The Effect of Product Quality on Brand Loyalty.

A Study of MTN

BY

Grace Izeghe Ndukwe

August 2011

ABSTRACT
The purpose of this research was to investigate the degree of effect product quality has on
brand loyalty and to determine other factors that are responsible for brand loyalty
especially in the Nigerian telecommunications industry. Previous research had shown that
product quality has an effect on brand loyalty but there is still little or no literature
discussing the extent to which product quality influences brand loyalty and none of the
product quality models adopted for the Nigerian market. The qualitative and quantitative
research methods were used; interviews were conducted on five MTN personnel and
questionnaire was distributed to 150 respondents who use MTN in the Victoria Island
metropolis, Lagos State. The research results showed that product quality was not the
strongest factor that led to brand loyalty but market inertia and that product quality was
more likely to lead to brand loyalty when customers judged the product as having very
high or high quality in the Nigerian telecommunications environment. A critical study of
market inertia as a factor that leads to brand loyalty is recommended.

CHAPTER ONE
INTRODUCTION AND BACKGROUND TO STUDY

1.1

Introduction

The aim of this chapter is to give insight into the purpose of this study and to state clearly
the problem that led to this study. The first section is the background to the study which
will help create a better understanding of the variables involved in this study. The second
part will identify the gaps which exist in literature that has led to this study and clearly
discuss theses gaps. The last sections will discuss clearly the objective of this study and
the key terms that will be used in this study will be defined.
1.2

Background to study

The marketing environment has become a very competitive one as it is has continued to
evolve. Thus, it has become important for businesses to look for ways of gaining and
sustaining brand loyalty by building consumer trust. In essence, brand loyalty has become
the target of all organizations. Organizations have realized that when customers are loyal
to their brand, it provides the organization with steady form of income which in turn
increases profits. According to Investopedia, companies that successfully develop loyal
customers also develop brand ambassadors consumers that will market a certain brand
and talk positively about it amongst their friends. This is free word-of-mouth marketing
for the company which goes a long way in saving the company some cost of promotion.
True brand loyalty exists when consumers have a high relative attitude toward a
particular brand which can be exhibited through repurchase behaviour. This type of
3

loyalty can be a great asset to the firm: customers are willing to pay higher prices, may
cost less to the serve and bring in new customers to the firm (Reichheld and Sasser,
1990). A consumer purchases a product to fulfill his needs and has certain amount of
expectations from the brand he buys. When he is able to meet those perceived value from
the brand or expectations, he develops a trust and satisfaction towards the brand which is
called Customer Satisfaction. Customer satisfaction is a measure of how products and
services supplied by a company meet or surpass customer expectation Farris et al (2010).
Companies have begun to realize that it is easier and more cost efficient to find ways to
improve customer satisfaction and retain current customers instead of paying more
attention to winning new customers. Creating customer satisfaction is a defensive
strategy and the behavioral objective for the defensive strategy is customer loyalty or
what is known as Brand Loyalty (Fornell 1992).
Prus and Randall in 1995 described Brand loyalty as follows: "Customer loyalty is a
composite of a number of qualities. It is driven by customer satisfaction, yet it also
involves a commitment on the part of the customer to make a sustained investment in an
ongoing relationship with a brand or company. They also stated that Brand loyalty is
reflected by a combination of attitudes (intention to buy again and/or buy additional
products or services from the same company, willingness to recommend the company to
others, commitment to the company demonstrated by a resistance to switching to a
competitor) and behaviors (repeat purchasing, purchasing more and different products or
services from the same company, recommending the company to others)". It is widely
considered that loyalty is one of the ways with which the consumer expresses his/her

satisfaction with the performance of the product or service received (Bloemer & Kasper,
1995).

There have been a lot of reasons associated with why customers remain loyal to a
product. Customers may be drawn to a particular brand due to the way it perceives that
brands quality, situational constraints, a lack of alternatives or simply because the
customer finds it convenient. Lau et al. (2006) in his article mentioned that there were
several factors that influenced consumers brand loyalty towards certain brands. The
factors were: brand name, product quality, price, promotion and service-quality. This
study will critically look at product quality as a factor that influences brand loyalty and
the extent to which the quality of a product make customers loyal to that product.
Product quality is comprised of the features and the characteristics that make up that
product and its ability to satisfy customers needs. Product quality can be defined as those
characteristics of a product that satisfy customers wants and needs in exchange for
monetary considerations. If the consumer is satisfied with the product, then the quality is
deemed acceptable. A perception of high quality or that which is above expectations can
help to create high brand loyalty (The Economic Glossary). The concept of product
quality can be analyzed under two main different perspectives: the objective quality and
the perceived quality (Bruns et al., 2005). Objective quality refers to the technical,
measurable, and verifiable nature of products/services, processes, and quality controls.
This includes product features, product performance, durability amongst others. While
subjective or perceived quality refers to the consumers' value judgments or perceptions of
quality. This could include aesthetics and the perceived quality of the brand image. When

a customer perceives a quality to be of high quality, this could be if his expectations

towards the product were met considerably, it could lead to loyalty to that product. It has
been suggested that the way a customer perceives the quality of a brand plays a strong
role in determining the customers commitment to that brand.
Since the inception of GSM mobile operations in Nigeria in 2001, the
telecommunications sector has witnessed enormous growth as compared to the pre- GSM
era. The telecommunications sector has become highly saturated thus, making its
marketing environment highly competitive with operators looking for ways to get new
customers and sustain already existing customer base. Currently, there are five GSM
mobile operators in Nigeria; MTN, GLOBACOM; CELTEL (now AIRTEL), M-TEL
and ETISALAT. According to the Nigerian Communications Commission Quarterly
Summary of Telecoms subscribers (June 2010 March 2011), the country currently has a
total of 83,857,798 GSM subscribers;
MTN

40,211,404

Globacom

19,997,077

CELTEL

16,115,073

M-TEL
Etisalat

258,520
7,275,724

From the data above, MTN holds 49.7 percent of the total market share. This study will
attempt to investigate reasons why MTN holds the majority as compared to the other
GSM operators, if it is as a result of its product being of greater quality and satisfying
customers expectations or for other reasons not known yet.
6

1.3

Statement of the Problem

Studies have shown that there are several factors that influence a customers decision to
repurchase a product or service or to be loyal to be a particular product. . Lau et al.
(2006) in his article mentioned that there were several factors that influenced consumers
brand loyalty towards certain brands. The factors were: brand name, product quality,
price, promotion and service-quality. Other scholars and experts have also come up with
factors that influence brand loyalty and one thing remains common with them; they
believe that product quality or perceived product quality plays a role in customer brand
loyalty however, a review of literature on the relationship between product quality and
brand loyalty has highlighted the gap in literature that critically analyzes the product
quality and brand loyalty construct or the degree of effect that product quality has on
brand loyalty.
A review of different product quality models also emphasize the gap in models that are
constructed solely to explain the degree to which product quality influences brand
loyalty. This is because most of the product quality models available highlight the chain
of reaction from customer expectations to brand loyalty without breaking down the
quality constructs into the different degrees that may be responsible for brand loyalty.
However, these models have been constructed to explain the product quality and brand
loyalty process for different countries and their marketing environment. Till date, there is
little or no product quality model that has been constructed to suit the Nigerian

environment or to explain how product quality and brand loyalty works in the Nigerian
context.
These reviews have shown that there is a need to understand how the product quality and
brand loyalty construct works especially in the Nigerian market. Since these models have
been constructed without bearing the Nigerian market, there is a need to construct one
which will suit the Nigerian market and also breakdown the quality construct into degrees
and highlight other reasons that may be responsible for brand loyalty.

1.4 Objectives of Study

8

In light of increasing attention among marketers and brand managers focusing on how to
sustain existing customers in the highly saturated telecommunications market in Nigeria,
the aim of this research is to examine the degree to which product quality influences
brand loyalty and also to find out other reasons that may be responsible for brand loyalty
especially in the telecommunications sector. It has been discovered that there is little or
no literature that critically examines the product quality and brand loyalty construct and
how it really works, this research aims at adding to the limited number of literature that
looks distinctively at the degree of effect that product quality has on brand loyalty. This
would enable a clearer understanding on how product quality influences brand loyalty
and the other factors that may be responsible for brand loyalty specifically in the Nigerian
market.
After a number of models were reviewed on the relationship between product quality and
brand loyalty, it was discovered that most of the models were constructed to adapt to
foreign markets and there was little or no literature which examined brand loyalty in the
telecommunications sector. To this effect, this research aims at constructing a model that
is adaptive for the Nigerian telecommunications market which clearly illustrates the
degree of effect of product quality on brand loyalty and other factors that may be
attributed to brand loyalty in the telecommunications sector.

1.5 Organization of Dissertation

9

This research works aims at examining the degree of effect product quality has on brand
loyalty. In order to achieve this, the study has been broken down into different sections
and chapters to distinctively explain the constructs involved.

