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Article

Do Economic and Social Satisfaction Matter Equally in Sustainable Business? Hotel Membership Types and Sales Promotions

by
Tianhao Wen
and
Hong-Youl Ha
*
Department of International Trade, Dongguk University, Pildongro 1gil, Jung-gu, Seoul 04620, Republic of Korea
*
Author to whom correspondence should be addressed.
Sustainability 2024, 16(7), 2813; https://doi.org/10.3390/su16072813
Submission received: 6 March 2024 / Revised: 25 March 2024 / Accepted: 27 March 2024 / Published: 28 March 2024
(This article belongs to the Section Economic and Business Aspects of Sustainability)
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Abstract

:
Customer responses to economic and social satisfaction are important in business-to-business transactions; however, these responses can vary when customer segments and sales promotions are combined. This study investigates the roles of two satisfaction types by demonstrating three-way interactions with two moderators: memberships and promotion levels. Using survey data on paid hotel memberships in Korea, this study focuses on the moderated moderation effects of hotel membership type and sales promotions. The authors find that sales promotions positively affect members’ behavioral intentions when they are economically or socially satisfied, regardless of the membership type. In particular, when social satisfaction is positive, the impact of sales promotions on paid membership renewal intentions increases dramatically regardless of the membership type. Meanwhile, lower-tiered members respond more positively to price discounts, increasing their paid membership renewal intentions. In contrast, premium members prefer coupons over price discounts. However, the slope of customer responses is steeper for social satisfaction than economic satisfaction, highlighting that the impact of sales promotions differs by membership type.

1. Introduction

Customer satisfaction undoubtedly improves business performance. Satisfaction can be differentiated into economic and social perspectives, especially in business-to-business (B2B) and consumer-to-consumer (C2C) transactions [1,2]. Specifically, economic satisfaction focuses on customers’ evaluations of economic outcomes, whereas social satisfaction focuses on their evaluations of psychological aspects. However, researchers have mainly investigated economic and social satisfaction from the customer relationship management perspective [1,2,3]. The underlying premise of these studies is that customers prioritize economic considerations in the initial stage of a relationship with a service organization and begin to pay attention to the importance of the social perspective in the developmental or maturity stages [2,4,5].
These studies emphasize psychological and attitude changes from a customer relationship perspective but fail to consider that a fundamental state of satisfaction with a particular object must be secured. In other words, the premise that customers’ attitudes shift to non-economic satisfaction after obtaining economic satisfaction is required, suggesting that customer satisfaction responds differently based on several conditions. For example, hotels in Korea invest significant effort in managing membership levels and promoting sales through loyalty programs [6,7,8]. However, despite these investments, some problems remain unaddressed.
Using a dataset of survey responses from hotel membership holders, we address the following research questions:
  • Do customers with memberships respond more strongly to social satisfaction than economic satisfaction when considering membership renewal?
  • Do sales promotions respond more powerfully to economic satisfaction than to social satisfaction?
Research distinguishing between economic and social satisfaction is still in its infancy within the hospitality literature, suggesting potential research gaps. Addressing these gaps will allow researchers to support sustainable business.
In line with these observations, prior work has left two fundamental issues unexamined. First, little is known about the relative influence of both satisfaction types in facilitating paid membership renewal intentions. Economic satisfaction (i.e., monetary outcomes) and social satisfaction (i.e., interactions and psychological fulfillment through long-term exchanges) are both helpful in predicting the direction of a relationship [2,9]. However, when additional moderating variables are involved in the two satisfaction types, do previous findings hold equally? For example, whether both types equally affect paid membership renewals remains unclear. Furthermore, while the existing related literature focuses on the shift from economic to social satisfaction in the importance of customer evaluations [2,10,11], these studies fail to consider that the two satisfaction types differ in their responses to sales promotions by membership type.
As such, the existence of a relationship among key determinants may help clarify hotel membership renewal performance aligned with customer typology, promotional levels, and an extension of the satisfaction theory. We are particularly interested in how these satisfaction types are affected by three-way moderating effects. If the membership type and promotional level change, is there a shift in the perceived overall satisfaction with a hotel? Specifically, this study aims to examine how membership type and promotional level affect the relative importance of economic and social satisfaction in determining a sustainable relationship between parties.
We make two fundamental contributions to satisfaction research by demonstrating a three-way interaction. First, this study examines the relative influence of both satisfaction types on paid membership renewal intentions. Satisfaction positively relates to an increase in desired behavioral intentions [12,13,14]. However, the significance and relative influence of economic and social satisfaction vary based on the evolution of satisfaction assessments. Thus, we offer a theoretical domain considering the significant distinctions between economic and social satisfaction across customer membership types.
Second, our work advances the contributions of previous studies on the relationship between the satisfaction types and their impact on sales promotions (e.g., tourist satisfaction and intentions to patronize) by demonstrating a three-way interaction [15,16,17]. Essentially, the mediated moderation effect reflects an empirical approach that investigates the indirect determinants of the satisfaction–intention mechanism by compiling existing studies and assessments of hotel customers to provide new insights on satisfaction.
The structure of this study is as follows. In the next section, we introduce the core theoretical framework of our research and develop our hypotheses based on a conceptual model. Then, we address data collection and methodological issues. Following this, we analyze the data and explain our study results. Finally, we summarize the overall results, discuss theoretical and practical insights, and suggest limitations and future research directions.

