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2 Tourism Management 31 (2010) Contents lists available at ScienceDirect Tourism Management journal homepage: Experience quality, perceived value, satisfaction and behavioral intentions for heritage tourists Ching-Fu Chen a, *, Fu-Shian Chen b a Department of Transportation & Communication Management Science, National Cheng Kung University, 1, Ta-Hsueh Rd., Tainan 701, Taiwan, ROC b Department of Tourism Management, Nan Hua University, 32, Chung-Kung, Dalin, 622, Taiwan, ROC article info abstract Article history: Received 8 October 2007 Accepted 18 February 2009 Keywords: Experience quality Perceived value Satisfaction Behavioral intentions Heritage tourism This paper examines the visitor experience of heritage tourism and investigates the relationships between the quality of those experiences, perceived value, satisfaction, and behavioral intentions. A total of 447 respondents completed a survey conducted at four main heritage sites in Tainan, Taiwan. Using structural equation modeling (SEM) technique, the results reveal the direct effects of the quality of experience on perceived value and satisfaction. However, it is the indirect and not direct effects of the quality of experience that impact on behavioral intentions when mediated by perceived value and satisfaction. Overall, the relationship experience quality / perceived value / satisfaction / behavioral intentions appears to be evident. Ó 2009 Elsevier Ltd. All rights reserved. 1. Introduction Although the importance of service quality has been highlighted in the tourism literature, another related and nuanced factor, that of the experience of the service, has been relatively neglected. Service experience can be defined as the subjective personal reactions and feelings that are felt by consumers when consuming or using a service. It can be contended that service experience has an important influence on the consumer evaluation of and satisfaction with a given service (Otto & Ritchie, 2000). Hence, a better understanding of experiential phenomena in tourism service is particularly important, and will permit the industry to better perform. Consistent with more general global trends in cultural tourism, heritage tourism has emerged as one popular form of tourism. Currently a transitional phase can be identified, namely from product-led development of heritage attractions that emphasize exhibits and education, to a more visitor-oriented development that emphasizes consumer preferences and quality of personal experience (Apostolakis & Jaffry, 2005). Heritage tourism, like other leisure and tourism activities, is viewed to a great extent as an experiential consumption. Hence, the quality visitors perceive is much more associated with their experiences during the process of visitation than services per se provided by the heritage. Unlike service quality, however, there is still little research shedding light * Corresponding author. Tel.: þ x address: cfchen99@mail.ncku.edu.tw (C.-F. Chen). on the experiential quality of specific tourism participation such as heritage visitation. To increase visitors positive behavioral intentions, heritage managers should set their priorities to provide high quality, satisfying experiences that visitors perceive to be a good value (Lee, Petrick, & Crompton, 2007). Among various variables, service quality, perceived value, and satisfaction have been identified as three major antecedents affecting tourists behavioral intentions in past studies (Baker & Crompton, 2000; Petrick, 2004; Petrick & Backman, 2002). Regarding the relationships among quality, satisfaction, value, and behavioral intensions, four relationship models from different perspectives can be identified according to Cronin, Brady, and Hult (2000). The first model, based on the service value literature, suggests that value leads directly to favorable outcomes. The second model, driven from the satisfaction literature, assumes that customer satisfaction is the primary and direct link to outcome measures. The third model, centering on inter-relationships between variables, suggests service quality influences behavioral intentions only through the mediation of value and satisfaction. The fourth model assumes all three variables directly lead to favorable behavioral intentions. Apart from the mixed arguments mentioned above, to the authors best knowledge, there is no previous study endeavored to the context of heritage tourism. This study focuses on the experience quality of heritage tourism perceived by heritage tourists and furthermore explores the relationships between experience quality, intermediary constructs (i.e. perceived value and satisfaction) and post-visitation behavioral intentions. A better understanding of these relationships can /$ see front matter Ó 2009 Elsevier Ltd. All rights reserved. doi: /j.tourman

