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restaurants such as Indian, Japanese, Korean, Thai and Vietnamese ( Jang et al., 2009). Thus, maintaining customer satisfaction and repeat patronage may be more important for Chinese restaurants than ever before.

Chapter: 2 Customer satisfaction and related theories

The topic of “customer satisfaction” has held a significant position in the marketing literature over the decades since satisfied customers can be generate long-term benefits for companies, including customer loyalty and sustained profitability (Homburg et al., 2006). Researchers have explained the mechanism of customer satisfaction with number of distinct theories, such as expectancy-disconfirmation theory (Oliver, 1981), contrast theory (Howard and Sheth, 1969), assimilation or cognitive dissonance theory (Anderson, 1973), equity theory (Oliver and Swan, 1989), and value percept theory (Westbrook and Reilly, 1983). Among them, the most widely accepted theory is the expectancy - disconfirmation theory. According to this theory, customers' satisfaction judgements are the results of comparisons between customers' expectations and perceived performance. If the perceived performance exceeds the expectation, the expectation is positively disconfirmed and the customer is satisfied. On the contrary, if the perceived performance falls short of the expectation, the expectation is negatively disconfirmed and the customer is dissatisfied. Another influential theory for customer satisfaction is the equity theory. This theory suggests that satisfaction occurs when customers perceived that they have obtained more benefits compared to their cost (e.g. money, time and effort) and perceived value is an appropriate factor in measuring satisfaction (Oliver and Swan, 1989; Yuan and Jang, 2008).

Another commonly used theory, the three factor theory, provides a basic explanation for the structure of customer satisfaction. This theory claims that three independent satisfaction factors influence customer satisfaction in different ways (Kano, 1984; Matzler and Sauerwein, 2002). Basic factors are minimum requirement for satisfaction. Failure to fulfil the minimum requirements causes dissatisfaction, whereas fulfilling or exceeding them does not necessarily lead to satisfaction. Excitement factors increase customer satisfaction if delivered but do not cause dissatisfaction if not delivered. Performance factors lead to satisfaction if performance is high and to dissatisfaction if performance is low (Fuller and Matzler, 2008). This theory has been validated empirical studies (e.g. Fuchs, 2004; Matzler et al., 2006) and could provide an additional perspective for understanding the effects of restaurant attributes on customer satisfaction. Basic factors can be seen as the prerequisites for the satisfaction, signifying that customer take that for granted. Performance factors are a critical competitive area and directly related to customers' explicit needs and wants. Excitement factors are unexpected by customers, so they can be a “surprise gift” that generates extra delight (Fuller and Matzler, 2008).

Chapter: 3 Behavioural Intentions

Behavioural intention can be defined as the degree to which a person has formulated conscious plans to perform or not perform some specified future behaviour (Ajzen and 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。