2. A Behavioral Intention Framework

2.1. Conceptual Background

Although the literature on satisfaction has been well documented, some doubts remain regarding the impact of economic and social satisfaction on hospitality organizations. Conceptually, economic satisfaction emphasizes efficiency and efficacy in transactional relationships, whereas social satisfaction (or noneconomic satisfaction) highlights the importance of social interactions with hospitality organizations [18]. Thus, economic and social satisfaction differ substantially [2,19]. Similarly, it is beneficial to examine satisfaction related to social and economic benefits in tourism and hospitality literature [20,21].
In the hospitality context, economic satisfaction is defined as a customer’s evaluation of the economic outcomes (or financial rewards) flowing from their relationship with a particular hotel [22]. Economically satisfied customers may consider these financial benefits when planning subsequent visits. Satisfaction results from economic rewards in addition to the general efficiency of a relationship [23].
Social satisfaction is defined as a customer’s evaluation of the psychological aspects that allow them to feel satisfied and comfortable with their interaction with a particular hotel [24]. The social satisfaction perspective emphasizes the interactions occurring in the overall service production process rather than satisfaction with service outcomes [25].
Our research also focuses on two moderators. The first is the membership type a customer considers regarding a hotel’s renewable paid membership. From a relationship marketing perspective, renewable memberships involving relationship development, collaboration, maintenance, and termination evoke the temporal nature of customer relationships [26]. Thus, membership type is directly related to member retention, and successful memberships can decrease customer defections [27]. This study examines two types of paid memberships. The first is the limited lower-tiered equivalent benefits included in the membership price (e.g., Smart at InterContinental Seoul and Premier at Club Josun). The second is the premium tier, which includes equivalent benefits with a more diverse scope than the lower tier (e.g., the Gold and Platinum tiers at InterContinental Seoul and Club Josun). Although membership renewal can be distinguished in the rubric of repeat buying [28], we demonstrate that the overall evaluation of these renewals should depend on customers’ experiences and their affective state regarding membership type.
The next moderator is sales promotions, which have become increasingly popular in the hotel industry [29]. Sales promotions typically include price discounts and coupons, stimulating buying intentions (or behaviors) as a short-term incentive [30]. While consumers are often skeptical of advertising messages, they tend to be interested in promotional messages related to lifestyle [31,32].
Varying membership benefits help consumers evaluate promotions and draw conclusions about a hotel [33]. In particular, when sales promotion benefits are relatively comparable, the concept of gains and losses found in the prospect theory is important in explaining multiple pricing heuristics [34]. Specifically, evaluating comparable alternatives relies on a reference price; however, customer experience can be critical in choosing between two promotional conditions if a relatively equivalent value is offered [35]. For example, suppose a hotel reduces the cost of paid membership by 10% for a limited period, such as a month before membership renewal. Why would the hotel also sell paid memberships with a coupon offer equivalent to a 10% discount for the same period? Because customers will attempt to avoid losses, we demonstrate that their membership experience can offset such losses.
Based on an overview of existing theoretical literature, we identify two crucial research gaps to be addressed in this study. First, existing studies have suggested differences between the two types of satisfaction [2,19]; however, they fail to explain how customers respond to these types when renewing their membership. Second, a gap may exist regarding the role of social satisfaction. Because customers are sensitive to price, they are interested in sales promotions [29,33]. However, in the hotel context, although paid memberships are quite expensive, some customers remain members for relatively long periods. So, are sales promotions sensitive to customers seeking economic satisfaction? If this is not the case, social satisfaction may play a critical role in customer retention. Thus, we theorize that these satisfaction types are not equivalent and respond differently to membership types and sales promotions.

