Impact of e-Service Quality on Satisfaction and Loyalty Intentions Differences between Buye

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质量与检测外文文献翻译、中英文翻译、检测检验类外文翻译

Quality and InspectionAccording to the American Society for Quality Control (ASQC), quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy given needs. The definition implies that the needs of the customer must be identified first because satisfaction of those needs is the “bottom line” of achieving quality. Customer needs should then be transformed into product features and characteristics so that a design and the product specifications can be prepared.In addition to a proper understanding of the term quality, it is important to understand the meaning of the terms quality management, quality assurance, and quality control.Quality management is that aspect of the overall management function that determines and implements the quality policy. The responsibility for quality management belongs to senior management. This activity includes strategic planning, allocation of resources, and related quality program activities.Quality assurance includes all the planned or systematic actions necessary to provide adequate confidence that a product or service will satisfy given needs. These actions are aimed at providing confidence that the quality system is working properly and include evaluating the adequacy of the designs and specifications or auditing the production operations for capability. Internal quality assurance aims at providing confidence to the management of a company, while external quality assurance provides assurance of product quality to those who buy from that company.Quality control companies the operational techniques and activities that sustain a quality of product or service so that the product will satisfy given needs. The quality control function is closest to the product in that various techniques of unsatisfactory sources of quality performance.Many of the quality systems of the past were designed with the objective of sorting good products from bad products during the various processing steps. Those products judged to be bad had to be reworked to meet specifications. If they could not be reworked, they were scrapped. This type of system is known as a “detection correction” system. With this system, problems were not found until the products were inspected or when they were used by the customer. Because of the inherent nature of human inspectors, the effectiveness of the sorting operations was often less than 90%. Quality systems that are preventive in nature are being widely implemented. These systems prevent problems from occurring in the fist place by placing emphasison proper planning and problem prevention in all phases of the product cycle.The final word on how well a product fulfills needs and expectations is given by the customers and users of that product and is influenced by the offering of competitors that may also be available to those customers and users. It is important to recognize that final word is formed over the entire life of the product, not just when it was purchased.Being aware of customers’ needs and expectat ions is very important, as was previously discussed. In addition, focusing the attention of all employees in an enterprise on the customers and users and their needs will result in a more effective quality system. For example, group discussions on product designs and specifications should include specific discussion of the needs to be satisfied.A basic commitment management should be that quality improvement must be relentlessly pursued. Actions should be ingrained in the day-to-day working of the company that recognize that quality is a moving target in today’s marketplace driven by constantly rising customer expectations. Traditional efforts that set a quality level perceived to be right for a product and direct all efforts to only maintain that level will not be successful in the long haul. Rather, management must orient the organization so that once the so--called right quality level for a product has been attained; improvement efforts continue to achieve progressively higher quality levels.To achieve the most effective improvement efforts, management should understand that quality and cost are complementary and not conflicting objectives. Traditionally, recommendations were made to management that a choice had to be made between quality and cost--the so--called tradeoff decision--because better quality inevitably would somehow cost more and make production difficult. Experience throughout the world has shown that this is not true. Good quality fundamentally leads to good resource utilization and consequently means good productivity and low quality costs. Also significant is the higher sales and market penetration result from products that are perceived by customers to have high quality and performance reliability during use.Four basic categories of quality costs are described in the following:（1）Prevention--costs incurred in planning, implementing, and maintaining a quality system that will ensure conformance to quality requirement at economical levels. An example of prevention cost is training in the use of statistical process control.（2）Appraisal—costs incurred in determining the degree of conformance toquality requirements. An example of appraisal cost is inspection.（3）Internal failure—costs arising when products, components, and materials fail to meet quality requirements prior to transfer of ownership to the customer. An example of internal failure cost is scrap.（4）External failure—costs incurred when products fail to meet quality requirements after transfer of ownership to the customer. An example of external failure cost is warranty claims.A problem—solving approach should be followed in seeking quality improvement. The results of any improvement effort will not be permanent unless the root causes of the problems have been found so appropriate (irreversible) corrective action can be implemented.The root cause can be defined as the real cause of a problem. This is often quite different from the apparent cause, which appears after a superficial investigation. A frequently asked question is how to known when the root cause is found and when the investigator is not still being deceived by the apparent cause. A meaning answer is that if the root cause has been found, the problem is able to be turned on and off by adding or removing the cause.Once the root cause has been found, an irreversible corrective action must be implemented so there is no foreseeable situation by which the root cause can return and so permanent improvement results.Although the level of quality control is determined in large part by probability theory and statistical calculations, it is very important that the data collection processes on which these procedures depend be appropriate and accurate. The best statistical procedure is worthless if fed faulty data, and like machining processes, inspection data collection is itself a process with practical limits of accuracy, precision, resolution, and repeatability.All inspection and/or measurement processes can be defined in terms of their accuracy and repeatability, just as a manufacturing process is evaluated for accuracy and repeatability. Controlled experiments can be performed, and statistical measures of the results can be made to determine the performance of a method of inspection relative to the parts to be inspected. Suitability of one or another method can be judged on the basis of standard deviations and confidence levels that apply to each approach as used in a given inspection situation.质量与检测根据美国质量管理协会的定义，质量是产品或服务能够满足规定需求而具有的特性和特征的总和。

专业英语物流与供应链管理 2-文档资料

向“无差异商品”市场的过渡，这是一个缓慢却不可避免的过程。
2.What is customer service?
Questions 1
What is ,in essence, the
distribution function of
the business concern
about?
பைடு நூலகம்
Making the products or service available
Questions 3
Why is it essential for any business to have a clearly identified policy towards customer service?
It is because of the multivariate nature Of customer service and because of The widely differing requirements of
低成本战略可能促成有效率的物流，但难以形成有效益的物流。
The impact of logistics and customer service on marketing
消费者特权
Consumer franchise
客户特权
Customer × franchise
供应链效率
市场营销效率
Supply chain
从顾客角度出发，强调理解多重服务要素的重要性。
Explains of the importance of customer retention and the life time value of a customer.
解释客户保持与客户终身价值的重要性。