Background to Study
Chapter One

Literature Review
Chapter Two

Conceptual &Theoretical
Framework

Theoretical Foundation
Chapter Two: Part A

Chapter Two: Part B

Research Methodology
Chapter Three

Presentation/Analysis and
Discussion of Data
Chapter Four
Presentation/Analysis of
Questionnaire

Presentation/ Analysis of
Interviews

Chapter Four: Part B

Chapter Four: Part A

Conclusion and
Recommendations
Chapter Five

Figure 1: Dissertation Organization Organogram

10

Chapter one serves as the background to study in which the researcher will attempt to
create a clearer understanding of the variables involved in the study and reasons why the
researcher is embarking on this study. Chapter two which is broken down into two parts
is the literature review for this study. Part A of the literature review will serve as the
theoretical foundation of this study while Part B will serve as the conceptual and
theoretical framework.
The theoretical foundation which is the part B of the literature review presents a review
of variety of existing models and literature that are related to the variables of this study.
The review of existing models ends with an analysis of the strengths and weaknesses of
these models. However, the weaknesses highlighted in these models suggest the absence
or limitation of existing body of literature in this field of study which leads to the
identification of an overall research question.
Part B of the literature review which serves as the conceptual and theoretical framework
attempts to answer the overall research question that was posed in the previous part of the
literature review. In attempt to do this, the researcher puts forward a conceptual model
whose components will be grounded on the arguments of a social science theory which is
the theoretical framework. The thorough discussion of the conceptual model and the
theoretical framework will lead to the conceptual answer of the research question posed
in the previous part.
Research methodology which is the chapter three is an attempt to investigate the
conceptual model and find answers to the research question by field study. It presents the

11

research methods to be used by defining a few research methods and selecting that which
is most suitable for the field study. This chapter is an embodiment of the research design.
Chapter four which is the presentation/analysis and discussion of data is broken down
into two parts; part A and B. Part A presents the presentation and discussion of the first
instrument used to collect data while part B is devoted to the presentation/analysis and
discussion of the second instrument that was used to collect data.
The final chapter which is chapter five presents the conclusion and recommendations.
Here, the researcher summarizes findings from the field study and the literature review,
concludes the research by basically summarizing the whole study and then presents
recommendations from findings.

12

1.6 Definition of Key Terms

Brand Loyalty: Brand loyalty is defined as a deeply held commitment to re-buy or repatronize a preferred product or service consistently in the future, despite situational
influences and marketing efforts having the potential to cause switching behaviour
(Oliver, 1997). Brand loyalty refers to brand preferences; that consumers will not
consider other brands when they buy a product (Baldinger & Rubinson, 1996; Cavero &
Cebollada, 1997).

Customer Satisfaction: Anton (1996) defined customer satisfaction as a state of

mind in which the customers needs, wants, and expectations throughout the
product or service life haven been met or exceeded, resulting in future repurchase
and loyalty.
Market Inertia: When consumers tend to do what they have been doing unless
acted upon by an overwhelming external force (B. Robinson 2005).

Product Quality: The concept of product quality can be critically defined from
two different perspectives; objective quality and the perceived quality (Bruns et
al., 2005). However, this study focuses on perceived quality. Perceived quality is a
result of consumers subjective judgment on a product (Zeithaml, 1988; Dodds et
al., 1991; Aaker, 1991).

Chapter Two: Literature Review

13

2.1 Introduction
This dissertation examines the effect of product quality on brand loyalty. Given, this
focus, the aim of this chapter is to problematize this study by making a review of a
variety of theories or model that explicates the concept of product quality
comprehensively; whilst also making a case for the absence of a theoretical framework
that explains the extent to which product quality influences brand loyalty. In order to
accomplish this task therefore, this chapter has been delineated into four important
paragraphs and this constitutes the first. The second paragraph examines a variety of
models or theories underscoring the product quality phenomenon. This is followed by an
analysis of the strengths and weaknesses of these theories/models. Following this
analysis, a case is made for the absence of a framework highlighting how product quality
influences brand loyalty. Importantly, this argument leads towards the formulation of an
overarching research question leading to the problematization of the issue being
investigated in this study.

2.1.2 Product quality

As discussed under the introductory section of this chapter, this paragraph aims to
examine the concept of product quality. This would be achieved by looking principally at
the meaning of product quality and theories/models of product quality.

14

2.1.2.1 Meaning of product quality

The concept of product quality can be critically defined from two different perspectives,
namely objective quality and the perceived quality (Bruns et al., 2005). Objective
quality refers to the technical, measurable, and verifiable nature of products/services,
processes, and quality controls. This includes product features, product performance,
durability amongst others. While subjective or perceived quality refers to the consumers'
value judgments or perceptions of quality. Product Quality encompasses the features and
characteristics of a product or service that bears on its ability to satisfy stated or implied
needs. In other words, product quality is defined as fitness for use or conformance to
requirement (Russell and Taylor, 2006).

Perceived quality is a result of consumers subjective judgment on a product (Zeithaml,

1988; Dodds et al., 1991; Aaker, 1991). Bhuian (1997) defined perceived quality as a
judgment on the consistency of product specification or an evaluation on added value of a
product. Garvin (1983) proposes that perceived quality is defined on the basis of users
recognition while objective quality is defined on the basis of product or manufacturing
orientation. The differences between objective quality and perceived quality lie in that
objective quality has a pre-design standard to a product, and perceived quality is
influenced by internal and external product attributes which is an evaluation basis for
consumers (Olshavsky, 1985; Zeithaml, 1988). Kan (2002) points out that objective
quality is that consumers will use their experience and knowledge to evaluate overall
product benefit, function, durability, technology and reliability when consumers purchase
a product. Perceived quality is a consumer judgment on the accumulative product

15

benefits and a subjective feeling on product quality (Zeithaml, 1988; Dodds et al., 1991).
Aaker (1991) argues that perceived quality can show the salient differentiation of a
product or a service and becomes a selective brand in consumers mind.

One of the reasons why perceived quality is different to real quality is because a previous
bad image of a product may influence consumers judgment on product quality in the
future; even if the product quality has been changed, consumers may not trust that
product because of their unpleasant experience in previous (Aaker, 1996). However,
manufacturers and consumers have different views on the judgment of the quality
dimensions (Morgan, 1985; Aaker, 1996), customers rarely hold enough information to
assess a product objectively and even though customers have enough information, there
may be insufficient time and motivation to do a further judgment, and at the end they may
only be able to select little important information to make an evaluation on quality
(Aaker, 1996; Wan, 2006). In essence, perceived product quality is very significant in
maintaining existing customers. Adding to this, perceived quality is a comparative
concept which possesses situational, comparative, and individual attributes. Perceived
quality will be affected by factors such as previous experience, education level, and
perceived risk and situational variables such as purchase purpose, purchase situation,
time pressure, and social background from consumers (Holbrook & Corfman, 1985). In
summary, perceived quality is a consumer subjective judgment on product quality, and he
or she will evaluate product quality from their previous experiences and feelings and
according to how it meets their expectations.
2.2.2 Models on Product Quality

16

There are a variety of models, which attempt to explain the relationship between product
quality and brand loyalty and also the concept of product quality solely. These models,
which appear to have dominated the literature of product quality include: The Kano twodimensional quality model, the Swedish Customer Satisfaction Barometer (SCSB), The
American Customer Satisfaction Index model (ACSI), The European Customer
Satisfaction Index (ESCI) model, the Integrated Model for the Effects of Perceived
Product Quality, Perceived Service Quality and Perceived Price Fairness on Consumer
satisfaction and loyalty (Lien-Ti Bei and Yu- Ching Chiao 2001). These are discussed in
the sections below.

2.2.2.1 Kano Two-Dimensional Quality Model

The Kano model is a theory of product development and customer satisfaction developed
in the 1980s by Professor Noriaki Kano. Initially, the two-dimensional quality model was
used in the development of manufactured product quality in a survey conducted on
television with decorative clocks (Kano et al., 1984). The results from the survey showed
that customers/users conceptions of quality were two-dimensional instead of onedimensional. Kano (1984) integrated the concept of quality along two dimensions. These
dimensions were: first, the degree to which a product or service performs and secondly,
the degree to which the user is satisfied.

17

Figure 2: Kano Two-Dimensional Quality Model

The Kano model illustrates the relationship between customer satisfaction and quality
performance from the customers perception. It divides quality features into five
attributes: must-be attribute, one-dimensional attribute, attractive attribute, indifferent
attribute and reverse attribute. The positioning of the quality parameters of performance
and user satisfaction side-by-side in a two axis plot creates the ability to define quality in
a more holistic manner. The horizontal axis of the model illustrates how fully functional
some aspects of a product are while the vertical axis illustrates how satisfied customers
are. The line going in at 45 degrees clearly shows the situation in which customer
satisfaction is simply proportional to how fully functional a product or service is.

The must-be curve illustrates the aspects where the customer is more dissatisfied which is
when the product is less fully functional. The Attractive quality curve on the other hand,
illustrates the areas in which the customer is more satisfied when the product is fully
functional and depicts that customer remain satisfied even when the product is less
functional. The one-dimensional line illustrates that customer satisfaction is proportional
to the level of fulfillment: the higher the level of fulfillment, the higher the customers
satisfaction. The indifferent axis depicts that a customer will be neither satisfied nor
dissatisfied whether the product is fully dysfunctional or functional.

