INTRODUCTION Customer loyalty is considered as the foundation of competitive advantage and has strong influence on companys performance (Rust

et al., 2000). Zeithaml et al. (1996) defines customer loyalty as the willingness to stay with current service provider. Loyalty is a purchasers commitment with service, product, or brand (Oliver, 1999). Customer loyalty is evident itself in variety of the behaviors, the more common being repeatedly patronizing the service provider and recommending the service provider to other customers (Lam et al., 2004; Zeithamlet al. 1996). A customers point of view about value acknowledgement from service provider may motivate him/her to patronize the provider again. Numerous research studies showed that companies can generate more profit through retaining their current customers rather than to attain previous ones (Hogan et al., 2003,Lee-Kelley et al., 2003). Furthermore, it was observed that loyal customers were less interested in changing the company because of price and they also engaged in positive word-of-mouth communication and refer it to other customers (Reichheld & Teal, 1996).In 2003, Anderson and Srinivasan claimed that a dissatisfied customer is more likely to search for information on alternatives and more likely to yield to competitor overtures than is a satisfied customer. These annotations point to the significance of customer loyalty, which provides growth, and continued survival for the companies operating in service sector. Due to high competition in service sector companies often respond by formulating customer retention strategies. (Egan, 2004).Superior customer loyalty in service industries will lead to better productivity. Several researches had focused on probing the association of customer loyalty with its antecedents (Yi & Gong, 2008; McMullan &Gilmore, 2008; Ibanez et al. 2006; Liu et al.2005; Aydin & Ozer, 2005; Sirdeshmukh et al. 2002; Cronin et al. 2000). In addition, researchers have also tried to examine the moderation effect of switching costs on the relationship between customer satisfaction and loyalty (Bell et al. 2005; Jones et al.2000). Besides the antecedent role of customer satisfaction, previous research has also tried to examine relatedness among corporate image, perceived value and servicequality and their influence on customerloyalty (Andreassen & Bodil, 1998; Park et al., 2006). LITERATUR
Previous studies of marketing have pointed out that the key of corporate success and competitive advantage is the enhancement of service quality, perceived value, and customer satisfaction (Patterson & Spreng, 1997; Khatibi et al., 2002; Landrum & Prybutok, 2004; Wang et al., 2004; Yang & Peterson, 2004).
Customer satisfaction or client satisfaction, according to Fornell et al., (1996), lies at the core of a sequence of relationships, including the antecedents of customer satisfaction (perceived quality and perceived value) as well as the consequence of customer satisfaction (loyalty). Client satisfaction/dissatisfaction requires experience with the service, and is influenced by the perceived quality and the value of the service (Anderson et al., 1994). It has been agreed in the literature long ago that value as perceived by the client is a strategic weapon in attracting and retaining customers and has become one of the most significant factors in the success of both manufacturing business and service providers (Gale, 1994; Zeithaml, 1988; Zeithaml et al.,1996; Woodruff, 1997; Parasuraman, 1997).

According to Zeithaml (1988),perceived value is the customers overall assessment of the utility of a product based on perceptions of what is received and what is given.

Offering superior value to the customer is essential for creating and maintaining longterm customer-supplier relationships (Sharma, Krishnan and Grewal,2001; Eggert, Ulaga and Schultz, 2006). The AMA (2004) considers perceived value as the key element of marketing. In this sense, for authors as Prahalad and Ramaswamy (2004) and Vargo and Lusch, (2004) perceived value is always co-created in interaction, even though the value of such interactive experience is a matter for determination by the customer.
Perceived value has its root in equity theory, which considers the ratio of the consumers outcome/input to that of the service providers outcome/input (Oliver & DeSarbo, 1988). Sirdeshmukh, Singh, and Sabol (2002) argue that customer value is a superordinate goal and customer loyalty is a subordinate goal, as it is a behavioral intention.

Corporate image (Corporate) image in the service marketing literature was early identified as an important factor in the overall evaluation of the service and the company (Bitner, 1991; Grnroos, 1984;Gummesson and Grnroos, 1988).
Corporate image is defined as the perception of an organisation in the customers minds, referring to the brand and the kind of associations that customers obtain from a brand, goods, service and/or organisation (Nguyen & Leblanc, 2002; Simoes, Dibb, & Fisk, 2005). According to Faullant, Matzler, and Fller (2008),

Corporate image is described as the overall impression made on the minds of the public about a Proceedings of the 7th International Conference on Innovation & Management 1015firm (Barich and Kotler, 1991). (Nguyen and Leblanc 2001, p. 228) claim that corporate image is related to the physical and behavioral attributes of the firm, such as business name, architecture, variety of products/services, and to the impression of quality communicated b y each person interacting with the firms clients

Service Quality Parasuraman et al. (1985, 1988) conceived that service quality is the difference between customers expectation and their perceived performance of a service. Service quality is
consumers judgment of the excellence and superiority of the service encounter (Zeithaml & Bitner, 2003). The concept of service quality has been increasingly popular since its inception in the late 1970s (Antony, Antony, & Ghosh, 2004). Service quality is vital to the success of any service organization (Shahin & Dabestani, 2010). Service quality and customer satisfaction are viewed as key drivers of customer loyalty (Lai et al., 2009), and research generally tends to consider the links between key drivers and loyalty (Balabanis et al., 2006; Guo et al., 2009). Many researchers find that high service quality correlates with relatively high customer satisfaction (Cronin et al., 2000), which in turn drives loyalty (Ennew and Binks, 1999; Lai et al., 2009). Overall, the causal order of service quality leading to customer satisfaction receives considerable support and empirical validation (Bove and Johnson, 2001; Brady and Robertson, 2001),and this link further explains the variance in customer loyalty. Existing research on services and relationships treats customer service as a major operating variable, and focuses on measuring the resulting customer satisfaction, retention, repeat purchases, and word-of-mouth (Sun, 2006). Rust and Chung (2006) gave an excellent review of existing marketing models of service and

customer relationship management. They proposed that service quality tends to encourage customer loyalty to the service provider. Aydin and Ozer (2005) claim that a corporate image emerges from a customers net consumption experiences; hence, perceptions of service quality affect corporate image. Brown and Dacin (1997) claim corporate image derives from customers perceptions of capability and social responsibility.

Marketers realized that to retain customers, and to support market growth, they must provide high quality of service (Dabholkar, Shephard & Thorpe, 2000; Zeithaml, 2002). It is said that service quality is an important antecedent of consumer assessment of value, which in turn influences customer satisfaction, which then motivates loyalty (Babakus & Boller, 1992). Parasuraman et al. (1985) argued that evaluation of service quality is difficult as compared to physical goods. Physical existence of goods facilitates the customers to buy them due to its aesthetic characteristics. Services are considered as intangible because we are unable to see, touch or feel them (Hoffman and Bateson, 2002). Hanson (2000) suggested that service quality shows the organization's ability to meet customers' desires and needs. So organization must improve their services to meet the customers' wants and requirements. It is found that 13 customers' perception of service quality is very important for managers to compete in the market (Hoffman and Bateson, 2002). service quality is the outcome of customers' comparison between expectations and performance (Gronroos, 1982). In addition to that, a higher level of perceived service performance leads to a high level of perceived value (Lim et al, 2006). According to Schiffman and Kanuk (2004), the overall objective of providing value to customers continuously and more effectively than competitors is to have and to retain highly satisfied customers.