• The Korean Journal of Franchise Management
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• v.12 no.2
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• pp.51-60
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• 2021

Purpose: Waiting occured frequently in the service industry. Because waiting time is perceived as a loss by customers, perceived waiting time affects positive and negative responses to restaurants. If the waiting time is perceived as long, the waiting receptivity to accept the wait may also decrease. Therefore, restaurant stores need to increase waiting satisfaction so that customers can feel the waiting time shorter. Therefore, in this study, the effect of perceived waiting time and waiting satisfaction of customers visiting Taiwanese restaurant companies on waiting acceptability, emotions (positive and negative emotions) and satisfaction is investigated. Research design, data, and methodology: This study examines the structural relationship between perceived latency, waiting satisfaction, emotion, and satisfaction. To verify the purpose of this study, a research model and hypothesis were developed. The questionnaire items were modified and used according to the content of this study based on previous studies. All configurations were measured with multiple items tested and developed in previous studies. Data collected from 407 Taiwanese restaurant customers were analyzed using SPSS 22.0 and SmartPLS 3.0 programs. Confirmatory factor analysis was performed to measure the reliability and effectiveness of the measurement tool. Structural model analysis was performed to validate the study model. Results: The study results are as follows. Perceived waiting time was found to have a positive effect on negative emotions. In addition, it was found that waiting acceptability had a negative effect on negative emotions, and had a positive effect on positive emotions and customer satisfaction. Positive emotions were found to have a significant positive effect on customer satisfaction. Also, waiting satisfaction was found to have a positive effect as a moderating variable on the relationship between perceived waiting time and waiting acceptability. Conclusion: According to the results of this study, perceived waiting time was found to have a negative effect on eating out consumers. However, if the waiting time is satisfied, waiting time will increase the waiting time acceptability. Therefore, if customers are satisfied with the waiting environment by improving the quality of the waiting environment, it will be possible to establish a marketing ^*strategy^* that stimulates the positive effect of the perceived waiting time.

• Asia Marketing Journal
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• v.12 no.1
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• pp.1-30
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• 2010

Customers often experience waiting for buying service. Managing customers' waiting time is important for service providers since customers who are dissatisfied with waiting, secede from a service place at last. Not a few studies have been done to solve waiting time problem and improve customers' waiting experience. Hui & Tse(1996) identify evaluation factors in customers' behavioral mechanism as customers wait. That is, customers experience perceived waiting time, waiting acceptability and emotional response to the wait when they wait. Since customers evaluate the wait using these factors, service provider should manage these factors in order to minimize customers' dissatisfaction. Therefore, this study explores that evaluation factors of waiting are influenced by customers' situational and experiential characteristics, which include customer loyalty, transaction importance for customer and waiting expectation level. Those situational and experiential characteristics are usually given to service providers so they can't control these at waiting point. The major findings derived from two exploratory studies can be summarized as follows. First, according to the result from the study 1 (restaurant setting), customers' transaction importance has the greatest positive influence on waiting experience. The results show restaurant service provider could prevent customers' separation effectively through strategies which raise customers' transaction importance, like giving special coupons for important events. Second, in study 2 (amusement part setting) customer loyalty has large positive impact on waiting experience as well as transaction importance. This results show that service provider could minimize customers' dissatisfaction using strategies which raise customer loyalty continuously. This results show customer perceives waiting experience differently according to characteristics of service place and service itself. Therefore, service provider should grasp the unique customers' situational and experiential characters for each service and service place. It could provide an effective strategy for waiting time management. Third, the study finds transaction importance and waiting expectation level have direct influence customers' waiting experience as independent variables, while existing studies treated them as moderators. Customer loyalty which has not been incorporated in previous waiting time research is known to affect waiting experience. It suggests that marketing strategy which builds up customer loyalty for long period of time is also quite effective, compared to short term tactics to help customers endure waiting time. Fourth, this study reveals the importance of actual waiting time along with perceived waiting time. So far most studies only focus on customers' perceived waiting time. Especially, this study incorporates the concept of patient limit on waiting time to investigate effect of actual waiting time. The results show that there were various responses to the wait depending on how actual waiting time exceeds individual's patent limit on waiting time or not, even though customers wait about the same period of time. Finally, using structural equation model, conceptual path between behavioral responses is verified. As customer perceives waiting time, then she decides whether she can endure it or not, and then her emotional response occurs. This result are somewhat different from Hui & Tse(1996)'s study. The study also includes theoretical contributions as well as practical implications.

• Journal of Information Technology Applications and Management
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• v.21 no.4
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• pp.15-33
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• 2014

Recently, the service providers are making various attempts to provide smartphone applications for waiting information in order for customers to perceive waiting time short. This research, therefore, investigates the impact of smartphone use on the waiting experience and provide service organizations with effective measures for managing customers' waiting. As a result of this study, utilization of smartphone during the waiting period shows the positive impact on perceived waiting time, acceptability, and emotional response. Among these, the largest impact appears on the acceptability of waiting that has the largest impact on the perceived service quality. In addition, results reveal that smartphone users shows more positive waiting experience than non-users who read newspapers or magazines, watch TV, or do nothing.