3 30 C.-F. Chen, F.-S. Chen / Tourism Management 31 (2010) provide heritage managers insights into knowing heritage visitors experiences and behavioral intentions, and adjust their services to meet visitors needs. 2. Theoretical background and hypotheses 2.1. Experience quality The service quality model, SERVQUAL based on the expectancy disconfirmation theory (Parasuraman, Zeithaml, & Berry, 1985, 1988), has been widely applied in the tourism literature. However, Fick and Ritchie (1991) argue that SERVQUAL scale does not adequately address both affective and holistic factors which contribute to the overall quality of service experience. In Otto and Ritchie s (1996) study, differences between service quality and experience quality are discussed. For example, experience quality is subjective in terms of measurement while service quality is objective. The evaluation of experience quality tends to be holistic/ gestalt rather than attribute-based, and the focus of evaluation is on self (internal) but not on service environment (external). In addition, the scope of experience is more general than specific, the nature of benefit is experiential/hedonic/symbolic rather than functional/utilitarian, and the psychological representation is affective instead of cognitive/attitudinal. In the tourism context, service quality refers to service performance at the attribute level while experience quality refers to the psychological outcome resulting from customer participation in tourism activities. The former has been defined as the quality of the attributes of a service which are under the control of a supplier, while the later involves not only the attributes provided by a supplier but also the attributes brought to the opportunity by the visitor. Therefore, experience quality can be conceptualized as tourists affective responses to their desired social psychological benefits. It also refers to a specific service transaction, such as contact with people who contribute to the actual experience (Chan & Baum, 2007). Otto and Ritchie (1996) develop an experience quality scale with four factors i.e. hedonics, peace of mind, involvement, and recognition using consumer survey data obtained from three tourism service sectors including hotels, airlines, and tours and attractions. Hedonics is associated with the affective responses such as excitement, enjoyment and memorability. Peace of mind is concerned about the need for both physical and psychological safety and comfort. Involvement refers to the desire to have choice and control in the service offering, and the demand to be educated, informed and imbued with a sense of mutual cooperation. Finally, Recognition is linked to feeling important and confident while consumers themselves are being taken seriously. In their study on theme park, Kao, Huang, and Wu (2008) conceptualized experiential quality by four factors immersion, surprise, participation and fun. Immersion is defined as the involvement of consumers during consumption, which leads them to forget time and emphasize the consumption process instead of consumption results. Surprise refers to the freshness, specialty, or uniqueness perceived. Participation pertains to the interaction between consumers and the product (service), and fun relates to the happiness and enjoyment consumers receive. Their results reveal that experiential quality relates positively to satisfaction and satisfaction furthermore influences visitors behavioral intentions positively Perceived value Perceived value is defined as the consumer s overall assessment of the utility of a product (or service) based on perceptions of what is received and what is given (Zeithaml, 1988), i.e. a trade-off between perceived benefits and perceived costs (Lovelock, 2000). Holbrook (1999) proposes a typology of value based on three dimensions: self-oriented vs. other-oriented, active vs. reactive, and extrinsic vs. intrinsic. Recent research studies suggest that perceived value may be a better predictor of repurchase intentions than either satisfaction or quality (Cronin et al., 2000; Oh, 2000). Perceived value can be analyzed with either a self-reported, unidimensional measure (Gale, 1994) or a multidimensional scale (Petrick & Backman, 2002; Sheth, Newman, & Gross, 1991). However, the validity of unidimensional measure is always criticized due to its assumption that consumers have a shared meaning of value. On the other hand, multidimensional scale can overcome the validity problem by operationalizing perceived value by, for example, a five-dimensional construct consisting of social, emotional, functional, epistemic, and conditional responses (Sheth et al., 1991). SERV-PERVAL scale proposed by Petrick and Backman (2002) is another example which includes five dimensions: i.e. quality, monetary price, non-monetary price, reputation, and emotional