Behavior On Customer Repurchase Intention

Published Date: 02 Nov 2017

NABEEL AFTAB

Submitted to the Office of Business Administration

IQRA University

in partial fulfillment of the requirements for the degree of

MASTER OF BUSINESS ADMINISTRATION

Approved By: Sir Irfan Hameed

March, 2013

Major Subject: Marketing

Abstract:

Organizations are widely searching for the main factor that causes to trigger the Repurchase Intention of the customer, mainly it’s the satisfaction but what other areas are there for an organization to focus on. The objective of our research was to determine the Shopkeeper/Retailer Behavior and its perception on customers mind while the purchase is being done along with the factors that drive the customer to come back. The study contains Retailer Behavior as an independent variable and Repurchase Intention as dependent variable. The hypothesis developed for this research is that there is a relationship between Shopkeeper/Retailer Behavior with Customer Repurchase Intention. Total number of respondents was 272. Questionnaire was the instrument used in this research. Two statistical techniques used for our research were Correlation and Multiple Linear Regression. The findings of our research showed that there is a relationship Shopkeeper/Retailer Behavior with Customer Repurchase Intention and therefore our hypothesis (H1) is accepted.

CHAPTER 1: INTRODUCTION

Overview:

The level to which buyer aim to repurchase a service is affected by shopper views of quality, cost and value, consumer care, past commitment, expected changing cost and brand choice is known as "Customer Re Purchase Intention". (Hellier, Geursen, Carr, Rickard 2003)

The objective of our research was to determine the perception of consumers about their shopkeeper’s behavior towards them and to get the information whether they prefer to buy back from that shop because of the certain characteristics as the shopkeeper behaves with the customer. We really need to see whether a good link exists with the shopkeeper’s behavior and customer re purchase intention or not. The first thing a customer would see in the shop is the shopkeeper’s body language that how interested he is in the customer and the type of service which he is offering and the way he react towards your interested product and the information he give you regarding the product which really can make the customer attitudinally loyal to that shopkeeper but some customers prefer to go for the level of satisfaction to be driven out of the product only and they are least interested in the shopkeeper’s way of handling things, the market in which we are studying these behavior usually is very respondent to those shopkeepers who have a good bargaining behavior with the customer they like to give you discounts and offers you different bulk package and literally saves a shoppers money. What people find is that they have certain type of issues buying from their local shopkeeper so it is really necessary to ask those people that they want to continue buying from their local stores or not. The customer will ultimately come back to your shop if he is satisfied enough or they have a habit to continue purchasing from that shopkeeper. The main intent of a customer is driven out by the behavior of a shopkeeper depending that he persuades the customer to buy his product or he is very helpful and gives you all the information needed to execute the purchase process and provides after sales service to finally keeps his customer happy. The other reasons to re purchase from your local store is that you trust your shopkeeper because they are faithful to them due to the past experience a customer has that a certain shopkeeper is honest but if we sum it all up, it narrows down to the product level satisfaction whether a store is providing enough quality because none of the behavior would matter if the quality of the product is low so one needs to make sure that the customer always gets product level satisfaction.

The way in which retailer communicate with their shopper has modified considerably over modern times. A customer will keep returning is no more assured. As a result, Store owners have found that they need to understand their shoppers better, and to easily reply to their wants and needs. In addition, the period of your liveliness and energy in which these reactions need to be made has been reducing. It is no more possible to delay until signs and symptoms of shopper discontentment are apparent and before action must be taken. To be successful, Retailer must be practical and predict what a shopper wishes.

It is now a saying that in the days of the old market, shopkeepers had no trouble knowing their shoppers and replying easily to their needs. The shopkeepers would simply keep a record of all of their shoppers in their heads, and would know what to do when a shopper stepped into the store. But modern shopkeepers face a much more complicated situation. More shoppers, more products, more opponents, and less a chance to reply means that knowing your shoppers is now much more complicated. A number of causes are working together to increase the complexness of shopper relationships.

