the interviewer asked, “How do you know if you are moving correctly during
exercise?” Joselyn who has been training for nine months, stated, “On a 10-point scale with 10
being the highest level of confidence in moving correctly and 1 being the lowest, they are a 6 or
7.” Overall, this is not a favorable response for a customer that has been training at WVF for an
extended amount of time. When the interviewer asked, “how confident are you in your ability to
perform the movements associated with the WVF exercise program?” interviewee 15 responded
CUSTOMER SATISFACTION 64
with “I’d say probably about…After about a year I would say very confident.” This customer
indicated that it took one-year worth of training at WVF to become very confident in their
abilities. Lastly, Shelsy stated “I feel confident in my ability to perform the movement associated
with the exercise program as long as I’m being instructed.” This answer represents an issue
because the customer is only being instructed for a short amount of time because it is a group
class. This information indicates that during the class the customer does not feel confident in
their abilities when the coach is not near.
Each of the above interview responses indicates that the customer has low self-efficacy
with regard to movement and the literature review in chapter two clearly depicts that low self-
efficacy can negatively impact customer satisfaction and retention rates. As stated by McKee,
Simmers, and Licata (2006), customers who feel efficacious in a service setting feel valued,
enjoy the service more and have a high service value association which helps the organization
retain the customer. Irrespective of whether they were still utilizing WVF services or not, the
interviewee indicated low self-efficacy. This can take away from the positive sense of goal
accomplishment they feel and intrinsic motivation they have.
Synthesis
Overall, the WVF research project uncovered three primary themes during the data
analysis phase: community, coaching communication and low self-efficacy. Community has a
positive impact on the organizational culture and promotes a positive sense of belonging. The
theme of community was present in 100% of the interview respondents. The second theme is
coaching communication and this theme negatively impacts customer knowledge and leads to
negative consequences for WVF to be able to increase customer satisfaction and retention rates.
CUSTOMER SATISFACTION 65
The third theme, low self-efficacy, negatively impacts WVF’s customers’ desire to want to
continue attending WVF services after the initial 90-day contract is over.
CUSTOMER SATISFACTION 66
Chapter Five: Implementation and Evaluation Plan
Multiple knowledge, motivation and organizational influences were validated that can act
as barriers to organizational performance in the area of customer retention. The data
demonstrated a knowledge gap exists, primarily in procedural and metacognitive knowledge.
Specifically, customers do not have the knowledge they need about the fitness approach and how
to self-assess their movement during the fitness class. In addition, data demonstrated that
customers who focus on goal orientation leads to increased engagement. Lastly, the customers’
comments indicated that the WVF coaching staff is not implementing the lessons learned during
professional development in their coaching practices with the customers.
Chapter five aims to answer research question number two: What are the recommended
knowledge, motivation, and organizational solutions? This chapter includes the
recommendations for improvement which are organized by the categories of validated
knowledge, motivation, and organizational influences. The new Kirkpatrick (Kirkpatrick &
Kirkpatrick, 2016) approach was utilized to integrate the recommendations into an
implementation and evaluation plan. Lastly, the chapter covers the strengths and challenges of
the approach, limitations and delimitations and recommendations for future study.
Recommendations for Practice to Address KMO Influences
Knowledge Recommendations
Introduction. Table 6 represents the knowledge gaps that were uncovered through the
data analysis process and an extensive literature review. The knowledge influences listed address
three different knowledge types: metacognitive, declarative and procedural knowledge
(Kratwohl, 2002). Utilizing the Kratwohl (2002) framework, along with principles provided by
Kirshner, Kirshner and Paas (2006), Mayer (2011) and Schraw and McCrudden (2006), several
CUSTOMER SATISFACTION 67
recommendations to improve the learning process and help decrease the gap associated with
customer satisfaction at WVF are presented in Table 6.
Table 6
Summary of Knowledge Influences and Recommendations
Assumed Knowledge
Influence
Principle and Citation Context-Specific
Recommendation
Customers do not have
baseline knowledge of
the importance of
human movement in
order to be optimally
and appropriately
engaged in this fitness
regimen/routine. (D)
Managing intrinsic load
by segmenting complex
material into simpler
parts and pre-training,
among other strategies,
enables learning
exercise movements to
be enhanced (Kirshner,
Kirshner, & Paas,
2006).
Learning is enhanced
when the learner’s
working memory
capacity is not
overloaded with
advanced exercise
skilsl and movements
(Kirshner et al., 2006)
In the initial
training sessions,
coaches will
ensure the
foundation
exercise
movements
applicable to our
program are
mastered by the
customer before
moving onto more
complex
movements.
Customers do not know
how to apply the details
of the fitness approach.
(P)
Managing intrinsic
load by segmenting
complex material into
simpler parts and pre-
training, among other
strategies, enables
learning to be
enhanced (Kirshner,
Kirshner, & Paas,
2006)
Integrating auditory
and visual information
maximizes working
Transition from a
daily instruction
approach to a two-
week beginner’s
class to enhance
the learning
environment.
Present simplified
narration in
training sessions at
the same time as
the movement is
being
CUSTOMER SATISFACTION 68
memory capacity
(Mayer, 2011)
Decreasing extraneous
cognitive load by
effective instruction
enables more effective
learning (Kirshner et
al., 2006)
demonstrated.
Customers do not
properly self-assess
during movement. (M)
To develop mastery,
individuals must
acquire component
skills, practice
integrating them, and
know when to apply
what they have learned
(Schraw &
McCrudden, 2006)
Incorporate a new
instructional
delivery technique
during training
classes at WVF
which utilize direct
instruction on how
to self-reflect
while exercising.
This learning
approach will be
delivered through
verbal
communication
and demonstration.
Declarative knowledge solutions. The declarative knowledge gap associated with this
research project is depicted in Table 6 above. The declarative gap influence is that customers do
not have baseline knowledge of the importance of human movement to be optimally and
appropriately engaged in this fitness regimen/routine. This declarative gap is highly probable and
supported by two principles. The first principle states that managing intrinsic load by segmenting
complex material into simpler parts and pre-training, among other strategies, enables learning to
be enhanced (Kirshner, Kirshner, & Paas, 2006). This principle is further supported by Paas and
Ares (2014), as they mention that cognitive schemas are used to store and organize knowledge
by incorporating or chunking multiple elements of information into a single element with a
CUSTOMER SATISFACTION 69
specific function. It’s important to understand that cognitive schemas play a vital role in
declarative knowledge as skilled performance is dependent on the combination of complex
schemas with lower level schemas to develop higher level schemas (Chi, Glaser & Rees, 1982).
The second principle states that learning is enhanced when the learner’s working memory
capacity is not overloaded (Kirshner et al., 2006). Both principles helped generate a
recommendation that WVF must ensure lower level schemas are understood and mastered before
moving forward to higher level schema instruction. This recommendation will be achieved by
using two knowledge and skill enhancement types: information and employee training. The
information presented to customers must begin at lower level schemas and work their way up,
only in the event the learner has mastered the lower level information. Employee training will
help make sure the delivery of materials accurately represents the phase of learning that the
customer is in. This recommendation will lead towards optimal engagement and information
retention in the WVF fitness program.