2.2. Overview of Conceptual Framework

Social exchange theory [36] postulates that people prioritize economic benefits when interacting with others and that social satisfaction stems from evaluating social outcomes as exchange activities continue. For example, when a consumer searches for a Michelin-star restaurant, the consumer initially focuses on benefits such as ambiance, menu price, and food. However, after repeated visits, their focus may shift to the chef’s philosophy and interactions with the staff. Research also highlights the need to consider the balance of economic and social satisfaction in social exchange relationships [3].
This study conceptualizes the relationship between the two satisfaction types and behavioral intentions, specifying the two-way and three-way interaction effects (i.e., membership and promotional levels) on the proposed relationship. Our framework is presented in Figure 1. The framework identified the relevant influence of economic and social satisfaction on paid membership renewal intentions. Furthermore, the mediated moderation effects regarding membership and promotional levels track the changes in this influence. Thus, our conceptual framework demonstrates that behavioral intentions are influenced by the direct effects of the two satisfaction types, the moderating effects of the membership level, and the three-way interaction effects of the promotional level.

2.3. Satisfaction and Paid Membership Renewal Intentions

This study examines whether the two satisfaction types equally influence behavioral intentions. As customer satisfaction evolves during subsequent hotel visits [37], the satisfaction types can also change dynamically over a one-year membership phase. Consistent with the theory of relationship dynamics, which addresses the evolution of marketing constructs over time [38], economic satisfaction is considered a critical evaluation index in the early stages of a relationship, whereas social satisfaction tends to strengthen as the relationship proceeds [2,9]. This circumstance indicates that the effects of economic and social satisfaction differ [1]. Meta-analysis has demonstrated that consumers focus more on social than economic satisfaction in long-term business arrangements, such as hotel membership renewals, than in one-time transactions [23]. This finding suggests that social satisfaction has a more substantial effect than economic satisfaction in the membership renewal stage, as members seek stronger and more diverse social connections [39]. Thus, we propose our first hypothesis:
Hypothesis 1.
Both satisfaction types positively affect paid membership renewal intentions; however, the impact of social satisfaction is stronger than economic satisfaction.

2.4. The Moderating Role of Membership Type

Retaining customers in the hospitality industry is supported by understanding paid memberships [8]. A service organization may benefit from customer segmentation when individuals have formal ongoing member relationships with the organization [40,41], resulting in different membership tiers. In the past, paid membership programs had limited customization strategies [27]. However, today’s hotels independently operate their membership management department to implement strategies tailored to their membership tiers. As noted, this study focuses on two types of paid memberships: low and premium tiers.
When customers renew memberships, they can remain at the same tier, upgrade to a higher tier, or downgrade to a lower tier. These adjustments tend to depend on economic and social satisfaction assessments during the paid membership consumption period [27]. Specifically, customers’ judgments directly relate to their goal orientation and can result in satisfaction [42]. Consistent with these observations, lower-tiered members will be more willing to renew their paid memberships if they focus on achieving economic goals rather than becoming premium customers [43]. For example, The InterContinental Hotel in Seoul operates three types of paid membership: Smart, Gold, and Platinum. The cheapest membership—Smart—is 88% cheaper than the Gold membership. Customers with a Smart membership may be particularly interested in economic benefits because the hotel restaurants’ discounts are equivalent to those of the Gold membership but with lower maintenance costs.
However, if customers’ focus is on achieving social relationship goals, premium-tiered members may be likelier to renew their membership than lower-tiered ones. For example, as a type of luxury consumption, premium membership breaks away from being a status symbol by emphasizing social experiences through events in addition to economic benefits [44]. These members are likelier to share social experiences, seek personalized services, and are more willing to pay premium prices [45]. Our approach could demonstrate that hotel satisfaction shifts reflect customer goal attainment. Thus, we propose the following hypotheses.
Hypothesis 2.
The relationship between economic satisfaction and paid membership renewal intention is stronger for lower-tiered than premium-tiered members.
Hypothesis 3.
The relationship between social satisfaction and paid membership renewal intention is stronger for premium-tiered than lower-tiered members.