• Proceedings of the Korean Statistical Society Conference
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• 2004.11a
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• pp.289-294
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• 2004

We consider M/G/1 queue in which the customers are classified into n+1 classes by their impatience time. First, we analyze the model of two types of customers; one is the customer with constant impatience duration k and the other is patient customer. The expected busy period of the server and the limiting distribution of the virtual waiting time process are obtained. Then, the model is generalized to the one in which there are classes of customers according to their impatience duration.

• Communications for Statistical Applications and Methods
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• v.7 no.2
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• pp.489-497
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• 2000

The M/M/1 queue with impatient customers is studied. Impatient customers wait for service only for limited time K/0 and leave the system if their services do not start during that time. Notice that in the analysis of virtual waiting time, the impatient customer can be considered as the customer who enters the system only when his/her waiting time does not exceed K. In this paper, we apply martingale methods to the virtual waiting time and obtain the expected period from origin to the point where the virtual waiting time crosses over K or reaches 0, and the variance of this period. With this results, we obtain the expected busy period of the queue, the distribution, expectation and variance of the number of times the virtual waiting time exceeding level K during a busy period, and the probability of there being no impatient customers in a busy period.

• Journal of applied mathematics & informatics
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• v.30 no.5_6
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• pp.749-757
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• 2012

We consider the M/PH,G/1 queue with two classes of customers in which class-1 customers have deterministic impatience time and have preemptive priority over class-2 customers who are assumed to be infinitely patient. The service times of class-1 and class-2 customers have a phase-type distribution and a general distribution, respectively. We obtain performance measures of class-2 customers such as the queue length distribution, the waiting time distribution and the sojourn time distribution, by analyzing the busy period of class-1 customers. We also compute the moments of the queue length and the waiting and sojourn times.

• The Journal of the Korea Contents Association
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• v.17 no.1
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• pp.270-286
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• 2017

Managing waiting experience is critical for providing service because waiting is an inevitable experience. We explored the factors which influence the waiting experience of the customers and the experience they face, in order to find out the meaning of waiting experience of the customer. As a result, we investigated a holistic sequence divided into four stages. When the customers wait for the service, perceived time would be increased by Zeigarnik effect. How long the customers feel when waiting is largely affected by a gap between waiting time and the perceived time, rather than the perceived time itself. Furthermore, the customers showed a tendency to have hard time immersing in the media due to considering others. Additionally, we could find that waiting time after giving an order is relatively more important than the waiting time before the order. Based on the results, the service provider should convey a feeling of completion by fitting the end point of the media to the point when the customer receives the service. In addition, high predictability needs to be offered for the customers in order to predict the exact waiting time. Finally, the customers should feel as if they take the initiative during waiting time.

• Journal of Distribution Science
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• v.17 no.6
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• pp.77-84
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• 2019

Purpose - Although an extensive body of research in psychology and marketing focuses on perceived waiting time, no research has examined the effect of the location of the waiting place on perceived waiting time. In particular, this study suggests that customers who are waiting in a restaurant may have different perceived waiting time depending on whether they are in close proximity to the service area (e.g., dining area) or farther from it. In particular, the author examines how and why the location of the waiting place affects the perceived waiting time of the consumer and reveals the mental simulation as its psychological mechanism. Research design, data, and methodology - This study conducted field surveys with customers waiting in real restaurants. Eighty-eight people participated under two conditions: a restaurant with a waiting place near the dining area and a restaurant with a waiting place far from the dining area. Participants responded to questions about perceived waiting time (the dependent variable), mental simulation (the mediator), and demographic variables. To verify the hypothesis, ANOVA and bootstrapping analysis were performed. Results - The major results from the field study are as follows. First, participants perceived wait time differently depending on the location of the restaurant's waiting place: participants in the restaurant with a waiting place close to the dining area perceived significantly shorter waiting times. Second, the effect of the location of the waiting place on the perceived waiting time was mediated by mental simulation: the closer the wait location is to the dining area, the more imagination the customer exercises about the meal, which in turn distracts attention from time flow and shortens the perceived wait time. Conclusion - This study has a theoretical implication in that it extends research on perceived waiting time as the first study of how and why the location of a waiting place affects a customer's perceived waiting time. It has a practical implication that can be used as a marketing tactics to improve the image of the service provider by changing the location of the waiting place.

• Journal of the Korean Society of Food Culture
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• v.34 no.4
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• pp.432-439
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• 2019

The purpose of this study is to measure the effect of customers' waiting time on their revisit intention through their emotion. Also this study assessed the effect of restaurant selection attributes on consumers' revisit intention in Korea. This study used experimental scenario questionnaires for collecting data. Frequency analysis, Cronbach's alpha, correlation, t-tests and multiple regression analysis were assessed using SPSS. Customers preferred taste, sanitation and service when selecting a restaurant to dine out. The results of this study found that there were no significant differences between positive and negative emotions due to waiting time. Findings of this study suggested that waiting time, convenience, nutritional value, and emotion influenced consumers' revisit intention. Therefore, reducing waiting time and providing proper service will help consumers have positive emotions to return to dine at a restaurant.

• International Journal of Reliability and Applications
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• v.3 no.4
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• pp.165-171
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• 2002

An optimization of the M/M/1 queue with impatient customers is studied. The impatient customer does not enter the system if his or her virtual waiting time exceeds the threshold K ＞ 0. After assigning three costs to the system, a cost proportional to the virtual waiting time, a penalty to each impatient customer, and also a penalty to each unit of the idle period of the server, we show that there exists a threshold K which minimizes the long-run average cost per unit time.