Quality-driven evaluation of trigger conditions on streaming time series

Evaluating Trigger Conditions on Streaming Time Series with User-given Quality Requirements1 Like Gao2Min Wang3X.Sean Wang2 2CS Dept.,Univ.of Vermont,VT,USA.{lgao,xywang}@3IBM T.J.Watson Research Center,NY,USA.min@ Abstract:For many applications,it is important to evaluate trigger conditions on streaming time series.In a resource constrained environment,users’needs should ul-timately decide how the evaluation system balances the competing factors such as evaluation speed,result precision,and load shedding level.This paper presents a ba-sic framework for evaluation algorithms that takes user-speciﬁed quality requirements into consideration.Three optimization algorithms,each under a diﬀerent set of user-deﬁned probabilistic quality requirements,are provided in the framework:(1)minimize the response time given accuracy requirements and without load shedding;(2)min-imize the load shedding given a response time limit and accuracy requirements;and (3)minimize one type of accuracy errors given a response time limit and without load shedding.Experiments show that these optimization algorithms eﬀectively achieve their optimization goals while satisfying the corresponding quality requirements.Key Words:QoS(Quality of Service),trigger,streaming time series,prediction model Category:H.21IntroductionIn many situations an application system needs to react to preset trigger con-ditions in a timely manner.For example,in network management systems,we may want to quickly divert traﬃc from certain area once a congestion is dis-covered;in road traﬃc control,we may want to immediately enact a camera when a car crosses a certain line while the traﬃc signal is red;and in environ-mental monitoring,we may want to start taking rain samples soon after certain event happens.In this paper,we tackle this monitoring problem in which trigger conditions need to be evaluated continuously on streaming time series.Consider a stock market monitoring system where each stock s i is a streaming time series.A stock broker may register many requests for his/her clients such as “notify Alice whenever stocks s1and s2are correlated with a correlation value above0.85during a one-hour period.”The system is to monitor the streaming stock data and trigger the actions in the requests whenever the corresponding conditions are evaluated true.A perfect system would trigger the corresponding action without any delay whenever a condition becomes true.However,delay is unavoidable in a resource constrained environment.This delay can be alleviated by allowing approximateevaluation and load shedding.We here deﬁne approximate evaluation as to allow some conditions that are actually true(false)to be reported false(true,resp.), and load shedding as to selectively skip a fraction of conditions from evaluation.Approximation and load shedding may lead to errors.However,their results may still be useful.These two methods have appeared in the literature in other contexts as well,e.g.,ANN[2]is developed to searching for approximate nearest neighbors and a load shedding strategy is deployed in Aurora system[13,1,4].Approximation can be useful in at least two ways.(1)End users may be satisﬁed with approximate results,but it is important that users are given the ability to specify an error bound.(2)Or an application system may use approxi-mate results for optimization purposes.For example,a“speculative optimization strategy”can use fast approximate results to prepare(e.g.,prefetch)for subse-quent complex activities,while precise results can later be used to correct any error made in the aggressive,speculative phase[14].In this scenario,precision and response time need to be balanced in order to achieve the best overall per-formance.In this case,the application system is the“user”,and it is important that the approximate algorithms can satisfy the“user”requirements.Response time,approximation error,and load shedding level are competing factors.In this paper,we advocate that it’s the users’needs that should ulti-mately decide how the evaluation system balances them.That is,the evaluation system should satisfy user-speciﬁed quality requirements in terms of these three factors.In other words,a concept of quality of service is needed.The resulting evaluation system is called quality-driven.For a quality-driven system,it is important to have the ability to measure the(intermediate)result quality during the evaluation process.However,it is impossible to measure the accuracy(i.e.,false positive and negative ratios)pre-cisely when an approximation method is used.Indeed,the precise accuracy can only be measured a posteriori,i.e.,only after we know the actual evaluation results of the trigger conditions.Instead,we measure accuracy in an a priori manner,i.e.,the false ratios are estimated before the conditions are evaluated. To do this,we build a prediction model based on historical data analysis.At the evaluation time,we use this prediction model to derive accuracy estimates that are used to guide the evaluation.Since the evaluation procedure is based on probabilistic prediction models, our system cannot satisfy accuracy in a strict sense.Instead,we use a concept similar to the soft quality of service(QoS)in computer networks[5].That is, the system guarantees with enough conﬁdence that the expected accuracy will be more than the given thresholds.Speciﬁcally,the system allows users to impose the following quality constraints:–Response time constraint:All evaluation results must be reported within a given time limit.–Drop ratio constraint:The percentage of the conditions that are skipped(no evaluation results are reported for them)cannot exceed a given threshold.–Accuracy constraints:The expected false positive and negative ratios must not exceed the given thresholds,with enough conﬁdence(the conﬁdence is deduced from the prediction model).Ideally,users should be able to impose any combination of the above con-straints.But the evaluation system may not be able to satisfy all the constraints simultaneously.To solve this problem,one way is to ask the users to give up on some constraints(i.e.,leave as unconstrained)and let the evaluation system to do its best in terms of these constraints,while satisfying the imposed constraints on the remaining parameters.In our scenario,if one constraint is left unspeciﬁed, the system can always satisfy all other constraints.This leads to three possible choices.For each choice,we provide an evaluation algorithm in this paper.This paper makes three contributions.First,we initiate the study of a quality-driven system for evaluating trigger conditions on streaming time series.Second, we show how to use a prediction model to deduce the accuracy estimates.Third, we provide quality-driven evaluation algorithms,and show their eﬀectiveness.The rest of the paper is organized as follows.In Section2,we review re-lated work.In Section3,we formally deﬁne the trigger conditions and the qual-ity parameters.In Section4,we introduce our prediction model and deﬁne the probabilistic quality constraints.We present evaluation algorithms in Section5 and present our experimental results in Section6.We conclude the paper with discussion on future research directions in Section7.2Related WorkThe quality-driven aspect of our work is similar to the QoS concept in computer networks[8,12].This paper adopts the QoS concept into trigger condition evalu-ation on streaming time series and presents a basic design strategy for developing such a quality-driven system.Aurora[13,1,4]seems to be the only data stream processing system that contains a QoS component.In Aurora,a user may register an application with a QoS speciﬁcation.Aurora tries to maximize an overall QoS function when it makes scheduling and load-shedding decisions.In our system,we allow multiple QoS parameters,and our system optimizes an unconstrained quality parameter while satisfying users-imposed constraints on all the remaining parameters.With limited resources,using approximation techniques in processing con-tinuous queries on data streams has been studied in[7,9,6,11].However,most approximate evaluation strategies only consider one quality aspect and neglect the others.For example,Chain[3]minimizes the memory usage without consid-ering the response time at all.Our work diﬀers from all such work in that we take diﬀerent user-speciﬁed quality requirements into consideration.3PreliminaryA time series is aﬁnite sequence of real numbers and the number of values in a time series is its length.A streaming time series,denoted s,is an inﬁnite sequence of real numbers.At each time position t,however,the streaming time series takes the form of aﬁnite sequence,assuming the last real number is the one that arrived at time t.In this paper,we assume that all streams are synchronized, that is,each stream has a new value available at the same time position.In general,a trigger condition can be any user-deﬁned predicate on streaming time series,and needs to be evaluated after every data arrival.We denote a set of conditions as C={c1,c2,...,c n}and the reported evaluation result of condition c i at time position t as r(c i,t).We denote the precise evaluation result (the actual value of the given condition if a precise evaluation process is used)of c i at time position t as R(c i,t).Obviously,we have r(c i,t)∈{True,False},and R(c i,t)∈{True,False}.4Note that r(c i,t)may not be equal to R(c i,t)due to the approximate nature of the system.Let C T denote all the conditions in C whose reported results are True at time position t,i.e.,C T={c i∈C|r(c i,t)=True}. Similarly,let C F={c i∈C|r(c i,t)=False}and C D={c i∈C|c i is dropped at time position t}.We call C T,C F and C D the reported-True set,reported-False set,and dropped set,respectively.Using the above notation,we deﬁne four parameters:1.Response Time,RT,is the duration from the data arrival time t to the timewhen last condition c i,r(c i,t)=True,is reported.2.Drop Ratio,DR,is the fraction of the conditions(among all the conditionsin C)that are dropped(not reported).3.False Positive Ratio,FPR,of a reported-True set C T is the fraction of theconditions(among all the conditions in C T)whose actual values are False.We deﬁne FPR=0if C T is an empty set.4.False Negative Ratio,FNR,of a reported-False set C F is similarly deﬁned.Note that response time is deﬁned only on conditions that are reported true.4Prediction ModelWhile it is easy and straightforward to measure the quality parameters RT and DR at any time,it is diﬃcult to measure the other two parameters,FPR and FNR,without actually evaluating all the conditions.A practical solution is to build a prediction model using historical evaluation results and calculate the expected FPR and FNR based on the model in a probabilistic manner.For each condition c i,we deﬁne a random variable X i to state the outcome of its evaluation.Clearly,X i follows Bernoulli distribution X i∼B(ρi),that is,X i= 1if R(c i)=True0if R(c i)=False with P(X i=1)=ρiP(X i=0)=1−ρi.In this paper,we make the simplifying assumption that all X i’s(for1≤i≤n) are mutually independent.Clearly,the meanρi is also the expected value of X i.Depending on how the system treats c i,we see three diﬀerent cases for ρi:(1)c i is precisely evaluated.In this case,we haveρi=1if c i is evaluated to be True andρi=0if c i is evaluated to be False.(2)c i’s result is reported based on an approximation procedure,e.g.,prediction.In this case,ρi cannot be known exactly.Instead,its estimateˆρi will be used.Speciﬁcally,ˆρi can be approximated by a normal distribution function Norm(µi,σ2i),where the meanvalueµi=¯X i and the varianceσ2i=(1−µi)µiN ).(Here,¯X i denotes the sample mean,and N the sample size.)We may obtain the above by analyzing the historical evaluation results for each condition,i.e.,by adopting a data mining approach.(Examples can be found in[10,14].)(3)Too little historical data to estimateρi.For all the three cases,the estimate ofρi can be viewed as a random variable that follows normal distribution as shown below.Caseσ2i1(or0)known True or FalseµiNotherwise0.255Optimization AlgorithmsIn this section,we provide optimization algorithms for the three optimization problems mentioned in the introduction.Each problem requires a diﬀerent strat-egy.For simplicity,in all these algorithms,we assume that the precise evaluation of each condition has the same cost.Thus,the response time can be measured by the number of conditions that have been precisely evaluated (to either True or False )before the last condition in the reported-True set is reported.As mentioned earlier,the user imposes constraints on all quality parameters except for one that is left unconstrained.The evaluation system will optimize for the unconstrained parameter while satisfying the constraints on others.For the cases that the unconstrained parameter is either FPR or FNR ,we just give the algorithm for the FNR unconstrained case since the other one is symmet-ric.Thus,we study three optimization problems,namely,1)minimize response time given accuracy requirements and no drop,2)minimize drop ratio given response time and accuracy requirements,and 3)minimize false negative ratio given response time and false positive error requirements and no drop.5.1Algorithm for minimizing response timeThe algorithm is shown in Fig.1.The basic idea is to increase the size of C T and C F aggressively,and at the same time,try to report as early as possible those trigger conditions in C T .We use a greedy algorithm for this purpose.In the algorithm,we need to exam if the F P R -quality of a set C T ={c 1,...,c m }satisﬁes a given FPR -constraint τFPR (using our predicted µi values).Since we already know that the expected value of FPR follows normal distribution,we can get the conﬁdence βT with the standard normal distribution function η:βT =η(z T ),where η(x )=12π x −∞e −t 2/2dt,and z T = m i =1(θE −(1−µi )) m i =1σ2i.Note z T value can be calculated incrementally.The algorithm uses a list (called µList )that contains all the conditions in C arranged in the order,say c 1,...,c n ,such that µ1≥···≥µn .The algo-rithm starts with using InitExpandC T to get initial report-True set C T .