2.5. The Three-Way Moderating Effects of Promotion Level

The study of sales promotions is prevalent in marketing and hospitality literature. Promotions can directly or indirectly affect purchasing behavior [32,46,47], and may also have a three-way interaction with membership type. This relationship arises because hotel customers may select different combinations of membership types and promotions. For example, some customers may expect promotions to be offered before renewing their membership [48], significantly affecting their purchase intentions. However, promotions can also be ineffective as existing customers may already have pre-determined expectations, showing that membership type selection may depend on the sales promotions offered.
This study particularly focuses on price discounts and coupons as consumers tend to prefer these to sales promotions [49,50]. Previous studies have highlighted the importance of consumer discount expectations, suggesting that consumers may expect these promotions when renewing memberships; however, their reactions to the promotions can vary. In particular, mobile promotions are widely used as they are easily accessible [51]. However, customer service via phone calls remains common for renewing paid memberships in the hotel industry because it can help determine members’ feelings regarding their membership and aid in adjusting benefits to meet their expectations. Voluntary customer renewals also exist; however, the literature on coupons and price discounts remains inconclusive on whether or how these strategies affect membership renewal behavior.
Renewing a membership is perceived as a monetary sacrifice [52]; thus, a discounted price is likelier to reduce loss aversion than a coupon [32]. While price discounts are useful when paying for a product or service at the point of sale, coupons can drive subsequent customer visits [53]. Consumers will choose a promotion that supports their goals or interests [54]. For example, customers who select the minimum benefits may be relatively price-sensitive. In contrast, those who prefer a variety of benefits may value coupons that can be used for repeat visits. In the former case, customers can achieve their goals with minimum sacrifice, while in the latter, they gain lasting benefits through subsequent visits.
As another example, when a 10% discount and an equivalent coupon are provided, lower-tiered customers may avoid the uncertainty of using the coupon by selecting the direct discount. Specifically, there is a strong tendency to prefer price discounts to avoid uncertainty [55]. In contrast, premium customers may choose coupons as they can be useful for frequent hotel visits. Thus, if they visit the hotel often, they may focus more on future benefits. Given that the difference in the effects of the two promotion types is consistent with prospect theory [32], premium customers should respond more positively to coupons than lower-tiered ones. Similarly, lower-tiered customers may aim to achieve economic satisfaction, while premium ones can gain social satisfaction by maintaining ongoing relationships with hotels. Thus, we propose our final hypotheses:
Hypothesis 4.
The positive moderating effect of membership type on the relationship between economic satisfaction and paid membership renewal intentions increases as lower-tiered customers are more willing to accept price discounts than premium customers.
Hypothesis 5.
The positive moderating effect of membership type on the relationship between social satisfaction and paid membership renewal intentions increases as premium customers are more willing to accept coupons than lower-tiered customers.

3. Methods

To facilitate a complete understanding of hotel memberships, it should be noted that most hotels provide free memberships, which differ from paid membership, at least in the Korean hotel context. For example, InterContinental Seoul operates three paid membership options. This hotel offers entirely different benefits for each level, such as club rooms, free restaurant meal vouchers, restaurant discounts, and valet parking benefits. However, the free membership provided by most hotels only allows points to accumulate through use.

3.1. Data Collection

Data were obtained from paid membership lists managed by five-star hotels in Korea. We mainly focused on (1) customers whose paid membership renewal occurred within the past three months and (2) customers with paid memberships at only one hotel. Based on these criteria, we used a purpose sampling method as a non-probability sample. As the primary rationale was the intention to renew a paid membership as a dependent variable, we assessed that collecting data on customers whose membership will expire soon was consistent with the nature of our study. Also, to maintain privacy, the hotels only provided customers’ emails. We fully accepted their policy and contacted paid members by email.
Initially, a list of 1165 paid members was obtained from the hotels. To eliminate data collection redundancy, we set the Google survey form to accept only one response per respondent. Respondents were contacted via email from late February to early March 2022, through which we collected 289 responses. We excluded 28 respondents with a significant period remaining until their renewal and 19 respondents who were skeptical of membership renewal, as indicated through the questionnaire response items. Additionally, 14 participants were excluded due to careless responses. Thus, we obtained 228 usable responses (response rate = 19.5%). All respondents were given coffee vouchers as an incentive to improve the response rate. Respondents’ demographic characteristics were majority male (69%) and older than 40 (86%). Also, 74% had renewed their membership more than once. This result is representative as it was similar to the hotel loyalty program statistics (active, habitual, and situational loyalty = 75% vs. active disloyalty = 25%).