The interest period of a shopper has reduced considerably and commitment is a subject put to rest. An effective Shopkeeper needs to strengthen the value it provides to its shoppers on an ongoing foundation. If you don't respond easily enough to your customers, the shopper will find someone who will. Customers want factors that fulfill their actual needs, not factors that sort-of fit. Successful shopkeeper need to respond to each and every one of these requirements easily. The market will not wait for your reaction, and shoppers that you have these days could disappear the next day. Getting your shoppers is also not as easy as it has been in previous times. Customers and potential buyers want to communicate on their conditions; it means that you need to look at several requirements when analyzing how to continue to please your customer. You will need to improve the golden concept which is easy portrayed as the right offer to the right person at the perfect time.

1.2 Problem Statement:

To study the understanding between Shopkeeper/Retailer’s behavior and its effect on Customer Repurchase Intention

1.3 Hypothesis:

H1: There is a relationship between Retailer’s Behavior & Customer Re-purchase Intention

H2: There is a relationship between Retailer’s Behavior and Attitudinal Loyalty

H3: There is a relationship between Bargaining Behavior with Product Level Satisfaction

H4: There is a relationship between Negative & Positive Behavior on Customer Re-Purchase Intention

1.4 Outline of the Study:

Bargaining Behavior

Product Level Satisfaction

Complaining Behavior

Retailer Behavior

Customer Re-Purchase Intention

Positive and Negative Behavior

Attitudinal Loyalty

Post Purchase Behavior

Satisfaction with Complaint Response

The study assumes that the retailer’s behavior have an effect on Customer’s Re-purchase intention. Specifically, the study is about the types of activities which happen at the time of purchase of product that is the bargaining and complaining behavior that how good the retailer handles its customer. Negative and positive attributes depends a lot but the most thing which is dependent on the repurchase intention is the post purchase behavior. The Product level satisfaction and complaint satisfaction are the most important things for a customer has and this can result in loyalty with the retailer and make the transaction pleasurable with intent to repurchase again.

1.5 Definitions:

Retailer’s/Shopkeeper Behavior:-

The way a shopkeeper act and approaches its customer whether to please him or to just sell its product straight away is known as Shopkeepers behavior. Shopkeeper’s behavior towards its customer is a key role in playing with the business output of any product,

Customer Re-purchase Intention

The desire or intent of an individual to buy back or purchase a certain product or any product from the same location is known as Customer Re-purchase Intention.

Attitudinal Loyalty

The body posture or approach that makes a customer happy and makes him/her return back to purchase from you is known as Attitudinal Loyalty.

Bargaining Behavior

Customers always want a bargain; the different technique a Shopkeeper/Retailer uses to manage its bargaining behavior can and cannot make a customer happy. It totally depends on the shopkeepers bargaining behavior.

Product Level Satisfaction

Sometime Customers go for quality of the product regardless of the characteristics of the shopkeeper; all they need is the level of satisfaction from the product only. This satisfaction is called as Product Level Satisfaction.

Negative & Positive Behavior

The type of behavior a shopkeeper chooses to respond with when a customer comes whether its good or bad, negative or positive simply defines if the customer has gone home happy or not. This approach of a shopkeeper is depicted as Negative & Positive Behavior.

CHAPTER2: Literature Review

Fulfilment is the overall level of shopper satisfaction and fulfilment as a result of experience with the assistance. Mind-set is the shopper's positive, impartial or negative discovered frame of mind with regards of good brand to be thought (Hellier, Geursen, Carr, Rickard 2003).

At the beginning customers wants to make assessment of their after sales experience of contention at the quality level rather than really the product level, On the other hand the quality based approach enables a finder to visualize most occurring phenomena’s, for example a customer is getting mixed attachments with the product and the service, thus a consumer can be both contented or maybe not feeling fulfilled at the same time by very dissimilar points of the exact same product. (Mittal, Ross, Baldasare, 1998)

Customer care never describes all of the modifications in repurchase objectives or attitudinal commitment, since customers rarely are free to choose providers. In fact, different types of restrictions, together with shopper care, determine shopper's choice of provider. (Julander, Söderlund, 2003).

