This study was conducted to provide basic data and insight into behaviors that result in increased continuous sales and competitiveness. This was done by examining the effect of personal involvement on customer satisfaction and trust, the effect of customer satisfaction on switching cost and loyalty, the effect of trust on switching cost and loyalty and by analyzing the indirect effect of trust and loyalty to personal involvement on switching cost and loyalty of the patrons of casual dining restaurants. In order to achieve the goals of the study, a hypothesis and structural equation were proposed based on preceding research and the proposed model was analyzed using LISREL 8.30 to prove the hypothesis and better understand the interactions between the cause and effect. The results were as follows: Six proposed hypothesis were chosen and the indirect effect was verified. In other words, customers' personal involvement was shown to have an effect on trust and devotion and satisfaction influenced switching cost and loyalty. Trust had an effect on switching cost and loyalty and by analyzing the indirect effect the customers' personal involvement was shown to affect the switching cost and loyalty through satisfaction and trust. The result of this analysis provides clues to better understand the eating-out behavior of customers and proves that personal involvement, satisfaction, trust, switching cost and loyalty are directly and indirectly related.

This research suggests critical and specific decisive variables that affect general service quality of the products in family restaurants, considering features of services in which consumption and production happens simultaneous by collecting the raw data through point of sales. It also analyses the factors and helps to offer them practical strategies by providing managers of the restaurants and marketers with empirical viewpoints based on the research. Generally, family restaurants need their own physical environment and are required to encourage customers to revisit themselves by maintaining pleasant environment as well as, considering space for customers and for employees' working routes and effective maintenance of the facilities. The result of the study also tells that even if the unimportant factors did not affect much on the restaurants, management over these factors can be a differentiated strategy for competitive advantage over the other businesses.