3.2. Measures

Table 1 shows the measures applied in this survey. Economic and social satisfaction were measured using three items adapted from Geyskens and Steenkamp [9]. These items were partially modified for this study as they had been developed for a B2B context. Paid membership renewal intentions were measured using three items adapted from Lam and Hsu [56]. All items were rated on a five-point Likert scale ranging from 1 (strongly disagree) to 5 (strongly agree).
The two moderators, membership types and promotions, were measured as dummy variables. Respondents selected their membership type as lower-tiered (1) or premium (2) grade. Promotions were divided into price discounts (1) and coupons (2). A 10% discount on membership fees was presented for price discounts. For coupons, benefits equivalent to 10% were introduced in the form of a voucher. Respondents selected their preferred promotion from these options.
We conducted a manipulation check on sales promotions using a t-test to diagnose the effectiveness of our promotional manipulation with the promotion type (discounts vs. coupons) as a key moderating variable. Our results demonstrated that a significant difference exists between the groups (Mprice discount = 3.78 vs. Mcoupons = 3.46; t(226) = −2.68, p < 0.01), indicating an effective manipulation.

4. Results

4.1. Measurement Model

We evaluated the measurement model using confirmatory factor analysis (CFA) according to the guidelines outlined in Anderson and Gerbing [57]. We conducted CFA using AMOS 23. The model fit to the data proved satisfactory: χ2(24) = 27.423, p < 0.01, CFI = 0.99, TLI = 0.99, and RMSEA = 0.025. We checked the factor loadings and the average variance extracted (AVE) to confirm convergent validity. As shown in Table 1, the standardized factor loadings for the two items were lower than 0.7 but were not valid cut-off values [58], suggesting that all loadings were acceptable. Composite reliability and Cronbach’s alpha also exceeded the recommended level of 0.7. We further checked the AVE values, which were above the recommended value of 0.5, indicating strong evidence of convergent validity [59].
Finally, we assessed discriminant validity, as suggested by Fornell and Larcker’s criterion [60]. Specifically, each construct’s AVE must be greater than its square correlation value with the model’s other constructs. As shown in Table 2, all squared correlation values did not exceed the AVE values, indicating significant discriminant validity.

4.2. Common Method Bias

There is generally a high correlation between satisfaction and behavioral intentions. Thus, we tested for potential common method bias by applying Harman’s one-factor method, as proposed by Podsakoff and Organ [61]. The results showed that the first factor did not account for most of the variance. Additionally, there was no single general factor in the unrotated factor structure, indicating no common method bias.

4.3. Results of Hypotheses Testing

Our proposed model includes a primary and secondary moderator to promote a deeper understanding of the three-way interaction [62]. To this end, the PROCESS Macro (M = 3) in SPSS 27 was used to test our hypotheses. Researchers highlight that this analysis method is advantageous when performing conditional process analysis [63,64]. Table 3 summarizes the economic satisfaction–paid membership renewal intention linkage results. The main impact of economic satisfaction on paid membership renewal intention was statistically significant (β = 0.18. p < 0.05), supporting H1. Contrary to our expectations, the primary moderating effect of membership type on the economic satisfaction–paid membership renewal intention linkage was insignificant (β = −0.03. p > 0.05), indicating that H2 was not supported. Despite rejecting the primary moderating role, the secondary moderating effect of promotions on the economic satisfaction–membership renewal intention linkage was significantly positive (β = 0.15. p < 0.05), supporting H4. Interestingly, this result proved the existence of a three-way interaction effect.
Figure 2 presents how the economic satisfaction–paid membership renewal intention linkage changes the responses of the two membership groups according to the sales promotion levels. For example, lower-tiered customers’ positive evaluations of economic satisfaction resulted in stronger paid membership renewal intentions in response to price discounts. In contrast, premium members responded positively to coupons, suggesting that economic satisfaction regarding price discounts will likely dilute.
Table 4 reports the results of the social satisfaction–paid membership renewal intention linkage. As noted, the direct impact of social satisfaction on paid membership renewal intentions was statistically significant (β = 0.31. p < 0.01), supporting H1. These results indicate that social satisfaction has a stronger direct impact on paid membership renewal intentions than economic satisfaction. The result of H3 was similar to H2: the primary moderating effect of membership type on the social satisfaction–paid membership renewal intention linkage was insignificant (β = −0.05. p > 0.05), indicating that H3 was not supported. Finally, the secondary moderating effect of promotions on the same linkage was significantly positive (β = 0.16. p < 0.05), supporting H5.
Figure 3 presents the secondary effect of membership type and the three-way moderating effect of promotional level based on the relationship between social satisfaction and paid membership renewal intentions. The overall three-way moderating role of sales promotions was similar to that of Figure 2. Specifically, in a state of high social satisfaction, premium members responded more positively to coupons than price discounts when deciding to renew their membership. However, Figure 3 differs slightly from Figure 2, as the upward slope increases alongside social satisfaction in response to price discounts and coupons for both customer groups. In summary, when social satisfaction increases more than economic satisfaction, customers for all membership types respond strongly to price discounts and coupons when renewing their paid membership.