Shopper care has been considered as an antecedent of repurchase, but these days such a conventional perception has started to be pushed as counterarguments occur that greater Shopper Fulfilment does not actually result in greater repurchase. (Yi , La, 2004).

Manufacturers managing in the modern market for technological innovation products experience a complicated process in developing effective rewards for their suppliers. Programs of submission are different, with new channels growing, and demand variations, market visibility, advertising, storing, and product life-cycles are unclear. The action of suppliers is a crucial factor in whether a producer defines its business objectives. (Charness, Chen, 2002).

Assume a sales-person made a purchase by using a inaccurate impact technique. From the salesperson's viewpoint, this impact technique would have been efficient in the connections. However, the shopper might not be pleased with the item, and recognizing the fraud, would not buy products from the revenue rep later on. Thus, the use of inaccurate impact techniques would not be efficient for the sales rep across relationships with the shopper, even though it was efficient in one particular connection. (Weitz, 1981)

A well handled restoration from a assistance failing can make levels of commitment from a shopper to a provider which are higher than before the failing happened a assistance. (Palmer, Beggs, McMullan, 2000)

The effect of value on re-purchase objectives is not as obvious, partly because customers now have first-hand encounter and knowledge on which to platform fulfillment assessments, and fulfillment will have an effect on re-purchase objectives. (Patterson, Spreng, 1997)

If a reduced fulfillment ranking for a team indicates a correspondingly reduced repurchase action, professionals may want to focus on that team to increase fulfillment scores. If, however, the reduced ranking is a doll of reaction prejudice or other such factors, professionals need not worry (Mittal, Kamakura, 2001)

This behavior would be most efficient when the shoppers are dealing with an uncertain issue and do not have sufficient details to fix the issue. Since the effort of management might compromise shopper care, this behavior would be more efficient when the sales rep has a objective of making an immediate purchase. When upcoming relationships with a shopper are expected, the salesperson's long-term efficiency will be more carefully relevant to fulfilling the shopper's needs. Under these conditions, salesmen might be less efficient when they management the connections towards an result preferred by them (Weitz, 1981)

Stages of value following a assistance failing and procedure of restoration are important in impacting repurchase objective. Over-compensation may cause to a shopper taking good actions to redress the inequity by providing more business to others, whereas under-compensation may cause to actions to decrease it. (Palmer, Beggs, McMullan, 2000)

The interpretation of regular fulfillment scores into repurchase behavior may differ if shoppers have different limits or patience levels with regard to repurchase. Given the same ranking, shoppers with lower limits may be more likely to repurchase the product than those with higher limits. Somewhat, variations in limits may be taken in customer features that are calculated in the study. For example, mature shoppers may be more devoted to a product because of their gathered investment strategies in brand-specific information. Young shoppers, in comparison, are at a level in their life-cycle that needs investment strategies in customer information. They may be more likely than mature shoppers to search for information and change brands (Mittal, Kamakura, 2001)

The use of shut impact methods indicates that salesmen are willing to compromise a shopper's long-term fulfillment so that they can make an immediate purchase. This kind of behavior would be most efficient when shoppers do not have to be able to sanction the sales rep if they find out that they have been controlled or fooled. If the shoppers will not be experiencing the sales rep later on, they will not have to be able to produce actions against such as not considering the salesperson's items later on programs. If the salesmen are more highly efficient than the shoppers, the shoppers will have to forget about invoking actions against because the salesmen management the level to which the shoppers can fulfill their needs. (Weitz, 1981)

The actions of suppliers with regards to the common industry practice of establishing a minimum promoted cost, a lower limited on the cost a store can promote for a particular product. If a store conforms to this instruction, the maker generally provides it with market-development resources, which it can use to promote the company's products. (Charness, Chen, 2002)

Non devoted may have less information of the product and keep more incorrect or improbable objectives, which will probably outcome in great disconfirmation between before objectives and recognized performance. Even when the same amount of disconfirmation happens, non devoted may respect it as an essential signal in analyzing the product. Hence, non devoted customers will usually use disconfirmation more sensitively in analyzing fulfilment than devoted customers will. (Yi , La, 2004)

When shoppers have to remain with providers because of adverse changing limitations, we anticipate that fulfilment and attitudinal commitment will be reduced than for shoppers that are in a more unconstrained scenario. However, we anticipate that repurchase objectives will be greater, since shoppers in the restricted scenario have to select the given provider. That satisfaction and attitudinal loyalty would be adversely affected in the constrained situation could be explained by the idea of the positive value of freedom of choice (Julander, Söderlund, 2003).