response. Past studies have suggested that perceived quality and monetary price are two main antecedents of perceived value of tourism services (Duman & Mattila, 2005), and perceived value is an important antecedent to satisfaction and behavioral intentions (Cronin et al., 2000; Dodds, Monroe, & Grewal, 1991; McDougall & Levesque, 2000) Satisfaction Satisfaction refers to the perceived discrepancy between prior expectation and perceived performance after consumption when performance differs from expectation, dissatisfaction occurs (Oliver, 1980). It can be defined as the degree to which one believes that an experience evokes positive feelings (Rust & Oliver, 1994). In tourism context, satisfaction is primarily referred to as a function of pre-travel expectations and post-travel experiences. When experiences compared to expectations result in feelings of gratification, the tourist is satisfied. However, when they result in feelings of displeasure, the tourist is dissatisfied (Reisinger & Turner, 2003). Past studies have suggested that perceptions of service quality and value affect satisfaction, and satisfaction furthermore affect loyalty and post-behaviors (Anderson & Sullivan, 1993; Bignie, Sanchez, & Sanchez, 2001; Chen, 2008; Chen & Tsai, 2007; Choi & Chu 2001; Cronin & Taylor, 1992; De Rojas & Camarero, 2008; Fornell, 1992; Oliver, 1980; Petrick & Backman, 2002; Tam, 2000). For example, the satisfied tourists may revisit a destination, Exp. Quality H1 H2 Perceived value H3 H4 Satisfaction Fig. 1. Conceptual model. H5 H6 Behavioral intention

4 C.-F. Chen, F.-S. Chen / Tourism Management 31 (2010) Table 1 Inter-correlations among model variables. EX1 EX2 EX3 PV1 PV2 PV3 PV4 PV5 SAT1 SAT2 SAT3 SAT4 REV REC EX1 1 EX2.658** 1 EX3.703**.615** 1 PV1.541**.426**.552** 1 PV2.573**.390**.468**.763** 1 PV3.576**.399**.488**.690**.825** 1 PV4.491**.307**.394**.535**.590**.615** 1 PV5.458**.327**.385**.526**.604**.621**.755** 1 SAT1.392**.301**.403**.596**.408**.387**.335**.358** 1 SAT2.549**.427**.522**.470**.435**.428**.373**.358**.565** 1 SAT3.418**.418**.479**.344**.266**.295**.331**.327**.415**.505** 1 SAT4.521**.413**.509**.437**.480**.480**.484**.474**.346**.519**.459** 1 REV.557**.432**.502**.551**.528**.526**.435**.478**.433**.516**.397**.606** 1 REC.513**.372**.483**.539**.529**.532**.496**.489**.443**.506**.362**.561**.769** 1 Mean S.D **p < recommend it to others, or express favorable comments about the destination. On the other hand, dissatisfied tourists may not return to the same destination and may not recommend it to other tourists. Even worse, dissatisfied tourists may express negative comments about a destination and damage its market reputation (Reisinger & Turner, 2003) 2.4. Behavioral intentions Favorable behavioral intentions frequently represent customer s conative loyalty. Customer loyalty is an important goal in the consumer marketing community as it is a key component for a company s long-term viability or sustainability. Measuring loyalty can provide a better understanding of customer retention. Retaining existing customers usually has a much lower associated cost than winning new ones. Furthermore, loyal customers are more likely to recommend friends, relatives or other potential customers to a product/service by acting as free word-of-mouth advertising agents (Shoemaker & Lewis, 1999). Loyalty can be defined and assessed by both attitudinal and behavioral measures. The attitudinal measure refers to a specific desire to continue a relationship with a service provider while the behavioral perspective refers to the concept of repeat patronage. According to Oliver (1999), customer loyalty can be identified into four stages: cognitive loyalty, affective loyalty, conative loyalty, and Table 2 Convergent validity. Constructs Items Item reliability Construct Standardized Standard reliability t-value factor loading errors Experience quality Perceived value EX ** EX ** EX ** PV ** PV ** PV ** PV ** PV ** Satisfaction SAT ** SAT ** SAT ** SAT ** Average variance extracted Behavioral REV ** intention REC ** **p < action loyalty. In practice, action loyalty is difficult to measure and thus most researchers employ behavioral intentions, i.e. conative loyalty as a compromise of action loyalty (Yang & Peterson, 2004). The degree of destination loyalty is frequently reflected in tourists intentions to revisit the destination and in their willingness to recommend it (Chen & Tsai, 2007; Oppermann, 2000) Relationships between variables As mentioned above, understanding the determinants of customer loyalty can facilitate management s focus on the major factors leading to customer retention. Many studies have examined the antecedents of repeat purchase intentions. Additionally, the causal relationships among customer perceptions of service quality, satisfaction, value, and behavioral intensions have been