5. Discussion

5.1. Theoretical Implications

This study contributes to the theoretical understanding of the two satisfaction types based on which paid members determine their membership renewal. Contrary to the traditional findings on customer satisfaction in the B2B context, Chen et al. [1] found that in the C2C context, only economic satisfaction influences customers’ repeat purchases. Interestingly, our findings have similarities and differences with previous studies. For example, unlike Chen et al.’s findings, our results demonstrated that both economic and social satisfaction affect behavioral intentions. While conventional wisdom tends to view economic satisfaction as a determinant of social satisfaction [9,10], our results showed that these satisfaction types are independent and respond differently to membership types and marketing stimuli. In particular, Butcher [65] found that social satisfaction has the greatest influence on repurchase intentions for initial visits to a café, but this effect gradually dilutes. Our findings show that social satisfaction dramatically improves repurchase intentions, especially when coupons are provided to premium customers.
In line with these observations, our primary contribution is an exploration of how economic and social satisfaction in the B2C context significantly affect paid membership renewal intentions, helping us gain a deeper understanding of hotel membership renewal behavior. Paid hotel members tend to show more significant renewal intentions when pursuing social satisfaction, as their focus shifts from economic satisfaction to social satisfaction when the relationship with a specific partner is prolonged. This contribution extends a comprehensive understanding of satisfaction theory from the existing B2B and C2C contexts to the B2C context. In doing so, this study uncovers similarities and differences in satisfaction types that have differential relationships with membership renewal intentions, which have not been previously examined in the literature.
Furthermore, our results broaden the understanding of the effectiveness of sales promotions from a customer segment perspective, as emphasized in previous studies [66,67]. This study demonstrates that lower-tiered members prefer price discounts to coupons when economic and social satisfaction are high. In contrast, premium members prefer coupons to price discounts when economic and social satisfaction are high. Notably, regardless of the hotel membership level, customers respond eagerly to price discounts and coupons for paid membership renewals when pursuing social satisfaction. Therefore, these results provide insights into hotel customer segments, highlighting that customers seeking social satisfaction respond strongly to promotions. Thus, ensuring customer relationships endure is fundamental to successful relationship management [68].
Finally, the hospitality literature offers mixed results regarding price discounts and coupons from a customer segment perspective. For example, coupons are more crucial in motivating first-time customers to return [69], whereas mixed promotions are important in retaining repeat customers [32]. Additionally, repeat customers prefer bundled discounts to price discounts [70]. However, price discounts are consistently positive for all customer segments. Thus, we conclude that lower-tiered members show a sharp upward response to price discounts when economic and social satisfaction are positive, at least within the hotel industry.

