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Physical urban conditions are interrelated with urban individuals in urban's life. If the urban's condition is out of tolerance, individuals in urban areas can feel stressed (Rishi and Khuntia, 2012). Facing that, humans need a place to reduce stressful feelings -by doing activities in the cafe as a third place (Oldenburg, 1989). \"Experienced Selling\" is the priority in creating cafes with specific design, it can provide customer satisfaction (Agarwal, 2009). Psychologically humans have a strong tendency towards nature according to the concept of Biophilia (Wilson, 1984). In response to these human needs, Kellert (2013) introduced biophilic design as an application of the concept of biophilia in design. Biophilic design is an attempt to understand the understanding of human interest inherent in dealing with natural systems and processes into the design of the built environment (Heerwagen, et al., 2013). With the application of biophilic designs in cafes, it is assumed that the café's visitors will stay longer. This research aims to determine the influence of biophilic design applications to visitor's duration of stay in café by examining biophilic patterns applied, type of activity and visitor's duration of stay in Semusim coffee garden and Brownstones coffee in Bintaro.

The primary objective of this study is to investigate the impact of corporate image, relationship marketing, and customer satisfaction on customer loyalty. The present study employs a quantitative methodology to provide an explanatory analysis. The study sample comprised customers residing in the city of Malang who patronize the small and medium enterprises (SMEs) known as Rampis Bang Raden. The research utilized the purposive sampling method. The study's sample size consisted of 170 participants. The data gathering methods employed in this study encompassed surveys, documentation, and the utilization of Likert scales to assess the instrument. The data underwent analysis through the utilization of the structural equation model partial least squares (SEM-PLS) modeling technique. The results of this study suggest that there is a considerable relationship between corporate image and relationship marketing, and their impact on consumer loyalty. Furthermore, the influence of corporate image and relationship marketing on customer satisfaction is also substantial. Enhancing customer happiness can lead to an increase in customer loyalty. The mediating role of customer happiness can be observed in the association between corporate image, relationship marketing, and customer loyalty. The results of this study indicate that small and medium-sized enterprises (SMEs), such as Rampis Bang Raden, are able to uphold both product distinctiveness and quality, while simultaneously enhancing amicable buyer interactions in order to sustain consumer loyalty.

•We identify five robust customer journey segments and their covariates.•Each segment represents a unique combination of different touchpoints.•We confirm these segments over time even though mobile usage increased.•Our findings reveal different sources of customer loyalty for different segments. The proliferation of new touchpoints empowers today’s customers to design their own journey from search to purchase. To address this new complexity, we segment customers by their use of specific touchpoints in the customer journey, investigate the association of several covariates with segment membership, consider the rise of mobile devices as potential “game changers” of existing segments, and explore how the relationships among product satisfaction, journey satisfaction, customer inspiration, and customer loyalty differ across segments. Based on anticipated utility theory and using latent class analyses on large-scale data from two samples of 2,443 and 2,649 journeys, we identify five time-consistent segments―store-focused shoppers, pragmatic online shoppers, extensive online shoppers, multiple touchpoint shoppers, and online-to-offline shoppers―that differ considerably in their touchpoint and mobile device usage, their segment-specific covariates, and their search and purchase patterns. The five segments remain unchanged in the two data sets even though the usage of mobile devices has increased substantially. Furthermore, we find that the relationships between various loyalty antecedents and customer loyalty differ between the segments. The insights from this paper help retailers develop segment-specific customer journey strategies.

Emphasizing customer satisfaction as a strategic lever for enhancing business performance is a widespread business practice. However, just over 25 years of empirical studies by academic researchers has produced evidence that is sometimes contradictory. Hence, greater academic clarity and improved managerial understanding could result from a meta-analysis of the customer satisfaction-business performance relationship. To that end, the authors analyzed 251 correlations from 96 studies published between 1991 and 2017. While the satisfaction-performance relationship is positive and statistically significant on average (r = .101), more meaningful insights emerge from the explication of moderating and mediating relationships. Illustrative of these insights is the finding that satisfaction is more appropriately depicted as mediating the effects of selected marketing strategy variables on firm performance outcomes. Moreover, when satisfaction is viewed in the right setting using the right satisfaction and performance measures, a most favorable contingencies (MFC) perspective, the estimated correlation is reasonably strong (r = .349).

A proposed design–ambient–social–trialability (DAST) framework for retail atmospherics broadens conceptualizations to encompass not only the in-store experience but also out-of-store experiences that the retailer can control or influence. In turn, it expands understanding of retail atmospherics to incorporate multiple retail touchpoints that a customer may encounter during a journey. This framework also introduces a new dimension to conceptualizations of retail atmospherics, namely, the notion of trialability. By integrating literature on store environment cues with notions of the in-store sensory experience, this study also reveals some mediating and moderating factors that clarify how the DAST factors influence consumers’ shopping behavior.