Procedural knowledge solutions. The procedural knowledge gap influence that is
negatively impacting customer satisfaction at WVF is the fact that customers do not know how
to apply the details of the fitness approach. Table 6 above depicts the influence and shows that
two principles associated with the cognitive load theory support the customer's application of
knowledge. The first principle is to manage intrinsic load by segmenting complex material into
simpler parts and pre-training, among other strategies, enables learning to be enhanced
(Kirshner, Kirshner, & Paas, 2006). Management of the instructional material being delivered
will improve the learning process, as well as increase the overall safety of the WVF program. It
is clear that procedural knowledge is responsible for guiding and influencing actions of
customer’s exercising movements during class, and allows behaviors that help execute
CUSTOMER SATISFACTION 70
appropriate skills within the service environment (Akgun, Keskin & Byrne, 2012). The execution
of movement will improve when the complex material is segmented into smaller parts. In
addition, decreasing extraneous cognitive load by effective instruction enables more effective
learning (Kirshner et al., 2006). Based on the above principles, the recommendation to reduce the
procedural gap is to transition from a two-week introduction course to a daily instruction to
enhance the learning environment. This new learning approach will help manage intrinsic load
by presenting information in manageable parts (Mayer, 2011). In addition, the WVF staff will
present verbal narration at the same time as the movement is being demonstrated. Both
recommendations provide for a smoother transfer of information which will increase the
customer's ability to apply the details of the fitness program. In this environment, cognitive
schemas will be able to support each other as the information will be presented in a manner that
avoids cognitive overload.
Metacognitive knowledge solutions. The metacognitive knowledge gap associated with
this research project is also depicted in Table 6 above. The metacognitive gap influence is that
customers need knowledge of how to properly self-assess during movement. This metacognitive
gap is highly probable and supported by two principles. The first principle is that learning and
motivation are enhanced when learners have positive expectancies for success (Pajares, 2006).
This is an important principle that is supported by Baker (2006) that mentioned learning is
dependent on the effective use of basic cognitive processes such as memory and attention, the
retrieval of relevant background knowledge, and cognitive strategies will help one achieve their
goals. Goal accomplishment is at the foundation of why a customer attends WVF services. If the
customers are comfortable with the movements associated with the program, they are more likely
to believe in their ability to be successful. The second principle mentions, to develop mastery,
CUSTOMER SATISFACTION 71
individuals must acquire component skills, practice integrating them, and know when to apply
what they have learned (Schraw & McCrudden, 2006). The ability to know when to apply what
they learned is a high-level skill that will be present if the transfer of learning has occurred.
Knowing when to apply movement fixes represents one's ability to think about the movement
while they are performing the movement. This represents self-assessment, which leads to
customer confidence and the belief that the movement is understood and being performed
correctly. Both principles help generate the recommendation to incorporate a new instructional
delivery technique; direct instruction on how to self-reflect while exercising. This learning
approach will be delivered through verbal communication and demonstration that allows the
customer to participate in the learning process. The customer's participation will help improve
their confidence and abilities associated with the movements performed at WVF. The customer's
improvement in self-efficacy that will occur because the recommendation will help close the
metacognitive gap that is negatively impacting customer satisfaction.
Motivation Recommendation
Introduction. Table 7 below represents the motivation gap that was identified based on
data analysis of the WVF research project interview transcripts. Low self-efficacy of customers
negatively impacts WVF customer retention. Utilizing the principles provided by Bandura
(1997) and Pajares (2006) has yielded recommendations that will help improve motivation
among customers and will help decrease the customer satisfaction gap at WVF.
CUSTOMER SATISFACTION 72
Table 7
Summary of Motivation Gaps and Recommendations
Assumed Motivation Gaps
Principle and Citation Context-Specific
Recommendation
Self-Efficacy –
Customers do not feel
confident in their
ability to safely
perform the movements
associated with the
WVF exercise program.
Learning and
motivation are
enhanced when
learners have positive
expectancies for
success (Pajares, 2006)
Self-efficacy is
increased as individuals
succeed in a task
(Bandura, 1997).
The WVF staff
will educate
customers in a
manner that
increases customer
self-efficacy. This
will be done by
providing training
with feedback,
vicarious
experience, verbal
persuasion and a
low stress
environment.
Self-efficacy. The motivation gap is depicted in Table 7, which states that customers do
not feel confident in their ability to safely perform the movements associated with the WVF
exercise program. Addressing this is supported by two principles. The first principle states that
self-efficacy is increased as individuals succeed in a task (Bandura, 1997). The second principle
states that learning and motivation are enhanced when learners have positive expectancies for
success (Pajares, 2006). Each of these principles are further supported by McKee, Simmers and
Licata (2006) who published findings that stated customers who feel efficacious in a service
setting, feel valued, enjoy the service more, and have a high service value association which
helps the organization retain the customer. These findings are valuable and lead towards
recommendations.
The context specific recommendation depicted in Table 7 states that WVF staff will
CUSTOMER SATISFACTION 73
educate customers in a manner that increases customer self-efficacy. This will be completed by
providing training with feedback, vicarious experience, verbal persuasion, and a low stress
environment (McKee, Simmers & Licata, 2006). Training with feedback will occur through
coaching communication. The coaches will strive for better functional movement from the
customers earlier in the training program by ensuring the customer understands their mobility
restrictions that negatively impact their range of motion during movement. Customers will
increase their self-efficacy when the coaching staff implements communication geared towards
vicarious experience. To accomplish this, coaches will have fellow coaches demonstrate the
movements to be accomplished by the customers, ensure value is associated with the movement,
and explain the importance of attitude and behavior during the process. Lastly, verbal persuasion
and ensuring a low stress environment are going to be implemented by ensuring the customers
are having fun and that coaches are utilizing positive reinforcement as a reinforcement strategy.
The skills required to comply with this recommendation will occur at weekly staff professional
development trainings and will be enforced once the implementation strategy is finalized and the
staff are properly equipped with tools and knowledge.
Organization Recommendations
Introduction. Data analysis findings represent a gap in customers’ retrieval of pertinent
information as it applies to exercise movement. The customer does not understand why certain
movements are important to their success in the WVF program. In addition, there is an issue with
customer attendance. Customers are not attending services enough to see the value of the
program. Both of these organizational gaps negatively impact customer satisfaction and retention
at WVF. The cultural and leadership model are the key organizational factors (Clark & Estes,
2008). The two leadership influences helped lead towards two context-specific recommendations
CUSTOMER SATISFACTION 74
are supported by the WVF research project data analysis and relevant literature related to
customer satisfaction that should be implemented WVF.
Table 8
Summary of Organization Gaps and Recommendations
Assumed Organization
Gaps
Principle and Citation
Context-Specific
Recommendation
Cultural Influence:
Customers do not
understand the reason
the movement is
important.
Vivek, Beatty and
Morgan (2012)
mention that customers
want to understand why
they are doing
something, they have a
need for a high sense of
belonging and place
attachment.
Through effective
communication,
the coaching staff
must ensure the
how and why of
human movement
is explained and
how it benefits the
customer.
Leadership Influence:
Customers are not
being advised on how
many days of training is
sufficient to meet their
fitness goals.
Clark and Estes (2008)
mention that the key
element for successful
change is found in the
connection between a
vision, sound processes
and procedures and
assessment of results
that reflect the status of
the changes.
Acevedo and Lam
(2016) mention that the
service quality is at the
forefront of importance
and the two most
important aspects of
service quality are
personal and services.
Conduct monthly
audits to check the
average amount of
visits per week,
per customer.
Cultural models. The cultural model influence of customers not understanding the
reason the exercise movement is important to address. Chapter four results stated that when the
customer understands the reason a movement is being done, it positively impacts how the
CUSTOMER SATISFACTION 75
customer values the movement. Having a clear understanding of the movement will increase
overall motivation. This lack of understanding is not a knowledge barrier and instead it is an
organizational barrier due to the work process. The WVF work process associated with how a
coach interacts with customers has been developed by the organizational processes and has
shaped the culture at WVF. Research conducted by Vivek, Beatty and Morgan (2012) mention
that customers want to understand why they are doing something as this understanding leads to a
high sense of belonging and place attachment. To help remove this cultural barrier, WVF
management plans to improve communication, specifically, the coaching staff will ensure that
the “how” and “why” of human movement is explained to the customer. WVF believes that this
new effective communication approach will improve the work process and overall organizational
culture. It is the intention that this recommendation will result in improved customer satisfaction.