To increase overall fulfilment and repurchase objectives, professionals should boost and not increase attribute-level overall performance. (Mittal, Ross, Baldasare, 1998).

While salesmen are somewhat enthusiastic about searching for a solution to the shopper's problem that boosts shopper care, they and their professionals highly choose alternatives that integrate the purchase of the goods and services they are selling.(Weitz, 1981)

However, the accurate relationship between shopper discovered frame of mind and shopper personal preference for recognized solutions continues to be not yet determined. In these materials, dissimilar conditions seem to be used or carefully linked personal favourite building. The images in condition worn are shopper investment brand choice product mind-set and consumer preference (Hellier, Geursen, Carr, Rickard 2003).

This discussion also indicates a powerful characteristic of objectives. It means that the level of fulfilment at each deal will impact publish purchase objectives. Adjusted objectives are modified from prior objectives on the reasons for recently obtained information, and they are suffering from Shopper Fulfilment, an overall assessment of the intake experience. (Yi , La, 2004).

Salesmen need to create source reliability and authenticity during the early levels of an connections. Without such a base of impact, salespeople cannot successfully impact their customers. (Weitz, 1981)

Failing is any scenario where something has gone incorrect, regardless of liability. The inseparability of high-contact solutions has a impact that assistance failure usually cannot be hidden from the shopper. (Palmer, Beggs, McMullan, 2000)

Analysis also reveals that fulfilment and discontentment have different successful repercussions which may be relevant differentially to repurchase objectives. Furthermore, the same emotional concepts that function in the perspective of fulfilment also should function in the perspective of repurchase objectives. (Mittal, Ross, Baldasare, 1998).

High changing limitations mean that shoppers have to remain within the range of providers, regardless of the fulfilment designed in the connection. Such restricted independence of option could, according to reactance concept, make reduced fulfilment; repurchase objectives and attitudinal commitment than a more unconstrained scenario (Julander, Söderlund, 2003).

Studies indicate that efficiency in sales relationships is related to the salesperson's capability to create precise opinions of customer values about product performance, the salesperson's capability to use these opinions in choosing impact techniques, and the salesperson's capability to identify the impact of impact techniques and make modifications. (Weitz, 1981)

It should be mentioned that repurchase is suffering from collective fulfilment rather than personal episodic satisfaction. (Yi , La, 2004).

Some transferring limitations between shopkeeper and customer can be seen as more good in their characteristics and others as more adverse. We will dispute that, both from a theoretical and managing point of view, it is important to clearly identify between good transferring limitations, which are relevant to seeking to be in a connection with the customer, and adverse transferring limitations showing having to be in a relationship (Julander, Söderlund, 2003).

Efficiency is determined from the viewpoint of the sales rep rather than the salesperson-customer dyad. This viewpoint varies from a conceptualization of the salesperson-customer connections as a troubleshooting action in which two events make an effort to arrive at a mutually valuable remedy. (Weitz, 1981)

For a given level of assistance failing, the duration of a shopper's connection to date with the company was favorably associated with repurchase objective. (Palmer, Beggs, McMullan, 2000)

Fulfilment may be merely a verdict with intellectual and successful measurements, whereas repurchase objectives also have an attitudinal element. Based on the customer's objectives, performance on a certain feature may become crucial for repurchase objectives but not fulfilment. (Mittal, Ross, Baldasare, 1998).

The sales rep guides impact behaviours toward customers just as the leader guides impact behaviours toward group members. (Weitz, 1981)

For fulfilment to impact commitment, regular or collective fulfilment is required so that individual fulfilment periods become aggregated or combined. (Yi , La, 2004).