2.2.2.2 THE SWEDISH CUSTOMER SATISFACTION BAROMETER (SCSB)

18

The Swedish Customer Satisfaction Barometer (SCSB) was the first national satisfaction
index model, established in 1989 (Grigoroudis & Siskos 2009). The original SCSB model
shown in Fig. 1 contains two primary antecedents of satisfaction: perceptions of a
customers recent performance experience with a product or service, and customer
expectations regarding that performance. More specifically, perceived performance is
equated with perceived value, or the perceived level of quality received relative to the
price or prices paid (Fornell, 1992). The basic prediction of the SCSB is that as perceived
value increases, satisfaction increases.
The other antecedent of satisfaction is how well the customer expected the product or
service to perform. Customer expectations are defined as that which a customer predicts
(will expectations) rather than a normative standard or benchmark (should
expectations; Boulding et al., 1993). These expectations are argued to positively affect
customer satisfaction because they serve as cognitive anchors in the evaluation process
(Oliver, 1980).
The consequences of satisfaction in the original SCSB model are derived from
Hirschmans (1970) exit-voice theory. The theory describes situations in which a client or
customer becomes dissatisfied with the products or services that an organization
provides. The organization discovers its failure to provide satisfaction via two feedback
mechanisms, exit and voice. The customer either exits, or stops buying from the firm, or
voices its complaint of dissatisfaction to the firm in an effort to receive restitution.
Accordingly, the immediate consequences of increased satisfaction are decreased
customer complaints and increased customer loyalty (Johnson et al 2000).
Perceived
Performance/Qu
ality

Customer
Complaints

19

Customer
Satisfaction
Index

Customer
Expectations

Customer
Loyalty

Figure 3: SCSB Model

The SCSB model predicts that customer expectations lead to perceived performance; the
expectations a customer has towards a product he buys affects the way he perceives the
performance of that product. If a product totally meets with customers expectations then
it is said to have performed effectively or properly. Here, customer expectations will lead
to customer satisfaction and may lead to customer complaints or customer loyalty. That
is, the way a customer perceives the performance or quality would affect the way the
customer is satisfied. If customers expectations are not met, he would perceive the
product as being of poor performance therefore leading to the customer being less
satisfied which at the end leads to customer complaints. While on the other hand, high
perceived performance would lead to customer satisfaction which therefore leads to
customer loyalty.

2.2.2.3 The American Customer Satisfaction Index (ACSI) Model

20

The ACSI model, developed in 1994 and illustrated in Fig. 1, builds upon the original
SCSB model specification. The ACSI model, customer satisfaction has three antecedents:
perceived quality, perceived value and customer expectations. The ACSI traces trends and
developments in customer satisfaction and provides benchmarking aspects for businesses.
Customer Expectations, Perceived Quality and Perceived Value together determine a
customers satisfaction, which is measured as the American Customer Satisfaction Index.
Customer satisfaction (ACSI) is the primary predictor of Customer Loyalty to the
product, the terminal variable in the ACSI model. The ACSI has well-developed
conceptualizations of the effects of users expectations and the perceived value of the
product (Okoli Reilly 2003).

The ACSI model predicts that as both perceived value and perceived quality increase,
customer satisfaction should increase which in turn leads to brand loyalty. Quality experts
(Deming, 1981, Juran and Gryna, 1988) delineate two primary components of the quality
experience; the degree to which a product or service provides key customer requirements
(customization) and how reliably these requirements are delivered (reliability). Asking
customers to rate customization quality, reliability quality, and overall quality allows the
ACSI model to delineate a distinct quality construct that is separate from perceived value.

Perceived
Quality

Customer
Expectations

Customer
Complaints

21
Perceived Value

Customer
Satisfaction
(ACSI)

Customer
Loyalty

Figure 4: The ACSI Model

The ASCI model clearly shows that customers before purchasing a product have certain
expectations of the value they will get from the product or brand. Customer expectations
are preceded by perceived quality, perceived value and customer satisfaction or customer
complaints. Customers perceive the quality of a product whether high or low on the basis
of how their expectations are met. In essence, if a product completely meets the
expectations of a customer, then that product would be considered of very high quality by
the customer while on the other hand, if the a product fails to meet a customers
expectations then it will be seen as having very low quality by the customer. From figure
4, perceived quality and perceived value leads to customer satisfaction or to customer
complaints. When product meets customers expectations, he then becomes satisfied with
that product. However, if product is perceived as having low quality or value by the
customers it leads to the customer complaining about that product.

The ASCI model illustrates that customer satisfaction leads to brand loyalty. When
customer expectations are completely met by a product they buy, they become satisfied

22

with that product and is seen as being of very high quality. This clearly shows that the
antecedent of brand loyalty is simply customer satisfaction.

2.2.2.4 The European Customer Satisfaction Index (ESCI) Model

The ECSI represents another variation on the ACSI model (Eklf, 2000). The ESCI
model is a framework that aims to harmonize the national customer satisfaction indices in
Europe. It was an adaptation the Swedish Customer Satisfaction Index (Fornell et al.
1998). The ESCI model incorporates company image, customer expectations, the quality
of product offering and the benefit perceived by the customers. These interdependent
factors influence customer satisfaction and customer loyalty. The customer expectations,
perceived quality, perceived value, customer satisfaction, and customer loyalty constructs
are modeled the same as in the ACSI. The distinction between service quality and product
quality in a subset of ACSI industries is standard in the ECSI. The measures of customer
loyalty are also somewhat different. For the ECSI the loyalty measures include likelihood
of retention, likelihood of recommending the company or brand, and whether the amount
customers are likely to purchase will increase (Michael D. Johnson et al 2000).

There are two more fundamental differences between the ACSI and ECSI models. First,
the ECSI model does not include the incidence of complaint behavior as a consequence
of satisfaction. As described subsequently, there is good reason for this change. Second,
in keeping with the original NCSB, the ECSI model incorporates corporate image as a
latent variable in the model. Corporate image is specified to have direct effects on
customer expectations, satisfaction and loyalty. Kristensen, Martensen and Grnholdt

23

(2000,

p.S1008)

described the ECSI model as, a structural equation model with

unobservable latent variables...that link customer satisfaction to its determinants and, in

turn, to its consequence, namely customer loyalty.

Perceived
Product

Quality

Corporate
Image

Perceived
Value

Customer
Expectations

Customer
Satisfaction
Index

Customer
Loyalty

Perceived
Service
quality

Figure 5: The ESCI Model

The customer expectations, perceived quality, perceived value, customer satisfaction, and
customer loyalty constructs are modeled the same as in the ACSI. The distinction
between both is the inclusion of corporate image and perceived service quality with the
exclusion of customer complaints. Customer satisfaction is the central variable of this
model while the drivers are corporate image, customer expectations, perceived quality
and perceived value.

The ESCI model added corporate image as a factor that influences customer expectations.
In other words, it is the way a company is perceived by a customer that will determine
what customers will expect from the companys products or services. Just like the ACSI
24

model, the ESCI model still states that customers rate the quality of a product or service
according to the way it meets the expectations they had before purchasing the product or
service. The model also shows that the way customers perceive the quality of a product
also leads to the way the customers perceive the value they get or will get from that
product. It also places customer satisfaction as an antecedent to brand loyalty. The ACSI
and ESCI models both see perceived product quality, perceived value and customer
satisfaction as factors that lead to brand loyalty.

Apart from the customer satisfaction indexes, some scholars have also come up with
conceptual models that also try to explain the product quality construct. The Integrated
Model for the Effects of Perceived Product Quality, Perceived Service Quality and
Perceived Price Fairness on Consumer satisfaction and loyalty (Lien-Ti Bei and YuChing Chiao 2001) is one of them. This model tries to explain the effect product quality,
service quality and price fairness has on customer satisfaction and loyalty.

2.2.2.5 The Integrated Model

The integrated model on the effects of perceived quality, perceived service quality and
perceived price fairness on consumer satisfaction and loyalty was conceptualized by
Lien-Ti Bei and Yu-Ching Chiao in 2001. They tried to come up with a model that was
different from other brand loyalty models which linked product quality and service
quality as direct antecedents of brand loyalty while influencing customer loyalty. The
model was developed also to suit the Taiwan marketing environment in which the
researchers belonged to.

25

Product
Quality

Perceived
Product Quality

Service
Quality

Price

Consumer
Satisfaction

Perceived
service Quality

Perceived Price
Fairness

Consumer
Loyalty

Figure 6: The Integrated Model

In Figure 6, perceived product and service quality and perceived price fairness are all
antecedents of Product quality, service quality and price respectively while perceived
product quality, perceived service quality and perceived price fairness are all antecedents
of consumer satisfaction and consumer loyalty.
Unlike other models, the integrated model proposes that perceived product quality,
perceived service quality and perceived price fairness may lead to consumer loyalty
without necessarily leading first to satisfaction and then to loyalty. This model brings
about a variation to other product quality and brand loyalty models. It illustrates that
perceived product and service quality may influence brand loyalty without necessarily
having to lead to satisfaction before finally moving on to consumer loyalty.
2.3 Strenghts and Weaknesses

26

The successes achieved by the SCSB (Fornell 1992) and ASCI (Fornell et al 1996)
models have led to the development of similar customer index models in other countries
like, the European Customer Satisfaction Index (ECSI) model, the Norwegian Customer
Satisfaction Barometer amongst others.
Strengths
These customer satisfaction models clearly depict the transition from customer
expectations, perceived quality to brand loyalty. The SCSB, ASCI and ESCI models all
show without doubt the relationship between product quality, customer satisfaction and
brand loyalty. These models clearly show the phases that lead to customer loyalty or
customer complaints; that is they show clearly factors that influence customer loyalty.
Weaknesses
These customer satisfaction models fail to show the extent to which product quality
influences brand loyalty, it also fails to add other factors like Market Inertia which may
be a strong reason why people are loyal to a brand. Hence, it is important to come up with
a model that clearly illustrates the degree to which product quality influence brand
loyalty. However, the marketing environment has become highly competitive and
customers have become harder to please thus, making the models somewhat
inappropriate for the todays marketing environment. This means that for these customer
satisfaction index models to be appropriate they have to keep evolving with the
marketing environment to suit the current Nigerian environment.