Leadership. The leadership influence gap found during data analysis is that the
customers at WVF are not being advised on how many days they should be attending fitness
classes to reach their overall fitness goals. The customer needs to have a roadmap to success
plotted for them in order for them to be successful with the program and to feel like a valued
member of the organization. Clark and Estes (2008) mention that the key element for successful
change is found in the connection between a vision, sound processes and procedures and
assessment of results that reflect the status of the changes. In addition, Acevedo and Lam (2016)
mention that the service quality is at the forefront of importance and the two most important
aspects of service quality are personnel and services. If the organization does not change the
communication strategy regarding recommended number of training days, the retention efforts
could suffer.
The WVF recommendation is to conduct bi-monthly audits to check for customer
CUSTOMER SATISFACTION 76
understanding of movements as performed in the learning environment; fitness classes. In
addition, a monthly attendance audit to check average attendance rates is recommended. This
will improve accountability by the WVF management team and the coaching staff. The metric to
measure leadership influence is to conduct observations and audits to check for application of
training environment into the service setting.
Integrated Implementation and Evaluation Plan
Implementation and Evaluation Framework
The New World Kirkpatrick Model was utilized as the foundation of the WVF
implementation and evaluation plan (Kirkpatrick & Kirkpatrick, 2016). The New World
Kirkpatrick Model is a revised approach using the Kirkpatrick’s Four Level of Evaluation as the
framework (Kirkpatrick, 2006). A notable change in the new Kirkpatrick model is the idea to
start with the end in mind during the evaluation process. Starting with the end in mind, involves
starting at level 4 then descending down to level one. Level 4 is focused on results, level 3 focus
on behavior, level 2 focus is on learning, and level 1 focus is on reaction (Kirkpatrick &
Kirkpatrick, 2016). Each of the four steps will be documented and utilized in the WVF
implementation and evaluation plan.
Organizational Purpose, Need and Expectations
The mission of WVF is to provide services that have a positive and lasting effect on our
client’s health and wellness. The WVF goal that aims to assist WVF with reaching mission
success is to have 80% of WVF members renew their contracts after the 90-day initial contract
expires. Currently, 40% of WVF members renew their contract after the initial 90-day contract
expires. This data is calculated by the member management software utilized at WVF. The data
represents a 40% gap in retention rates and closing this gap will help WVF reach mission
CUSTOMER SATISFACTION 77
success. The expectations for the desired outcomes is to better understand customer satisfaction
so WVF management can close the 40% gap currently impacting WVF.
Level 4: Results and Leading Indicators
Table 9 shows the proposed Level 4: Results and leading indicators in the form of
outcome, metric and method for internal and external outcomes for WVF. The focus of the
internal outcomes is on the customers, as they are the stakeholder group of focus, and the
external outcomes are focused on increasing brand reputation and brand name through word of
mouth and online ratings. The metrics and methods put in place are to be used as an analysis tool
to bridge the gap between leading indicators and organizational results.
Table 9
Outcomes, Metrics, and Methods for Internal and External Outcomes
Outcome Metric Method
Internal Outcomes
1. Increase the number of
WVF customers signing
new contract after initial
90-day contract expires.
The percent of customer that
sign up after 90-day contract
expires.
Retrieve data from WVF
member management software
on a quarterly basis beginning
on July 01, 2017.
Customer satisfaction
survey (how likely are
you to continue….)
Utilize a Likert scale of 1-10,
with 10 being extremely
satisfied.
Conduct quarterly
External Outcomes
Yelp rating are at least 4
stars on a scale of 1-5
stars
The rating analysis depicted on
Yelp
Check ratings online once a
month
Facebook rating of at least
4.8 stars or higher out of 5
stars
The ratings on Facebook Check ratings monthly
WVF featured in the local
Newspaper
Visibility in local newspaper Newspaper feature quarterly
Recommendation by
current members
Number of recommendations Entrance survey
CUSTOMER SATISFACTION 78
Level 3: Behavior
Critical behaviors. The stakeholder of focus for this implementation and evaluation
plan are the WVF customers. Critical behaviors are the specific actions performed by the
customers that will have the biggest impact on the desired result of the desired outcome for
WVF. The first critical behavior is that one hundred percent of customers understand the
foundation movement before moving onto complex movement types. The second critical
behavior is customers are returning to WVF at least four times per week. The third critical
behavior is customers implementing the exercises properly. The fourth critical behavior is
customers asking for help with movements involved during fitness classes. The specific metrics,
methods, and timing for each of these outcome behaviors appears in Table 10.
Table 10
Critical Behaviors, Metrics, Methods, and Timing for New Reviewers
Critical Behavior Metric(s)
Method(s)
Timing
1. Do 100% of
customers understand
the foundation
movement before
moving onto complex
movement types?
Coaching staff verbal
communication and
customer clarification
of understanding
regarding
foundational
movements and how
they impact complex
movements during
the learning process
at WVF
Conduct movement
analysis on new
customers before
allowing them to move
on to more complicated
movements.
Daily
2. Are customers
returning to WVF at
least four times per
week?
Electronic tracking of
customer attendance
Utilize member tracking
software to gain
information on customer
attendance
Weekly
3. Are customers
implementing the
exercises properly?
Observation of
customer movement
during fitness class
Analysis of observation
findings
Monthly
CUSTOMER SATISFACTION 79
4. Are customers
asking for help with
movements involved
during fitness classes?
Observation of
customer
communication during
fitness class
Analysis of multiple
observations findings
Monthly
Required drivers. Active execution and monitoring by required drivers is an important
indicator of organizational success (Kirkpatrick, 2016). The required drivers associated with this
implementation and evaluation plan is WVF leadership, policies, and procedures. Leadership
will guide and implement new policies and procedures that reinforce, monitor, encourage, and
reward performance of the critical behaviors listed in Table 10. Furthermore, Table 11 shows
the recommended drivers to support critical behaviors of WVF customers.
Table 11
Required Drivers to Support Customers Critical Behaviors
Method(s) Timing
Critical Behaviors Supported
1, 2, 3 Etc.
Reinforcing
Monthly newsletter for
customers
Monthly 1, 4
Encouraging
Collaboration and
demonstration of movements
during training between
coaches and customers
Weekly 1, 2, 3
Customer rings the personal
record bell when they have
achieved a fitness milestone
Ongoing 1, 2, 3, 4
Rewarding
Celebration luncheon hosted
by WVF for every customer
that achieves 60 visits within
a three-month period
Quarterly 1, 2, 3, 4
Monitoring
Customers can self-report to
staff about their confidence
and self-efficacy as it applies
to the WVF fitness program.
Ongoing 3
CUSTOMER SATISFACTION 80
Organizational support. WVF will support the stakeholders’ critical behaviors by
providing continuous monitoring and support. The required drivers, listed in Table 11, must
provide the foundation and be conducted in accordance with the timing specified. In addition,
additional job aids, such as audit checklists, and observation strategies must be created to be able
to implement the required drivers in the expected manner.