(This InitExpandC T procedure obtains,without evaluating any conditions,an ini-tial set of conditions that can be reported true without violating the user re-quirements.)The trigger conditions in C T are reported to be True .Both the FPR -constraint τFPR and µ>0.5are satisﬁed by C T by the property of InitExpandC T .These are the trigger conditions that can be reported True with-out doing any precise evaluation.This is Step 1.After Step 1,we need to precisely evaluate trigger conditions in order to report them true (without violating either τFPR or µ>0.5).In Step 2,as a greedy algorithm,we pick up the condition having the highest µvalue.This is the one immediately after the conditions in the initial C T .Hence,we pick it (i.e.,Consts.:minimize response time(RT)Form and report the reported-True set:Init.z T=0,[z T,i T]=InitExpandC T(z T)and report c1,...,c iT−1as True.Step2.{-Precisely evaluate c iT.Two outcomes:o If c iT is evaluated True,update z T with an extra reported-True condition,[z T,∆T]=ExpandC T(z T,i T+1),and report c iT ,...,c iT+∆Tas True.Continue the loop with i T=i T+∆T+1.Form the reported-False set:Init.z F=0,[z F,i F]=InitExpandC F(z F) Step4.{-Precisely evaluate c iT.Two outcomes:o If c iT is evaluated False,update z F with an extra reported-False condi-tion,[z F,∆F]=ExpandC F(z F,i F).Update i F=i F−∆F and continuethe loop with i T=i T+1.Report as False all those conditions that were not reported True.Figure1:Algorithm MinResponse.c iT)up for precise evaluation.If the condition is evaluated True,we add it to C T and try to expand C T without precise evaluation again(by calling Procedure ExpandC T),report the conditions in the expended C T and keep going.If the condition is evaluated False,then we just keep going to precisely evaluate the next condition.During Step2,if we run out of conditions inµList,we can stop(just report all the conditions that were evaluated False as false and thus achieve FNR=0). If theµList is not exhausted,then we need to reach theﬁrst trigger condition in theµLis t such that itsµvalue is no greater than0.5.Once we only have conditions withµno greater than0.5,we need to precisely evaluate them and report them as soon as they are evaluated True.However, there is a chance we may be able to report them False.Therefore,Step3tries to get the maximum set of trigger conditions to report False without precise evaluation(note that all the conditions that were evaluated False need to be taken into account,hence the z F value may not start with0in Step3).After Step3,if we still have trigger conditions that need to be processed (i.e.,if i T≤i F),we will pick them up for evaluation.Since we want to minimize the response time for the conditions in C T,we precisely evaluate the conditions starting from those with greaterµvalues.Again,if any condition is evaluated False,we will try to expand C F.5.2Algorithm for minimizing drop ratioIn this optimization problem,we have a deadline to report all conditions in the reported-True set,which is exactly the limit on the total number of conditions that can be precisely evaluated.In addition,we still want both C T and C F to satisfy the given quality constraints(i.e.,τFPR andτFNR).In this case,we want to reduce the number of conditions that are dropped,i.e.,minimizing DR.Fig.2 shows the pseudo-code for our algorithm.Consts.:minimize drop ratio(DR)For the reported-True set C T:init.z T=0,[z T,i T]=InitExpandC T(z T).Step2.Expand C T and C F:3.1.Let z′F=z F and update z F with an extra reported-False condition,then[z F,∆F]=ExpandC F(z F,i F)3.3.{-If∆T>∆F,k=i T+∆T,else k=i F−∆F;o If c k is evaluated True,do Step3.1again,then continue the loop;}Step4.Report all conditions that were evaluated True or are in C T as True.Reportall conditions that were evaluated False or are in C F as False.The remainingconditions are dropped.Figure2:Algorithm MinDrop.The diﬀerence between this algorithm and MinResponse lies in what we em-phasize on.In MinResponse,we want to report the trigger conditions in C T as soon as possible(to minimize the response time).For that,we always precisely evaluate,as early as possible,trigger conditions that are most likely to be True. However,if we use the same strategy,we are not aggressively increasing the size of C F,which may be more beneﬁcial to decrease the number of dropped condi-tions.Therefore,to minimize DR,we also need to precisely evaluate,as soon as possible,the trigger conditions that are most likely to be False.In MinDrop,we try to maximize C T and C F at the same time.Steps1and 2respectively get the initial C T and C F without precisely evaluating any con-dition.In Steps3.1and3.2,we obtain the potential increases of C T and C F if we add an additional reported-True(reported-False)condition into C T(C F, respectively).If C T can increase faster,we will precisely evaluate the condition (not in C T)that is most likely to be True.Otherwise,we precisely evaluate theone that is most likely to be False.After each precise evaluation,we will again see the potential increases to C T and C F and repeat the process.This is Step3.3.We will continue Step3until either the response deadline is reached or all the remaining trigger conditions haveµvalues equal to0.5.In the former case, we just drop all the trigger conditions that are in neither C T nor C F.In the latter case,we will just need to precisely evaluate all these trigger conditions untilθRT is reached.This is Step4.5.3Algorithm for minimizing FNROur last optimization situation is when there are a response time deadline and a quality constrain on C T only(i.e.,τFPR).Diﬀerent from the second problem, this one does not allow any drop of conditions,i.e.,all trigger conditions must be reported either True(in C T)or False(in C F).The optimization target is to min-imize the false negative ratio FNR,and hence,there is no quality constraint on set C F and no individual quality constraint for each condition c i in C F(i.e.,we do not requireµi<0.5for each condition c i in C F).Fig.3shows this algorithm in pseudo-code.Consts.:minimize false negative ratio(FNR)Form the reported-True set C T:init.z T=0,[z T,i T]=InitExpandC T(z T). Step2.{-Precisely evaluate c iT.There are two outcomes:o If c iT is evaluated True,update z T with an extra reported-True condition,[z T,∆T]=ExpandC T(z T,i T+1),and continue the loop with i T=i T+∆T+1.Report all the conditions that were evaluated True or are in C T as True,and report the remaining conditions as False.Figure3:Algorithm MinFNR.This algorithm turns out to be the simplest.Since no drop is allowed,to reduce the false negative ratio,we want to spend time on trigger conditions that is most unlikely to be False.So the algorithmﬁrst looks for an initial C T.After that,the trigger condition immediately after the conditions in C T is most unlikely to be False,and hence we precisely evaluate that condition.If this condition turns out to be False,we just pick up the next one for precise evaluation.If it turns out to be True,we expand C T and repeat.When the response time deadline is reached,we just report C F to be all conditions that are neither reported True(in C T)nor precisely evaluated.6Experimental ResultsIn this section,we present our experimental results.Data set:We generate synthetic data for the experiments.The data set consists of100streaming time series.Each time series is independently generated with a random walk function.For stream s= v1,v2,..., ,v i=v i−1+rand, where rand is a random variable uniformly distributed in the range of[−0.5,0.5].Condition set:The trigger condition set includes400conditions deﬁned over these100streams.Each condition may contain one or more correlation(or distance)functions.Each function is deﬁned on two streams that are randomly selected from the100streams.A prediction model for each condition is built based on the method in[14] on the data sets generated above.We assume that when a condition is precisely evaluated,the corresponding feature values(used for prediction)are extracted. When the prediction of a condition is required,we will look back in time toﬁnd the nearest time position when the condition was precisely evaluated.We use the extracted feature values and the prediction model to predict the probability for the condition to be true.Performance parameters:We use the four quality parameters described in Section3(i.e.,RT,DR,FPR and FNR)to measure the performance of our algorithms.Note that DR,FPR and FNR are all real numbers in[0,1]and can be computed precisely by comparing the reported results with the precise evaluation results(done for the purpose of performance evaluation).The response time is measured by the number of conditions that are precisely evaluated(either to True or False)before all the conditions in the reported-True set are reported. By using this measure(instead of using real time),we can clearly separate the overhead of the optimization procedure and the condition evaluation time.6.1Results for minimizing response timeThis set of experiments is to assess MinResponse that minimizes the response time under quality constraints on C T and C F and no drop allowed.Here,we set the conﬁdence thresholdα=95%for both FPR-and FNR-constraints and DR=0.We vary the expected-mean thresholdθE from0.05to0.3and execute the algorithm for1,000time positions in each run.Fig.4(a)and(b)show the evaluation quality achieved in terms of actual FPR and FNR.The two plots of Fig.4(a)present the actual FPR and FNR values at each time position for200time positions withθE=0.01(for bothτFPR andτFNR).We can see that these actual FPR(FNR)values are in the range [0.01,0.04]with a mean of0.008(which is very close to the givenθE=0.01). Fig.4(b)presents how well FPR(FNR)constraints with various mean thresholds (varying from0.01to0.3)are satisﬁed by our algorithm.We calculate the average of the actual FPR(FNR)values over1000time positions for each run,and we can see that the average is either below or very close to the corresponding required expected-mean thresholdθE for all the runs.Time Position Time Position A c t u a F P RA c t u a F N RFigure 4:Quality (and performance)of MinResponse .Fig.4(c)shows the performance of MinResponse in terms of response time.For comparison,a naive algorithm is implemented:It randomly picks up a con-dition for precise evaluation,until it has reported k True s,where k is the number of real True s in the reported-True set from MinResponse (i.e.,k is the number of c i s such that R (c i )=True and c i ∈C T ).This is to make the naive algo-rithm report the same number of true conditions.We compare the response time of MinResponse with this naive algorithm for diﬀerent runs with θE val-ues in [0.01,0.3].We can see that MinResponse consistently outperforms the naive algorithm.Note that the response time of MinResponse decreases as θE increases,because the greater the θE value,the coarser approximation is allowed,and thus fewer precise evaluations are needed.The performance gain of MinResponse is signiﬁcant.For example,givenθE =0.01,MinResponse only takes about 1/15time of the naive algorithm,but maintains the quality of FPR and FNR at around 1%.When θE is set to higher values,the performance gain becomes more signiﬁcant.A c t u a F P RA c t u a F N RTime Position D R (a)Actual FPR ,FNR ,and DR for one run withFigure 5:Quality and Performance of MinDrop .6.2Results for minimizing drop ratioThis set of experiments is to assess the performance of Algorithm MinDrop ,which aims at minimizing the drop ratio under quality constraints for both C T and C F and a response time limit (deadline).Here,we set θE =0.01and α=0.95(for both τFPR and τFNR ),and vary the response time limit θRT for diﬀerent runs over 1000time positions.Fig.5(a)shows the results from one run in detail.In this run,θRT is set to beequivalent to 20%of the time for a full scan.More precisely,since we have a total of 400conditions,θRT is set to be the time to precisely evaluate 80conditions.We can see from Fig.5(a)that MinDrop achieves the quality constraints very well (top two plots of Fig.5(a))with an average drop ratio of 14%(bottom plot of Fig.5(a)).That means among the 400conditions,only about 55conditions are dropped on average.Fig.5(b)presents how the FPR (FNR )constraints are satisﬁed in variousruns with diﬀerent deadlines ranging from 10%to 50%of the full scan time.The average actual FPR(FNR)is close to the required mean threshold(0.01) in most cases.Of course,the tougher the deadline(i.e.,smallerθRT value),the greater the actual FPR(FNR)is.Fig.5(c)compares the drop ratio of MinDrop with a naive algorithm,which precisely evaluates all conditions in a random order until the deadline is reached. We can see that MinDrop out-performs the naive algorithm signiﬁcantly.6.3Results for minimizing FNRFigure6:Quality and Performance of MinFNR.This set of experiments is to assess the performance of Algorithm MinFNR, which aims at minimizing FNR under a quality constraint for C T and a response time limit(deadline)when no drop is allowed.Here,we setθE=0.01and α=0.95forτFPR,and vary the response time limitθRT for diﬀerent runs over 1000time positions.Fig.6(a)presents the results from one run in detail.In this run,θRT is set to be20%of full scan(same as the experiment setting in the previous subsection). We can see that MinFNR achieves very high quality for C F with a mean FNR of0.024(bottom plot of Fig.6(a))while satisfying the quality constraint on C T very well with a mean FPR of0.006(top plot of Fig.6(a)).Fig.6(b)compares MinFNR with the naive algorithm described in the previous subsection.We can see that MinFNR provides much better FNR quality(i.e., smaller FNR value)than the naive algorithm.Also,when more time is allowed (i.e.,greaterθRT values),the FNR achieved by MinFNR decreases very quickly.。

