On the Recessions Effects: No Buzz in Shopping Malls - Research Paper Example

On the Recession’s Effects: No Buzz in Shopping Malls. Introduction Recession is a decrease in the economy of the country. People stop buying things that are excessive – housing, furniture, clothing, etc. That decreases the sales and cash outlay. Companies have to lay off people because of lack of business and that makes people decrease spending even more. It is a cycle that comes from fear of the future. A recession is a shallow and shorter cycle than a depression A mall offers a great shopping experience. It is the place to go to buy everything you needed with great sales, window shopping, and retail bargains. However, the current recession is turning our shopping malls into ghost towns. It seems that every week another store is closing its doors, going out of business or claiming bankruptcy. The malls look deserted now. Earlier, in normal times they would be bubbling with people. A quick walk through the mall shows you just how. Many malls are taking cost cutting measures by lying off staff and cutting operating hours. By opening later and closing earlier, malls are able to save money on salaries to employees and cut expenses on such things like electricity, heat, air conditioning, and security. The stores that are still open do not mind either. They are able to cut some of the same costs by operating with reduced hours and staff. For many younger people, the recessions impact on malls hurts them the most. As summer approaches, many students, like us, and youngsters will be looking for part time jobs to help spend their time on vacation. But as they head to the malls, they find fewer jobs available. Shopping malls were once money making monsters with stores and companies fighting over premiere locations and anchor units. The purchasing power having come down, there is less buyers in the market. Prices had to be brought down, and that in turn affects production. In the long run this would result in inflation. This paper aims to understand the assorted concepts of economic recession, to examine how economic recession affects the consumers, and to explore how economic recession affects the capitalist economy, especially shopping malls. Thus, hypothesis is framed as: H1: The recession holds back consumers from going to the mall. H2: The recession causes tightness in the budget, thus limit the buying capacity of consumers. H3: Mall sales are alternative measures shopping malls take into account to gain revenue despite the recession. H4: Unemployment, decrease in wages, salaries and other employment benefits and downturn of interest affects consumer behavior. H5: The new consumer behavior brought about by the recession results to retrenchment, bankruptcy and closure of businesses. H6: Alternative marketing strategies are applied by businesses to cope with the recession. H7: Continual and strategic promotions increase sales even in times of recession. Literature Review Recession Defined Recession is an economic phenomenon characterized by declining demand for resources, products and services. A recession in the United States is declared when the gross national product (GNP) decreases for an observable two consecutive quarters. The three-month straight weakening of the leading economic indicators (LEIs) is also an indicator of a recession in the US. Another indicator is when the index of the Association of Purchasing Managers drops lower than 50 points. Whenever this occurs, marketing managers are required to adjust their marketing strategies accordingly in order to maintain consumer-response and profitability (Shama, 1993). The general decline of national income (GDP) also means decline in profits due to decline in salaries, wages, interests and rental income accompanied by an increase in unemployment. Loss of jobs results to loss of health insurance and pension benefits. Unfortunately, these losses are rarely recovered. On the contrary, recession stands for escalated rent, tuition or health bills. The recession also means reduced revenues for a good number of businesses, bankruptcies, suspended opportunities for new business or new product launchings. As a whole, it means reduces tax