Level 2: Learning
Learning goals. Level 2 emphasis is on customer learning. The customers’ initial
training experience has to be revised. Following the completion of fitness classes at WVF, the
customers need to have the following knowledge, skills, and attitudes:
1. Articulate the importance of moving correctly during exercise(D)
2. Ability to access the monthly WVF newsletter. (D)
3. Ability to correctly demonstrate exercise movements learned up to that point in time.
(P)
4. Confidence in their ability to conduct themselves in accordance with the critical
behaviors associated to achieving organizational goal. (Confidence)
5. Believe that the training was worthwhile. (Attitude)
6. Apply lessons learned to the exercise environment. (Commitment)
Program. The learning goals listed in the previous section is aligned with the critical
behaviors annotated in Table 10 above. WVF leadership plans to conduct monthly customer
observations to reinforce critical behaviors and will conduct quarterly seminars that will aim to
provide more collaboration, peer modeling and review of the critical behaviors. Overall, the
coaching staff at WVF will not be expected to conduct themselves in a manner in which they are
not expertly trained. The customers training environment will be conducive to learning as the
CUSTOMER SATISFACTION 81
content will be specific and brief to help avoid cognitive overload.
In addition to increased attention to customer movement and attendance, WVF will have
one on one training sessions at no cost to the customer. These training sessions are ongoing and
can be requested by customers at any time. The goal with this approach is to foster an open-door
policy and to advance learning at WVF at the desired rate. It is important for leadership to
conduct training immediately following and observation or audit of WVF customers. This
approach allows for on-the-job learning and is a great opportunity for the coaching staff and
leadership to share the responsibility for good performance (Kirkpatrick & Kirkpatrick, 2016).
Being a lifelong learner is a staple for success in the health and fitness industry that WVF
operates in. The third and final strategy to support the stakeholders learning goal is to create a
benchmark exercise movement packet for each customer. The customer can attend one of several
benchmark analysis days to advance their learning and increase their safety. This new benchmark
approach will provide the customer with an in depth look into their current fitness abilities and
future growth.
Components of learning. Customer declarative and procedural knowledge of WVF is a
leading indicator of their ability to solve problems and comply with the critical behaviors
associated with the WVF evaluation and implementation plan. Thus, it is important to understand
the components of learning, properly analyzing the learning environment and processes. The
learners must know and be able to clearly understand what is expected of them and have the
knowledge to do it. The learners must believe that the training will be worthwhile and be
confident in their abilities to apply the training on the job. Lastly, having confidence they can do
it on the job is an important component of learning but that must then be turned into the
application of learning on the job. As such, Table 12 lists the evaluation methods and timing for
CUSTOMER SATISFACTION 82
these components of learning.
Table 12
Components of Learning for the Program
Method(s) or Activity(ies) Timing
Declarative Knowledge “I know it.”
Knowledge checks using Knowledge
Influences benchmark packet program
Monthly
Knowledge checks through discussions during
training environment.
Random observation during one on one
trainings or during weekly meetings
Procedural Skills “I can do it right now.”
Survey questions At the end of each training
Demonstration both in groups and individually
of using job aids to successfully perform the
skills.
During training
Self-reflection sharing to the group During training
Attitude “I believe this is worthwhile.”
Observations of customers during training
environment
During training
Survey of how much they value what they are
learning. Likert type items on a 1-10 scale
End of training
Confidence “I think I can do it on the job.”
Survey questions End of training
Group discussions following respective
practices and provide constructive feedback
During training
Commitment “I will do it on the job.”
Discussions following practice and feedback
During the training
Create an individual action plan with intent to
apply what was learned to transfer on the job
During the training
Level 1: Reaction
Reaction is the degree to which WVF customers react in a positive manner to the training
experience. There are three dimensions associated with reaction: customer satisfaction,
relevance, and engagement (Kirkpatrick & Kirkpatrick, 2016). Each of these components are
CUSTOMER SATISFACTION 83
meant to measure participants reactions to the learning program. Table 13, annotated below
provides insight into the methods and timing associated with the WVF approach to measure
participants’ reactions.
Table 13
Components to Measure Reactions to the Program.
Method(s) or Tool(s) Timing
Engagement
Completion of benchmark packet Quarterly
Observation by instructor During the training
Attendance During professional development
Course evaluation One week after the course
Relevance
Survey customers via survey and discussion Ongoing during training environment
Course evaluation One week after the course
Customer Satisfaction
Survey End of training.
Training evaluation survey Quarterly
Evaluation Tools
The evaluation instrument associated with this project is annotated in Appendix D. The
instrument has 13 questions, some are open-ended, and others are scaled responses using
strongly disagree to strongly agree as the scale. This evaluation instrument will survey the
stakeholders of focus to capture reactions, transfer of learning, support of critical behaviors and
internal outcome trends.
Immediately following the program implementation. Management will begin to
collect data both electronically and manually. Some data related to internal outcomes can be
tracked using our organization's customer management system. Other elements of program
implementation are going to be monitored by audits and observations. This data will help WVF
CUSTOMER SATISFACTION 84
management understand the impact of the training program on the attendees. Lastly, the training
instructor will administer brief surveys after each training day.
For Level 1, the goal is to understand and gauge the reaction of the training participants.
To gain a better understanding of the participants’ reaction, WVF management will be
conducting observations during the training, course evaluation in survey format following the
course, and require continuing education units on a quarterly basis. Level 2 looks into the
components of learning and will include observations, surveys and group discussion to check for
understanding of the training material.
Delayed for a period after the program implementation. Around 90 days after the
implementation of the training, WVF management will administer a survey that has open ended
and Likert type items. These survey questions will measure the attendee’s engagement, relevance
and customer satisfaction associated with Level 1. For Level 2, the survey will aim to better
understand the components of learning, specifically, declarative knowledge, procedural skills,
attitude, confidence, and commitment as it applies the attendees. For Level 3, the survey will
look into the required drivers that aim to support critical behaviors associated with mission
success. Lastly, Level 4 is results, and this will be measured by taking the baseline number of
WVF customers that sign new contracts after initial 90-day contract expires as compared to the
latest customer signing numbers.
Data Analysis and Reporting
The Level 4 goal to increase the number of WVF customers signing new contract after
initial 90-day contract expires will be captured in an electronic database called Zen Planner. This
system tracks current and past memberships and associated current and historical add and drop
rates at WVF. The results will first be analyzed by WVF management and checked for accuracy.
CUSTOMER SATISFACTION 85
Once reviewed and deemed error free, management will hold an all staff meeting to cover the
data analysis phase and how it impacts WVF mission success.
Starting with the end in mind, as Kirkpatrick and Kirkpatrick (2016) advises, allowed the
WVF management team to dial in on the end goal at the very beginning of program
implementation. As stated above, Level 4 is focused on results, Level 3 focus on behavior, Level
2 focus is on learning, and Level 1 focus is on reaction (Kirkpatrick, 2016). Each of the four
steps were documented and utilized in the WVF implementation and evaluation plan. The New
World Kirkpatrick Model (Kirkpatrick & Kirkpatrick, 2016) exceeded all expectation regarding
ease of implementation and overall workflow associated with the plan. The model helped
generate powerful evaluation tools that will help WVF achieve the organizational goal of
increasing the number of customer renewing their contract after their initial 90-day contract
expires.
Strengths and Weaknesses of the Approach
The market has numerous of options available for someone looking for performance
improvement. It is understood that each performance improvement product has pros and cons
relative to the project at hand. The WVF research team chose to utilize the Clark and Estes
(2008) gap analysis approach which includes an in-depth analysis of the knowledge, motivation,
and organizational (KMO) factors that impact the problem of the organization. Understanding
the KMO influences greatly contributed to the success of the research project as we aimed to
better understand the influences impacting customer satisfaction and retention at WVF. Having
the ability to understand potential influences that negatively impact the research questions
allowed for a detailed interview transcript. The interviewer was able to ask the interviewee
questions that were each directly related to potential influences. The KMO approach is a
CUSTOMER SATISFACTION 86
systematic way for a novice researcher to have the best chance for clarity in findings as it relates
to the purpose of the project.