servicequality

Conceptual Model of service quality Compares customer expectations with their experience of the service that was actually delivered Discrepancies are “gaps” in service quality
NOTES (iii)
Differentiate: If you differentiate between things or if you differentiate one thing from another, you recognize or show the difference between them. A child may not differentiate between his imagination and the real world... 儿童可能无法将自己的幻想与真实世界区分开来。 At this age your baby cannot differentiate one person from another. 这个年龄的婴儿还不能认人 Competitor:A company's competitors are companies who are trying to sell similar goods or services to the same people. The bank isn‘t performing as well as some of its competitors. 这家银行表现得不如几家竞争对手出色。 Opportunity:An opportunity is a situation in which it is possible for you to do something that you want to do. I had an opportunity to go to New York and study... 我曾

SERVICE QUALITY MANAGEMENT 服务质量管理

PERCEIVED SERVICE QUALITY
ห้องสมุดไป่ตู้
QUALITY SERVICE BY DESIGN
• Quality in the Service Package Budget Hotel example • Taguchi Methods (Robustness) Notifying maids of rooms for cleaning • Poka-yoke (fail-safing) Height bar at amusement park • Quality Function Deployment House of Quality
• Identify the main problem/s
• Develop the problem statement
WRITTEN REPORT
• Introduction • Learning issues • Situational analysis – analyze from the symptoms what caused the problem/s • Problem identification – problem statement • Recommendation – alternative decision choice • Plan of action – implementation on what would you do • Conclusion – application of theories
REFERENCE
• Kay Kandampully, Connie Mok & Beveley Sparks (2001). Service Quality Management in Hospitality, Tourism and Leisure.

