Striving to ensure beneficial equilibrium between supply and demand for their goods, experts in marketing and management focus on customers’ behavior and apply various methods to measure internal driving forces of purchasing decisions. The measurement of customer satisfaction and evaluation of customer-perceived value are the two basic measurement models that allow anticipating customers’ loyalty and preferences. However, Swaddling and Miller (2002) state that measurements of customer-perceived value provide results that are more appropriate for marketing planning. By referring to the article “Don’t Measure Customer Satisfaction” written by Swaddling and Miller (2002), this paper will discuss which of the approaches is more valid and relevant. Customer satisfaction is a parameter that represents how acquired goods and services meet customers’ expectations (Jiang, Jun, & Yang, 2016). Although the measurement of customer satisfaction provides information that is useful for improving marketing or production processes (Swaddling & Miller, 2002, p. 64), this analytical tool entails some limitations. Specifically, Swaddling and Miller (2002) emphasize several weaknesses of customer satisfaction measurements as follows: 1) prospective customers are not included in the evaluation process; 2) previous experiences are only measured; 3) product or service features are assessed instead of their benefits (p. 63). Thus, customer satisfaction measurements allow “determining the customer’s reactions to a specific event or experience” (Swaddling & Miller, 2002, p. 63), but they neither provide holistic insight into potential purchasing decisions nor predict customer loyalty. Customer loyalty implies buyers’ intentions to make repeat purchases and their willingness to acquire goods in case of a price increase. Excessive reliance on the measurement of customer satisfaction is rooted in the belief that a satisfied client will necessarily become a loyal customer. This misconception encompasses suggestions that a satisfied customer will make purchases again and recommend products and services to other potential customers. However, a high level of satisfaction does not guarantee that clients will make repeat purchases. Conversely, buyers with a low level of satisfaction can remain loyal due to their inertia, lack of experience in using other products or services, insufficient information about available offerings, convenient location of facilities, and so forth. Recent marketing-oriented research studies identify customer-perceived value (CPV) as a major predictor of customer loyalty (Swaddling & Miller, 2002; Jiang et al., 2016). According to Swaddling and Miller (2002), simultaneous involvement of buyers with past purchasing experiences and prospective customers in the evaluation process ensures results that are more accurate in comparison with those obtained via customer satisfaction measurements. Acquiring products, a consumer hopes to get a great number of advantages whose expected value exceeds costs spent on obtaining them. While applying CPV measurement, a researcher clarifies customers’ perceptions associated with the future value of goods or services (Swaddling & Miller, 2002). Thus, this approach allows anticipating customer loyalty. CPV cannot be considered as a one-dimension construc