5.2. Managerial Implications

In this section, we focus on how sales promotions affect the relationship between economic or social satisfaction and paid membership renewal intentions by customer segment. Promotions are important in helping existing customers decide whether to renew their membership and exhibit loyalty through continued hotel stays. It is critical to consider how the impact of these promotions may differ depending on the type of paid member. Choosing an effective promotion level can create opportunities and constraints for the various paid hotel membership types. For example, hotel managers can effectively design price discounts to maximize benefits for lower-tiered customers even when these customers are pursuing economic value. For this segment, coupons can somewhat increase renewal intentions; however, price discounts can reduce uncertainty regarding future visits and sharply increase membership renewal intentions.
Managers should consider what price discount level is optimal for these customers. For example, some customers may be delighted with a 5% discount, while others may find even a 10% discount insufficient. Therefore, monitoring and responding to customer experiences through purchasing characteristics, visit frequency, usage history, and light interviews with relevant department representatives may be beneficial.
Promotional strategies for premium membership customers are also essential. Although this segment responds positively to price discounts, they prefer coupons when renewing paid memberships, regardless of satisfaction type, which is consistent with previous studies [32,71]. However, a new approach is required as lower-tiered members can also be repeat customers. For example, the InterContinental Hotel provides premium customers with a free restaurant voucher equivalent to 20% of the membership renewal fee, increasing the frequency of membership renewals and hotel visits. However, as mentioned, it is necessary to utilize customer feedback to determine the coupon payment equivalent to the price discount, as some customers renew their membership without receiving coupons. Thus, determining the payment helps establish the optimal benefits of offering coupons. This is achieved by identifying the characteristics of premium customers to suggest metrics for measuring the potential needs of this group.

6. Conclusions, Limitations, and Future Research Directions

Examining the customer behavioral intention responses to sales promotions is a recent trend in hospitality research [32,72,73]. Naturally, customer satisfaction must precede this intention. However, when different types of satisfaction exist, service providers may experience confusion. Our findings show that social satisfaction has a greater direct effect on behavioral intentions than economic satisfaction.
Prior research on three-way interactions has mainly focused on the direct effect of promotions on behavioral intentions [16] and customer switching intentions [74]. However, this study shows that sales promotions positively affect members’ behavioral intentions when they are satisfied regardless of membership type. While both economic and social satisfaction directly impact paid membership renewal intentions, the satisfaction–intention linkage responds differently by membership type when varying promotional levels are involved. In the paid hotel membership context, when social satisfaction is positive, the impact of different sales promotions on paid membership renewal intentions increases dramatically regardless of membership type. More specifically, low-tier members respond more positively to price discounts when considering renewing their paid membership, while premium members prefer coupons. However, the slope of customer responses is steeper for social satisfaction than economic satisfaction, suggesting that the impact of sales promotions differs by membership type. Our findings provide evidence that the satisfaction–intention mechanism varies by membership type when promotions signal different benefits.
Meanwhile, this study’s limitations derive from the sample size and sales promotions used in our research. Although the sample was based on paid membership lists provided by hotels, it was relatively small. If future researchers do not have a sufficient sample size, comparing popular hotels in large cities with hotels in tourist areas could be an alternative.
Another limitation of our findings is the lack of variation in sales promotion levels. This study used 10% price discounts and coupons with benefits equivalent to a 10% discount to compare the choices of the two member groups. However, four- or five-star hotels sometimes offer non-monetary coupons or gifts rather than price discounts. That is, hotel managers may prefer coupon strategies that exclude direct monetary discounts and encourage frequent hotel visits. Therefore, future research should provide an alternative to how customers choose coupon promotions by comparing coupons (e.g., a complimentary buffet restaurant voucher for a weekday lunch or dinner per person) and through mixed bundling (e.g., a gift voucher with benefits equivalent to coupons or an upgrade to a room with a view), which affords the same benefits as the coupons. As mixed bundling is ubiquitous [75,76], future studies can broaden our findings to provide additional insights into satisfaction and pricing literature.

Author Contributions

Conceptualization, T.W. and H.-Y.H.; methodology, H.-Y.H.; software, T.W.; validation, T.W. and H.-Y.H.; formal analysis, H.-Y.H.; investigation, T.W.; resources, T.W.; data curation, H.-Y.H.; writing—original draft preparation, H.-Y.H.; writing—review and editing, T.W.; visualization, T.W.; supervision, H.-Y.H.; project administration, H.-Y.H. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Institutional Review Board Statement

Not applicable.

Informed Consent Statement

Not applicable.

Data Availability Statement

The data presented in this study are available on request from the corresponding author.

Conflicts of Interest

The authors declare no conflicts of interest.