大学生论文旅游发展外文文献

Measuring the Impact of Tourism upon Urban Economies:A Review of LiteratureKTHC – Knowledge, Technology, Human CapitalUgo Gasparino, Elena Bellini, Barbara Del Corpo and William MaliziaAbstractTourism is increasingly seen as a potential lever towards high economic growth, measured both in terms of income and employment. In recent years, interest in tourism has spread rapidly throughout many small and medium European cities, which previously have not considered themselves as tourist destinations. This paper reviews and summarizes the existing literature on the economic assessment of tourism with the objectives of, firstly, identifying the main categories of impacts and, secondly, constructing an inventory of methodologies available to assess them. We will progress step by step, starting from the most simplistic approaches and relaxing assumptions as we proceed. Firstly, we assume a static setting, with spare capacity. In such a setting (partial equilibrium), prices do not respond to demand shocks: only quantities (production, income and jobs) adjust. Secondly, we relax this assumption and assume that there is no spare capacity: prices respond to increasing demand (general equilibrium), leading to reallocation of resources across sectors. We then move from a static to a dynamic setting and survey those contributions that look at the relationship between tourism specialisation and long-run growth.Keywords: Tourism, Economic Impacts, Input-Output Analysis, General and PartialEquilibrium Analysis1 The partial equilibrium analysisPartial equilibrium analysis assumes that there is spare capacity unemployed resources and that, as a consequence, prices do not respond to increasing demand (perfect elastic supply). Adjustment takes place only through quantities (production, jobs, and therefore income).The basic concept of partial equilibrium analysis is that of ‘multiplier’ although, as noticed by Archer, «there is perhaps more misunderstanding about multiplier analysis than almost any other aspect of tourism research» (Archer, 1982). Multipliers measure the present economic performance of the tourism industry and the effects of short-run economic adjustments to a change in the level of tourist expenditure.The definition of multiplier, in terms of Keynes, is unequivocal: the multiplier measures the increase in economic activity generated in an economy by a unit increase in tourismgenerated in an area by an additional unit of tourist spending: for instance, if tourists spend an extra EUR 1 million in the area and this generates EUR 800,000 of income, the Keynesian multiplier is 0.81. However, alternative definitions of multipliers can be found in tourism literature. The mo st popular of these is the use of ‘ratio’ multiplier, where for example the income multiplier tends to be expressed as the ratio of a ‘total’ income generated by tourism expenditure (see Section 1.1) to the ‘direct’ income. Depending on what is meant by ‘total’ income, three types of ‘ratio’ multipliers can be generated.Despite the strong assumptions implicit in their calculation, multipliers are widely used in policy-making. They are used to study the impact of tourism on business turnover, income and employment and can be used to compare the impact of increased demand on other sectors of the economy or different policy options.In what follows, we firstly introduce the economic meaning of multipliers, analysing how the tourist expenditure ripples through the economy. Secondly, we present two widely used methodologies to calculate multipliers. Finally, we briefly discuss and compare some of the empirical results.2 The economic meaning of multipliersIn the destination tourists spend their money to buy certain goods and services. This initial tourist expenditure is generally directed to very specific sectors of the economy (lodging, restaurant, amusement, retail trade, transportation – which we will refer to asAlthough the correct methodology would require the calculation of the multiplier at the margin, it is common practice (mainly because of data limitation) to calculate income effects in terms of average, rather than marginal, tourism expenditure and to assume that there is no significant difference between them. This implies that the economy has available capacity to meet future demandTourism industries and represents additional revenues for these activities. These are the so-called direct effects.Part of those revenues is used to buy intermediate goods and services that will be used in ‘future production cycles’ (intermediate demand). A remaining part will be used to buy the services of production factors: labour, capital and land (wages, interests and profits, and rents –gross value added), to pay taxes to central and local governments, or saved. In all cases, some money could go outside the area, to intermediate producers and production factors located outside the area (i.e., it ‘leaks’ out of the local economy).However, some will remain within the area: local tourism industries will hire new localworkers (paying a bigger number of wages) and demand additional goods from local producers. As a result, local output increases, employment opportunities increase and local income rises (due to the increase in the number of wages). These are the so-called indirect effects.The increase in employment brings to an increase in the total income of local residents.Part of this income is saved and part is spent in consumption goods. This in turn generates additional demand which, as before, translates into additional production and employment (and so on). These are the so-called induced effects. Indirect and induced effects are often called secondary effects. The effect of tourism on the local economy is influenced by a few key factors: The characteristics and the spending patterns of the local tourists, affecting the direct impact on the economy. Essential features here include: The reason for travel (tourists travelling for cultural reasons spend more/less and put more/less pressure on natural and cultural resources than sun&beach tourists);The length of stay (tourists staying for the day are likely to spend a smaller share of total expenditure in locally produced goods); The accommodation chosen (hotels are more expensive than campsites).The characteristics of the tourism industries and of the local economy. Key features here include the ability of local economy to satisfy the demand of tourism industries, as well as the size and the shares of tourism industries that are locally owned. The extent of the indirect effects depends on the size of the area under study (e.g., municipal, regional, national) and on the extent to which business firms in the area supply each other with goods and services (the more likely the more diversified and interlinked is the local economy). In general, the smaller the scale of the economy and the higher the share of initial expenditure that leaks out of the local area, the fewer are these linkages and the smaller are the indirect effects. Moreover, the magnitude of indirect and induced effects depends on the share of capital, land and labour that is locally owned. For instance, small family-owned hotels and restaurants are more likely to buy local intermediate inputs than chain hotels and tourist villages. If factors are locally owned, their remunerations – profits, rent and wages – will stay locally and local community will strongly benefit from them.3. Direct, indirect and induced benefits and effects on the economy triggered by touristSpending Several types of multiplier are commonly used:Sales (or transactions) multiplier refers to the effect on business turnover (value of business turnover created by a unitary increase in tourism expenditure); Output multiplier refers to the effect on the level of output of the economy. With respect to the sales multiplier it does not only take into account the impact on turnover of local businesses, but also any changes in the level of stocks they hold. This can be useful in identifying potential supply shortfalls, or bottlenecks; Government revenue multiplier refers to the effects on governmental revenues from all sources (e.g., direct and indirect taxation, duties, licenses and fees); Income multiplier refers to the effect on incomes (sales net of intermediate consumption, including wages, salaries and profit). This is commonly regarded as the most important indicator of the economic performance of tourism industry. Income multipliers vary depending on whether they include or not incomes accruing to nonnationals residing in the region under investigation, and whether they include or not income accruing to governments. The multiplier can be measured as disposable income –the income available to individuals to spend or save, which is net of tax – or value added income – the income which includes tax and other expenditures which are defined according to national income accounting rules; Employment multiplier refers to the effect on employment. It is usually derived from the output or income multipliers. It can be expressed as the ratio of the number of ‘total’ additional jobs (e.g., direct and indirect or direct and secondary) to either the number of direct jobs (‘ratio’ multiplier) or to the initial tourist expenditure(Keynesian multiplier). Employment can be measured in terms of full time equivalent jobs, or the actual number of jobs including part-time jobs.Suppose additional tourist expenditure of EUR 1 million generating EUR 2.5 million of extra output and EUR 500 000 of direct and secondary income. It also creates 200 jobs directly and 180 secondarily. In Keynesian terms the multipliers are, respectively: 2.5 (output), 0.5 (income) and 3.8 jobs for 10 000 EUR of tourist expenditure (employment).On the other side employment, in terms of ‘ratio’ multipliers (i.e., total employment generated to direct employment) can alternatively be expressed as 1.9 (i.e., 380/200).The various multipliers are inextricably linked to each other. Sales and Output multipliers have limited use from the policy point of view, except as an indicator of the degree of economic internal linkages. On the other side, it is important for policymakers to be aware of the income and employment effects of any anticipated changes in final demand, making income and employment multipliers the most often quoted types of multipliers.Multipliers are not only influenced by the economy and tourism characteristics of the area ofconcern, but they also reflect its size (and population). Studying the impact of local tourism one of the most common errors, when the available resources do not allow independent and consistent estimations, is to ‘borrow’ multipliers evaluated at national scale (or in areas erroneously considered to be ‘equivalent’ to the area of concern) and to apply them uncritically to sub-national areas (e.g., municipalities, regions). The use of national multipliers tends usually to yield inflated estimates of impacts.The model is static and assumes that there are (unlimited) idle resources (including labour, natural resources and capital goods), which means that any increase in final demand can simply be met by proportionally increase in sectoral outputs. As a consequence, prices do not respond to increasing demand (perfect elastic supply) and the growth of tourism do not lead to a reallocation of resources across sectors. Even granted that in most economies there is some unemployment of labour, this assumption seems rather unlikely. The ability of the economy of a study area to respond immediately to changes in final demand (i.e., the absence of capacity and supply constraints) has seriously been questioned by many researchers (Briassoulis, 1991);Technologies are fixed. All firms in each sector employ the same technology, and there are neither economies nor diseconomies of scale and no substitution among inputs;The outputs of each sector are homogeneous. An industrial sector cannot increase the output of one specific product unless it proportionally increases the output of all its other products;In calculating the employment effect, the model assumes a fixed employment/output ratio. Productivity increases are not taken into consideration (any additional demand for labour translates into a proportional increase in the number of employees);It is a ‘data hungry’ methodology, as it relies on the existence and availability of a reliable case study-specific I-O matrix;The I-O matrix approximates the actual economy with respect to the year it is estimated. The farther away we are from the I-O table year, the less the evaluation corresponds to actual economy. Tourism, as any economic activity, passes through several stages during its development. The early stages of tourist development of an area are characterized by dynamic, short-term changes implying that technical coefficients do not remain stable at least for some period. Furthermore, tourism can induce developments and infrastructures in the host region that otherwise would not probably occur. As a tourist region matures, the assumption of constant coefficients may be more acceptable (but the coefficients cannot be assumed to remain constant for time periods longer than, typically, five years). At the level of multipliers,it has to be noticed that the income multiplier, expressed as ratios of money to money may not significantly change over time; Keynesian employment multiplier, however, being expressed as a ratio of number of employees to tourism expenditures, will be affected by inflation. These limitations become increasingly binding the greater the simulated change in demand. Although real world production relationships are most probably non-linear, it is not unreasonable to approximate these with linear specifications as long as the changes from the starting point remain relatively small. On the other hand, simulations that involve drastic changes from the means are likely to have poor predictive abilities.Despite of these limitations, an understanding of the caveats can help the analyst to overcome the weaknesses.Depending on the characteristics of the area of concern and on the tourist spending patterns, the assumptions at the base of I-O analysis could bias the values of the derived tourism multipliers (Fletcher, 1989; Briassoulis, 1991). As already noticed, for the employment multiplier values to hold true, it must be assumed that an increase in final demand will result in each sector increasing their demand for labour in a linear way. This will only be reasonable if every sector is operating at full utilization. Any underutilization will mean that sectors can expand output without resorting to employing additional staff. In the short run it is likely that most sectors will meet