The Factor Structure of International Tourist Satisfaction to the Spa Service Quality in Thailand
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Published:
Oct 28, 2017
Keywords:
service quality satisfaction penalty-reward analysis Thai spa
Main Article Content
Abstract
This paper decomposes the impact of different each of spa service quality on the overall satisfaction of Thai spa users. A penalty-reward analysis and the three-factor structure of customer satisfaction are applied to analysis the primary data from two samples of foreign tourists visiting Thailand: day spa and hotel & resort spa users. Finding showed that each of spa service quality in the day spa and hotel & resort spa classify to difference groups of the three-factor structure of satisfaction. However, cleanliness and attention to customer’s complaints were identified as necessary attributes of this tourism product. Therapists’ massage skill is a common competition factor, while surrounding, exterior, interior and ambience were signaled as ttributes that lead to competitive advantages. This study suggests that entrepreneurs should put the importance on cleanliness and complaints as a priority. In addition, they should have therapist’s qualities control and improve the atmosphere for competitive advantage. Furthermore, the government should have a policy promoting skill development on therapists. All of these could alleviate competitiveness of spa business in Thailand.
Article Details
How to Cite
Untong, A. (2017). The Factor Structure of International Tourist Satisfaction to the Spa Service Quality in Thailand. Journal of Thai Hospitality and Tourism, 12(2), 3–16. Retrieved from https://so04.tci-thaijo.org/index.php/tourismtaat/article/view/102324
Section
Research Article
References
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[17] Kozak, M. (2004). Destination Benchmarking: Concepts, Practices and Operations. Wallingford, UK: CAB International.
[18] Matzler, K., & Sauerwein, E. (2002). The Factor Structure of Customer Satisfaction: An Empirical Test of the Importance Grid and the Penalty-Reward Contrast Analysis. International Journal of Service Industry Management, 13(4), 314-332.
[19] Untong, Akarapong. (2015). Image, Motivation and Experience of International Tourists Using Thai Spa. Research Methodology & Cognitive Science, 12(2), 13-22.
[20] Untong, Akarapong., & Kaosa-ard, Mingsarn. (2014). Spas Performances Benchmarking and Operation Efficiency. Applied Economics Journal, 21(1), 1-19.
[21] Untong, Akarapong et al. (2014). Competitiveness of Thailand’s Health Tourism Industry (Spa). Chiang Mai: Public Policy Study Institute.
[22] Vavra, T. G. (1997). Improving Your Measurement of Customer Satisfaction: A Guide to Creating, Conducting, Analyzing, and Reporting Customer Satisfaction Measurement Programs. Milwaukee, WI: ASQ Quality Press.
[23] Vildova, E., Martincik, D., Tluchor, J., & Jakubikova, D. (2015). Measuring Customer Satisfaction and Loyalty in Spa Companies. Marketing & Trade, 1, XVIII, 151-168.
[24] White, H. (1980). A Heteroscedasticity-Consistent Covariance Matrix Estimator and A Direct Test for Heteroscedasticity. Econometrica, 48(4), 817-838.
[25] Yilmaz, Y., & Bititci, U. (2006). Performance Measurement in the Value Chain: Manufacturing V. Tourism. International Journal of Productivity and Performance Management, 55(5), 371-389.
[26] Zhang, X., Song, H., & Huang, G. Q. (2009). Tourism Supply Chain Management: A New Research Agenda. Tourism Management, 30(3), 345-358.
[2] Alegre, J., & Garau, J. (2011). The Factor Structure of Tourist Satisfaction at Sun and Sand Destination. Journal of Travel Research, 50(1), 78-86.
[3] Bartikowski, B., & Llosa, S. (2004). Customer Satisfaction Measurement: Comparing Four Methods of Attribute Categorisations. Service Industries Journal, 24(4), 67-82.
[4] Brandt, R. D. (1987). A Procedure for Identifying Value-enhancing Service Components Using Customer Satisfaction Survey Data. In C. Suprenant (ed.). Add Value to Your Service (pp.61-65). Chicago: American Marketing Association.