established by previous studies (Athanassopoulos, 2000; Baker & Crompton, 2000; Chen, 2008; Chen & Tsai, 2007; Cronin et al., 2000; Petrick & Backman, 2002; Rust & Oliver, 1994; Zeithaml, Berry, & Parasuraman, 1996). Quality, perceived value, and satisfaction all have been shown to be good predictors of behavioral intentions (Petrick, 2004). To better understand tourist experiences, however, we argue that the concept of experience quality is more appropriate than service quality in the context of heritage tourism. Hence, experience quality is used to replace service quality in the relationships between quality, value, satisfaction and behavioral intentions in this study. Experience quality is therefore assumed to directly and significantly influence satisfaction and perceived value. According to supports in past studies, perceived value has an positive influence Table 3 Goodness of fit. Criteria Indicators c 2 test c 2 p > (p < 0.001) c 2 /d.f. <5 3.8 (264.40/68) Fit indices GFI > AGFI > RFI > NFI > NNFI > Alternative indices CFI > RMSEA < RMR <

5 32 C.-F. Chen, F.-S. Chen / Tourism Management 31 (2010) PV1 PV2 PV3 PV4 PV Perceived value γ1=0.70(14.59) β2=0.25(4.37). EX1 EX2 EX Experience quality γ2=0.06(0.82) β1=0.30(5.02) Behavioral intentions REV REC γ3=0.57(8.52) β3=0.57(6.69) Satisfaction SAT1 SAT2 SAT3 SAT4 Fig. 2. Estimated results of the model (t values in parentheses). on overall satisfaction (Cronin et al. 2000; Petrick & Backman, 2002), and both satisfaction and perceived value appear to be the direct antecedents of behavioral intentions (Cronin et al., 2000; Dodds et al., 1991; McDougall & Levesque, 2000; Petrick & Backman, 2002; Tam, 2000). A conceptual relationship model of this study is proposed (see Fig. 1) and six hypotheses are made as follows. H1 The higher the experience quality that heritage tourists perceive, the higher the perceived value they have. H2 The higher the experience quality that heritage tourists perceive, the higher the level of satisfaction they have. H3 The higher the experience quality that heritage tourists perceive, the more positive the behavioral intentions they have. H4 The higher the value that heritage tourists perceive, the higher the level of satisfaction they have. H5 The higher the value that heritage tourists perceive, the more positive the behavioral intentions they have. H6 The higher the level of satisfaction that heritage tourists have, the more positive the behavioral intentions they have. Table 4 Hypotheses tests. Path Structural coefficients S.E. t Test result H1: Experience quality / Perceived value (g 1 ) ** Support H2: Experience quality / Satisfaction (g 2 ) ** Support H3: Experience quality / Behavioral intentions (g 3 ) Reject H4: Perceived value / Satisfaction (b 1 ) ** Support H5: Perceived value / Behavioral ** Support intentions (b 2 ) H6: Satisfaction / Behavioral intentions (b 3 ) ** Support 3. Methodology A self-administrated questionnaire survey was conducted to collect empirical data from heritage tourists in Tainan, a historical city in Taiwan. The questions in the questionnaire are designed based on a review of the literature and specific characteristics of heritage tourism. The questionnaire was pre-tested and revised to ensure content validity. The questionnaire consists of five parts. Part 1 of the questionnaire deals with the measurement of experience quality with 20 items. Part 2 deals with the measurement of perceived value with 5 items. Part 3 deals with satisfaction measurement with 4 items. Part 4 deals with the measurement of behavioral intentions with 2 items. Finally, Part 5 reports respondent information with 6 items including age, gender, marital status, occupation and monthly income. Apart from respondent information measured by a categorical scale, all items of the first four parts are measured by a 5-point Likert-type scale from strongly disagree (¼1) to strongly agree (¼5). To delineate underlying factors of experience quality, this research conducts an exploratory factor analysis (EFA) using principal component method with varimax rotation. Three factors are extracted and named based on the underlying items such as involvement, peace of mind and educational experience. 1 The means of the delineated factors of experience quality are calculated and used for subsequent analyses. Table 1 reports the inter-correlations among measurement variables in the conceptual model. A confirmatory factor analysis (CFA) is performed to specify the structure between observed indicators and latent constructs, and test the validity of measurement model. Subsequently, structural equations among latent constructs are examined to test the 1 Two items are removed due to their factor loadings being less than the cut-off value, i.e The EFA results of experiential quality are not reported here, but are available from the author upon request.