revenue for government. Unusually, the 2008 recession was led by the rapid decline of house prices while mortgage costs or pay the bills (Madrick, 2008). At the onset of recession subprime loans were viewed to be an admirable alternative for the banks. Numerous big investors not only from America but also from the other parts of the world purchased this type of loans from the initial lenders. The process helped lenders with fresh funds to manage the recession. The said loans were supposedly available until the prices hoist. However, as soon as a decline become evident, the loans were treated as unprofitable as well as dangerous (Mahajan, 2009). In addition to that, there is the credit crisis which disables consumers to loan due to very low home values and doubtful banks. Moreover, the lower dollar rate has caused American manufacturers to export their products cheaper and alarms the inflation warriors (Madrick, 2008). Effects of Recession in Shopping Malls Consumers adjust their shopping behaviors through the varying economic conditions as they are affected by economic catastrophes not only economically but also psychologically. The absence of assurance in their employment and the imminent fear of not being able to cope up with their financial obligations hinder their enjoyment in being a consumer (Shama, 1978). Such changes in the market draw out abrupt reactions from companies. While consumers adjust their spending behaviour, companies take appropriate measures to acclimatize their commercial behaviour. The most practice general measures consist of cost cutting, enriching efficiency, inclining to equity capital, joining foreign markets, limiting investment, reducing production, and re-structuring loans. Nevertheless, these measures will have no positive effect on company performance if not geared toward increasing sales (Zehir, 2005; Laitinen, 2000). Despite the number of studies discussing the general measures taken by companies during recession, deficiency of investigation concerning changes in the marketing strategy is very evident. A recession calls for some changes in the general marketing strategies specifically to the four most important elements of the marketing fusion—product, price, place and promotion (Ang et al., 2000). Product. The product policy applied during recession is to extract weak items from the market. During these times, consumers give importance on the basic characteristics of product such as economy, durability, and functionality; thus, high priority should be given on these aspects when developing new products (Shama, 1981). Further research and development should also be allocated (Williamson, 2001). But then again profitability will have to take a long-term turn. Price. According to Shama (1978), recession compels a substantial change in theg pricing scheme of companies leaning more toward price reductions. The justification is to amplify sales volume within a short period of time. In contrast, this strategy may bring about grave damage to a company as time goes by due to the decrease in profitability. Also, it would spoil the brand image and customers might become defiant when prices return to former levels after the crisis. Rao, Erramilli and Ganesh (1988) suggested that entering worthwhile foreign markets is also an essential strategic choice. Goad (1999) cited that during the Asian crisis in 1997, companies that are proficient in uncovering new foreign markets performed reasonably well despite the fact that their commodities were non-branded. Place. Eliminating unbeneficial liaisons in the distribution channel and the restructuring distribution of scarce company resources to the more efficient channels are very effective approach facing the recession (Kotler and Armstrong, 2006). Choosing the best location, directing strength to discount stores or wholesalers, obtaining alternative distribution channels can gain positive company performance (Ang et al., 2000). Moreover, evaluation of customers can be an alternative. Customer who consumes most time yet not able to help increase revenue can be better released. Creating goodwill with a competitor who can be of better services to this type of customers will be beneficial (Atwell, n.d.). Nonetheless, this kind of decisions should be carefully analysed since it stipulates long-term commitments (Kotler and Armstrong, 2006). Promotion. The alterations companies make in terms of promotion strategies during recession are of great significance. Businesses that heighten marketing campaigns during recession were not considerably less profitable. Instead, their profits improve spectacularly faster at the onset of recovery compared to firms that cut their marketing budget whose earnings essentially drop notwithstanding the economic recovery (Roberts, 2003). Firms that reduced sales staff and cut advertising expenditure performed worse compared to those that maintained or even increased promotional activities (DeDee and Vorhies, 1998). Other measures applied by businesses includes trimming down of manpower. By means of thorough employee evaluation, employees who failed to meet the required grades and those who are not being utilized in their best capacities are withdrawn from the company. The executive structure and the benefits offered to employees are also evaluated and trimmed down (Atwell, n.d.). Procedure There are 60 consumers and 60 mall store owners who have agreed to take the survey (see Appendix A and Appendix B). They were selected through random sampling. An in-depth research was conducted for the first phase of the study. This involved intensive readings of journal articles, case studies and books on marketing—specifically on the topic being discussed. The internet was also utilized in the process. The questionnaire used for the second phase of the study was based on the Likert Scale (see Appendix A). It is a unidimensional scaling method (Trochim, 2006). This scale is an ordered scale whereby respondents are to choose only one option among those that is presented—one that best suit his/her state. Normally, four to seven options are presented, although the five-option is the most common. The frequent form of presentation is an assertion wherein the respondent may agree or disagree to varying degrees (Likert, 1932). Findings Table 1: Table 3: Descriptive Statistics: Effects of the Recession N Minimum Maximum Mean Std. Deviation First1 60 3.00 5.00 4.3000 .61891 First2 60 4.00 5.00 4.6000 .49403 First3 60 4.00 5.00 4.4000 .49403 First4 60 4.00 5.00 4.4000 .49403 First5 60 4.00 5.00 4.0667 .25155 Valid N (listwise) 60 The following are the results of the effects of recession: Goods are being sold at half of its regular price (X= 4.30, sd =.62 ); The products sold at half price are considered good buys (X=4.60, sd=.49); We have used coupons lately (X=4.40, sd=.49); The use of coupons helped increase sales (X=4.40, sd=.49); Our sales have been strongly affected by the recession (X=4.07, sd=.25). Table 2: Table 3: Descriptive Statistics: Ways of Dealing with the Recession N Minimum Maximum Mean Std. Deviation Second1 60 4.00 4.00 4.0000 .00000 Second2 60 4.00 5.00 4.4667 .50310 Second3 60 4.00 5.00 4.4667 .50310 Second4 60 4.00 5.00 4.1667 .37582 Second5 60 4.00 5.00 4.4667 .50310 Second6 60 4.00 5.00 4.2333 .42652 Valid N (listwise) 60 On the ways of dealing with the recession, the following results were garnered: Management could think over a short lease period, in order to provide the flexibility to them (X=4.47, sd=.50); Our falling sales has lead to lower revenues (X=4.47, sd=.50); One-day sales schemes help companies as well as consumers cope with the effects of the recession (X=4.47, sd=.50); Trimming down of manpower alleviate the country from the impacts of the recession (X=4.23, sd=.43); Cost cutting is an effective way to deal with recession (X=4.17, sd=.38); and To attract the crowd, lucrative offers are given to the shop owners of premium brands (X=4.00, sd=.00) Table 3: Descriptive Statistics: Behavioral Outcomes of the Recession N Minimum Maximum Mean Std. Deviation Third1 60 4.00 5.00 4.7333 .44595 Third2 60 3.00 5.00 4.3000 .53043 Third3 60 3.00 5.00 4.0667 .51640 Third4 60 3.00 5.00 3.9333 .44595 Third5 60 3.00 4.00 3.9000 .30253 Third6 60 3.00 5.00 4.2333 .67313 Third7 60 3.00 5.00 4.3000 .64572 Third8 60 3.00 5.00 4.1000 .54306 Valid N (listwise) 60 On the effects of the recession: Going to the mall (X=4.73, sd=.44); Purchasing