[5] Busacca, B., & Padula, G. (2005). Understanding the Relationship between Attribute Performance and Overall Satisfaction. Market Intelligence and Planning, 23(6), 543-561.
[6] Chi, C. G. Q. & Qu, H. (2008). Examining the Structural Relationships of Destination Image, Tourist Satisfaction and Destination Loyalty: An Integrated Approach. Tourism Management, 29(4), 624-636.
[7] Deng, W. (2007). Using A Revised Importance-Performance Analysis Approach: The Case of The Taiwanese Hot Spring Tourism. Tourism Management, 28(5), 1274-1284.
[8] Department of International Trade Promotion. (2015). Market Value of Thai Spa Industries. Bangkok: Department of International Trade Promotion.
[9] Euromonitor International. (2012). Health and Wellness Tourism in Thailand. Euromonitor International.
[10] Fuchs, M., & Weiermair, K. (2003). New Perspectives of Satisfaction Research in Tourism Destination. Tourism Review, 58(3), 6-14.
[11] Fuchs. M., & Weiermair, K. (2004). Destination Benchmarking: An Indicator-System Potential for Exploring Guest Satisfaction. Journal of Travel Research, 42(3), 212-225.
[12] Füller, J., & Matzler, K. (2007). Customer Delight and Market Segmentation: An Application of the Three-Factor Theory of Customer Satisfaction on Life Style Groups. Tourism Management, 29(1), 116-126.
[13] Füller, J., Matzler, K., & Faullant, R. (2006). Asymmetric Effects in Customer Satisfaction. Annals of Tourism Research, 33(4), 1159-1163.
[14] Jain, S. K., & Gupta, G. (2014). Measuring Service Quality: SERVQUAL vs. SERVPERF Scales. VIKALPA, 29(2), 25-37.
[15] Juga, J., Juntunen, J., & Grant, D. B. (2010). Service Quality and its Relation to Satisfaction and Loyalty in Logistics Outsourcing Relationships, Managing Service Quality, 20(6), 496-510.
[16] Kaosa-ard, Mingsarn et al. (2010). Integrated Development of Sustainable Tourism in the Mekong Region Phase IV. Chiang Mai: Social Research Institute, Chiang Mai University.
[17] Kozak, M. (2004). Destination Benchmarking: Concepts, Practices and Operations. Wallingford, UK: CAB International.
[18] Matzler, K., & Sauerwein, E. (2002). The Factor Structure of Customer Satisfaction: An Empirical Test of the Importance Grid and the Penalty-Reward Contrast Analysis. International Journal of Service Industry Management, 13(4), 314-332.
[19] Untong, Akarapong. (2015). Image, Motivation and Experience of International Tourists Using Thai Spa. Research Methodology & Cognitive Science, 12(2), 13-22.
[20] Untong, Akarapong., & Kaosa-ard, Mingsarn. (2014). Spas Performances Benchmarking and Operation Efficiency. Applied Economics Journal, 21(1), 1-19.
[21] Untong, Akarapong et al. (2014). Competitiveness of Thailand’s Health Tourism Industry (Spa). Chiang Mai: Public Policy Study Institute.
[22] Vavra, T. G. (1997). Improving Your Measurement of Customer Satisfaction: A Guide to Creating, Conducting, Analyzing, and Reporting Customer Satisfaction Measurement Programs. Milwaukee, WI: ASQ Quality Press.
[23] Vildova, E., Martincik, D., Tluchor, J., & Jakubikova, D. (2015). Measuring Customer Satisfaction and Loyalty in Spa Companies. Marketing & Trade, 1, XVIII, 151-168.
[24] White, H. (1980). A Heteroscedasticity-Consistent Covariance Matrix Estimator and A Direct Test for Heteroscedasticity. Econometrica, 48(4), 817-838.
[25] Yilmaz, Y., & Bititci, U. (2006). Performance Measurement in the Value Chain: Manufacturing V. Tourism. International Journal of Productivity and Performance Management, 55(5), 371-389.
[26] Zhang, X., Song, H., & Huang, G. Q. (2009). Tourism Supply Chain Management: A New Research Agenda. Tourism Management, 30(3), 345-358.