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Sustainability 16 02813 g001
Figure 1. Conceptual research model.
Figure 1. Conceptual research model.
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Figure 2. The three-way interaction effects of the economic satisfaction–paid membership renewal intention linkage.
Figure 2. The three-way interaction effects of the economic satisfaction–paid membership renewal intention linkage.
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Figure 3. The three-way interaction effects for social satisfaction–paid membership renewal intention linkage.
Figure 3. The three-way interaction effects for social satisfaction–paid membership renewal intention linkage.
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Table 1. Measures and CFA results.
Table 1. Measures and CFA results.
ConstructLoadingt-Value
Economic satisfaction (α = 0.75, AVE = 0.50, CR = 0.85)
My relationship with this hotel was economically satisfactory.
The discounts offered by this hotel resulted in a satisfactory relationship.
I am pleased with my decision to register as a paid member of this hotel due to the benefits it provides.

0.75
0.70
0.67

–
9.54
9.23
Social satisfaction (α = 0.80, AVE = 0.60, CR = 0.89)
My relationship with this hotel is characterized by a feeling of harmony.
I am satisfied with the hotel’s active sharing of information.
My interactions with this hotel have not been characterized by mutual respect (R).

0.76
0.77
0.72

–
10.68
10.10
Paid membership renewal intentions (α = 0.74, AVE = 0.51, CR = 0.85)
I am likely to renew my hotel membership.
I intend to renew my hotel membership.
I desire to renew my hotel membership.

0.72
0.66
0.75

–
8.56
9.78
Table 2. Correlations and discriminant validity.
Table 2. Correlations and discriminant validity.
Mean (SD)123
1. Economic satisfaction3.63 (0.74)0.50
2. Social satisfaction3.59 (0.73)0.26 0.56
3. Renewal intentions3.55 (0.81)0.300.280.56
Note. Italicized numbers are the AVE values. All correlations are significant at p < 0.05.
Table 3. Hypothesis testing for the economic satisfaction–paid membership renewal intention linkage.
Table 3. Hypothesis testing for the economic satisfaction–paid membership renewal intention linkage.
Coefficientt-ValueLLCIULCISupported
Main effects
Economic satisfaction (H1)
Membership type
Promotions
0.18 *2.190.29085.3347Yes
0.07 (ns)
0.25 **		1.76
2.65		−0.6103
1.4879		11.0374
10.1223
Moderating effects
Economic satisfaction × Membership type (H2)
Economic satisfaction × Promotions
Membership type × Promotions
−0.03 (ns)−1.55−3.24600.3912No
−0.22 *−2.48−2.9761−0.3441
−0.19 *−2.26−6.5681−0.4520
Moderated moderation effect
Economic satisfaction × Membership type × Promotion (H4)		 data
0.15 *2.030.02991.9233Yes
Notes. R-square = 0.22; *, p < 0.05; **, p < 0.01; (ns) = Not significant.
Table 4. Hypothesis testing for the social satisfaction–paid membership renewal intention linkage.
Table 4. Hypothesis testing for the social satisfaction–paid membership renewal intention linkage.
Coefficientt-ValueLLCIULCISupported
Main effects
Social satisfaction (H1)
Membership type
Promotions
0.31 **3.401.152114.3101Yes
0.08 (ns)
0.23 **		1.93
2.21		−0.7936
0.6186		12.8397
10.5240
Moderating effects
Social satisfaction × Membership type (H3)
Social satisfaction × Promotions
Membership type × Promotions
−0.05 (ns)−1.49−4.49530.4812No
−0.18 *−2.04−2.6072−0.0495
−0.20 *−2.14−7.3090−0.2952
Moderated moderation effect
Social satisfaction × Membership type × Promotion (H5)		 data
0.16 *1.980.00412.2961Yes
Notes. R-square = 0.31; *, p < 0.05; **, p < 0.01; (ns) = Not significant.
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Wen, T.; Ha, H.-Y. Do Economic and Social Satisfaction Matter Equally in Sustainable Business? Hotel Membership Types and Sales Promotions. Sustainability 2024, 16, 2813. https://doi.org/10.3390/su16072813

AMA Style

Wen T, Ha H-Y. Do Economic and Social Satisfaction Matter Equally in Sustainable Business? Hotel Membership Types and Sales Promotions. Sustainability. 2024; 16(7):2813. https://doi.org/10.3390/su16072813

Chicago/Turabian Style

Wen, Tianhao, and Hong-Youl Ha. 2024. "Do Economic and Social Satisfaction Matter Equally in Sustainable Business? Hotel Membership Types and Sales Promotions" Sustainability 16, no. 7: 2813. https://doi.org/10.3390/su16072813

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