[Display omitted] •AR-enabled frontline improves decision comfort & motivates positive WOM.•The process is mediated by improved processing fluency and decision comfort.•Boundary conditions are visual processing styles and product contextuality.•Object-visualisers benefit more from AR induced imagery processes.•A field study highlights the impact of AR on customers’ choice and spending. The rapid development of augmented reality (AR) is reshaping retail frontline operations by enhancing the offline and online customer experience. Drawing on mental imagery theory, this paper develops a conceptual framework to reflect how AR emulates customer’s cognitive processes offloading those to the technology. Consequently, the AR-enabled frontline improves decision comfort, motivates positive WOM and facilitates choice of higher value products. The underlying mechanism is a sequential mediation via improved processing fluency and decision comfort. The findings also demonstrate boundary conditions of customers’ visual processing styles and product contextuality. Object-visualisers benefit more from AR induced imagery processes, and the effect of processing fluency on customer decision comfort is moderated by product contextuality. The results are verified with repeat studies to control for novelty of AR, and a field study that highlights the impact of AR on customers’ choice and spending. We discuss implications for theory and practice of AR-enabled frontline retailing.

[Display omitted] •Customer satisfaction relationships differ in online and offline purchasing.•Perceived value is a stronger driver of satisfaction in online purchases.•Overall quality and expectations are stronger drivers of satisfaction offline.•Customers are more satisfaction-sensitive when purchasing online.•Differences generally persist across customer demographics and retail categories. Retailers seek to utilize both online and offline purchase channels strategically to satisfy customers and thrive in the marketplace. Unfortunately, current multichannel research is deficient in answering what drives customers’ satisfaction, and consequently their loyalty, differently when customers purchase online versus at a physical store. This gap in knowledge can be a significant concern for retailers due to the negative impact of having dissatisfied customers on their bottom lines. Using a version of the American Customer Satisfaction Index (ACSI) model, we demonstrate several important purchase-channel differences in the antecedents of customer satisfaction and its subsequent effect on customer loyalty. Specifically, we show that when retail customers buy electronic goods online they view purchase value as a significant attribute in rating satisfaction, and are more satisfaction-sensitive when making repurchase decisions than when they purchase offline. On the other hand, the overall quality of the purchase experience and customer expectations are stronger drivers of customer satisfaction in the offline purchases. We provide evidence that these differences between the channels generally persist across customer demographics (gender, age, and education) and broader product categories, and we also discuss the specific contexts where they do not. Our work offers actionable guidance to retailers seeking to enhance customer satisfaction and loyalty across both the online and offline channels.

The article deals with the study results of the quality of new cars in the production control process in the delivery condition to the consumer. The research was conducted on the basis of resource tests and using information-statistical analysis. The quality assessment of new cars and their role in customer satisfaction is given.

Customer experience management research is increasingly concerned with the long-term evolution of customer experience journeys across multiple service cycles. A dominant smooth journey model makes customers’ lives easier, with a cyclical pattern of predictable experiences that builds customer loyalty over time, also known as a loyalty loop. An alternate sticky journey model makes customers’ lives exciting, with a cyclical pattern of unpredictable experiences that increases customer involvement over time, conceptualized here as an involvement spiral. Whereas the smooth journey model is ideal for instrumental services that facilitate jobs to be done, the sticky journey model is ideal for recreational services that facilitate never-ending adventures. To match the flow of each journey type, firms are advised to encourage purchases during the initial service cycles of smooth journeys, or subsequent service cycles of sticky journeys. In multiservice systems, firms can sustain customer journeys by interlinking loyalty loops and involvement spirals. The article concludes with new journey-centered questions for customer experience management research, as well as branding research, consumer culture theory, consumer psychology, and transformative service research.

This research documents how negative reviews, when perceived as unfair, can activate feelings of empathy toward firms that have been wronged. Six studies and four supplemental experiments provide converging evidence that this experienced empathy for the firm motivates supportive consumer responses such as paying higher purchase prices and reporting increased patronage intentions. Importantly, this research highlights factors that can increase or decrease empathy toward a firm. For instance, adopting the reviewer’s perspective when evaluating an unfair negative review can reduce positive consumer responses to a firm, whereas conditions that enhance the ability to experience empathy—such as when reviews are highly unfair, when the identity of the employee is made salient, or when the firm responds in an empathetic manner—can result in positive consumer responses toward the firm. Overall, this work extends the understanding of consumers’ responses to word of mouth in the marketplace by highlighting the role of perceived (un)fairness. The authors discuss the theoretical and practical implications of the findings for better management of consumer reviews.