The rapid development of social media platforms has significantly altered the dynamics of the restaurant industry, with online word of mouth (WOM) emerging as a pivotal factor in attracting and retaining customers. Online WOM facilitates the active ex...
The rapid development of social media platforms has significantly altered the dynamics of the restaurant industry, with online word of mouth (WOM) emerging as a pivotal factor in attracting and retaining customers. Online WOM facilitates the active exchange of consumer information, leading to more informed and independent consumer decisions. This study examines the structural relationships between service encounter quality, relationship quality, and store loyalty in the context of restaurants visited through online WOM. The purpose of this research is to analyze how different dimensions of service encounter quality—interaction quality, physical quality, and result quality—affect trust, satisfaction, and immersion, and to explore their subsequent impact on store loyalty. Additionally, the study aims to identify generational differences in these relationships between Generation MZ and Generation X, providing insights for developing effective marketing strategies tailored to different age groups.
Data were collected from consumers who had visited table service restaurants based on online WOM within the past six months. A total of 400 questionnaires were distributed, yielding 330 valid responses. The research employed both face-to-face and online surveys to ensure a diverse and comprehensive sample. Data were analyzed using IBM SPSS 28.0 and AMOS 28.0, incorporating frequency analysis, descriptive statistical analysis, confirmatory factor analysis, and structural equation modeling. The study also included a chi-square difference test to examine the moderating effects of age, ensuring a robust analysis of generational differences and providing a deeper understanding of consumer behavior across different age groups.
The results indicate that all dimensions of service encounter quality positively influence trust, satisfaction, and immersion. Specifically, result quality had the strongest impact on trust (β=.475, t=6.914, p<.001), followed by interaction quality (β=.288, t=4.490, p<.001) and physical quality (β=.249, t=3.937, p<.001). For satisfaction, physical quality (β=.359, t=5.282, p<.001) had the most significant impact, followed by result quality (β=.462, t=6.537, p<.001) and interaction quality (β=.156, t=2.374, p=.018). In terms of immersion, physical quality (β=.275, t=5.451, p<.001) was again the most influential, followed by result quality (β=.209, t=2.484, p=.011) and interaction quality (β=.127, t=3.028, p=.008). Trust (β=.458, t=5.978, p<.001) and satisfaction (β=.395, t=6.156, p<.001) both significantly enhanced commitment, which in turn positively affected store loyalty (immersion: β=.517, t=6.067, p<.001; trust: β=.395, t=6.156, p<.001; satisfaction: β=.390, t=3.356, p<.001).
The moderating effect analysis revealed significant generational differences. For Generation MZ, physical quality had a greater impact on trust (Δχ2(1)=6.027, p<.05), while for Generation X, interaction quality was more influential (Δχ2(1)=5.554, p<.05). Physical quality also had a more substantial effect on satisfaction for Generation MZ (Δχ2(1)=12.223, p<.01), and on commitment for Generation X (Δχ2(1)=11.671, p<.01). Satisfaction was a more important factor for store loyalty in Generation X (Δχ2(1)=4.368, p<.05), while immersion had a greater influence in Generation MZ (Δχ2(1)=7.421, p<.01). These results underscore the necessity for restaurants to tailor their service quality improvement strategies according to the distinct preferences and behaviors of different generational groups.
Practically, the findings suggest several actionable insights for restaurant managers: first, for Generation MZ, enhance the physical environment and create immersive experiences to cater to their preference for visually appealing and engaging settings; second, for Generation X, focus on improving interaction quality and ensuring customer satisfaction by training staff to provide friendly, attentive, and personalized service; third, implement robust loyalty programs tailored to generational preferences, such as exclusive discounts, rewards for frequent visits, and personalized offers based on past dining experiences; fourth, actively incorporate customer feedback for continuous improvement by establishing systematic ways to gather and analyze feedback and visibly making improvements; and fifth, leverage social media and online platforms to engage with customers and enhance the impact of online WOM, encouraging customers to share their dining experiences and featuring user-generated content on the restaurant’s own channels. By adopting these strategies and tailoring them to the preferences of different generational cohorts, restaurants can enhance service quality, foster strong customer relationships, and build a loyal customer base that drives long-term success.