The Nigerian telecommunications sector over the years, have continued to grow while its
environment has become highly saturated with existing and new operators looking for

27

ways to sustain and win customers. So far, there is still scanty literature on brand loyalty
as a whole and the factors that affect brand loyal in the Nigerian environment. Most of
already existing literature on brand loyalty and factors that drive brand loyalty are those
written by foreign scholars for the foreign marketing environment. The Customer index
models discussed above may not cover the Nigerian environment totally so there is need
to come up with a model that suitably fits the Nigerian environment. The degree to which
product quality influences brand loyalty is an important context that cannot be left out
from the brand loyalty construct especially in the Nigerian telecommunications sector
which is a highly competitive environment. This is one of the areas in which these
models fall short because the extent to which perceived quality or value influences brand
loyalty is not represented. Hence, it is important to come up with a model that clearly
explains or represents the brand loyalty construct in the Nigerian telecommunications
sector.

2.4 Problem of Study and Emerging Overall Research Question

In this chapter, product quality model were reviewed to explain the relationship between
the product quality and brand loyalty construct. These models clearly illustrated the
relationship between product quality, customer satisfaction and brand loyalty. However, a
problem emerged after the review of these models which led to the generation of an
overall research question and problem. The review of these models pointed out the lack
of a product quality model that illustrates the extent to which product quality influences
brand loyalty. To this effect, this research question arose: To what degree does product
quality influence brand loyalty?

28

2.5 Summary
Customers have certain expectations before they decide to purchase a product or brand.
These expectations are expected to be met. It is the extent to which these expectations are
met that determines the way the customer will judge the quality of that product or brand.
In this chapter, three models where reviewed; The Swedish Customer Satisfaction
Barometer (SCSB), American Customer Satisfaction Index (ACSI) Model and the
European Customer Satisfaction Index (ECSI) Model. These models clearly illustrated
the relationship between perceived quality and the brand loyalty construct. These models
also illustrated clearly the phases that lead to brand loyalty. The Models were reviewed
and its strengths and weaknesses were highlighted.

The weaknesses in the models highlighted the need for the creation of another model
which clearly states the extent to which product quality influences brand loyalty was for
the Nigerian telecommunications sector.

CONCEPTUAL AND THEORETICAL FRAMEWORK

2.6 THEORETICAL FRAMEWORK

29

The Disconfirmation-of-Expectation Paradigm

The disconfirmation-of-expectation paradigm (Oliver 1980) argues that brand loyalty is a
function of customer satisfaction, which again is a function of a cognitive comparison of
expectations prior to consumption and actual experience. Customer satisfaction or
dissatisfaction requires experience with the product or service, and is influenced by the
perceived quality and the value of the product or service (Anderson, Fornell et al. 1994).
The paradigm states that satisfaction/dissatisfaction responses arise from an evaluation of
pre-purchase expectations and compared to cognitions about the product-related
experiences or outcomes actually realized in the consumption of the product. This
comparison results in expectancy disconfirmation which ranges from negative (when
expectations exceed the actual outcome) to positive (when actual outcome meet or exceed
expectations). Other studies have empirically confirmed the direct effect of
disconfirmation or post-choice product evaluation (Cardozo 1968; Cohen and Goldberg
1970; Olson and Dover 1976) and satisfaction responses (Swan 1977; Oliver 1980;
Westbrook 1980).
According to the expectancy disconfirmation theory, consumer satisfaction is a result of
perceived performance/quality and perceived disconfirmation. If product or service fails
to meet with customers expectations, a customer will experience negative
disconfirmation. On the other hand, when product or service meets or surpasses
customers

expectations,

customer

will

experience

positive

disconfirmation.

Disconfirmation arises from disagreement between customers expectations and the

actual outcome of the product after usage.

30

This theory goes a long way in explaining the conceptual model. The new model
illustrates that customers have certain expectations before even purchasing a product or
service and expect that product or service should meet their expectations and these
expectations may vary from customer to customer. When product meets most of the
customers expectations it is perceived as having high quality likewise, if product meets
all of customer expectations or surpasses the expectations that product is perceived as
having very high quality. On the contrary, when product fails to meet customers
expectations it is seen as having low or very low quality. The model also illustrates that
very high and high quality (when product meets customer expectation) leads to customer
satisfaction which then leads to brand loyalty but when product is perceived as having
low or very low quality (when product fails to meet customers expectation), it leads to
customer dissatisfaction which then leads to customers switching to other brands.
The conceptual model borders on the disconfirmation-of-expectations paradigm.
Dissatisfaction/satisfaction arises as a result of customers judgment of the quality of the
product on the basis of how it meets with their expectations. This concept is reflected in
the definition of satisfaction by Tse and Wilton (1988) which states that the consumers
response to the evaluation of the perceived discrepancy between prior expectations (or
some norm of performance) and the actual performance of the product as perceived after
its consumption. For customers to be loyal to a particular brand, they must have come to
the conclusion that it will be beneficial to them after usage. When customers have judged
the product on how it met their expectations (or not), they are now left with deciding
whether to continue use or not.

31

2.8 The GNdukwe Product Quality Model

Customer index models have been adopted by different countries (e.g. The Norwegian
Customer Satisfaction Barometer) to show the relationship between perceived product
quality, customer satisfaction and brand loyalty. However, none of these models highlight
the degree of effect product quality has on brand loyalty. Also, these other models have
been adopted after conducting surveys in the countries where these models exist. It very
important to therefore come up with a model that does the following: illustrates the
degree of effect that product quality has on brand loyalty, a model that suits the
telecommunication sector in the Nigerian marketing environment, and a model that take
into consideration an effect that might be responsible for brand loyalty in the Nigerian
telecommunications market.
The new model boarders on the disconfirmation-of-expectation paradigm, highlights the
antecedents of customer expectations as perceived quality and goes further to break down
the degree of effect product quality has on brand loyalty. For the telecommunications
market especially that of Nigeria which is highly saturated, other reasons could be
associated with why customers are loyal to a particular brand. Hence this model also
highlights

customer

indifference

and

market

inertia

telecommunications customers loyal to a particular brand.

CUSTOMER
EXPECTATIONS

32
VERY CUSTOMER
BRAND LOW
LOW DISSATISFACTIO
DISLOYALTY
N

PERCEIVED
PRODUCT
QUALITY

VERYBRAND
CUSTOMER
LOYALTY
HIGH
HIGHSATISFACTION

as

factors

that

make

CUSTOMER
INDIFFERENCE

MARKET
INERTIA

Figure 7: GNdukwe Product Quality Model

The antecedent of perceived product quality is customer expectations. Customers have

certain expectations before they buy a product and even after they buy that product. The
quality of the product is judged on the basis of how it meets those customer expectations.
If the product totally meets customer expectations or maybe surpass expectations, it will
be perceived by the customer as having very high quality. If product meets most of
customer expectations, the product is also seen as having high quality. On the other hand,
when product do not meet most of customer expectations it is perceived as having low
quality while if it fails to meet customer expectations in any way, it is will be perceived
as having very low quality.

33

Negative Disconfirmation: According to disconfirmation-of-expectation paradigm

(Oliver

1977,

1980),

negative

disconfirmation

occurs

when

perceived

quality/performance fails to meet customers expectations. Coined into the conceptual

model, negative disconfirmation is illustrated as very low and low quality.
Very low and low: If product is perceived as having very low or even low quality this
leads to the customer being dissatisfied with that product. Most times when customers are
dissatisfied with a product it leads to brand disloyalty. They will like to try out other
brands within the same product category to see which one can meet their expectations.
With the current highly competitive marketing environment, brands within the same
product category continue to struggle to gain and sustain existing customers. With this,
customers can easily switch to other brands if a particular brand fails to meet their
expectations.

Positive Disconfirmation: From the disconfirmation-of-expectation paradigm (Oliver

1977, 1980), positive disconfirmation occurs when perceived quality/performance meets
or exceeds customers expectations. Thus, positive disconfirmation is illustrated as very
high and high in the new model.

Very high and high: On the other hand, if product meets customers expectations and is
perceived as having very high or high quality, customers become satisfied with that
product. When customers are satisfied with a particular product, they will repeat purchase
which in turn leads to brand loyalty. When a customer is satisfied with a product and

34

becomes loyal to that product, the customer will tell others by word of mouth about the
benefits of using that particular brand. This kind of marketing is beneficial to the growth
of a brand because other customers are drawn to that same brand easily because they are
getting one-on-one testimonials about that brand which is free publicity for that brand.

Customer Indifference and Market Inertia: The model also goes further to add other
factors that may be responsible for brand loyalty especially in the telecommunications
sector. As earlier stated, customers have certain expectations from the product they
purchase. After purchase and use, some customers remain indifferent as to how to judge
the product while some others are indifferent as to whether they should continue use or
switch to some other brand even after they have judged the product as to how it has met
their expectations. When customers are indifferent on the choice to make or believe that
switching to other brands maybe the same experience or for other reasons, this leads to
market inertia. With the case of market inertia, consumers tend to do what they have been
doing unless acted upon by an overwhelming external force.

When customers are indifferent about a particular product, they become resistant to
change regardless of whether product meets their expectations or not. Eventually, it
becomes a case of market inertia because even when competitors come up with products
in the same category with promises of better features and experiences, the customers still
prefer to stick to the product they are using. Market inertia is also a strong factor that
leads to brand loyalty, especially in the Nigerian telecommunications sector.

35

CHAPTER THREE

3.1

Introduction

36

This study was aimed at ascertaining the extent to which product quality influences brand
loyalty. It was also aimed at finding out other factors that may be responsible for brand
loyalty in the Nigerian telecommunications sector. To this effect, five models were
reviewed in the literature review to further explain the concept of product quality and
how it affects brand loyalty. This led to the discovery of a problem which gave rise to a
conceptualization of a framework that would suit the Nigerian telecommunications
sector.