The descriptive or case study research design used in this research project was the most
effective approach due to the fact I focused on one aspect of a problem, I had a limited time scale
and the fact that this project was led by an individual researcher. In addition, the case study
approach is a more simplistic design method. For example, the correlational design method is not
typically used to assess efficacy or effectiveness and the approach is often faced with issues of
bias. Furthermore, the experimental research design method is one that would not benefit the
WVF research questions. In an experiment, there are conditions with one condition being
manipulated by the experimenter while the other is a control condition. In this project, there is no
benefit to control a variable as the focus was to evaluate the WVF organization as it operates on
a day-to-day basis.
The KMO framework has many advantages that help lead WVF to understand several
factors that impact satisfaction and retention. The framework allowed the researcher to
understand both organizational and individual performance within the organization. For example,
I established that the culture of WVF is a positive influence that improves customer sense of
belonging. However, probing into motivation allowed me to see the negative impact that low
self-efficacy has on the customers’ willingness to continue services offered by WVF and to feel
satisfied by the service. Lastly, without looking into knowledge factors, the concept of how to
improve instruction at WVF may not have been revealed.
Limitations and Delimitations
The WVF research study was conducted to evaluate the problem of practice associated
with WVF. A few limitations of study exist for this project. First, the WVF principal researcher
CUSTOMER SATISFACTION 87
is a novice and the study was conducted as part of a Doctoral program. With that said, there were
many revisions and changes throughout the duration of the project that could have impacted the
overall direction of the study. Second, during the data collection phase of the project, the
interviewer of the project is also the owner of the organization of study. To clarify, the owner of
WVF is the one who interviewed the interviewees. The interviewees consisted of ten people that
are current members of WVF and five people that are past members of WVF. Although the
introduction provided during the beginning of each interview stated that the research project was
to benefit the customers and that the owner has no personal gain, it is possible that the answers
provided were not thorough. Third, the reliability of the data analysis phase of the project is
uncertain as the researcher is a novice and deeper meanings of responses may have been missed.
The data analysis phase of the research project is the one area that could be improved to provide
better results.
The WVF research project delimitations deal with the methodological procedures and
literature review. Interviews were the sole data collection tool utilized in the WVF research
project. Surveys were not used due to challenge of reaching out the interviewees that have
cancelled their service with WVF and are no longer attending. Sending a survey and to this sub
group appeared to be problematic during the data collection strategy stage of the project.
Furthermore, observation was not conducted due to the researcher being a novice and the
challenge of interpreting the observation in relation to the study’s research questions. Lastly, the
literature review did not have any clubs that are specifically offering the services that WVF offer.
The WVF service model is a new approach to health and fitness industry and there is no
literature conducted on this service setting yet.
The recommendation provided for the WVF research project can be implemented by
CUSTOMER SATISFACTION 88
other organizations. The factors to consider when doing so is that the WVF target market is 28-
40-year-old men and women, the organization serves around 200 customers on a monthly basis,
and the average monthly cost to attend WVF is $130 per month.
Future Study
The WVF research project allows WVF to better understand the factors that negatively
impact customer service and retention. The study resulted in several recommendations that will
help WVF reduce the organization’s retention gap and will foster growth into the future. Future
research in this area of study should focus on gaining a better understanding of satisfaction from
the viewpoint of the customers that have cancelled their contract. Only 33% of the WVF project
stakeholder group were members that have cancelled their membership. In future study, it would
be beneficial to see a greater percentage of input by the stakeholder group that has cancelled
services. In addition, the primary researcher should not be the owner of the organization being
studied. This may or may not lead towards richer input during the data collection phase of the
research project. Lastly, the team conducting the research should try to include an expert
researcher and figure out how to incentive customers that have cancelled their membership to
take a survey regarding their experiences.
Conclusion
In conclusion, the problem of practice for WVF is that there is a lack of known factors
relating to customer experience and ultimately, their retention. This is a problem because growth
of WVF is dependent on customer satisfaction and the exact role that fundamental service
attributes play in it is not completely understood (Bodet, 2009; Wikstrom, 2008). The problem
was analyzed through a gap analysis and knowledge, motivation, and organizational (KMO)
lens. The KMO lens allowed for quick identification of assumed influences relating to the gap,
CUSTOMER SATISFACTION 89
problem of practice. Once the assumed influences were understood, the data collection phase of
the project became clear and the questions associated with the interviews had clear purpose. The
stakeholders of this study consisted of five customers within their first three months of training,
five customers beyond the first three months of training and five customers that have cancelled
their contracts. The stakeholder selection allowed the researcher to understand various
components of satisfaction and allowed for data triangulation between the various respondents.
Overall the WVF research project was conducted with one specific organizational
performance goal at the forefront: by June 2018, 80% of WVF customers will renew their
contracts after the 90-day initial contract expires. As of December 2017, the percentage of
customers renewing their contracts after the 90-day initial contract is 68%. The research project
yielded results that lead towards numerous recommendations to ensure goal accomplishment.
The limitations of study stating that the principal researcher is a novice researcher and that the
owner of WVF conducted the interviews does not diminish the results of this project and the
likelihood that the recommendations provided as a result of this research yield favorable returns
for WVF.
CUSTOMER SATISFACTION 90
APPENDIX A: Interview Protocol
Name _______________________________ Time at WVF________ Date_______
Time at WVF __________________ Phone
Interviewed by_________________________________________
Hello, today I wanted to ask you a few questions regarding your experience at West
Visalia Fitness, LLC. Primarily, I want to make West Visalia Fitness a better place and for me to
do that, I must understand how you view and feel about West Visalia Fitness service offerings. I
am conducting this study as part of my Doctorate of Education studies at the University of
Southern California.
The purpose of this study is to better understand the factors associated with your
satisfaction, sense of belonging, and confidence as a current customer at West Visalia Fitness. It
is important for me to understand both your positive and negative experiences with West Visalia
Fitness services and how those experiences contribute to your decision to continue attending
West Visalia Fitness.
I appreciate you volunteering to be a part of my study. Your valuable feedback will help
the WVF management team better understand the WVF experience from a customer’s
standpoint. WVF takes great pride in providing an experience that is conducive to improving
your health and well-being. I wanted to ask you if you are ok with me audio recording this
interview in order to ensure that I accurately and completely capture your responses. These
recordings will be kept in a secure safe at WVF headquarters and will only be accessible by
myself. If you ever feel uncomfortable or would like to stop the interview, please let me know.
CUSTOMER SATISFACTION 91
Your identity is confidential, and your responses will be kept confidential as well. Do you have
any questions for me before we get started?
I would like to ask you a couple of questions regarding your experience at WVF
1) When did you start training at WVF?
2) Overall, how would you rate the quality of the facility and equipment?
• Do we have the equipment you need?
3) Do you feel like your monthly payment at WVF is appropriate for the level of service
you are receiving?
4) Is the culture of our club conducive to your working toward your goal?
5) Do our policies such as hours of operation, access to equipment work for you?
6) Tell me about your experience with WVF coaches. How does the coaching staff
impact your experience at WVF?
• How can WVF coaches improve your learning process about our fitness approach?
• Was the staff helpful?
• Did they have the knowledge you need?
7) Looking at your learning process since day one, are you learning at the pace you
expect?
• How do you feel about the coaching staff’s effectiveness?
• What do the coaches do well when instructing?
• What do the coaches need to improve when instructing?
