A Study on the Perception Gap of Service Quality in Premium Equestrian Clubs : An AHP Approach

Purpose: The purpose of this study is to analyze the perception gap between horse owners (consumers) and facility managers (providers) regarding the service quality of premium membership equestrian clubs. By employing the Analytic Hierarchy Process (AHP), it identifies the hierarchical priorities of each group to provide strategic insights for the premium equestrian market. Method: Data were collected from 10 high-involvement horse owners and 10 experienced facility managers. A multi-level hierarchical structure consisting of four dimensions (Horseware, Humanware, Hardware, and Operation) and 16 sub-factors was developed. Pairwise comparisons were conducted, and the consistency ratio (CR) was verified to ensure the reliability of the weights. Results: The results were as follows. 1) A significant structural mismatch was identified at the top-level dimensions; horse owners prioritized “horseware” (0.372), whereas managers emphasized “humanware” (0.401). 2) At the sub-factor level, owners ranked “equine health management” and “veterinary care” highest, whereas managers focused on “instructor career” and “professional authority.” 3) Owners perceived “transparency in livery management” as a critical premium factor, reflecting a need for information visibility. 4) The gap indicated a conflict between a provider-centered “training-focused model” and a consumer-centered “relationship-focused model.” 5) The value orientation of horse owners appeared to be shifting from technical instruction toward equine welfare and trust-based management. Conclusion: These findings suggest that the equestrian industry is undergoing a paradigm shift toward a more consumer-oriented, relationship-based service model. To sustain competitiveness, providers should transition from traditional authority-based instruction toward more transparent and data-informed equine management practices. Enhancing information transparency and adopting systematic monitoring of equine welfare may constitute practical strategies for the sustainable development of the premium equestrian market.