In order to get adequate knowledge of the extent to which product quality influences a
customer to be loyal to a particular brand for the purpose of this research, the mixed
methods was appropriate. The mixed methods research involved the use of both
qualitative and quantitative research methods. This involved the distribution of
questionnaire to those who make use of the MTN network in Victoria Island, Lagos and
interview with some MTN personnel.

3.2 Types of research methods and meanings

In the social sciences and some other disciplines, the following research methods can be
applied, depending on the objective of the research:
1. Qualitative Research: Shank (2002) defined quality research as a form of
systematic empirical enquiry into meaning. It aims to provide an understanding of
how and why things are as they are. Qualitative research is especially effective in

37

obtaining culturally specific information about the values, opinions, behaviours,

and social contexts of a particular population.
2. Quantitative Research: it refers to the systematic empirical investigation of a
social construct through the use of statistical, mathematical or computational
techniques. It aims at classifying features, counting them, and constructing
statistical models in order to explain what is observed.
3. Mixed Methods Research: For this research, this involves the use of both the
qualitative research method and quantitative research method.
The mixed research method is most appropriate for this study. This is because the
combination of both the quantitative and qualitative approaches will provide a better
understanding of the research problem than either of the approaches alone.

3.3 Sampling Technique

For the purpose of this research, the purposive sampling technique and simple random
technique were used. A simple random sample gives every member of the population an
equal opportunity to be chosen. This technique has been chosen because the sample is
supposed to be an unbiased representation of the population. This gave the opportunity
for every class, age group, gender to be represented in the sample.
3.4 Population of Study
To get a better understanding of the degree of effect product quality has on brand loyalty,
this research studied MTN users in the Victoria Island Metropolis of Lagos, Nigeria.
According to the data gotten from MTN Engineering office in Victoria Island, the
38

population of those who use MTN in the Victoria Island Metropolis was estimated at
267, 301.

3.5 Sample Size

After calculating the population of study (267,301) against a confidence interval of 8.0
and confidence level of 95%, the sample size for this study were 150 MTN users in the
Victoria Island Metropolis.

3.6 Data Collection Method

The questionnaire and one on one interview were the data collection method for this
study. The questionnaire was used to gather information from the 150 respondents while
some MTN personnel were be interviewed

3.7 Summary
For the purpose of acquiring adequate knowledge for the better understanding of the
degree of effect product quality has on brand loyalty especially in the Nigerian
telecommunications sector, this research aims at studying the MTN Brand. The mixed
research method was used to provide better insight into the research problem.
The population of this study will be MTN users in the Victoria Island Metropolis of
Lagos State which was estimated at 267,301. The purposive and simple random
39

technique were used to select members of the population to be studied while data was
gathered by distributing questionnaire to 150 respondents and an interview with MTN
personnel.
After the questionnaire was distributed and the interviews were conducted, the data were
collected and analyzed in chapter five.

CHAPTER FOUR
Presentation/Analysis and Discussion of Data

40

4.1. Introduction
This chapter presents the presentation and the analysis of data from the field study
(questionnaire and interviews). Following the presentation and interpretation of data, this
chapter also discusses the finding from the data. For easier representation of variables,
the data is presented in tabular and chart format. The interpretation and discussion of data
will attempt to answer the research questions posed by this study. The research questions
are as stated below:
1. How does product quality influence brand loyalty?
2. What other factors influence product quality apart from brand loyalty in the Nigerian
telecommunications sector?
An interview was conducted on some MTN personnel to in order to kick start the study of
the customers who use MTN products or services. The interview was carried out to find
out how MTN personnel classified MTNs product quality, the basis of this classification
and the relationship between its quality and customer brand loyalty.
This chapter is presented in three parts; the first part shows the responses from the
interviews in a tabular form, the second shows a frequency tabulation of each variable in
the questionnaire, while the third chapter shows a cross tabulation of different variables
that answer the research question.
4.2 Presentation/ Analysis of interview data
Table 4.1: Presentation of interview data
Respondent 1

Respondent
41

Respondent 3

Respondent 4 Respondent

Job

Interconnect

2
Manager,

Transmission

IP planning

5
Team lead IP

function

manager

fixed network

core planning

engineer

planning

Duration

4 years

planning
4 years

engineer
3 years

4 years

6 years

with MTN
Judgment

Improving

Excellent

Fantastic

Excellent

Superb

quality
How do you

Meets

Product life

Market share

How it meets

Durability &

measure

standards set

span &

With

general

quality of

by

revenue

customer

appeal to

your

stakeholders

generated

requirements

customer

Yes but not

Yes

on MTN

product
Will you say Near perfect

yes

yes

your

always

customer
experience
the same
quality
Do you

It could be,

Yes & also

Yes & wider

Yes &

think

but mainly

the brand

coverage

product

MTNS

innovation &

market

sustainability

integrity

share is as a
result of

42

Yes

product
quality
To what

To a great

To a great

To a large

To a great

A very large

extent does

extent

extent

extent

extent

extent

loyalty
Other

More people

Competitive

Wider

Improved

Limited

reasons for

use it

price, CSR

coverage

customer

choices

MTN
quality
influence
customer

brand

initiatives &

relationship

loyalty
innovation
Five key MTN personnel were interviewed to understand their view on the quality of the
product and services rendered by their company and their perception on what MTN
customers think about the quality of MTNs product quality and reasons why MTN holds
the market share especially when it comes to voice calls.
The five key personnel interviewed have all worked with MTN for four years and above.
For this reason, they can be considered as being eligible to provide answers regarding
MTNs product quality and why customers have remained loyal. All the respondents rate
the quality of the services/product offered by MTN as being high with words like
excellent, improving, and superb. The interviewees had different views on how the
measurement of MTNs quality, they said that quality is measured in terms of: how MTN
meets the requirement of all the stakeholders, longevity of the product life cycle, market

43

share, product appeal. They all believed that MTN customer s experience this same high
quality.
The respondents also think that MTNs hold of majority of the market share is as a result
of its product/service quality in addition to its innovation, sustainability and wider
coverage. To a very large extent, the respondents think the quality of MTNs products
influence its customers to remain loyal to the brand. The other reasons the respondents
suggested for why customers have remained loyal to the MTN brand are; competitive
price, MTN CSR initiative, innovation, wider coverage, and improved customer
relationship.

4.3: Presentation/Analysis and Discussion of questionnaire Data

FREQUENCY TABLES
TABLE 4.2 Respondents Age
AGE
16-25
26-35
36-45
46-55
ABOVE 55 YEAR
NO RESPONSE
TOTAL

FREQUENCY
35
96
14
3
1
1
150

44

PERCENTAGE
23.3
64
9.3
2.0
0.7
0.7
100.0

Of the total respondents, 96 (64%), who were the majority, fall between ages 26-35;
35(23.3%) were in the age bracket of 16-25, 14 (9.3%) were between ages 36-45; only
one of the respondents was above age 55.

16-25
26-35
36-45
46-55
ABOVE 55 YEAR
NO RESPONSE

CHART 4.1 Respondents Age

TABLE 4.3 Respondents Gender

GENDER
FEMALE
MALE
TOTAL

FREQUENCY
67
83
150

45

PERCENT
44.7
55.3
100.0

Table 4.3. shows that there were more male respondents than female respondents. Eighty
three (55.3%) of the respondents were males, while the remaining 67 (44.7%)
respondents were females.

FEMALE

MALE

45%
55%

CHART 4.2 Respondents Gender

TABLE 4.4 Do You Have a Mobile Phone

YES
TOTAL

FREQUENCY
150
150

All the respondents were using mobile phones.

46

PERCENTAGE
100.0
100.0

TABLE 4.5 Do You Use MTN Network

YES
NO
TOTAL

FREQUENCY
150
0
150

PERCENTAGE
100.0
100.0

All the respondents where MTN users.

Use MTN

Yes

CHART 4.3 Respondents who use the MTN Network

47

TABLE 4.6 How Long Have You Used MTN

FREQUENCY
22
45
80
3
150

0-2 YEARS
3-5 YEARS
ABOVE 5 YEARS
NO RESPONSE
TOTAL

PERCENTAGE
14.7
30.0
53.4
2.0
100.0

The table shows that most of the respondents have used MTN for over 5 years. 22
(14.7%) of the respondents had used MTN for 0-2 years, 45 (30.0%) had used it for 3-5
years while 80 (53.4%) of the respondents had used MTN above 5 years. 3 (2.0) of the
respondents did not respond to this question.

0-2 YEARS

3-5 YEARS

ABOVE 5 YEARS

NO RESPONSE

CHART 4.4 How long respondents have used the MTN network

48

TABLE 4.7 Did You Have Expectation Before Purchasing MTN

YES
NO
NOT EXACTLY
NO RESPONSE
TOTAL

FREQUENCY
101
12
33
4
150

PERCENTAGE
67.3
8.0
22.0
2.7
100

Table 4.7 shows that most of the respondents had expectations before purchasing MTN.
101 (67.3%) of the respondents agreed to having expectations before purchasing MTN,
12 (8.0%) stated that they did not have expectations before purchasing it while 33
(22.0%) said they did not exactly have expectations before purchasing MTN. However, 4
(2.7) of the respondents did not respond to this question.