additional demand by either better utilization of existing personnel or by increasing over-time. In such cases, the employment multiplier will over-estimate the effects on employment. This can be particularly critical in the case of tourism, where the restaurant & hotel industry is typically characterized by capacity under-utilization (reflected in hotel occupancy rates lower than 100%). This means that additional tourists can be accommodated by existing hotels and restaurants with only a marginal increase in employment and in the inputs required from the other sectors of local economy. Further difficulties inherent to the assessment of employment impacts are related to seasonality problems (particularly important for sun&beach tourism) and to the fact that it is very common in tourismrelated establishments that many people employed in tourism also hold another job and part-time employment.Furthermore, it is also quite conceivable that some industries will not be able to respond to an increase in demand (particularly in the short-term run) and any increase in demand will need to be met by an increase in imports rather than an increase in the level of output of the domestic industries.There is a wide range of literature on (tourism) multipliers. We do not aim at discussing allfindings, but rather at identifying those factors that influence the values of multipliers and that might be relevant to our discussion. We will firstly discuss issues relative to the calculation of multipliers. This part will help to clarify some of the definitions presented in previous sections and to assess the range of changes involved with the different definitions. Secondly, we will discuss issues relative to the destination regions (and how they influence the value of multipliers). This will help to clarify the regional factors that we need to take into consideration in the empirical studies. Thirdly, we will discuss the relevant features of tourism and tourists’ patterns. This is very relevant for policy-making in the field of tourism; different strategic choices must be compared. Finally, we willdiscuss the issues concerning the impact on employment.Caution must however be exercised when comparing quantitatively multipliers from different studies, since multipliers might have been generated by different methodologies, include different assumptions, reflect different distributions of expenditures (e.g., more on hotel, less on shopping).Types of multiplier and their range of values.Multipliers have been widely used in research and policy support. However, their use has been often characterized by confusion and misunderstanding concerning the typologies of the used multipliers (Archer, 1982). Here we discuss the range of changes in empirical findings involved when different typologies of multipliers are used.A first distinction refers to the range of effects taken into account by the multiplier. In Singapore, income and output multiplier increase by 30% when induced effects are included (Heng and Low, 1990); the increase in the income multiplier, when also induced effects are considered, is found by Del Corpo et al (2008) to vary from 20% in Sicily to 65% in Spain. Feedback effects from surrounding regions can also be considered. Sinclair and Sutcliffe (1988) take into account feedback effects from surrounding economies and show that the size of multiplier increases by 2-7%.The second distinction refers to the affected variable (sales, output, income or employment multiplier). This is a simple and clear issue, but it is very relevant when comparing different values of multipliers. It is important to note that different definitions of multipliers are relevant for different policy objectives. The relevant multipliers should be therefore chosen when comparing different policy options with respect to a specific objective (either the maximisation of the employment, income or government revenues effect). Sales and output multipliers tend to be around the double of income multipliers (Heng and Low, 1990).Multipliers and features of destination regionThe value of the multipliers crucially depends on leakages, and therefore on the share of imports to total output. In turn, the share of import is heavily dependent on the size of theregion (small economies are relatively less self-contained than larger economies). In the specific case of tourism multipliers, the interrelationships of tourism industries with the rest of the local economy (and specifically the extent to which demand from tourism industries is satisfied with imports), is also a crucial factor.Income multipliers reach a maximum for large countries such as Turkey and the UK and in self-contained small island economies (Jamaica, Mauritius), where they vary in the range 0.50-1.20. They are just smaller for US0.90 – Archer, 1988), but sensibly lower in very open regional and urban economies such as US and UK counties (range 0.20-0.50 – Fletcher, 1989; Archer, 1982). Baaijens et al (1998) analyzed statistically (regression models) income multipliers extracted from 11 studies. A positive relationship was found with the logarithm of the population (several alternative regional characteristics –as area size, number of tourist arrivals – were also tested). A similar result was found by Chang (2001), analyzing more than 100 regional IO models varying in size and economic development (covering five US-states: California, Colorado, Florida, Michigan and Massachusetts), generated by means of the IMPLAN I-O modelling system. A ‘tourism multiplier’ was defined as a weighted sum of multipliers derived from four tourism-related sectors (lodging, eating and drinking, recreation and retail). For all the four analyzed Type II ‘tourism multipliers’ (sa les, income, value added and job) the most significant predictor, in a stepwise regression analysis, was found to be the logarithm of population. While sales, income and value added multipliers increased almost linearly with the logarithm of population, the employment multiplier showed a negative correlation (interpreted on the basis that, in the contest of the analyzed dataset, regions characterized by a smaller number of inhabitants tend to correspond to less economically developed rural areas). Using hotels as an example, higher job to sales ratio could be a result of lower room rates, or more part-time and seasonal jobs (resulting in lower average wages). Type II multipliers vs. Log (Population) for 114 US regions. The empty diamonds report the results obtained through I-O modelling (IMPLAN), while the squares correspond to the corresponding results from a statistical regression analysis with Log (Population) as dominant predictors. The lines report empirical multipliers proposed from a straightforward classification of the different regions in: ‘rural’, ‘small me tro’, ‘large metro’ and ‘State’. Multipliers and features of tourism and tourists’ patternsTourists differ in behavioural and expenditure patterns. This has consequences for the size and range of economic effects. This question is crucial when confronting different policy choices for tourism development (e.g., privileging short vs. long stays, beach resort vs. cultural tourism, etc.). Two key issues must be taken into account here.Firstly, the impact on the local economy varies not only depending on the value of the multipliers, but also on the value of the multiplicand: even if the multiplier is high, the final impact on local income will be low if the direct injection of tourist expenditure in the destination region is low. Previous research shows that tourist spending taking place through tour operators, international airlines and chain hotels often leaks out immediately without even reaching the destination economy. For example, only 42% of the price of a package holiday was received by Spain when tourists travelled on a non-Spanish airline (Istituto Espanol de Turismo, 1987). Similar results hold for Kenya: only 38% of UK tourists’ spending travelling in package holidays reached Kenya.Improving options locally available to tourists would magnify the size of economic impacts. In the case of Kenya, the use of local airlines could considerably increase the share of expenditure accruing to the Country: up to 66% if local airlines are used for internal travels, up to 80% if Kenyan airlines are used for international flights also (Sinclair, 1991). Secondly, the impact on the local economy varies with the patterns of tourist’s expenditure, in turn influenced by the motivation of the trip (pleasure vs. business, for example), the nationality of tourists, the accommodation chosen. Research shows that accommodation is a key factor, as confirmed among others by Del Corpo et al (2008). Sinclair and Sutcliffe (1988) find that the income multiplier in Malaga is lower for tourists staying in flats or villas and higher for tourists staying in hotels. This is due to the different relationships that these types of accommodation create with the local economy.On the contrary, the nationality of the tourist does not seem to be so relevant. Archer and Fletcher (1996) find no evidence that nationality of tourists made a significant difference to the size impact of tourism on the economy of Seychelles. The difference is found to be negligible also in the three case studies used by Del Corpo et al (2008), that is Bergen, Elche and Syracuse, even though in general Spanish tourists in Elche present a higher direct impact than foreigners. Finally, Heng and Low (1990) find no evidence that tourists from developing countries had a different impact than tourists from developed countries.The impacts on employmentThe ability of tourism to create jobs is of high relevance for policy-makers.As discussed in Section 1.1, employment multipliers are easily calculated in multiplier exercises. The values of the multiplier are influenced by the same factors discussed in previous sections, and therefore differ quite widely. Heng and Low (1990) find that tourism in Singapore creates over 30 jobs per million dollar of expenditure when induced effects are included and just above 25 jobs when only direct and indirect effects are calculated. Fletcher (1989) finds a similar value for Jamaica. He shows that values might be even higher for smaller economies such as Gibraltar, where he also finds that the employment multiplier of tourism expenditure is nearly the double than Ministry of Defence and other Government departments’ expenditure.Sinclair (1998) discusses few additional features concerning employment effects of tourism (based both on case studies and multiplier analysis):Tourism industries are relatively skill-intensive. This was pointed out by Diamond (1974), in his research on Turkey, and confirmed by following studies. Delos Santos etal (1983) further noticed that only 16% of employment in the tourism sector in the Philippines was unskilled and that nearly 40% was semi-skilled;Much of the employment in the catering and accommodation is on a part-time seasonal basis or family-related without a formal wage. Sinclair and Bote Gomez (1996) find that just below 10% of part-time workers in hotels and guesthouses in Spain were without a formal wage. Farver (1984) finds that hotel employment in Gambia nearly doubled in the high season with respect to the low season. He also finds that top managerial posts are usually occupied by foreigners. This appears to be true also for the Fiji Islands (Samy, 1975). However, in Kenya this trend has been reversed and top managerial posts are now being taken by residents (Sinclair, 1990).These results point out to potential important employment gains from tourism, under both a quantity and a quality perspective (although seasonality remains a problem).4 ConclusionsBased on the review of literature, we can propose a rather general classification of the impacts of tourism on urban economies:The impacts that take place through market interactions;The impacts that do not involve market interactions;The key issues that affect the size and sign of the impacts.4.1 Impacts taking place through market interactionsTourists typically demand a set of services and goods. Some of these are provided by themarket, such as restaurants, hotels, private transportation (we referred to them as tourism industries). This additional demand generates a series of impacts on the local economy: Increased expenditure by tourists increases local production (and incomes). Assuming that there is idle capacity (and prices do not respond to increased demand), the final increase is bigger than the initial increase (multiplier effect);The additional income brings with it additional jobs: directly, in the tourism sector and indirectly in the sectors serving the tourism sector;When relaxing the assumption of idle capacity, prices (as well as quantities) respond to the additional demand. Theory shows that, finally, the benefits of tourism are capitalized in higher prices of non-tradable sectors (hotels, restaurants, houses, prices of locally produced goods) and that they finally accrue to the immobile factors (e.g., land) employed in the non-tradable sector (which is able to charge higher prices).The above effects imply that there is a distributional issue, as tourism leads to a contraction of the traded sector (e.g., manufacturing) and to a decrease of real returns to all the other factors; The structural change induced in the economy may affect its capability to grow in the long run. The crucial question is whether a region relatively specialized in tourism will grow slower or faster than, for example, regions specialized in knowledge intensive industries. Theoretically, the answer depends on the long-run dynamics of prices of tourist goods compared to, for example, knowledge-intensive goods.4.2 Impacts taking place through non-market interactionsTourists do not only demand goods and services provided by the market. They also demand access to natural and cultural resources and to publicly provided goods and services (such as water, public transportation, health and security, a clean environment).This additional demand generates the following impacts.Firstly, the additional pressure on natural and cultural resources can lead to their overexploitation and degradation.Secondly, the pressure on public services will also increase, as a consequence of the additional demand for water, waste and water treatment, public transportation. The additional costs will be compensated (to some extent) by an increase of fiscal revenues following the increase of incomes and jobs.Thirdly, there is a pure external effect in terms of the congestion (noise, traffic jams) caused by the arrival of tourists.From the discussion above it follows that the size and sign of impacts will depend on the。