from malls (X=4.30, sd=.53); Going to one-day sales (X=4.30, sd=.64); Still buying despite to budget constraint (X=4.23, sd=.67); Spending on one-day sales (X=4.10, sd=.54); Buying what I like from the mall (X=4.07, sd=.52); Encouraging friends to go to the mall (X=3.93, sd=.44); and Not haggling with sellers in the mall (X=3.90, sd=.30). Table 4: Correlations TotalRec First1 Pearson Correlation .110 Sig. (2-tailed) .402 N 60 First2 Pearson Correlation .276(*) Sig. (2-tailed) .033 N 60 First3 Pearson Correlation .255(*) Sig. (2-tailed) .049 N 60 First4 Pearson Correlation .255(*) Sig. (2-tailed) .049 N 60 First5 Pearson Correlation -.125 Sig. (2-tailed) .340 N 60 Second1 Pearson Correlation .(a) Sig. (2-tailed) . N 60 Second2 Pearson Correlation .397(**) Sig. (2-tailed) .002 N 60 Second3 Pearson Correlation .188 Sig. (2-tailed) .151 N 60 Second4 Pearson Correlation .070 Sig. (2-tailed) .596 N 60 Second5 Pearson Correlation .292(*) Sig. (2-tailed) .023 N 60 Second6 Pearson Correlation -.135 Sig. (2-tailed) .302 N 60 TotalRec Pearson Correlation 1 Sig. (2-tailed) N 60 * Correlation is significant at the 0.05 level (2-tailed). ** Correlation is significant at the 0.01 level (2-tailed). a Cannot be computed because at least one of the variables is constant. The following are the significant positive correlations with minimizing the impact of the recession: Management could think over a short lease period, in order to provide the flexibility to them (r=.397, p=.002). One-day sales schemes help companies as well as consumers cope with the effects of the recession (r=.292, p=.023). The products sold at half price are considered good buys (First 2) (r=.276, p=.033). We have used coupons lately (First 3) (r=.255, p=.049). The use of coupons helped increase sales (First 4) (.255, p=.049). Table 5: Coefficient of Determination Model R R Square Adjusted R Square Std. Error of the Estimate 1 .693(a) .480 .373 .51111 27% of the variability in minimizing the impact of the recession is accounted for by the variables included in the model. Table 5: Linear Regression. Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta B Std. Error 1 (Constant) -.473 2.000 -.236 .814 First1 -.104 .207 -.100 -.502 .618 First2 .598 .231 .457 2.585 .013 First3 .146 .240 .112 .610 .545 First4 -.442 .307 -.338 -1.440 .156 First5 .222 .294 .086 .754 .454 Second2 .763 .197 .595 3.882 .000 Second3 -.554 .202 -.432 -2.745 .008 Second4 .663 .252 .386 2.630 .011 Second5 .731 .216 .569 3.383 .001 Second6 -.967 .240 -.639 -4.027 .000 a Dependent Variable: TotalRec The following items hold significant, negative relationships with minimizing the impact of the recession: One-day sales schemes help companies as well as consumers cope with the effects of the recession (Second 2) (B=.595, p=.000); Management could think over a short lease period, in order to provide the flexibility to them (Second 5) (B=.569, p=.001); The products sold at half price are considered good buys (First 2) (B=.467, p=.013); Cost cutting is an effective way to deal with recession (Second 4) (B=.386, p=.011). These show the effectual ways in which malls can continue to encourage patronage despite the recession. Discussion There is indeed a very evident decline in the demand for resources, products and services due to the current recession (Shama, 1978). Such decline in the demand is caused by the reduced salaries and wages, increased ratio of unemployment which also lead to loss of health insurance and other benefits. The recession also equates to the downgrade of business, bankruptcies, new business or products (Madrick, 2008). Because of the unstable economic conditions, consumers modify their shopping behaviors. The absence of financial assurance prevents them from being good consumers (Shama, 1978). Meanwhile, as consumers adapt their spending behaviour with the recession, companies form strategies to moderate their commercial behaviour. The general measures are cost cutting, joining foreign markets, inclining to equity capital, reducing production, limiting investment, enriching efficiency, and re-structuring loans (Zehir, 2005; Laitinen, 2000). Managers and business owners alter the four most important elements