8) Looking at your entire experience, can you recall a time when you felt most valued,
most involved, or most excited about your involvement in the organization?
CUSTOMER SATISFACTION 92
• What are the most important factors in the organization that helped to make it a
favorable experience? (Probe: leadership qualities, structure of class, coaching
strategy and relationships.)
9) How many days did you participate in fitness activities during your first three months
of training at WVF?
10) Let’s talk about what motivates you. To what degree do you feel you are motivated
by your goals and to do your best at WVF irrespective of how it compares to others?
11) Do you see WVF as a long-term approach to maintaining an optimal level of health
and fitness?
12) To what extent does your membership type, family or single, impact your
willingness to attend WVF?
13) To what degree do you believe WVF will help you achieve your fitness goals?
14) When you’re at WVF, to what degree do you feel like you belong?
• What makes you feel like you do or don’t belong?
• How can WVF improve your sense of belonging?
15) How confident are you in your ability to perform the movements associated with the
WVF exercise program?
• Tell me how you know whether you are moving correctly during exercise?
• Tell me how you implement the fitness approach in your fitness regimen. To what
degree do you feel that you have the tools you need to perform the exercise
movements properly when a coach is not standing by you?
• To what degree do you feel that you understand the importance of movement
mechanics to your success in this fitness program?
CUSTOMER SATISFACTION 93
When taught a new movement, to what degree do you understand the benefit of the move
as delivered by your coach?
16) Have you ever or would you refer a friend or family member to attend WVF services?
CUSTOMER SATISFACTION 94
APPENDIX B: Interview Protocol for Past Customers
Name _______________________________ Time at WVF________ Date_______
Time at WVF __________________ Phone
Interviewed by_________________________________________
Hello, today I wanted to ask you a few questions regarding your experience at West Visalia
Fitness, LLC. Primarily, I seek to understand how you view and feel about West Visalia
Fitness service offerings.
The purpose of this study is to better understand the factors associated with your
satisfaction or lack of, sense of belonging, and confidence while you were a at West Visalia
Fitness. It is important for me to understand both your positive and negative experiences with
West Visalia Fitness services and how those experiences contributed to why you cancelled
your membership.
I appreciate you volunteering to be a part of my research study. Your valuable feedback
will help the WVF management team better understand the WVF experience from a
customer’s standpoint. WVF takes great pride in providing an experience that is conducive to
improving your health and well-being. I wanted to ask you if you are ok with me audio
recording this interview in order to ensure that I accurately and completely capture your
responses. These recordings will be kept in a secure safe at WVF headquarters and will only
be accessible by myself. If you ever feel uncomfortable or would like to stop the interview,
please let me know. Your identity is confidential, and your responses will be kept
confidential as well. Do you have any questions for me before we get started?
I would like to ask you a couple of questions regarding your experience at WVF
ORGANIZATION
CUSTOMER SATISFACTION 95
1) When did you start training at WVF?
2) Overall, how would you rate the quality of the facility and equipment?
• Did we have all the equipment you needed?
3) Do you feel like your monthly payment at WVF was appropriate for the level of
service you were receiving?
4) Was the culture of our club conducive to you working toward your goal?
5) Did our policies such as hours of operation, access to equipment work for you?
6) Tell me about your experience with WVF coaches. How did the coaching staff impact
your experience at WVF?
• How could the WVF coaches have improved your learning process about our fitness
approach?
• Was the staff helpful?
• Did they have the knowledge you need?
7) Looking at your learning process since day one, did you learn at the pace you
expected?
• How did you feel about the coaching staff’s effectiveness?
• What did the coaches do well when instructing?
• What did the coaches need to improve when instructing?
8) Looking at your entire experience, can you recall a time when you felt most valued,
most involved, or most excited about your involvement in the organization?
• What were the most important factors in the organization that helped to make it a
favorable experience? (Probe: leadership qualities, structure of class, coaching
strategy and relationships.)
CUSTOMER SATISFACTION 96
9) How many days did you participate in fitness activities during your first three months
of training at WVF?
10) Let’s talk about what motivates you. To what degree do you feel you were motivated
by your goals and to do your best at WVF irrespective of how it compares to others?
11) Why don’t you see WVF as a long-term approach to maintaining an optimal level of
health and fitness?
12) To what extent does your membership type, family or single, impact your
willingness to attend WVF?
13) To what degree do you believe WVF will help you achieve your fitness goals?
14) When you were at WVF, to what degree did you feel like you belong?
• What made you feel like you did or didn’t belong?
• How could WVF have improved your sense of belonging?
15) How confident were you in your ability to perform the movements associated with
the WVF exercise program?
• Tell me how you know whether you are moving correctly during exercise?
• Tell me how you implement the fitness approach in your fitness regimen. To what
degree do you feel that you have the tools you need to perform the exercise
movements properly when a coach is not standing by you?
• To what degree do you feel that you understood the importance of movement
mechanics to your success in this fitness program?
16) When taught a new movement, to what degree did you understand the benefit of
the move as delivered by your coach?
CUSTOMER SATISFACTION 97
17) Have you ever or would you refer a friend or family member to attend WVF
services?
CUSTOMER SATISFACTION 98
APPENDIX C: Information Sheet
University of Southern California
Rossier School of Education
3470 Trusdale Pkwy
Los Angeles, CA 90089
INFORMATION/FACTS SHEET FOR EXEMPT NON-MEDICAL RESEARCH
Customer Retention in the Experience Economy: An Evaluation Study
You are invited to participate in a research study. Research studies include only people who
voluntarily choose to take part. This document explains information about this study. You should
ask questions about anything that is unclear to you.
PURPOSE OF THE STUDY
This research study aims to understand factors that impact your experience as a customer at West
Visalia Fitness.
PARTICIPANT INVOLVEMENT
If you agree to take part in this study, you will be asked to participate in a thirty-minute interview
process. The interview part of this process will be taped. If you do not want to be taped, hand
written notes may be taken. You do not have to answer any questions that you do not want to.
PAYMENT/COMPENSATION FOR PARTICIPATION
You will not be compensated for your participation in this research study.
ALTERNATIVES TO PARTICIPATION
Your alternative is to not participate. Your relationship with your service provider will not be
affected whether you participate in this study or not.
CONFIDENTIALITY
Any identifiable information obtained in connection with this study will remain confidential. Your
responses will be coded with a false name (pseudonym) and maintained separately. The audio-
tapes or any handwritten notes will be destroyed once they have been transcribed. The interview
transcripts will be stored on a password protected computer in the researcher’s office for three
years after the study has been completed and then destroyed.
The members of the research team and the University of Southern California’s Human Subjects
Protection Program (HSPP) may access the data. The HSPP reviews and monitors research studies
to protect the rights and welfare of research subjects.
When the results of the research are published or discussed in conferences, no identifiable
information will be used.
INVESTIGATOR CONTACT INFORMATION
Principal Investigator Jacob Hutchison via email jlhutchi@usc.edu or phone at 559.750.8151
CUSTOMER SATISFACTION 99
IRB CONTACT INFORMATION
University Park Institutional Review Board (UPIRB), 3720 South Flower Street #301, Los
Angeles, CA 90089-0702, (213) 821-5272 or upirb@usc.edu
CUSTOMER SATISFACTION 100
APPENDIX D: Evaluation Instrument
After the training program (One per customer, per year)
Scale 1-7 (Strongly disagree to Strongly agree)
1) I am satisfied with the overall training approach at WVF. (Level 1, Customer
satisfaction)
2) I understand the information presented in the training environment. (Level 2,
Declarative)
3) I am able to confidently demonstrate the new job aids you have learned. (Level 2,
Procedural)
4) I value the training I am receiving at WVF. (Level 2, Attitude)
Open -ended questions
5) Explain how the training environment was or was not able to engage you. (Level
1, Engagement)
6) Do you believe the exercise movements was relevant to improving your fitness
level? (Level 1, Relevance)
7) Explain how you will or will not be able to do the movements you have been
taught? (Level 2, Confidence)
8) How do you plan to apply what you learned in class to benefit your health goals?
