Global Journal of Management and Business Research, E: Marketing, Volume 23 Issue 1

Figure 2: PLS-SEM Structured Model Table 6: Hypothesis Testing Hypotheses Code Structural Paths Path Coefficients T Statistics P Values Decisions H1 EXP -> PSQ 0.126 1.28 0.201 Unsupported H2 EXP -> CS -0.325 4.391 *** Supported H3 PSQ -> CS 0.513 7.154 *** Supported H4 FMC -> EXP 0.58 11.075 *** Supported H5 FMC -> PSQ 0.375 4.231 *** Supported H6 FMC -> CS 0.017 0.193 0.847 Unsupported H7 FMC -> CL 0.092 1.294 0.196 Unsupported H8 EXP -> CL -0.204 2.634 *** Supported H9 PSQ -> CL 0.319 3.871 *** Supported H10 CS -> CL 0.4 5.129 *** Supported Indirect Effects EXP -> CS -> CL -0.13 3.441 *** Partial Mediation FMC -> EXP -> CS -> CL -0.075 3.209 *** Complementary Full Mediation PSQ -> CS -> CL 0.205 4.108 *** Partial Mediation FMC -> PSQ -> CS -> CL 0.077 2.837 *** Complementary Full Mediation FMC -> EXP -> CL -0.118 2.525 *** Full Mediation FMC -> PSQ -> CL 0.12 2.877 *** Full Mediation FMC -> EXP -> CS -0.189 3.998 *** Full Mediation FMC -> PSQ -> CS 0.192 3.574 *** Full Mediation Note: * p <0.05; ** p <0.01; *** p <0.001. EXP = Customer expectation; PSQ = Perceived service quality; FMC = Firm marketing communication; CS = Customer satisfaction; CL = Customer loyalty. VI. D iscussion and I mplications a) Summary of Main Findings In the current business climate, it is difficult for a fitness firm to stand out (Hu, 2004). To establish and maintain long-term customer connections, a firm must prioritize communication that caters to customers' needs and desires. This implies that for a fitness firm to be recognized and acknowledged by its stakeholders, it must continually communicate with its customers Customer Loyalty in the Fitness Club Industry: The Role of Club Communication, Customer Expectation and Perceived Service Quality 53 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( )E © 2023 Global Journals