Service Quality, Customer Satisfaction and Customer Retention in the hospitality industry Keys to ac

Service Quality, Customer Satisfaction and Customer Retention in the hospitality industry: Keys to achievetourism growth.S. Melisidou 1, N. Theocharis 21 Dpt. Of Tourism Administration, T.E.I. of Athens, Athens, Greece, Tel:+306974366280,Fax:+302103212276,E-mail:********************2 Dpt. Of Tourism Administration, T.E.I. of Athens, Athens, Greece,Tel:+306977746042,E-mail:*********************ABSTRACTThe increased significance of the services sector to the global economy has led to a heightened concern by practitioners as well as consumers regarding the quality of services being offered.The past few decades, “mass” tourism e merged as a forceful agent of change and created impacts which clearly affect the qualitative issues of tourist product.The concept of quality and its relationship with the service industries has become a major preoccupation for many within this sector, not least the hospitality industry. Hospitality operations have to serve an increasingly discerning public, who are nowadays more eager than ever to complain and transfer their allegiances to perceived providers of quality services.Applicable models and methods of service quality can protect and upgrade the operation of enterprises as well as the level of tourist demand satisfaction.This paper seeks to investigate the evaluation and conceptualization of service quality and its interactive impacts.The aims of this study are as follows: (1) to sustain that service quality, customer satisfaction and customer retention can be considered as the major tools to achieve development and enhance the hospitality industry, (2). to assess that perceived service quality is a crucial matter for the global tourism development and can bear socio-economic development.KEYWORDS: service quality, service value, customer satisfaction, retention, SERVQUAL, tourism development.1. IntroductionService industries play an important role in most economies. As competition increases in the market, tourism businesses and organizations need to develop effective methods for being more responsive to peoples’ needs and retaining more loyal participants since attracting new participants will cost more which involves more advertising and promoting.Like other fields, tourism involves both goods and services, but the service component is relatively high.It has been suggested that each of these determining constructs (perceived quality, perceived value, and satisfaction) should be measured to monitor hospitality operations performance and to understand more thoroughly the interrelationships between them (Baker and Crompton 2000; Getty and Thompson 1994; Petrick and Backman 2002a; Tam 2000). Enhanced understanding of the relationships among these constructs and their relative influence in determining behavioral intention to revisit, would better equip hospitality industry providers to adjust their services and marketing efforts to enhance positive behavioral intention. Quality attributes can be more useful than either satisfaction or perceived value items since hospitality industry managers can control and manipulate the items. Perceived quality and satisfaction have been shown to be good predictors of visitors’ future behavioral intentions (Baker and Crompton 2000; Tian-Cole et al. 2002).While perceived quality and perceived value are cognitive responses to a service offering, overall satisfaction is an emotional response based on a holistic view of phenomenon (Cronin et al. 2000). With a clear understanding of the relationship among these three constructs, hospitality businesses would know which of these evaluation measures have the stronger total effect on visitors’ behavioral intentions.There is widespread agreement in the general service management literature that the provision of service quality is concerned with generating customer satisfaction. Grönroos (1984), Parasuraman, Zeithaml and Berry (1985) and Johnston (1988) define service quality in terms of customer satisfaction, that is, the degree of fit between custom ers’ expectations and perceptions of service.2. Defining Service Quality – Notional approachesService quality is now of major concern to industries such as the tourism/hospitality industry, which are basically ‘peopleoriented’.In the service industry, definitions of service quality tend to focus on meeting customers’ needs and requirements and how well the service delivered meets their expectations (Lewis and Booms, 1983). In order to deliver and maintain service quality, an organization must first identify what it is that constitutes quality to those whom it serves (Gronross, 1984). Gronross (1984) classified service quality into two categories: technical quality, primarily focused on what consumers actually received from the service; and functional quality, focused on the process of service delivery.Service quality characterised by the following aspects:- is multidimensional,- has underlying quality dimensions, some of which change over time;- is intangible, although it is often assessed through tangible clues;- is the result of both service processes and service outcomes;- depends on the difference (gap) between customer expectations and perceptionsThe central link in most service strategies is quality, which has been a major issue for many years, dating back at least to Deming’s work in Japan in the ‘50s.Solomon et al. (1985) concluded that a customer assesses quality by his or her perception of the way in which the service is performed. As a result, service quality has been defined as the outcome of a comparison between expectations of a service and what is perceived to be received (Czepiel et al., 1985; Parasuraman et al., 1985). The gap between expectations and perceptions of performance determines the level of service quality from a consumer’s perspective.Johnston and Morris (1985) argue that service organisations tend to measure only what is easy to measure and quantify, and shy away from the use of soft, qualitative measures. Kaplan (1983) argues satisfaction. Whilst the measurement of customer service perceptions are now widespread in tourism/hospitality, an understanding of managements’ perception of guest expectations, as well as staff responses to such management expectations, are yet to be explored. Hochschild (1983) has described the work performed by service providers as ‘emotional labor’ that requires them to subsume their own feelings to the goals of their employer and the immediate needs of a paying customer.Indeed, she described service encounters as the commercialisation of human feeling, and warns of the individual and social effects that may engender. Klaus (1985) has described service encounters as interlocking behaviour composed of task and ‘ceremonial’ elements, in which the former are the economic exchange elements and the latter the psychological need satisfaction that provider and customer provide each other.Parasuraman et al. (1985) identify over 200 attributes of service quality. The pool of attributes was derived from an extensive series of interviews with customers in four different commercial services. Using factor analysis, five main dimensions of service quality were identified. They were: tangibles, reliability, responsiveness, assurance and empathy. The importance of the above dimensions in understanding service quality cannot be underestimated.However, comparing service expectations with service perceptions has offered a more insightful perspective. Perceptions of quality by those who provide services and those who consume them have often been reported to differ (Parasuraman et al., 1985).3. Experienced Service Quality ModelsThere have been numerous attempts to encapsulate the essential nature of the service quality construct in the form of theoretical models. One of the earliest models is that described by Gronroos (1983), which relates the level of experienced quality to both technical and functional dimensions of service provision:•Technical quality refers to the result of service and/ or the question, what has been provided?•Functional quality, on the other hand, refers to the way the service has been delivered and delivered and relates to the question, how has the service been provided?Technical quality refers to the relatively quantifiable aspects of the service that consumers experience during their interactions with a service firm. Because it can be easily measured by both consumer and supplier, it becomes an important basis for judging service quality (Palmer, 1998).According to Gronroos (1998,1990), however, these more technical aspects of a service are easily lost. Functional quality, in contrast, can be used to create a competitive edge by focusing on the more personal aspects of the service encounter.Service quality has become a major concern of service industries. Berry and Parasuraman (1991) stated that service is the essence of services marketing and hat service quality is its foundation. Perceived service quality is a user’s judgment about a service’s overall excellence or superiority (Berry et al. 1988). In tourism businesses and organizations, suppliers provide the same types of services, but they do not provide the same service. Wager (1966, p.12) observed, “Quality is a human concept based on highly subjective criteria … and seems to be a highly personal matter.” Due to the central importance of service quality, tourism businesses and organizations have commissioned research studies designed to identify, assess, or evaluate the phenomenon of service quality.In the private sector of tourism, the ultimate goal of businesses and organizations is to increase profits. Improving technical aspects of goods and services is not sufficient to retain participants. Tourism businesses and organizations are investing more effort in improving perceptions of service quality so visitors (participants) will become repeat visitors and spread positive word-of-mouth to their social group (Crompton and Lamb 1986). For public sector organizations, making a profit may not be an ultimate goal. Rather it may be to satisfy participants’ needs and wants (Crompton and Lamb 1986). In public tourism businesses and organizations, participants are most likely to find satisfaction through high quality service (MacKay and Crompton 1988).There is a plethora of measurement tools and techniques for assessing service quality and consumer satisfaction levels. The leading protagonists in the area of service measurement studies have been Parasuraman et al. (1985), with development and subsequent refinement in 1988 and 1991 of the SERVQUAL instrument (Parasuraman et al., 1991).4.1. The SERVQUAL ModelThe SERVQUAL instrument developed by Parasuraman et al. (1991) has proved popular, being used in many studies of service quality. This is because it has a generic service application and is a practical approach to the area. A number of researchers have applied the SERVQUAL model to measure service quality in the hospitality industry, with modified constructs to suit specific hospitality situations (Saleh and Ryan, 1992; Bojanic and Rosen, 1993; Getty and Thompson, 1994; Lam and Zhang, 1998; Tsang and Qu, 2000).The SERVQUAL instrument consists of 22 statements for assessing consumer perceptions and expectations regarding the quality of a service. Respondent are asked to rate their level of agreement or disagreement with the given statements on a 7-point Likert scale. Consumers’ perceptions are based on the ac tual service they receive, while consumers’ expectations are based on past experiences and information received. The statements represent the determinants or dimensions of service quality. Refinement of his work reduced the original service dimensions used by consumers to judge the quality of a service from ten to five.The five key dimensions (Parasuraman et al. 1991) that were identified are as follows:1. Assurance– the knowledge and courtesy of employees and their ability to convey trust and confidence.2. Empathy– the provision of caring, individualized attention to consumers.3. Reliability–the ability to perform the promised service dependably and accurately.4. Responsiveness–the willingness to help consumers and to provide prompt service.5. Tangibles–the appearance of physical facilities, equipment, personnel and communications materials.One of the purposes of the SERVQUAL instrument is to ascertain the level of service quality based on the five key dimensions and to identify where gaps in service exist and to what extent.The gaps are generally defined as:•Gap 1(positioning gap) –pertains to managers’ perceptions of consumers’ expectations and the relative importance consumers attach to the quality dimensions.•Gap 2 (specification gap) – is concerned with the difference between what management believes the consumer wants and what the consumers expect the business to provide.•Gap 3 (delivery gap) –is concerned with the difference between the service provided by the employee of the business and the specifications set by management.•Gap 4 (communication gap) – exists when the promises communicated by the business to the consumer do not match the consumers’ expectations of those external promises.•Gap 5(perception gap) –is the differe nce between the consumers’ internal perceptions and expectations of the services (Zeithaml et al., 1990).5. Perceived Service ValuePerceived service value has been recognized in the past decade as one of the most salient determinants of purchase intention and repeat visitation (customer retention) (Chang and Wildt 1994; Bolton and Drew 1991a; Jayanti and Ghosh 1996). Although, considerable research has focused on perceived service quality as an important determinant of satisfaction and behavioral intentions (Parasuraman et al. 1988; Brown et al. 1993; Zeithaml et al. 1996), there has been relatively more empirical research conducted on perceived service value and its relationship to visitor satisfaction and behavioural intentions (Anderson et al. 1994; Cronin et al. 2000; Caruana, Money and Berthon 2000; Oh 1999; Sweeney et al. 1997). Chang and Wildt (1994) found that the purchase intention is strongly and positively influenced by perceived service value. Previous studies (Grewal, et al. 1998; Jayanti and Ghosh 1996; Oh 1999; Sweeney et al. 1997; Zeithaml 1988) suggested that the perceived service value mediates the influence of perceived price and perceived service quality.Figure.1.2.: Perceived Service Value as a mediating variable6. Customer Satisfaction and RetentionAs has already been noted, satisfaction has been concern for a number of years and is generally recognised as a post purchase construct that is related to how much a person likes or dislikes a product or a service after experiencing it.It can be defined as an evaluation that an “experience was at least as good as it was supposed to be” (Hunt, 1997). Satisfaction is a response to a perceived discrepancy between prior expectations and perceived performance after consumption. Consequently, managers need to understand how expectations are created and how these expectations are influenced by people’s consumption experiences.Customers are assumed to have developed expectations prior to use, and perceived performa nce is compared to these expectations on a “better than” or “worse than” model.Oliver (1981) defined satisfaction as a “summary psychological state resulting when the emotion surrounding disconfirmed expectations is coupled with the consumer’s prior feelings about the consumption experience” (p.27). Oliver (1997) pointed out that satisfaction encompasses more than mere fulfillment. It describes a consumer’s experiences, which is the end state of a psychological process.Satisfaction has become a central concept in modern marketing thought and practice (Yi 1990). Many studies have made significant contributions to better understanding this complex phenomenon (Bearden and Teel 1983; Oliver 1980, 1989; Spreng et al. 1996; Williams 1988). Achieving visitor satisfaction is one of important goals for most tourism service businesses and organizations today (Jones and Sasser 1995). Increasing customer satisfaction and customer retention generates more profits, positive word-of-mouth, and lower marketing expenditures (Reichheld 1996; Heskett et al. 1990).Satisfaction is a visitor’s affective and evaluative response to the overall product or service experience (Oliver 1997). What visitors received from the investment money, time and other resources on a trip or a visit) are psychological benefits. Thus, it is an experience that tourists receive from a visit with tangible goods (Mathieson and Wall 1982). It is also more likely that satisfied visitors will return and say positive things about a service (Tian-Cole et al. 2000).Improving the quality of service attributes as well as improving the emotional and psychological reactions that visitors obtain from service experiences are considered important to commercial and public tourism businesses and organizations. As Otto and Ritchie (1996) stated: the intimate, hands-on nature of the service encounter itself affords many opportunities for affective response… it has long been acknowledged that human interaction itself is an emotionally-charged process.7. Tools to achieve continuous tourism development by practisingservice qualityBerry and Parasuraman (1991) stated that service is the essence of services marketing and hat service quality is its foundation. Perceived service quality is a user’s judgment about a service’s overall excellence or superiority (Berry et al. 1988). In tourism businesses and organizations, suppliers provide the same types of services, but they do not provide the same service. Attempting to achieve sustained competitive advantage, hospitality organizations are now investing quite heavily in a host of service quality improvement initiatives.In the private sector of tourism, the ultimate goal of businesses and organizations is to increase profits. Improving technical aspects of goods and services is not sufficient to retain participants. Hospitality businesses are investing more effort in improving perceptions of service quality so consumers (participants) will become repeat consumers and spread positive word-of-mouth to their social group (Crompton and Lamb 1986).The requirement of an approach to quality improvement concentrates on the continual evaluation of service quality as perceived by the customer. Tools to achieve continuous improvement are listed below:•Customer satisfaction•Customer retention (external client)•Complaints and incidences•Audits reports•Auto-evaluations•Benchmarking method•Mystery guest / mystery shopper•Market evaluations•Claims8. Positive effects by practising service quality in the hospitalityindustryThe strategic planning and the application of service quality provide customer satisfaction and retention. Its efficient application enhances the hospitality industry, activates the effects of tourism development in socio-cultural issues and provides economic growth.The positive effects by practising service quality models are listed below: • A competitive differentiation that favors the enterprise•Chances of potential growth•Better employee morale•Customer Loyalty and Retention•Customer satisfaction•Economic growth & profits•Employee motivation and vision•Favorable advertising•Greater productivity•Minimization of loss for the customers8. ConclusionsThe hospitality enterprises operating have proven to be one of the key mechanisms in the economic transition. Economic reforms unleashed the potential for entrepreneurial development in a direction that assisted macro-economic stability and competitive market behaviour.Successful tourist businesses were found to be focusing on a particular product or niche market, developing a strong competitive advantage offering high quality, and superior service and products.Earning high satisfaction ratings from guests is an especially important strategy for hotel companies, because loyal customers are the principal driver of profits. Along with continuing to stay at a brand’s properties, satisfied customers also refer new business. Companies with satisfied, loyal customers enjoy higher margins—and, consequently, greater profits—than do businesses that fail to retain and satisfy their customers.The strategic planning and the application of service quality provide customer satisfaction and retention. Its efficient application enhances the hospitality industry, activates the effects of tourism development in socio-cultural issues and provides economic growth.References1. Bank, J. (1992). The essence of Total quality management, London: PrenticeHall2. Berry, L.L., Parasuraman A., V. A. Zeithaml (1985). Quality counts in servicestoo,. Business Horizons.3. Cronin J. J. and S. A. Taylor (1992). Measuring service quality: Areexamination and extension, Journal of Marketing, 56, 55-68.4. Czepiel J. A. and R. Gilmore (1987). Exploring the concept of loyalty inservices, in: J. A. Czepiel, C. A. Congram and J. Shanahan (Eds.), The services challenge: Integrating for competitive advantage, American Marketing Association, Chicago, 91-94.5. Dutka A. (1995). AMA Handbbok of customer satisfaction: A guide toresearch, planning, and implementation, NTC Publishing Group, Illinois.6. Getty J.M. and Thomson K.N. (1994). The relationship between quality ,satisfaction and recommending behaviour in lodging decisions. Journal of Hospitality and Leisure Marketing, 2(3):3-22.7. Grönroos, C. (1984). A service quality model and its marketing implications.Journal of Marketing, 18, 36-44.8. Grönroos, C. (1988). Service Quality: The six criteria of good perceivedservice quality. Review of Business, 9(3):10-139. Johnston, R. (1987). A Framework for Developing a Quality Strategy in aCustomer Processing Operation, University of Warwick working paper, March.10. Johnston, R., & Morris, B. (1985). Monitoring and control in service operations.International Journal of Operations and Production Management.11. Kandambully J. Connie M. Beverley S.(2001),”Ser vice quality management inhospitality, tourism and leisure, The Howarth Hospitality Press, NY.12. Naumann E. and K. Giel (1995). Customer satisfaction measurement andmanagement, Thomson Executive Press, Cincinnati.13. Oliver, R.L.(1996), Satisfaction: A behavioural Perspective on the consumer.London : McGraw-Hill14. Parasuraman A., V. A. Zeithaml and L. L. Berry (1988). SERVQUAL: Amultiple item scale for measuring consumer perceptions of service quality, Journal of Retailing, 64, (1), 14-40.15. Parasuraman A., V. A. Zeithaml and L. L. Berry (1994). Reassessment ofexpectations as a comparison standard in measuring service quality: Implications for future research, Journal of Marketing, 58, 111-124.16. Swanson R. (1995). The quality improvement handbook, Kogan Page Ltd.,London.17. Silvestro, R., Johnston, R., Fitzgerald, L., & Voss, C. (1990). Qualitymeasurement in service industries. International Journal of Service Industry Management, 1, 54-66.18. Smith, S. (1982). How to quantify quality. Management Today, October.19. Solomon & C.F. Suprenants (Eds), The service encounter: Managingemployee/customer interaction in service businesses (pp. 17-33).20. Zeithaml V. A., A. Parasuraman, and L. L. Berry (1992). Delivering qualityservices, The Free Press, New York.。