YES
NO
NOT EXACTLY
NO RESPONSE

CHART 4.5 If respondents had expectations before purchasing MTN

TABLE 4.8 Would You Say MTN Has Met Your Expectation
49

YES
NO
INDIFFERENT
NO RESPONSE
TOTAL

FREQUENCY
37
71
37
5
150

PERCENTAGE
24.7
47.3
24.7
3.3
100.0

A majority of the respondents felt that MTN had not met their expectations. 37 (24.7%)
of the respondents felt that MTN had met their expectations, 71 (47.3%) felt that MTN
had not met their expectations while 37 (24.7%) of the respondents were indifferent. 5
(3.3%) failed to respond to this question.

YES
NO
INDIFFERENT
NO RESPONSE

CHART 4.6 If MTN had met respondents expectations

TABLE 4.9 How Would You Judge MTNs Quality

VERY LOW
LOW
HIGH
VERY HIGH

FREQUENCY
5
43
74
9
50

PERCENTAGE
3.3
28.7
49.3
6.0

INDIFFERENT
NO RESPONSE
TOTAL

15
4
150

10.0
2.7
100.0

Table 4.9 shows that a majority of the respondents considered MTN as having high
quality. Five (3.3%) of the respondents considered MTNs quality to be very low, fourtythree (28.7%) rated its quality as low, seventy-four (49.3%) rated MTNs quality as being
high, nine (6.0) rated its quality as being very high while fifteen(10.0%) of the
respondents were indifferent on judging MTNs quality. Four (2.7%) of the respondents
failed to respond to this question.

VERY LOW
LOW
HIGH
VERY HIGH
INDIFFERENT
NO RESPONSE

CHART 4.7 How respondents judge MTNs quality

TABLE 4.10 Overall, How Satisfied Are You With MTN

VERY SATISFIED

FREQUENCY
4
51

PERCENTAGE
2.7

SATISFIED
VERY UNSATISFIED
UNSATISFIED
INDIFFERENT
NO RESPONSE
TOTAL

66
11
48
17
4
150

44.0
7.3
32.0
11.3
2.7
100.0

Of all the 150 respondents, sixty-six (44.0%) stated that they were satisfied with MTN in
which they were the majority. four (2.7%) of the respondents said that they were very
satisfied using MTN, eleven(7.3%) said that they were very unsatisfied, forty-eight
(32.0%) said that they were unsatisfied while seventeen (11.3) of the respondents were
indifferent. four (2.7%) of the respondents did not respond to the question.

VERY SATISFIED
SATISFIED
VERY UNSATISFIED
UNSATISFIED
INDIFFERENT
NO RESPONSE

CHART 4.8 How satisfied respondents are with MTN

52

TABLE 4.11 I Use MTN Because Of Its Quality: To What Extent Do You Agree With
This?

AGREE
DISAGREE
INDIFFERENT
NO RESPONSE
TOTAL

FREQUENCY
53
51
42
4
150

PERCENTAGE
35.3
34.0
28.0
2.7
100.0

Table 4.11 shows that a majority of the respondents agreed to using MTN because of its
quality. Fifty-three (35.3%) of the respondents agree with using MTN because of its
quality, fifty-one (34.0%) disagreed while forty-two(28.0%) were indifferent. On the
other hand, four (2.7) of the respondents did not respond to this question.

53

AGREE
DISAGREE
INDIFFERENT
NO RESPONSE

CHART 4.9 If respondents use MTN because of its quality

TABLE 4.12 What is the Likelihood of You Switching to Other Brand if They Offer the
Same or Better Features

VERY LIKELY
LIKELY
VERY UNLIKELY
UNLIKELY
INDIFFERENT
NO RESPONSE
TOTAL

FREQUENCY
63
39
10
24
10
4
150

PERCENTAGE
42.0
26.0
6.7
16.0
6.7
2.7
100.0

A majority of the respondents stated that the likelihood of them switching to other brands
if they had better offers was very likely. Sixty-three (42.0%) of the respondents admitted
that the likelihood of them switching to other brands if they offered better was very
likely, thirty-nine (26.0%) said it was likely, ten (6.7%) said it was very unlikely, twenty-

54

four (16.0%) said it was unlikely while ten (6.7%) were indifferent. Four (2.7%) of the
respondents did not respond to the question.

VERY LIKELY
LIKELY
VERY UNLIKELY
UNLIKELY
INDIFFERENT
NO RESPONSE

CHART 4.10 Respondents likelihood of switching to other brands

TABLE 4.13 Why Have You Remained With MTN

IT HAS VERY HIGH QUALITY

IT HAS HIGH QUALITY
IT IS THE FIRST NETWORK I PURCHASED AND

FREQUENCY
8
24
67

PERCENTAGE
5.3
16.0
44.7

DONT LIKE SWITCHING LINES

MOST PEOPLE USE MTN
I AM INDIFFERENT
NO RESPONSE
TOTAL

34
12
5
150

22.7
8.0
3.3
100.0

Table 4.13 shows that a majority of the respondents stated that they have remained with
MTN because it was the first network they purchased and they would not to keep
55

switching numbers. Eight (5.3%) of the respondents have remained with MTN because it
has very high quality, twenty-four (16.0%) have remained because it has high quality,
sixty-seven(44.7%) have remained because it was the first network they purchased and
they do not want to keep switching lines, thirty-four (22.7%) have remained with MTN
because most people use MTN while twelve (8.0%) were indifferent. five (3.3%) of the
respondents did not respond to the question.

IT HAS VERY HIGH

QUALITY

IT HAS HIGH QUALITY

IT IS THE FIRST
NETWORK I
PURCHASED AND
DONT LIKE
SWITCHING LINES

MOST PEOPLE USE

MTN

I AM INDIFFERENT

NO RESPONSE

CHART 4.11 Why respondents have remained with MTN

4.4 CROSS TABULATION OF VARIABLES
TABLE 4.14

Relationship Between the degrees of product quality and the

likelihood to switch to other brands
How would you Judge MTNs quality?

What is the
56

Likelihood

TOTAL
Very

of you
switching
to other
brands if
they offer
better

Low

High

Very

Indifferent
3
6
0

63
39
10

1
5
15

24
10
146

Very
likely
Very

low
4
0
0

24
8
2

28
24
6

high
4
1
2

unlikely
Unlikely
Indifferent
Total

1
0
5

9
0
43

12
4
74

1
1
9

features

Table 4.14 shows the relationship between the degrees of product quality (expressed in
question 8 - How would you judge MTNs quality?) and the likelihood to switch to other
brands. Out of all those who are unlikely to switch to other brands, (very unlikely and
unlikely) 18 of the respondents rate MTNs quality as high (high and very) while 10 of
those who are unlikely to switch brands rate MTNs quality as low (very low and low).
On the other hand, those that are likely to switch to other brands (likely and very likely),
57 rate MTNs quality as high (high and very high).
CHART 4.12

Relationship between the degrees of product quality and brand

loyalty

57

TABLE 4.15

Relationship between product quality and likelihood of switching

to other brands
58

I use MTN because of its quality: to what

What is the

extent do you agree with this?

Agree
Disagree
Indifferent

likelihood of
you switching
to other
brands if
they offer

Very likely
Likely
Very unlikely
Unlikely
Indifferent
Total

16
23
4
9
1
53

31
9
2
8
1
51

16
7
4
7
8
42

TOTAL
63
39
10
24
10
146

better
features

Table 4.15 shows the relationship between product quality, brand loyalty (expressed in
question 10- I use MTN because of its quality: To what extent do you agree with this) and
brand loyalty. Out of all those who are unlikely to switch to other lines (very unlikely and
unlikely) 13 respondents agreed that they use MTN because of its quality while 10
respondents disagreed on using MTN because of its quality.
Thirty nine respondents of those who are likely to switch phone line if they get same or
higher quality agreed that they use MTN because of its quality; while 40 respondents
from the same category disagreed on using MTN because of its quality.

CHART 4.13 Relationship between product quality and brand loyalty

59

TABLE 4.16

Relationship between product quality and brand loyalty

How would you judge MTNs quality?

Total
Very

60

Low

High

Ver

Indifferent

low

y
high

Why
have you
remaine
d with
MTN?

It has very high quality

It has high quality

18

24

It is the first line I purchased &

25

31

67

Most people use MTN

12

16

34

I am indifferent

12

TOTAL

42

74

15

145

do not want to keep switching

lines

The table above shows the relationship between product quality (expressed in question
12- Why have you remained with MTN) and brand loyalty. Out of all those who are have
remained with MTN because of its high quality (very high quality high quality) 28 of the
respondents rated MTNs quality as high (very high and high), 2 respondents who have
remained because it has high quality rated MTNs quality as low while 32 respondents
who have remained with MTN because it has high quality (very high and high) were
indifferent about its quality.
Of the respondents who have remained with MTN because it is the first line they
purchased and do not want to keep switching lines, 27 of the respondents rated the quality
as low (very low and low), 33 of the respondents rated it as having high quality (Very
61

high and high), while 7 were indifferent. Out of those that have remained with MTN
because a lot of people use, 15 of the respondents rated MTNs quality as low (very low
and low), 16 of the respondents rated the quality as high while 3 were indifferent.
On the other hand, of those who were indifferent to why they have remained with MTN,
3 rated the quality as being low, 6 rated it as high while 3 remained indifferent about
judging MTNs quality.