of the marketing fusion—product, price, place and promotion (Ang et al., 2000). By means of thorough employee evaluation, businesses also cut down human resources. Employees who failed to meet the company standards and those whose best capacities are not being utilized by the company are released from the company. The management structure and the employee benefits are also assessed and lessened (Atwell, n.d.). Conclusion Recession leads to major changes in the society. It brings tremendous movement in the structure of companies, in the management strategies implemented by the companies and behaviors of the people toward spending. The sudden rise of unemployment, issues in wages, salaries and other employment benefits coupled by the decline of interest affects consumer behavior. As a consequence, business revenues also took a downturn which in return results to bankruptcy, retrenchment and closure of businesses. To be able to survive the recession, businesses apply alternative marketing strategies—price reduction, limited new business ventures, alternate business channel (including location) and improved advertising schemes. Indeed continual and strategic promotions increase sales even in times of recession. This includes mall sales and use of coupons to purchase goods as these are undeniably beneficial to both companies and consumers. References Ang, S.H., Leong, S.M. and Kotler, P. (2000), “The Asian apocalypse: crisis marketing for consumer and businesses”, Long Range Planning, Vol. 33, pp. 97-119. Atwell, P. (n.d.). Tough Business Decisions a Recession Causes. Helium, Inc. DeDee, K.J. and Vorhies, D.W. (1998), “Retrenchment activities of small firms during economicdownturn: an empirical investigation”, Journal of Small Business Management, Vol. 36 No. 3, pp. 46-61. Goad, G.P. (1999), “Playing by new rules”, Far Eastern Economic Review, May, pp. 38-9. Kotler, P. and Armstrong, G. (2006), Principles of Marketing, 11th ed., Pearson-Prentice Hall, Englewood Cliffs, NJ. Laitinen, E.K. (2000), “Long-term success of adaptation strategies: evidence from Finnish companies”, Long Range Planning, Vol. 33, pp. 805-30. Likert, R. (1932). A Technique for the Measurement of Attitudes, Archives of Psychology, No.140. Madrick, J., (2008). What Does Recession Means? It Means Economic Suffering. The Alex Jones Company. Mahajan, S., (2009). The Causes and Effects of Recession. Retrieved on December 13, 2009 from http://theviewspaper.net/the-causes-and-effects-of-recession/ Rao, C.P., Erramilli, M.K. and Ganesh, G.K. (1988), “Impact of domestic recession on export marketing behavior”, International Marketing Review, Vol. 7 No. 2, pp. 54-65. Roberts, K. (2003), “What strategic investment should you make during a recession to gain competition”, Strategy & Leadership, Vol. 31 No. 4, pp. 31-9. Trochim, W.M.K. (2006). Likert Scaling. Web Center for Social Research Methods, Shama, A. (1981), “Coping with stagflation: voluntary simplicity”, Journal of Marketing, Vol. 45, pp. 120-34. Shama, A. (1978), “Management and consumers in an era of stagflation”, Journal of Marketing, July, pp. 43-52. Shama, A., (1993). Marketing Strategies During Recession: A comparison of small and large firms. Journal of Small Business Management. Williamson, P.J. (2001), “The new competitive game in Asia”, Ivey Business Journal, Vol. 65, pp. 30-4. Zehir, C. (2005), “The activation level of crises and the change of strategic targets of enterprises in Turkey during the depression era”, Journal of the American Academy of Business, Vol. 5 No. 2, pp. 293-9. Appendix A – Survey Questionnaire for Store Owners Goods are being sold at half price rate. Naturally with less shoppers, the sellers are forced to sell their products at a cheaper rate. Or use coupons at a given store. 1. Goods are being sold at half of its regular price Strongly Agree Agree Neutral Disagree Strongly Disagree        2. The products sold at half price are considered good buys Strongly Agree Agree Neutral Disagree Strongly Disagree   3. We have used coupons lately. Strongly Agree Agree Neutral Disagree Strongly Disagree 4. The use of coupons helped increase sales. Strongly Agree Agree Neutral Disagree Strongly Disagree 5. Our sales have been strongly affected by the recession Strongly Agree Agree Neutral Disagree Strongly Disagree This recession will profoundly transform the way we live, think, and work. I’d like to encapsulate different aspects of the effects of this recession I think we’ll see over our lifetimes. Whether you agree or disagree, please write your responses. 