One device of negative performance on a feature could have a greater effect on overall fulfilment or repurchase objectives than a corresponding device of positive performance. Similarly, in a given set of features, negative performance on a single attribute could over-shadow positive performance on many other features combined. (Mittal, Ross, Baldasare, 1998).

Psychological information is instructed toward the shopper with the intent of appealing to psychological needs and improving customer-salesperson relations. Psychological information make an effort to decrease threats associated with the social repercussions of the purchase decision, while item information make an effort to decrease threats associated with item performance. (Weitz, 1981)

The way the customer’s satisfaction on post purchase behavior has affected, the attention of many marketing research firms are on it. For marketing organizations it is becoming the key factor to focus on, thus it is used by many of the research firms to use as the key tool in defense to their marketing strategies. (Rust, Williams, 1994)

The satisfaction a customer gets leads to higher repurchase intention but considering the dissatisfaction option one leads to lower levels of repurchase intentions and also leads to complaining behavior and if the complains are sorted out perfectly, it can lead back to higher repurchase intentions, thus the main characteristic of customer satisfaction and repurchase intention relationship can depend on the few or many variables such as complaining behavior (Halstead, Page, 1992)

A sales rep could increase efficiency in a particular connection by changing behavior along with different measurements. (Weitz, 1981)

Retailer behavior and the curiosity in the retailer have a highlighted effect on the customers mind to visit that retailer again and that can be customer loyalty or if the customer has heard something good about that retailer, all these have significant impact on satisfaction. Retailer loyalty is to be found when a customer is satisfied and repurchase intention can be predicted along with positive word of mouth about the retailer. (Jones, Reynold, 2006)

Product commitment is examined by analyzing actual previous actions and its impact on upcoming behavior intentions in terms of anticipations to buy the same/another brand from the same/another store, as well as desire to suggest the purchased logo and store from which it was bought. Results indicate that while not without its faults, buy expectations/intentions data remain a real analysis measurement. Furthermore, it would appear as if the brand/consumer interface offers greater predictive ability than the retail/consumer interface. Finally, desire to suggest does not seem to be affected by previous actions, but the greater the respondent’s anticipations to buy a product, the greater will be their desire to suggest that brand. The same relates to store recommendation. Restrictions are mentioned, and guidelines for upcoming analysis suggested (Ewing, 2000)

Low stress promoting (low management of the revenue interaction) is most appropriate when the shopper is experienced and when ongoing a good reputation is at share. (Weitz, 1981)

The good impact of client care on item and supplier commitment is often taken for provided. It was discovered that the durability of the connection between different kinds of fulfilment and commitment signs varies considerably between various areas Customer interest. Several marketing significances are provided. A difference may be made between the significances for the maker of the actual item and the retailer who is selling the product and making the assistance for customers to buy their product. (Bloemer, Lemmink, 1992).

The role of recognized value in client's post-purchase decision-making process is obvious. The outcomes show that recognized value is an immediate antecedent to client care and repurchase objective. It also impacts Testimonials straight and ultimately through client care and repurchases objective. Research indicates that recognized value is identified not only by the trade-off between price and assistance excellent but also as a result of the oblique and direct impact of overall performance views. These outcomes implicate that the traditional models of client value as well as service excellent and client care need to be regained. (Oh, 1999)

CHAPTER 3: RESEARCH METHODS

3.1 Method of Data Collection & Procedure:

Personal survey was conducted from the respondents of Karachi. The respondents were approached personally and were asked to fill self administrated questionnaire designed to measure the effect of re purchase intention of the consumers on retailer behavior. The information was collected from literate respondents of Karachi, who at least had the capability to understand the scenario in the questionnaire. The total number of respondents was 272 out of which 63% were male and 37% female. Most respondents were between 21 to 30 age limit and the respondents were mature enough to answer our questions, and they were able to tell what their preferences were. Most of the respondents were bachelors or equivalent and then second most were masters or equivalent and it goes almost similar with the above reason that the respondents were literate enough to understand the questions and answer according to it.