6 C.-F. Chen, F.-S. Chen / Tourism Management 31 (2010) Table 5 Direct, indirect and total effects of relationships. Path Direct effect Indirect effect Total effect Experience Quality / Perceived Value Perceived Value / Satisfaction Satisfaction / Behavior Intention Experience Quality / Satisfaction Perceived Value / Behavior Intention Experience Quality / Behavior Intention conceptual structural equation model (SEM). All of the CFA and SEM procedures are conducted by using maximum likelihood parameter estimates and appropriate correlation matrix with LISREL 8 (Jöreskog & Sörbom, 1996). 4. Empirical results The questionnaire survey was conducted at four major cultural heritage sites in Tainan City during November and December, Due to limited time and manpower, a convenience sampling method was adopted. Visitors who finished their visitation at a heritage site were asked their willingness to take part in the questionnaire survey. Given a yes answer, they were then asked to complete the questionnaire. A total of 600 questionnaires were distributed and 477 usable responses were obtained after removing incomplete samples, yielding a response rate of 79.5%. In the respondents profile, 53% are female visitors and about 80% are aged between 18 and 30, while 72% respondents are single and around 80% hold a university degree and over. The respondents, who are students or blue collar workers, account for 50% of the sample, and 76% of the sample have a monthly income less than NT$ 40, A confirmatory factor analysis (CFA) is first used to confirm the factor loadings of the four constructs (i.e. experience quality, perceived value, satisfaction and behavioral intentions) and to assess the model fit. The model adequacy was assessed by the fit indices suggested by Hair, Anderson, Tatham, and Black (1998) and Jöreskog and Sörbom (1996). Convergent validity of CFA results should be supported by item reliability, construct reliability, and average variance extracted (Hair et al., 1998). As shown in Table 2, t- values for all the standardized factor loadings of items are found to be significant (p < 0.01). In addition, construct reliability estimates ranging from 0.84 to 0.94, which exceed the critical value of 0.7, indicating a satisfactory estimation. The average extracted variances of all constructs range between 0.58 and 0.86 which are above the suggested value of 0.5. These indicate that the measurement model has good convergent validity. Therefore, the hypothesized measurement model is reliable and meaningful to test the structural relationships among the constructs. The structural model is estimated with a maximum likelihood estimation method and a correlation matrix as input data. Table 3 summarizes the fit indices of the structural model. The overall model indicates that c 2 ¼ , d.f. ¼ 68, and is significant at p < Technically, the p-value should be greater than 0.05, i.e. statistically insignificant, to indicate that the model well fits the empirical data. As the c 2 value is very sensitive to sample size, however, it frequently results in rejecting a well-fitted model when sample size increases. In practice, the normed c 2 (i.e. c 2 /d.f.) has been recommended as a better goodness of fit than the c 2 value. In order to examine the model fit, therefore, this study uses sample size dependent (rather than sample size independent) measures of 2 32 NT$ is equivalent to 1 US$. goodness of fit. The c 2 /d.f. ratio of less than 5 is used as the common decision rule of an acceptable overall model fit. The normed c 2 of model is 3.8 (i.e /68), indicating an acceptable fit. Furthermore, other indicators of goodness of fit are GFI ¼ 0.93, AGFI ¼ 0.90, RFI ¼ 0.97, NFI ¼ 0.97, NNFI ¼ 0.97, CFI ¼ 0.98, RMSEA ¼ 0.07, and RMR ¼ Comparing to the corresponding critical values shown in Table 3, it suggests that the hypothesized model fits the empirical data well. Within the overall model, the estimates of the structural coefficients provide the basis for testing the proposed hypotheses. This study examines the structural model with one exogenous construct (i.e. experience quality) and three endogenous constructs (i.e. perceived value, satisfaction, and behavioral intentions). Therefore, the proposed structural model is tested to estimate three Gamma parameters and three Beta parameters. Fig. 2 provides details about the parameter estimates for the model, and Table 4 reports the results of the hypothesis tests. Totally, five out of six hypotheses are supported. Experience quality has a significant positive effect on both perceived value and satisfaction (g 1 ¼ 0.70, t-value ¼ and g 2 ¼ 0.57, t-value ¼ 8.52, respectively), but not on behavioral intentions (and g 3 ¼ 0.06, t-value ¼ 0.82). Thus, H1 and H2 are supported while H3 is rejected. The perceived value, as hypothesized, has significant positive effects on satisfaction (b 1 ¼ 0.30, t-value ¼ 5.02) as well as behavioral intention (b 2 ¼ 0.25, t-value ¼ 4.37), thus supporting H 4 and H 5. Finally, the satisfaction has a significantly positive effect on behavioral intentions (b 3 ¼ 