1. To attract the crowd, lucrative offers are given to the shop owners of premium brands. Strongly Agree Agree Neutral Disagree Strongly Disagree 2. Management could think over a short lease period, in order to provide the flexibility to them? Strongly Agree Agree Neutral Disagree Strongly Disagree 3. Our falling sales has lead to lower revenues. Strongly Agree Agree Neutral Disagree Strongly Disagree 4. Cost cutting is an effective way to deal with recession. Strongly Agree Agree Neutral Disagree Strongly Disagree 5. One-day sales schemes help companies as well as consumers cope with the effects of the recession. Strongly Agree Agree Neutral Disagree Strongly Disagree 6. Trimming down of manpower alleviate the country from the impacts of the recession. Strongly Agree Agree Neutral Disagree Strongly Disagree Appendix B – Survey Questionnaire for Consumers The recession also changed the way we spend our time and money. Please indicate the frequency you do the following: 1. Going to the mall? Very often Often Sometimes Seldom Never 2. Purchasing from malls? Very often Often Sometimes Seldom Never 3. Buying what I like from the mall? Very often Often Sometimes Seldom Never 4. Encouraging friends to go to the mall? Very often Often Sometimes Seldom Never 5. Not haggling with sellers in the mall? Very often Often Sometimes Seldom Never 6. Still buying despite budget constraints? Very often Often Sometimes Seldom Never 7. Going to one-day sales? Very often Often Sometimes Seldom Never 8. Spending on one-day sales? Very often Often Sometimes Seldom Never Appendix B – SPSS Results Descriptive Statistics N Minimum Maximum Mean Std. Deviation First1 60 1.00 30.00 15.5000 8.72848 First2 60 4.00 5.00 4.6000 .49403 First3 60 4.00 5.00 4.4000 .49403 First4 60 4.00 5.00 4.4000 .49403 First5 60 4.00 5.00 4.0667 .25155 Valid N (listwise) 60 Descriptive Statistics N Minimum Maximum Mean Std. Deviation Second1 60 4.00 4.00 4.0000 .00000 Second2 60 4.00 5.00 4.4667 .50310 Second3 60 4.00 5.00 4.4667 .50310 Second4 60 4.00 5.00 4.1667 .37582 Second5 60 4.00 5.00 4.4667 .50310 Second6 60 4.00 5.00 4.2333 .42652 Valid N (listwise) 60 Descriptive Statistics N Minimum Maximum Mean Std. Deviation Third1 60 4.00 5.00 4.7333 .44595 Third2 60 3.00 5.00 4.3000 .53043 Third3 60 3.00 5.00 4.0667 .51640 Third4 60 3.00 5.00 3.9333 .44595 Third5 60 3.00 4.00 3.9000 .30253 Third6 60 3.00 5.00 4.2333 .67313 Third7 60 3.00 5.00 4.3000 .64572 Third8 60 3.00 5.00 4.1000 .54306 Valid N (listwise) 60 Correlations First1 First2 First3 First4 First5 Second1 Second2 Second3 Second4 Second5 Second6 TotalRec First1 Pearson Correlation 1 .063 .118 .063 -.093 .(a) .170 -.262(*) .109 .093 .241 .189 Sig. (2-tailed) .633 .370 .633 .481 . .195 .043 .409 .481 .063 .147 N 60 60 60 60 60 60 60 60 60 60 60 60 First2 Pearson Correlation .063 1 .667(**) .389(**) -.327(*) .(a) .355(**) .491(**) .000 .218 .290(*) .276(*) Sig. (2-tailed) .633 .000 .002 .011 . .005 .000 1.000 .094 .025 .033 N 60 60 60 60 60 60 60 60 60 60 60 60 First3 Pearson Correlation .118 .667(**) 1 .306(*) -.218 .(a) .600(**) .464(**) .000 -.082 .193 .255(*) Sig. (2-tailed) .370 .000 .018 .094 . .000 .000 1.000 .534 .139 .049 N 60 60 60 60 60 60 60 60 60 60 60 60 First4 Pearson Correlation .063 .389(**) .306(*) 1 -.218 .(a) .191 .055 .183 .600(**) .032 .255(*) Sig. (2-tailed) .633 .002 .018 .094 . .144 .679 .163 .000 .807 .049 N 60 60 60 60 60 60 60 60 60 60 60 60 First5 Pearson Correlation -.093 -.327(*) -.218 -.218 1 .(a) -.250 -.250 -.120 -.250 -.147 -.125 Sig. (2-tailed) .481 .011 .094 .094 . .054 .054 .363 .054 .261 .340 N 60 60 60 60 60 60 60 60 60 60 60 60 Second1 Pearson Correlation .(a) .(a) .(a) .(a) .(a) .(a) .(a) .(a) .(a) .(a) .(a) .(a) Sig. (2-tailed) . . . . . . . . . . . N 60 60 60 60 60 60 60 60 60 60 60 60 Second2 Pearson Correlation .170 .355(**) .600(**) .191 -.250 .