3.2 Sampling Technique

In this study quota sampling technique was used to collect data from the respondents. By using quota technique the number of respondents was divided into 37% of female respondents and 63% male respondents because males are mostly involved in purchases for most of the products. The convenience sampling technique was also used to reach respondents as per our convenience.

3.3 Sample Size:

272 respondents were approached for the study.

3.4 Instrument/s of Data Collection:

Questionnaire was the instrument used in this research and was close ended. The questionnaire contained two sections the first section was about all the variables and the questions related to them in order to analyze the variable. The second section was of the demographics which asked the respondents about their age, educational qualifications, gender and designation.

3.5 Research Model Developed

Bargaining Behavior

Product Level Satisfaction

Complaining Behavior

Retailer Behavior

Customer Re-Purchase Intention

Positive and Negative Behavior

Attitudinal Loyalty

Post Purchase Behavior

Satisfaction with Complaint Response

3.6 Statistical Techniques:

Correlation and Multiple Linear Regression test was used to measure the relation between variables.

CHAPTER 4: RESULTS

4.1 Findings and Interpretation of results:

The hypothesis to be tested was as follows:

H1: There is a relationship between Retailer’s Behavior & Customer Re-purchase Intention

Correlations

Retailer_Behavior

Repurchase_Intention

Retailer_Behavior

Pearson Correlation

1

.352**

Sig. (2-tailed)

.000

N

272

272

Repurchase_Intention

Pearson Correlation

.352**

1

Sig. (2-tailed)

.000

N

272

272

**. Correlation is significant at the 0.01 level (2-tailed).

The above chart displays that there is Correlation between Retailer Behavior and Customer Re-Purchase Intention. Correlation is Significant

H2: There is a relationship between Retailer Behavior with Attitudinal Loyalty

Correlations

Retailer_Behavior

Attitudinal_Loyalty

Retailer_Behavior

Pearson Correlation

1

.504**

Sig. (2-tailed)

.000

N

272

272

Attitudinal_Loyalty

Pearson Correlation

.504**

1

Sig. (2-tailed)

.000

N

272

272

**. Correlation is significant at the 0.01 level (2-tailed).

The above chart displays that there is Correlation between Retailer Behavior and Attitudinal Loyalty. Correlation is Significant

H3: There is a relationship between Bargaining Behavior with Product Level Satisfaction

Correlations

Bargaining_Behavior

Product_Level_Satisfaction

Bargaining_Behavior

Pearson Correlation

1

.389**

Sig. (2-tailed)

.000

N

272

272

Product_Level_Satisfaction

Pearson Correlation

.389**

1

Sig. (2-tailed)

.000

N

272

272

**. Correlation is significant at the 0.01 level (2-tailed).

The above chart displays that there is Correlation between Bargaining Behavior with Product Level Satisfaction. Correlation is Significant

H4: There is a relationship between Negative & Positive Behavior on Customer Re-Purchase Intention

Correlations

Positive_Behavior

Repurchase_Intention

Positive_Behavior

Pearson Correlation

1

.366**

Sig. (2-tailed)

.000

N

272

272

Repurchase_Intention

Pearson Correlation

.366**

1

Sig. (2-tailed)

.000

N

272

272

**. Correlation is significant at the 0.01 level (2-tailed).

The above chart displays that there is Correlation between Negative & Positive Behavior with Repurchase Intention. Correlation is Significant.

As the Correlation table shows that there is significance between Retailer’s Behavior & Customer Re-purchase Intention, Retailer’s Behavior and Attitudinal Loyalty, Bargaining Behavior with Product Level Satisfaction and Negative & Positive Behavior on Customer Re-Purchase Intention. This significance of the Correlation predicts that we can continue with the main test of the overall equation.