CHART 4.14 Relationship between product quality and brand loyalty

62

4.5 Discussion of Findings

The purpose of the field study was to ascertain the degree of effect product quality has on
brand loyalty especially in the Nigerian telecommunications market. In order to kick-start
63

the field study, an interview was carried out on some MTN personnel to fully understand
how MTN quality is measured, why they hold the majority of the market share and
reasons why they think their customers have remained loyal to the brand. The personnel
who were interviewed had worked with MTN for three years and above.
Of the five people who were interviewed, four of them classified MTN as having
excellent quality while one person felt that there was still a need for improvement. On
how the MTNs quality is measured, the five personnel did not have a unified answer.
One of them said quality is measured in terms of how it meets standard set by all
stakeholders, the other, the products life span in the market and the revenue generated
from it while the others said that it measured by its market share, how it meets customer
requirements and the durability and general appeal of the product to the customer. These
personnel also felt that MTNs product quality was one of the major reasons of their hold
of the majority of the market share in addition to MTNs CSR, innovation, competitive
price, wider coverage and improved customer relationship which the other reasons they
felt have sustained their customers.
After the interview, questionnaire was also distributed to MTN subscribers in the Victoria
Island metropolis to find out if as the MTN personnel said that they were loyal to MTN
because of its quality, the other reasons that have kept them loyal and how they judged
MTNs quality. All this were done to give adequate answers to the research questions
posed by this study.

4.5.1 Research Question One

64

How does product quality influence brand loyalty?

Based on the conceptual model in Chapter Three which illustrated that customers are
loyal to a product on the basis of how they judge the quality and how satisfied they are
with the product and the analysis from questions 8, 9,10 and 11, this study revealed that a
majority of subscribers (49.3%) classified MTNs quality as high, 44 % of the subscribers
said that they were satisfied with MTN, 35.5 % agreed to using MTN because of its
quality while 42.0% person confirmed the likelihood of them switching to other brands if
it offered better features(better quality, lower price, etc). On the other hand, the findings
from questions 8, 9, 10 and 11 also illustrate that 28.7 % of the subscribers and 3.3% of
the subscribers classified MTNs quality as low, 32.0% and 7.3 % of the subscribers said
that they were very unsatisfied and unsatisfied with MTN while 34.0% disagreed to using
MTN because of its quality. This result agrees with the conceptual model which
illustrates that if a product has very high or high quality, there is a high chance of the
customers being loyal to that product while if the quality of the product is very low and
low, there is a high chance of customers being disloyal or switching to other brands.

4.5.2 Research Question Two

What other factors influence brand loyalty apart from product quality in the Nigerian
telecommunications sector?

65

This study revealed that although product quality influences brand loyalty in the Nigerian
telecommunications sector, there are other reasons responsible for brand loyalty
especially in the Nigerian market. Out of the 150 respondents, 16.6% and 5.3% stated
that they have remained with MTN because it has very high and high quality, 44.7%
stated that they have remained with MTN because it was the first network they purchased
and they do not want to keep switching numbers, 22.7% stated that they use MTN
because most people use MTN while 12% were indifferent.
From the analysis, a majority of the respondents have remained with MTN because it was
the first network they purchased and they did not want to keep switching numbers. This
reason is called market inertia. This is in line with the conceptual model which
highlighted market inertia as a reason for brand loyalty in the telecommunications sector.
12% of the respondents stated that they were indifferent about why they have remained
with MTN which also is in line with the model which also highlighted customer
indifference as one of the reasons that was responsible for brand loyalty in the Nigerian
telecommunications sector.

CHAPTER FIVE
CONCLUSION AND RECOMMENDATION

66

5.1 Introduction
This chapter serves a conclusion to the study. It aims at carefully and clearly stating out
the findings that were revealed by this research work by summarizing these findings,
coming up with a conclusion from the findings and recommendations for further
research.

5.2 Summary of Findings

This research work was aimed at understanding the degree to which product quality
influenced brand loyalty especially when it came to the Nigerian marketing environment.
This work was also aimed at finding out the other reasons that were responsible for brand
loyalty in the Nigerian telecommunications sector. In order to get a better understanding
on the concept of product quality, how it is measured, and brand loyalty, literature on
product quality and brand loyalty by different scholars and models on product quality
were reviewed.
After these models and literature were reviewed, gaps in the literature and models were
indentified and an overall research question was posed. The study made use of a
theoretical framework to further explain the concepts of the research work. The theory
used in this study was the Disconfirmation-of-expectation paradigm (Oliver 1980) which
states that that satisfaction or dissatisfaction responses arise from an evaluation of prepurchase expectations and compared to cognitions about the product-related experiences
or outcomes actually realized in the consumption of the product. This comparison results
in expectancy disconfirmation which ranges from negative (when expectations exceed the
67

actual outcome) to positive (when actual outcome meet or exceed expectations). A

conceptual model was also derived to further explain the concept of product quality and
brand loyalty which could be adopted for the Nigerian market.
In order to find answers to the research question posed in this study, the qualitative and
quantitative research methods were used. The study made use of questionnaire and
interviews to collect data from the respondents who were arrived at by purposive
sampling technique. The findings discovered in this study are presented in the two
categories below:
i.)
ii.)

Key findings from literature review

Key findings from field study

This categorization is to enable a clearer understanding of the findings made in this

study both in the literature review and the field study.
5.2.1

Key findings from literature review

1.) Subjective quality influenced customer brand loyalty. Product quality is classified into
two categories; the objective quality and the subjective quality. The objective quality
refers to the technical, measurable nature of the product or services while the subjective
quality which refers to customers perception of quality. Linking this to the relationship
between brand loyalty and the quality of the product, it was discovered that subjective
product quality had a major influence on brand loyalty.
2.) There exists a gap(s) in the existing literature on the degree of effect product quality
has on brand loyalty. The review of models also highlighted the gap(s) in studies on the

68

degree of effect of product quality on brand loyalty especially for the Nigerian marketing
environment. The gaps in literature discovered were as follows:
i).

There is little or no literature discussing the degree to which product quality

influences brand loyalty

ii.

Of most of the existing models on brand loyalty, there is none that highlights the

Nigerian marketing environment which means that, none of the product quality models
was constructed to suit the Nigerian environment.

5.2.2 Key Findings from field study.

1.) Product quality plays a significant role in brand loyalty in the Nigerian
telecommunications sector. Product quality influences brand loyalty in the following
way:
i.) When product/service is classified as having very high or high quality, this could lead
to satisfaction which in turn leads to brand loyalty.

2.) Even though product quality plays a significant role in brand loyalty, market inertia is
a stronger factor that leads to brand loyalty. From the study, it was revealed that market
inertia (when customers are resistant to change) is a major factor for brand loyalty
especially in the telecommunications sector.

69

3.) It was also revealed that brand popularity also plays a significant role in brand loyalty.
This was discovered after respondents stated that they have remained with MTN because
most people were using it.
4.) Customer indifference plays some role in brand loyalty.
5.) None of the reasons highlighted by the MTN personnel as responsible for brand
loyalty were highlighted by the customers.

5.3 Conclusion
The aim of this research was to further investigate the degree of effect product quality
had on brand loyalty. After reviewing works of scholars done in the past who had written
extensively on the effect of product quality on brand loyalty, a gap was discovered. Little
70

of this literature had discussed the degree of effect of product quality on brand loyalty
even though a vast amount of literature existed discussing the effect of product quality on
brand loyalty.
This gap led to the conceptualization of a new model that was assumed suitable for the
Nigeria marketing environment, since it was discovered that none of the product quality
models that existed were constructed with the Nigerian market in mind. This model was
constructed with assumptions of how product quality should influence brand loyalty in
the Nigerian market (bearing the telecommunications sector in mind) and other factor that
may be responsible for brand loyalty as well. In order to further investigate the efficacy
of the conceptual model, the true relationship between product quality and brand loyalty
in the Nigerian market and other factors responsible for brand loyalty, a field study was
carried out to study MTNs product quality. MTN was chosen for this study because
statistics show that it holds a very strong majority of the market share.
The field study made use of both the qualitative and quantitative research methods;
interviews were carried out on MTN personnel while questionnaire were distributed to
MTN subscribers in the Victoria Island metropolis. After analyzing the results from the
questionnaire and interviews, it was discovered that product quality played a significant
role in customers decision to be loyal in the Nigerian telecommunications sector. It was
also revealed that product quality was more likely to lead to brand loyalty when the
product has been judged by the customer as having very high and high quality and there
was a slim chance of product quality influencing brand loyalty if the quality of the
product was classified as having very low and low quality by the customer. However, the
field study also revealed that market inertia was a very strong factor responsible for brand
71

loyalty (especially in the telecommunications sector) while customer indifference and

brand popularity were also revealed to be factors that also influenced brand loyalty. These
findings (except brand popularity) were all in line with the conceptual model which was
proposed by this study.
Contrary to what the conceptual model proposed, findings also revealed that customer
satisfaction was not a compulsory component of brand loyalty. This is because from the
analysis, it was discovered that some of those who classified MTNs quality as very high
and high were not necessarily satisfied but were still loyal to the brand and also that
customer indifference may not necessarily be a direct antecedent of market inertia. On
the other hand, not all the respondents who classified MTNs quality as very high and
high were loyal to the brand because of the degree of quality. This means that even
though product quality plays a role in brand loyalty, it is not necessarily the only driving
factor especially when it comes to brand loyalty in the Nigerian telecommunications
marketing environment.
Therefore, it is important to note that product quality is most likely to influence brand
loyalty when it is classified as being of high and very high quality and that product
quality though a significant factor, is not the major driving factor for loyalty in the
telecommunications sector.
5.4 Recommendations
This research work was able to investigate what degree of effect product quality has on
brand loyalty. It was also discovered during the course of this research that market inertia
was a stronger factor responsible for brand loyalty in the Nigerian marketing
72

environment. However, these findings are not encompassing of the entire marketing
environment. This is because the field study was dependent on GSM mobile users in the
Victoria Island metropolis and may not apply to the other sectors of the Nigerian
marketing environment.
To this effect, it is hereby recommended for further studies on the relationship between
product quality and brand loyalty and the derivation of other product quality models that
will suit the other sectors on the Nigerian marketing environment. This will help to create
a better understanding of product quality and brand loyalty and how it works in the
Nigerian market. This would also contribute to lack of literature on product quality and
the brand loyalty construct in Nigeria.
From the field study it was revealed that market inertia was a stronger factor that
influenced brand loyalty in the telecommunications sector. It is suggested that a study
critically examining the concept of market inertia and how it influences brand loyalty be
carried out in future studies to enable a better understanding of the concept. However,
future studies should not be limited alone to studying market inertia and brand loyalty but
continuous effort should be made to always find out other reason or factors that may arise
on the brand loyalty concept. This is considering the fact that the marketing environment
has evolved with time and will continue to evolve so changes will continue to arise.
Findings from the study reveal that product quality plays a significant role in the Nigerian
telecommunications sector. Hence, it is important for brand managers and owners to pay
closer attention to the quality of their products and services in order to remain in the
customers minds and lips. From the findings, a high quality product will influence