(a) 1 .464(**) -.060 -.071 .116 .397(**) Sig. (2-tailed) .195 .005 .000 .144 .054 . .000 .650 .588 .378 .002 N 60 60 60 60 60 60 60 60 60 60 60 60 Second3 Pearson Correlation -.262(*) .491(**) .464(**) .055 -.250 .(a) .464(**) 1 -.060 .196 -.042 .188 Sig. (2-tailed) .043 .000 .000 .679 .054 . .000 .650 .133 .749 .151 N 60 60 60 60 60 60 60 60 60 60 60 60 Second4 Pearson Correlation .109 .000 .000 .183 -.120 .(a) -.060 -.060 1 .299(*) .599(**) .070 Sig. (2-tailed) .409 1.000 1.000 .163 .363 . .650 .650 .020 .000 .596 N 60 60 60 60 60 60 60 60 60 60 60 60 Second5 Pearson Correlation .093 .218 -.082 .600(**) -.250 .(a) -.071 .196 .299(*) 1 .116 .292(*) Sig. (2-tailed) .481 .094 .534 .000 .054 . .588 .133 .020 .378 .023 N 60 60 60 60 60 60 60 60 60 60 60 60 Second6 Pearson Correlation .241 .290(*) .193 .032 -.147 .(a) .116 -.042 .599(**) .116 1 -.135 Sig. (2-tailed) .063 .025 .139 .807 .261 . .378 .749 .000 .378 .302 N 60 60 60 60 60 60 60 60 60 60 60 60 TotalRec Pearson Correlation .189 .276(*) .255(*) .255(*) -.125 .(a) .397(**) .188 .070 .292(*) -.135 1 Sig. (2-tailed) .147 .033 .049 .049 .340 . .002 .151 .596 .023 .302 N 60 60 60 60 60 60 60 60 60 60 60 60 * Correlation is significant at the 0.05 level (2-tailed). ** Correlation is significant at the 0.01 level (2-tailed). a Cannot be computed because at least one of the variables is constant. Variables Entered/Removed(b) Model Variables Entered Variables Removed Method 1 Second6, First4, Second3, First1, First5, Second2, Second4, First3, First2, Second5(a) . Enter a All requested variables entered. b Dependent Variable: TotalRec Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate 1 .693(a) .480 .373 .51111 a Predictors: (Constant), Second6, First4, Second3, First1, First5, Second2, Second4, First3, First2, Second5 ANOVA(b) Model Sum of Squares df Mean Square F Sig. 1 Regression 11.799 10 1.180 4.517 .000(a) Residual 12.801 49 .261 Total 24.600 59 a Predictors: (Constant), Second6, First4, Second3, First1, First5, Second2, Second4, First3, First2, Second5 b Dependent Variable: TotalRec Coefficients(a) Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta B Std. Error 1 (Constant) -.515 2.004 -.257 .798 First1 .003 .009 .037 .291 .772 First2 .610 .230 .467 2.656 .011 First3 .109 .241 .084 .453 .652 First4 -.528 .234 -.404 -2.253 .029 First5 .244 .292 .095 .833 .409 Second2 .780 .195 .607 4.002 .000 Second3 -.536 .231 -.418 -2.323 .024 Second4 .673 .252 .392 2.673 .010 Second5 .698 .230 .544 3.034 .004 Second6 -.990 .237 -.654 -4.187 .000 a Dependent Variable: TotalRec Appendix C – Raw Data Resp First1 First2 First3 First4 First5 Second1 Second2 Second3 Second4 1.00 5.00 5.00 4.00 5.00 4.00 4.00 4.00 5.00 4.00 2.00 4.00 5.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 3.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 4.00 4.00 5.00 5.00 5.00 5.00 4.00 4.00 5.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 6.00 5.00 5.00 5.00 5.00 4.00 4.00 5.00 5.00 5.00 7.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 8.00 5.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 9.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 10.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 11.00 3.00 5.00 4.00 4.00 4.00 4.00 5.00 5.00 4.00 12.00 4.00 5.00 5.00 4.00 4.00 4.00 5.00 5.00 4.00 13.00 5.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 14.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 15.00 3.00 5.00 5.00 5.00 4.00 4.00 5.00 4.00 4.00 16.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 17.00 4.00 5.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 18.00 3.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 4.00 19.00 5.00 5.00 5.00 5.00 4.00 4.00 5.00 5.00 4.00 20.00 3.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 21.00 5.00 5.00 5.00 5.00 4.00 4.00 5.00 5.00 5.00 22.00 4.00 5.00 5.00 4.00 4.00 4.00 5.00 4.00 4.00 23.00 5.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 24.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 25.00 3.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 26.00 5.00 5.00 5.00 5.00 4.00 4.00 5.00 5.00 4.00 27.00 4.00 5.00 5.00 4.00 4.00 4.00 5.00 5.00 4.00 28.00 5.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 29.