(Level 2, Commitment)
Delayed 90 Days after the training
Scale 1-7 (Strongly disagree to Strongly agree)
1) The job aid that lists foundational movements is utilized (Level 3, Reinforcing)
Open -ended questions
CUSTOMER SATISFACTION 101
2) Does collaboration occur during the training environment between you and your
fellow peers? (Level 3, Encouraging)
3) Is there any public acknowledgement during fitness classes about customers
success? (Level 3, Rewarding)
4) You as the customer self-report to staff about your confidence and self-efficacy as
it applies to the WVF fitness program? (Level 3, Monitoring)
5) What is the percentage change of WVF customers signing after first 90-days of
training as compared to last quarter? (Level 4, Internal Outcomes)
CUSTOMER SATISFACTION 102
References
Acevedo, J. C., & Lam, E. T. C. (2016). Relationship between sports complex service quality
and customer retention. Research Quarterly for Exercise and Sport, 87, A97-A98.
Retrieved from
http://libproxy.usc.edu/login?url=http://search.proquest.com.libproxy2.usc.edu/docview/1
817494590?accountid=14749
Aiello, M. (2015). Member loyalty trends across top performing health clubs. Retrieved April
01, 2017, from http://www.ihrsa.org/blog/2015/11/23/2-member-loyalty-trends-
across-top-performing-health-clubs.html
Akgün, A. E., Keskin, H., & Byrne, J. (2012). The role of organizational emotional memory on
declarative and procedural memory and firm innovativeness. Journal of Product
Innovation Management, 29(3), 432-451. doi:10.1111/j.1540-5885.2012.00916.x
Ang, L., & Buttle, F. (2006). Customer retention management processes. European Journal of
Marketing, 83-99.
Baker, L. (2006). Metacognition. Retrieved
from http://www.education.com/reference/article/metacognition/.
Baldwin, T. T., Blume, B. D., Ford, J. K., & Huang, J. L. (2010), Transfer of training: a meta-
analytic review. Journal of Management, 39, 1065–1075.
Bandura, A. (2000). Exercise of human agency through collective efficacy. Current Directions in
Psychological Science, 9(3), 75–78.
Bhattacharya, C. B. (1998). When customers are members: customer retention in paid
membership contexts. Journal of the Academy of Marketing Science, 26(1), 31-44.
doi:10.1177/0092070398261004
CUSTOMER SATISFACTION 103
Bodet, G. (2009). An investigation of the influence of consumer value on service elements'
contributions to satisfaction. Journal of Targeting, Measurement and Analysis for
Marketing, 17(3), 205-228. doi: http://dx.doi.org.libproxy1.usc.edu/10.1057/jt.2009.15
Bowden, J. L. (2009). The process of customer engagement: a conceptual framework. Journal
of Marketing Theory and Practice, 17(1), 63-74. Retrieved from
http://libproxy.usc.edu/login?url=http://search.proquest.com.libproxy1.usc.edu/docview/2
12246550?accountid=14749
Burke, L. A. & Hutchins, H. M. (2007). Training transfer: an integrative literature review.
Human Resource Development Review, 6, 263–96.
Chakiso, C. B. (2015). The effect of relationship marketing on customers' loyalty. Emerging
Markets Journal, 5(2), 58-70.
doi:http://dx.doi.org.libproxy1.usc.edu/10.5195/emaj.2015.84
Chi, M., Glaser, R., & Rees, E. (1982). Expertise in problem solving: advances in the psychology
of human intelligence. Hillsdale, NJ: Erlbaum.
Clark, R. E., & Estes, F. (2008). Turning research into results: A guide to selecting the right
performance solutions. Charlotte, NC: Information Age Pub.
Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods
approaches. Thousand Oaks, CA: SAGE Publications.
Dawkins, P.M. & Reichheld, F.F. (1990), Customer retention as a competitive weapon.
Directors and Board, 14, 42-47.
Doorn, J. V., Lemon, K. N., Mittal, V., Nass, S., Pick, D., Pirner, P., & Verhoef, P. C. (2010).
Customer engagement behavior: theoretical foundations and research directions.
Journal of Service Research, 13(3), 253-266. doi:10.1177/1094670510375599
CUSTOMER SATISFACTION 104
Ekstrom, R. (2005). Key Characteristics of High Retention Clubs. Retrieved April 02, 2017,
from http://www.retentionmanagement.com/key-characteristics-of-high-retention-clubs/
Grossman, R., & Salas, E. (2011). The transfer of training: What really matters. International
Journal of Training and Development, 15(2), 103–120.
IHRSA (2015). 4 steps for successful health club member retention. Retrieved April 01, 2017,
from http://www.ihrsa.org/blog/2015/11/9/4-steps-for-successful-health-club-member-
retention.html
Inalhan, G., & Finch, E. (2004). Place attachment and sense of belonging. Facilities, 22(5/6),
120-128. doi:10.1108/02632770410540333
Kaplan, A., & Maehr, M. L. (2006). The contributions and prospects of goal orientation theory.
Educational Psychology Review. 19(2), 141-184.
Kerby, M. B. (2015). Toward a new predictive model of student retention in higher education.
Journal of College Student Retention: Research, Theory & Practice, 17(2), 138-161.
doi:10.1177/1521025115578229
Kim, S., Cha, J., Knutson, B., & Beck, J. (2011). Development and testing of the consumer
experience index. Managing Service Quality Managing Service Quality: An
International Journal, 21, 112-132.
Kirschner, P., Kirschner, F., & Paas, F. (2006). Cognitive load theory. Retrieved
from http://www.education.com/reference/article/cognitive-load-theory/.
Krathwohl, D. R. (2002). A revision of Bloom’s Taxonomy: An overview. Theory Into Practice,
41(4), 212-218.
Krause, K.L. (2011). Transforming the learning experience to engage students. Bingley:
Emerald Publications.
CUSTOMER SATISFACTION 105
Kurpius, S. E., & Stafford, M. E. (2006). Testing and measurement: A user-friendly guide.
Thousand Oaks: Sage Publications.
Maiers, A. (2008). 26 keys to student engagement. Retrieved from
http://www.angelamaiers.com/2008/04/engagementalph.html.
Maxwell, J. A. (2013). Qualitative research design: An interactive approach. Thousand Oaks,
CA: SAGE Publications.
Mayer, R. E. (2011). How learning works. In Applying the science of learning (pp. 13–37, 44–
49). Boston, MA: Pearson Education.
McKee, S. (2008). How to build brand friendship. Retrieved from
https://www.bloomberg.com/news/articles/2008-05-09/how-to-build-brand-
friendshipbusinessweek-business-news-stock-market-and-financial-advice
McKee, D., Simmers, C. S., & Licata, J. (2006). Customer self-efficacy and response to
service. Journal of Service Research 8(3), 207-220. Retrieved from
http://libproxy.usc.edu/login?url=http://search.proquest.com.libproxy1.usc.edu/docview/2
10502223?accountid=14749
Merriam, S. B., & Tisdell, E. J. (2016). Qualitative research: A guide to design and
implementation. San Francisco, CA: Jossey-Bass.