73

customers to talk about it to other people which will in turn increase the brands
popularity which was also discovered to play a significant role in brand loyalty.
Finally, it important for brand managers/owners to continue to carry out surveys in order
to be abreast with the needs of their customers because customers needs will continue to
change, so will their expectations. This is because in the highly saturated Nigerian
market, it is very important for brand managers to put more focus on maintaining their
customers instead of seeking the new ones, so that existing customers can continue to talk
and promote the brands.

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Appendix One
Questionnaire
Dear sir/Madam
79

I am a graduating MSc student with the School of Media and Communication, Pan
African University and I am presently working on my dissertation in order to fulfill the
requirements of my MSc programme. Please kindly help me fill my questionnaire below;
the entire survey will not take more than 5 minutes. The data collected will be used for a
research study on the degree of effect of product quality on brand loyalty. Thank you for
your time.
1. How old are you?
16 25
26 35
36 45
46 55
55 above
2. What is your gender?
Female
Male

3. Do you have a mobile phone?

Yes
No
4. Do you use the MTN network?
Yes
No
5. How long have you used MTN?
0-2years
3 5 years
5 years above
6. Did you have expectations before purchasing MTN?
Yes
No
80

Not really
7. Would you say MTN has met your expectations?
Yes
No
Indifferent
8. How would you judge MTNs quality?
Very low
Low
High
Very High
Indifferent

9. Overall, how satisfied are you with MTN?

Very satisfied
Satisfied
Very unsatisfied
Unsatisfied
Indifferent
10. I use MTN because of its quality: To what extent do you agree with this
statement?
Agree
Disagree
Indifferent
11. What is the likelihood of you switching to other brands if they offer better
features (lower price, better quality)?
Very likely
Likely
Very unlikely
Unlikely
Indifferent
12. Why have you remained with MTN?
It has very high quality
81

It has high quality

It is the first network I purchased and I do not want to keep switching
numbers
Most people use MTN
I am indifferent

Thank you for taking the time to fill this questionnaire.

Appendix Two
Interview Schedule and Answers
Respondent one
I am a graduating MSc student with the School of Media and Communication, Pan
African University and I am presently working on my dissertation in order to fulfill the
requirements of my MSc programme. I would like to ask you a few questions on the
MTN Brand to help my research on the degree of effect of product quality on brand
loyalty: A Study of MTN. The information gotten from your response would be used to
answer some of my research questions. The interview should take about five minutes.
Thank you for your time.
82

Let me start first by asking you some questions about what you do and your relationship
with MTN
1. What is your job function?
Answer: I am the Interconnect Manager.
2. How long have you worked with MTN
Answer: I have worked with MTN for four years
3. In this period, how will judge MTNs product quality?
Answer: Well, I will say that the quality is still improving
4. How do you measure the quality of your products?
Answer: It is most times measured on how it meets the set standards set by all the
stakeholders
5. Will you say your customers experience this same quality?
Answer: Not necessarily but I think its near perfect
6. MTN holds the majority of the market share in the GSM sector; do you think it is
as a result of the quality of your products?
Answer: It could be but I think it is mainly because of MTNs innovation and
sustainability
7. To what extent do you think the quality of your products influence your customers
to remain loyal to your brand?
Answer: To a great extent of course
8. What other reasons do you think make customers loyal to your brand?
Answer: I think because a lot of other people are on the MTN network

83

Respondent Two
I am a graduating MSc student with the School of Media and Communication, Pan
African University and I am presently working on my dissertation in order to fulfill the
requirements of my MSc programme. I would like to ask you a few questions on the
MTN Brand to help my research on the degree of effect of product quality on brand
loyalty: A Study of MTN. The information gotten from your response would be used to
answer some of my research questions. The interview should take about five minutes.
Thank you for your time.

Let me start first by asking you some questions about what you do and your relationship
with MTN
1. What is your job function?
Answer: I am the fixed network planning manager.
2. How long have you worked with MTN
Answer: I have been working with MTN for four years now.
3. In this period, how will judge MTNs product quality?
Answer: MTN? It is excellent.
4. How do you measure the quality of your products?
Answer: We measure it on the life span of the product and the amount of revenue
generated from the product.
5. Will you say your customers experience this same quality?
Answer: I am very confident they see the quality as we see it
6. MTN holds the majority of the market share in the GSM sector; do you think it is
as a result of the quality of your products?
84

Answer: I believe strongly that it is as a result of the quality and the brand
inclusive
7. To what extent do you think the quality of your products influence your customers
to remain loyal to your brand?
Answer: It influences them to a great extent
8. What other reasons do you think make customers loyal to your brand?
Answer: The brands Competitive price, MTN CSR initiatives and innovation.

Respondent Three
I am a graduating MSc student with the School of Media and Communication, Pan
African University and I am presently working on my dissertation in order to fulfill the
requirements of my MSc programme. I would like to ask you a few questions on the
MTN Brand to help my research on the degree of effect of product quality on brand
loyalty: A Study of MTN. The information gotten from your response would be used to
answer some of my research questions. The interview should take about five minutes.
Thank you for your time.

Let me start first by asking you some questions about what you do and your relationship
with MTN
1. What is your job function?
Answer: I am a transmission core planning engineer
85

2. How long have you worked with MTN

Answer: I have been working with MTN for three and half years.
3. In this period, how will judge MTNs product quality?
Answer: It has been fantastic and will continue to be
4. How do you measure the quality of your products?
Answer: I think we judge the quality based on the market share of any of our
products.
5. Will you say your customers experience this same quality?
Answer: Yes I think so
6. MTN holds the majority of the market share in the GSM sector; do you think it is
as a result of the quality of your products?
Answer: Yes plus the brands wider coverage
7. To what extent do you think the quality of your products influence your customers
to remain loyal to your brand?
Answer: To a very large extent
8. What other reasons do you think make customers loyal to your brand?
Answer: Like I said earlier, the brands wider coverage

Respondent Four
I am a graduating MSc student with the School of Media and Communication, Pan
African University and I am presently working on my dissertation in order to fulfill the
requirements of my MSc programme. I would like to ask you a few questions on the

86

MTN Brand to help my research on the degree of effect of product quality on brand
loyalty: A Study of MTN. The information gotten from your response would be used to
answer some of my research questions. The interview should take about five minutes.
Thank you for your time.

Let me start first by asking you some questions about what you do and your relationship
with MTN
1. What is your job function?
Answer: I am an IP planning engineer
2. How long have you worked with MTN
Answer: I have worked with MTN for four years
3. In this period, how will judge MTNs product quality?
Answer: Excellent, there is none like it.
4. How do you measure the quality of your products?
Answer: It is measured on how it meets customers requirements
5. Will you say your customers experience this same quality?
Answer: I will say yes they do but I do not think it applies every time.
6. MTN holds the majority of the market share in the GSM sector; do you think it is
as a result of the quality of your products?
Answer: Yes and the products integrity as well.
7. To what extent do you think the quality of your products influence your customers
to remain loyal to your brand?
Answer: It influences it to a great extent
8. What other reasons do you think make customers loyal to your brand?
Answer: I think MTNs improved customer relationship

87

Respondent Five
I am a graduating MSc student with the School of Media and Communication, Pan
African University and I am presently working on my dissertation in order to fulfill the
requirements of my MSc programme. I would like to ask you a few questions on the
MTN Brand to help my research on the degree of effect of product quality on brand
loyalty: A Study of MTN. The information gotten from your response would be used to
answer some of my research questions. The interview should take about five minutes.
Thank you for your time.

Let me start first by asking you some questions about what you do and your relationship
with MTN
1. What is your job function?
Answer: Team lead IP planning
2. How long have you worked with MTN
b I have been working with MTN for six years
3. In this period, how will judge MTNs product quality?
Answer: The quality is superb
4. How do you measure the quality of your products?
Answer: We measure its durability and its general appeal to the customer
5. Will you say your customers experience this same quality?
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Answer: yes they do

6. MTN holds the majority of the market share in the GSM sector; do you think it is
as a result of the quality of your products?
Answer: yes it is
7. To what extent do you think the quality of your products influence your customers
to remain loyal to your brand?
Answer: To a very large extent
8. What other reasons do you think make customers loyal to your brand?
Answer: Limited choice I think.

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