Regression

Model Summaryb

Model

R

R Square

Adjusted R Square

Std. Error of the Estimate

1

.542a

.294

.280

.47048

a. Predictors: (Constant), Positive_Behavior, Bargaining_Behavior, Attitudinal_Loyalty, Retailer_Behavior, Product_Level_Satisfaction

b. Dependent Variable: Repurchase_Intention

Adjusted R square indicates that 28% of the variance can be predicted from the independent variables which are Positive Behaviour, Attitudinal Loyalty, Retailer Behaviour and Product Level Satisfaction

ANOVAb

Model

Sum of Squares

df

Mean Square

F

Sig.

1

Regression

24.461

5

4.892

22.101

.000a

Residual

58.880

266

.221

Total

83.341

271

a. Predictors: (Constant), Positive_Behavior, Bargaining_Behavior, Attitudinal_Loyalty, Retailer_Behavior, Product_Level_Satisfaction

b. Dependent Variable: Repurchase_Intention

ANOVA test is significant and indicates that the combination of these variables significantly predicts the Customer Re-Purchase Intention.

Coefficientsa

Model

Unstandardized Coefficients

Standardized Coefficients

t

Sig.

B

Std. Error

Beta

1

(Constant)

1.667

.192

8.691

.000

Retailer_Behavior

.035

.060

.039

.586

.559

Attitudinal_Loyalty

.247

.051

.313

4.823

.000

Bargaining_Behavior

.054

.042

.075

1.290

.198

Product_Level_Satisfaction

.165

.056

.208

2.954

.003

Positive_Behavior

.041

.061

.046

.671

.503

a. Dependent Variable: Repurchase_Intention

From this chart we can see that only Attitudinal Loyalty and Product Level Satisfaction is contributing to the Repurchase Intention equation, Since only two variables are significant we will exclude the other variables and re run the test. Because so many independent variables were used, a reduction in the number of variables might help us find an equation that explains more of the variance in the dependent variable. One of the most important tables is the Coefficients table. It indicates the standardized beta coefficients, which are interpreted similarly to correlation coefficients or factor weights. The t value and the Sig opposite each independent variable indicates whether that variable is significantly contributing to the equation for predicting Customer Repurchase from the whole set of predictors. Thus, Attitudinal Loyalty, Product Level Satisfaction and Bargaining Behaviour, in this example, are the only variables that are significantly adding anything to the prediction when all the five variables are already considered. The variable "Bargaining Behaviour" is contributing to the equation but is in significant so we will not include this variable in the next test.

Regression

Variables Entered/Removed

Model

Variables Entered

Variables Removed

Method

1

Product_Level_Satisfaction, Attitudinal_Loyaltya

.

Enter

a. All requested variables entered.

Significant Variables are now taken as prime variables and re running the test.

Model Summary

Model

R

R Square

Adjusted R Square

Std. Error of the Estimate

1

.533a

.284

.279

.47096

a. Predictors: (Constant), Product_Level_Satisfaction, Attitudinal_Loyalty

Adjusted R square indicates that 28% of the variance can be predicted from the independent variables which are Attitudinal Loyalty and Product Level Satisfaction. Excluding the previous variables made no change to the equation that means that Customer Re purchase Intention is highly dependent on Attitudinal Loyalty and Product Level Satisfaction.

ANOVAb

Model

Sum of Squares

df

Mean Square

F

Sig.

1

Regression

23.676

2

11.838

53.371

.000a

Residual

59.665

269

.222

Total

83.341

271

a. Predictors: (Constant), Product_Level_Satisfaction, Attitudinal_Loyalty

b. Dependent Variable: Repurchase_Intention

ANOVA test is significant and indicates that the combination of these variables significantly predicts the Customer Re-Purchase Intention however excluding the previous variables predicts that the man equation is highly reliant on Attitudinal Loyalty and Product Level Satisfaction.

Coefficientsa

Model

Unstandardized Coefficients

Standardized Coefficients

t

Sig.

B

Std. Error

Beta

1

(Constant)

1.830

.167

10.952

.000

Attitudinal_Loyalty

.270

.048

.341

5.665

.000

Product_Level_Satisfaction

.213

.048

.270

4.477

.000

a. Dependent Variable: Repurchase_Intention

From the above chart we can see that the all the variables are significant excluding the previous non significant variables. By seeing the Standard Coefficients and t values, we can say that these two variables are very much explaining the whole equation, Attitudinal Loyalty is the first on the list to contribute in the equation so we can predict that customer re purchase intention can occur with Attitudinal Loyalty and then Product Level Satisfaction.