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 30.00 5.00 5.00 5.00 5.00 4.00 4.00 5.00 4.00 4.00 31.00 5.00 5.00 4.00 5.00 4.00 4.00 4.00 5.00 4.00 32.00 4.00 5.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 33.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 4.00 34.00 5.00 5.00 5.00 5.00 4.00 4.00 5.00 5.00 4.00 35.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 36.00 5.00 5.00 5.00 5.00 4.00 4.00 5.00 5.00 5.00 37.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 38.00 5.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 39.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 40.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 41.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 5.00 4.00 42.00 4.00 5.00 5.00 4.00 4.00 4.00 5.00 5.00 4.00 43.00 5.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 44.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 45.00 5.00 5.00 5.00 5.00 4.00 4.00 5.00 4.00 4.00 46.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 47.00 4.00 5.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 48.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 4.00 49.00 5.00 5.00 5.00 5.00 4.00 4.00 5.00 5.00 4.00 50.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 51.00 5.00 5.00 5.00 5.00 4.00 4.00 5.00 5.00 5.00 52.00 4.00 5.00 5.00 4.00 4.00 4.00 5.00 4.00 4.00 53.00 5.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 54.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 55.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 56.00 5.00 5.00 5.00 5.00 4.00 4.00 5.00 5.00 4.00 57.00 4.00 5.00 5.00 4.00 4.00 4.00 5.00 5.00 4.00 58.00 5.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 59.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 60.00 5.00 5.00 5.00 5.00 4.00 4.00 5.00 4.00 4.00 Second5 Second6 Third1 Third2 Third3 Third4 Third5 Third6 5.00 4.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 5.00 4.00 5.00 4.00 4.00 5.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 3.00 5.00 4.00 5.00 4.00 3.00 3.00 3.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 3.00 4.00 4.00 5.00 3.00 4.00 4.00 4.00 4.00 5.00 4.00 5.00 5.00 3.00 3.00 3.00 3.00 4.00 4.00 4.00 4.00 4.00 3.00 4.00 4.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 5.00 4.00 3.00 3.00 4.00 4.00 4.00 5.00 5.00 3.00 5.00 4.00 3.00 5.00 4.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 5.00 4.00 5.00 4.00 4.00 5.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 5.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 4.00 5.00 5.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 4.00 5.00 4.00 4.00 5.00 4.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 5.00 4.00 5.00 4.00 4.00 5.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 3.00 5.00 4.00 5.00 4.00 3.00 3.00 3.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 3.00 4.00 4.00 5.00 3.00 4.00 4.00 4.00 4.00 5.00 4.00 5.00 5.00 3.00 3.00 3.00 3.00 4.00 4.00 4.00 4.00 4.00 3.00 4.00 4.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 5.00 4.00 3.00 3.00 4.00 4.00 4.00 5.00 5.00 3.00 5.00 4.00 3.00 5.00 4.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 5.00 4.00 5.00 4.00 4.00 5.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 5.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 4.00 5.00 5.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 4.00 5.00 4.00 4.00 Third7 Third8 TotalRec 5.00 4.00 5.00 5.00 4.00 4.00 5.00 4.00 4.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 3.00 4.00 3.00 4.00 3.00 5.00 5.00 4.00 3.00 3.00 4.00 4.00 5.00 3.00 4.00 4.00 4.00 4.00 4.00 4.00 3.00 3.00 3.00 5.00 5.00 5.00 4.00 5.00 5.00 4.00 4.00 5.00 4.00 4.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 5.00 5.00 5.00 4.00 4.00 5.00 4.00 4.00 5.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 5.00 4.00 5.00 5.00 4.00 4.00 5.00 4.00 4.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 3.00 4.00 3.00 4.00 3.00 5.00 5.00 4.00 3.00 3.00 4.00 4.00 5.00 3.00 4.00 4.00 4.00 4.00 4.00 4.00 3.00 3.00 3.00 5.00 5.00 5.00 4.00 5.00 5.00 4.00 4.00 5.00 4.00 4.00 5.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 5.00 4.00 4.00 4.00 5.00 5.00 5.00 4.00 4.00 5.00 4.00 4.00 5.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 Read More