Operationalises the service quality -> customer value -> satisfaction -> behavioural intentions chain in hotel contexts. Oh's model demonstrates that perceived value partially mediates the relationship between service quality and satisfaction — an important advance over pure quality-satisfaction models. The scale captures how guests integrate quality perceptions with price paid to form a value judgment, which in turn drives satisfaction and post-stay intentions. The model establishes that value is not reducible to quality: a high-quality stay at excessive price may produce lower satisfaction than a moderate-quality stay at fair price, because value perceptions act as a crucial intermediary. Widely used in hotel, resort, and cruise research testing integrated customer experience models.
Likert (1–7, strongly disagree to strongly agree)
Service Quality — overall assessment of hotel service quality (Likert 1–7, strongly disagree to strongly agree)
Value for Money — perceived worth relative to price paid
Customer Satisfaction — overall satisfaction with the hotel stay
Full scale items shown. Always cite the original source when using this scale in research.
Four subscale scores. Perceived value has independent direct effects on satisfaction over and above service quality — operationally critical for hotel pricing strategy. High quality perceptions do not guarantee high satisfaction when price is perceived as excessive; value perceptions act as an amplifier or dampener. Particularly applicable in luxury and upscale hotel segments where price-quality trade-offs are salient.
Oh, H. (1999). Service quality, customer satisfaction, and customer value: A holistic perspective. International Journal of Hospitality Management, 18(1), 67–82.
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