Charts

4.2 Hypothesis Assessment Summary:

There were 4 hypotheses for our research which is as follows:

H1: There is a relationship between Retailer’s Behavior & Customer Re-purchase Intention

Against it an alternative hypothesis was:

H0: There is no relationship between Retailer’s Behavior & Customer Re-purchase Intention

The findings of our research showed that there is dependency between Retailer’s Behavior & Customer Re-purchase Intention, therefore it accepted our hypothesis 1 (H1).

H2: There is a relationship between Retailer’s Behavior and Attitudinal Loyalty

Against it an alternative hypothesis was:

H0: There is a relationship between Retailer’s Behavior and Attitudinal Loyalty

The findings of our research showed that there is dependency between Retailer’s Behavior and Attitudinal Loyalty, therefore it accepted our hypothesis 2 (H2).

H3: There is a relationship between Bargaining Behavior with Product Level Satisfaction

Against it an alternative hypothesis was:

H0: There Is a relationship between Bargaining Behavior with Product Level Satisfaction

The findings of our research showed that there is dependency between Bargaining Behavior with Product Level Satisfaction, therefore it accepted our hypothesis 3 (H3).

H4: There is a relationship between Negative & Positive Behavior on Customer Re-Purchase Intention

Against it an alternative hypothesis was:

H4: There is a relationship between Negative & Positive Behavior on Customer Re-Purchase Intention

The findings of our research showed that there is dependency between Negative & Positive Behavior on Customer Re-Purchase Intention, therefore it accepted our hypothesis 4 (H4).

CHAPTER 5: DISCUSSIONS, IMPLICATIONS, FUTURE RESEARCH AND CONCLUSION

5.1 Discussions:

The findings of our research are that the Customer Repurchase Intention is dependent on Shopkeeper/Retailer’s Behavior i.e. when customers are Attitudinally Loyal or they are satisfied with the product they buy from that Shopkeeper/Retailer. Our questionnaire consisted of 6 sections of each variable and 5 questions of each section to thoroughly explore each variable using different questions. The second category in the questionnaire was of the demographics which asked the respondents about their age, educational qualifications, gender and designation. So as a whole the result was that there is a significant relationship between Customer Repurchase Intention and Shopkeeper/Retailer Behavior.

5.2 Implications and Recommendations

In order to study the outcomes of the research in more detail, the very first thing to do is to increase the number of respondents because the more data we get from more people the more accurate the data will become. Furthermore, detail demographic characteristics of the respondents should be taken into account i.e. getting questionnaire filled from various area of Karachi, from different age group and from different professional people who understands the motive of the research and answer accurately and so on.

5.3 Future Research

For future research on this topic more variables should be added to the research to make the equation more strong and thus to know which variable is more strong in contributing to the main equation. Also to assess the overall Pakistani perception about this research, more cities of Pakistan should be considered for active respondents and equally distribute the no of respondents from each city like Islamabad, Lahore, Peshawar etc. After getting the results from each city we may test the results separately, comparatively and study both the impacts. A separate short research about each insignificant variable would add more contribution to the equation in learning what is the main cause of insignificancy and how it can be changed to significant result which may result in more strategic tactics for retailer to develop re purchase intention in the customer’s mind.

5.4 Conclusion:

The objective of the research was to find out whether Shopkeeper/Retailer behavior has any impact on Customer Repurchase Intention or not and then studying each variable with another variable and comparing their co relation with each other just to analyze the dependency of Retailer behavior on customer repurchase intention. Hence we concluded that there is dependency between Shopkeeper/Retailer behavior on grounds of Attitudinal Loyalty and Product Level Satisfaction and thereby it accepted our hypothesis 1 (H1). In this regards we could say that Shopkeeper’s Behavior has an impact on Customer repurchase intention.