0.57, t-value ¼ 6.69), supporting H 6. Table 5 reports the measured effects of all relationships. First, the direct effect of experience quality on perceived value (0.70) is greater than it is on satisfaction (0.57), while no direct effect of experience quality on behavioral intentions is found. Second, although both direct effects of perceived value and satisfaction on behavioral intentions are identified, the latter (0.57) is greater than the former (0.25). With respect to indirect effects, third, the effect of experience quality on behavioral intentions mediated by perceived value and/or satisfaction is 0.62, hence resulting in a total effect of Additionally, perceived value has a direct effect (0.25) as well as an indirect effect (0.17) mediated by satisfaction on behavioral intentions. 5. Discussion and conclusions This study was motivated by the need for research that can lead to a better understanding of the role of experience quality in heritage tourism contexts. This study has discussed the similarities and differences between the concepts of service quality and experience quality, and then follows with testing a structural model of the relationships between experience quality, perceived value, satisfaction, and behavioral intentions. A scale of experience quality in tourism industry context which consists of four factors hedonics, peace of mind, involvement, and recognition has been developed by Otto and Ritchie (2000). Similarly, this study delineates three factors of experience quality, including involvement, peace of mind, and educational experience. Compared to the service quality scale frequently used in tourismrelated studies, the differences in both concept and measure items of the scale of experience quality are identified. To our best knowledge, this study is a pioneer in applying an experience quality concept to the heritage tourism context. Therefore, a well-modified scale of experience quality to better reflect its meaning is needed for future research. This study has also shown that experience quality has a positive effect on perceived value. Based on the cognitive / emotive causal sequence which reflects the convergent service literature, both experience quality and perceived value are supported as direct

7 34 C.-F. Chen, F.-S. Chen / Tourism Management 31 (2010) determinants of satisfaction. In addition, both perceived value and satisfaction have significantly direct positive effects on behavioral intentions, while the effect of experience quality on behavioral intentions is insignificant. Nonetheless, an indirect effect of experience quality on behavioral intentions mediated by both perceived value and satisfaction is evident. To sum up, the relationship experience quality / perceived value / satisfaction / behavioral intentions can be established. In light of experience quality rather than service quality in heritage tourism, the results are consistent with past studies by Cronin et al. (2000) and Petrick (2004) except for the insignificance of the direct path experience quality / behavioral intentions. These results imply that the importance of experience quality on behavioral intentions is recognized via the mediating effects of perceived value and satisfaction in heritage tourism contexts. Enhancing a visitor s experience quality of heritage as a management goal as well as ensuring experience quality leading to perceived value and then satisfaction are important issues for heritage managers when designating their heritage sustainability strategies. Customer experience has become a key concept in cultural heritage marketing, because tourist satisfaction is often determined by the global experience obtained. A total experience that visitors seek in the heritage context could be made of leisure, culture, education, and social interaction (De Rojas & Camarero, 2008). To provide a quality total experience, heritage managers should endeavor to meet visitors expectations with respect to components of involvement, peace of mind, and educational experience as found by this study. This can be seen as many heritage organizations have been increasingly emphasizing the participation of the public in their policies and programs (Gilmore & Rentschler, 2002). Some practical strategies and attitudes can be adopted by heritage managers in designing and planning their business such as organizing various large-scale events and providing a variety of learning experiences. More specifically, as argued by De Rojas and Camarero (2008), a well-designed way of presenting the cultural product, including location, internal distribution, walkways, lighting, or informative panels, could stimulate and increase visitors interest and involvement. In addition, the interpretation and the intangibles surrounding the cultural product could facilitate the visitor to understand, feel, and relive the heritage. As such, through increasing a visitor s interest and involvement, the experience quality can be created and lead to the visitor s perceived value and satisfaction. 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