Murali, S., Pugazhendhi, S., & Muralidharan, C. (2016). Modelling and Investigating the
relationship of after sales service quality with customer satisfaction, retention and loyalty
- A case study of home appliances business. Journal of Retailing and Consumer
Services,30, 67-83. doi:10.1016/j.jretconser.2016.01.001
CUSTOMER SATISFACTION 106
National Student Clearing House (2016). First-year persistence and retention rates. Retrieved
January 209, 2017, from https://nscresearchcenter.org/snapshotreport-
persistenceretention22/
Oh, S. H., Lee, H. S., & Kim, S. J. (2011). The effects of service quality and relationship benefits
on relationship commitment and customer loyalty in membership fitness club. Journal of
Global Scholars of Marketing Science, 21(3), 115-125.
doi:10.1080/21639159.2011.9711018
O'Keeffe, P. (2013). A sense of belonging: improving student retention. College Student
Journal, 47(4), 605-621. Retrieved from
http://go.galegroup.com.libproxy1.usc.edu/ps/i.do?p=AONE&sw=w&u=usocal
_main&v=2.1&it=r&id=GALE%7CA356906575&sid=summon&asid=acede945a
1829486a26978f0061599fe
Paas, F., & Ayres, P. (2014). Cognitive load theory: A broader view on the role of memory in
learning and education. Educational Psychology Review, 26(2), 191-195.
Pajares, F. (2006). Self-efficacy theory. Retrieved
from http://www.education.com/reference/article/self-efficacy-theory/.
Pine, B. J., & Gilmore, J. H. (1999). The experience economy: work is theatre & every business
a stage. Boston: Harvard Business School Press.
Ptdirect. (2017). Attendance, adherence, drop out and retention. Retrieved April 01, 2017,
from http://www.ptdirect.com/training-design/exercise-behaviour-and-
adherence/attendance- adherence-drop-out-and-retention-patterns-of-gym-members
CUSTOMER SATISFACTION 107
Riley, T. & White, V. (2016). Developing a sense of belonging through engagement with like-
minded peers: A matter of equity. New Zealand Journal of Educational Studies, 51(2),
211-225. doi:10.1007/s40841-016-0065-9.
Robison, J. (2007). The business value of learning: two leading researchers say when
companies develop a market orientation and a learning orientation, they increase
employee and customer engagement. Gallup Management Journal. Retrieved from
http://bi.galegroup.com.libproxy1.usc.edu/essentials/article/GALE|A166589751?u=usoca
l_main&sid=summon&userGroup=usocal_main
Schein, E. H. (2004). Organizational culture and leadership. San Francisco: Jossey-Bass.
Schraw, G., & McCrudden, M. (2006). Information processing theory. Retrieved from
http://www.education.com/reference/article/information-processing-theory/.
Teak, D. (2015). Enhancing the experience of needs satisfaction through service engagement: A
case of commercial fitness centers in Malaysia. Journal of Global Scholars of Marketing
Science, 109-121.
Velada, R., Caetano, A., Kavanagh, M. J., Lyons, B. D., & Michael, J. W. (2007). The effects
of training design, individual characteristics and work environment on transfer of
training., International Journal of Training and Development, 11, 282–94.
Vivek, S. D., Beatty, S. E., & Morgan, R. M. (2012). Customer engagement: exploring
customer relationships beyond purchase. The Journal of Marketing Theory and
Practice, 20(2), 122-146. doi:10.2753/mtp1069-6679200201
CUSTOMER SATISFACTION 108
Weimer, M. (2012). 10 ways to promote student engagement. Faculty Focus. http://www.
facultyfocus.com/articles/effective-teaching-strategies/10-ways-to-promote-
student-engagement/.
White, C. (2015). The impact of motivation on customer satisfaction formation: A self-
determination perspective. European Journal of Marketing, 49(11/12), 1923-1940.
doi:10.1108/ejm-08-2014-0501
Wikström, S. (2008). A consumer perspective on experience creation. Journal of Customer
Behavior, 31-50.
Yough, M., & Anderman, E. (2006). Goal orientation theory. Retrieved
from http://www.education.com/reference/article/goal-orientation-theory/
Abstract (if available)
Abstract
The service sector is an industry that has constant contact with its customers, and the customer experience is at the core of its being (Kim, Cha, Knutson & Beck, 2011). A poor customer experience leads to reduced customer satisfaction and retention (Bhattacharya, 1998). In addition, Ang and Buttle (2006) stated that as customer tenure lengthens, an increase in referrals occurs, relationship maintenance costs are reduced, and the organization obtains an overall competitive advantage. The positive and negative factors that affect customer satisfaction are not well understood, so obtaining a competitive advantage that fosters growth is difficult to attain (Bodet, 2009
Linked assets
University of Southern California Dissertations and Theses
Conceptually similar
PDF
Customer satisfaction with information technology service quality in higher education: an evaluation study
PDF
Employee satisfaction factors and influences: an evaluation study
PDF
Violence experienced by registered nurses working in hospitals: an evaluation study
PDF
Learners’ perceptions of the microlearning format for the delivery of technical training: an evaluation study
PDF
An evaluative study on implementing customer relationship management software through the perspective of first level managers
PDF
The role of professional development and certification in technology worker turnover: An evaluation study
PDF
Preventing excessive force incidents by improving police training: an evaluation study of a use-of-force training program
PDF
Addressing the challenges of employee retention: a qualitative analysis of job satisfaction and perceptions of advancement by marginalized women in the insurance industry
PDF
Increasing institutional retention: a gap analysis
PDF
Higher education mid-level professional staff and strategic planning: an evaluation study
PDF
Factors contributing to student attrition at a healthcare university: a gap analysis
PDF
Enhancing homeless education and faculty engagement following the launch of the Grand Challenge to End Homelessness: an evaluation study
PDF
Employee churn in afterschool care: an evaluation study of manager influences on employee retention and turnover
PDF
Factors that facilitate or hinder staff performance during management turnover
PDF
Student engagement in online education: an evaluation study
PDF
Uncovered: finding and being authentically myself in the workplace: an evaluation study
PDF
Retaining female field grade officers in the USAF: an evaluative study
PDF
Teacher retention influences: an evaluation study
PDF
An examination of factors that contribute to the shortage of behavioral health providers in the United States Navy
PDF
Nonprofit donor retention: a case study of Church of the West
Asset Metadata
Creator
Hutchison, Jacob Leighgerald
(author)
Core Title
Customer satisfaction at West Visalia Fitness, LLC: an evaluation study
School
Rossier School of Education
Degree
Doctor of Education
Degree Program
Organizational Change and Leadership (On Line)
Publication Date
02/07/2018
Defense Date
11/29/2017
Publisher
University of Southern California
(original),
University of Southern California. Libraries
(digital)
Tag
customer satisfaction,education,fitness training,Knowledge,Motivation,OAI-PMH Harvest,retention
Language
English
Contributor
Electronically uploaded by the author
(provenance)
Advisor
Seli, Helena (
committee chair
)
Creator Email
jacobhutchison22@yahoo.com,jlhutchi@usc.edu
Permanent Link (DOI)
https://doi.org/10.25549/usctheses-c40-468636
Unique identifier
UC11266936
Identifier
etd-HutchisonJ-6013.pdf (filename),usctheses-c40-468636 (legacy record id)
Legacy Identifier
etd-HutchisonJ-6013.pdf
Dmrecord
468636
Document Type
Dissertation
Rights
Hutchison, Jacob Leighgerald
Type
texts
Source
University of Southern California
(contributing entity),
University of Southern California Dissertations and Theses
(collection)
Access Conditions
The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the a...
Repository Name
University of Southern California Digital Library
Repository Location
USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA
Tags
customer satisfaction
education
fitness training
retention