富士康英语笔试题及答案

富士康英语笔试题及答案一、词汇题（每题1分，共10分）1. The company has a large number of _______ employees.A. permanentB. temporaryC. casualD. part-time答案： A2. The _______ of the new product was a great success.A. introductionB. innovationC. initiationD. induction答案： A3. The _______ of the meeting has been postponed due to bad weather.A. commencementB. completionC. cancellationD. termination答案： A4. She has a _______ knowledge of the subject.A. superficialB. profoundC. elementaryD. rudimentary答案： B5. The _______ of the old building was a difficult task.A. renovationB. demolitionC. constructionD. destruction答案： B6. The _______ of the company's profits has been steady over the past decade.A. fluctuationB. stabilityC. increaseD. decrease答案： B7. The _______ of the new policy was met with mixed reactions.A. implementationB. enforcementC. initiationD. establishment答案： A8. The _______ of the project was completed on schedule.A. executionB. performanceC. operationD. function答案： A9. The _______ of the company's assets is a complex process.A. evaluationB. valuationC. assessmentD. estimation答案： B10. The _______ of the new CEO was announced at the annual meeting.A. appointmentB. nominationC. electionD. designation答案： A二、阅读理解题（每题2分，共20分）Passage 1In recent years, the rise of e-commerce has significantly impacted the retail industry. Traditional brick-and-mortar stores are facing challenges as online shopping becomes more popular. However, some companies have adapted to thesechanges by integrating their online and offline presence to create a seamless shopping experience for customers.Questions:11. What has been the impact of e-commerce on the retail industry?A. It has led to the decline of online shopping.B. It has caused an increase in the popularity ofphysical stores.C. It has significantly impacted the way people shop.D. It has resulted in the closure of all physical stores.答案： C12. How have some companies adapted to the rise of e-commerce?A. By closing their physical stores.B. By focusing solely on online sales.C. By integrating their online and offline presence.D. By ignoring the changes in consumer behavior.答案： CPassage 2The development of renewable energy sources is crucial for reducing our reliance on fossil fuels and combating climatechange. Solar and wind power are two of the most promising renewable energy sources, offering clean and sustainable alternatives to traditional energy production methods.Questions:13. Why is the development of renewable energy sources important?A. To increase our reliance on fossil fuels.B. To reduce the cost of energy production.C. To combat climate change and reduce reliance on fossil fuels.D. To make energy production more difficult.答案： C14. Which two renewable energy sources are mentioned in the passage?A. Solar and nuclear power.B. Wind and hydro power.C. Solar and wind power.D. Fossil fuels and hydro power.答案： C三、完形填空题（每题1.5分，共15分）In the modern world, technology plays a vital role in our daily lives. It has transformed the way we communicate, work, and learn. However, with the rapid advancement of technology, there are also concerns about its impact on society.15. Technology has made our lives _______ easier.A. muchB. littleC. notD. no答案： A16. The _______ of technology is not without its drawbacks.A. progressB. developmentC. advancementD. growth答案： C17. People are increasingly _______ about the effects of technology on privacy.A. concernedB. informedC. interestedD. curious答案： A18. Despite。

QualityAssurance（QA）Reportfor

Cedar Crest College 2013 ACBSP QA ReportAcademic Strategic Planning Outline 2012-2015(Due each year with Departmental Budget)College Mission:Cedar Crest College is a liberal arts college for women dedicated to the education ofthe next generation of leaders. Cedar Crest College educates the whole student,preparing women for life in a global community.Department Mission:The Department of Business, Management and Economics dedicates itself toproviding educational experiences that develop a graduate who not only possessesenthusiasm and skills necessary to engage the world as a capable and ethicalleader of organizations but also discovers where personal interest and capabilitymeet community need. In accomplishing this mission there are five behaviors that aCedar Crest student is encouraged to adopt, enhance and utilize as follows: beingethical, responsible, competent, resourceful and diligent. Students obtaining aBachelor of Science degree in Business Administration or Accounting will completethe necessary requisite coursework to satisfy the standards of our accreditingagency (The Accreditation Council for Business Schools and Programs).External AnalysisDiscuss the impact of external factors that may impact the department goals andstrategy.Economic – Local economy dominated by healthcare, service and distributionindustries, few large enterprises, mostly diverse smaller entitiesEffect of recession – financial impact on student populationsDemographic – Number of high school graduates peaked impacting traditionalstudent poolMore adult learners, degree completion, career changersTechnological – educational delivery methods impacted by technology, changingmodes of accessing informationCultural – role and expectations of higher education in popular culture and bystudent populationsCompetitive – our region has a concentration of higher education; educationavailable anywhere via technological innovation.39Cedar Crest College 2013 ACBSP QA ReportInternal AnalysisDiscussion of strengths and weaknesses of internal processes and resources(capital, human, physical)Admission and retention – both traditional student admission and SAGE (Schoolof Adult and Graduate Education) admission were restructured in the current2012-13 academic year to improve efficiency and effectiveness of admissionprocess.Retention is a focus of Academic Services, SAGE has dedicated academicadvisor who guides students through first two semesters with the institution, thenserves as a secondary advisor to department advisors to provide a continuity ofcontacts for adult students.Curriculum development – needs are changing, transfer students holdingapproved degrees are now exempted from Liberal Arts Curriculum distributionrequirements allowing greater focus on discipline of study and elective courses.Program developments – now offering complete core of Business Administrationmajor in an on line format; optional elective concentrations are offered inmanagement, health care management, human resources, management,marketing and economics.Curriculum revisions implemented by addition of quantitative courseincorporating data analytics to improve student learning outcomes on quantitativemetrics.Department is planning to add uniquely specialized courses that meet changingneeds and interests of students.Student focused – small class sizes allow for individual development and closeinteraction with faculty; academic advisors are full time faculty in the students’discipline.Faculty development – Faculty Development grant program in place to supportfaculty research, presentation and attendance at conferences has increasedfaculty participation in scholarly activities.Identified need for additional full time and part time faculty with the capability toteach a variety of courses, to have more versatility and less reliance on adjuncts.Resource constraints - Educational support technology software is not on levelwith competing institutions. Not all classrooms have information technology tosupport educational delivery. Database subscriptions are not in line withcompeting institutions.The institution is engaged in regular Assessment process of programs followingAcademic Program Review with scheduled Periodic Program Reviews that are40Cedar Crest College 2013 ACBSP QA Reportscheduled to review each program every third year. Several programs areaccredited by nationally recognized accrediting organizations.Articulation agreements are in place with area community colleges accredited byACBSP to facilitate transfers pursuing bachelor’s degree completion plans.Goal 1Initiate competitive courses to allow exploration of new focus areas.Goal 1 StrategiesIntroduce three new courses in sports management, science management, andrisk and compliance management to integrate with other disciplines on campus inconsultation with respective departments.Goal 1 ResourcesAcademically Qualified Faculty to teach the courses, classrooms and librarysupport;Goal 1 MetricsCourses scheduled, increased enrollment, students completing electives,appointment of Academically Qualified faculty.Goal 2Goal 2 StrategiesIntroduce MBA programGoal 2 ResourcesAcademically Qualified Faculty to teach the courses, classrooms and librarysupport, marketing and promotion support;Goal 2 MetricsFirst class of MBA students starts in Fall 2014 semester, meet enrollment goals.Yearly resultsN/A – first year of Academic Strategic PlanAnalysis and ModificationsN/A – first year of Academic Strategic Plan41。

对联邦快递了解的英语作文

对联邦快递了解的英语作文With the fast-growing popularity of online shopping, the express delivery industry is booming. Indeed, the delivery service is facilitating our life and work, but there are still some potential problems needed to be addressed.For one thing, it is not rare for customers' personal information to be leaked via couriers or their companies or illegally sold for commercial purposes, which might throw customers into danger. For another, there havebeen customer complaints about the damage caused to their purchased articles due to the rough handling of parcels by the couriers who toss or step on parcels. Under such circumstance, customers usually cannot gain compensation because of the lack of explicit regulations defining the responsibilities ofthe delivery companies.These problems call for stricter rules and greater efforts, to better regulate express delivery companies to protect the interests of customers andto ensure the healthy and sustainable development of the e-commerce industry.With the rapid growth of our national economy, Chinese Delivery Industry experienced a booster at the rate of 30% every year in China , but it also has a lot of problems.Since , the first express enterprises established in shenzhen, accordingto statistics, at present there are more than express enterprises in China. EMS and other state-owned enterprises,the famous private enterprises such as : ShunFeng, ShenTong, TuanTong, ZhongTong,the foreign companies such as DHL, UPS;Obviously, ShunFeng is the fastest growing company, its business not onlyall over the country, but also developed abroad,such as South Korea, Singapore, Malaysia and other countrieshowever, there are also many problems in our express industry. For example: there are a lot of small family businesses with old management mode, onlyforcus on their own interests, can not consider the entire enterprise's long-term development.We should take some measures to improve the situation. For example, to strengthen the government regulation , apply more technology, improve work efficiency and service quality.As the development of puter, people count on puter so much, now most businesses are done online, trading online saves people a lot of time and it is very convenient. As more and more people choose to shop online, there es the relative services, the most important one is express deliver. Many years ago, express deliver is not that popular, now it bees the main tool for people to receive online products. Express deliver is very fast, the panies make the promise that the customers can get their products in three days. Many years ago, people can get their things in a week, now express deliver shorten the time. What’s more, the express deliver can deliver the produc ts to the customers’ homes, people don’t have to go out, how convenient it is. I like to use express deliver, it facilitates my life and saves me a lot of time。

生态型服务与可持续发展综述中英文对照

生态型服务与可持续发展综述中英文对照Ecological service and sustainable development in Chinese and English language compared摘要：近年来人们发现服务业对环境也存在很多不利的影响，所以，一个新的概念由此提出，即生态型服务。

主要介绍生态型服务的概念和内涵，在分析传统服务对环境负作用的基础上，系统研究生态型服务对可持续发展的贡献，以及其中所包含的反弹效应。

Pick to: in recent years, it was found that service industry also exists many adverse effects to the environment, therefore, a new concept which is put forward, namely ecological services. Mainly introduces the concept and connotation of ecological services, on the basis of analyzing the traditional service negative effect to the environment, ecological service system research contribution to the sustainable development, as well as the rebound effect contained in it.关键词：生态型服务产品服务系统反弹效应。

Key words: ecological service product service system rebound effect.1 生态型服务的内涵。

1, the connotation of ecological services.20 世纪90 年代，西方学者提出经济生态效率服务理论，强调资源使用效率，满足人类需求和生活质量的同时，减少生态环境的影响。

第三方物流服务的顾客满意度研究_基于电子商务情景_韩超群

一、引言随着互联网在全球范围内的快速普及，电子商务作为网络化的新型经济形式，正以前所未有的速度迅猛发展，网络购物逐渐成为网民生活中一项重要的组成部分。

根据艾瑞咨询最近统计数据显示，２０１０年中国网络购物市场交易规模达４９８０．０亿元，较２００９年增长８９．４％［１］。

电子商务的交易流程主要由信息流、资金流和物流三大支撑平台构成。

物流的配送作为电子商务交易最后的商品所有权转移环节，是电子商务成功发展的重要因素［２］。

当前，在与电子商务的信息流，资金流相关的技术都获得较快发展的情况下，物流却成为阻碍我国电子商务发展的最大瓶颈。

基于中国电子商务情景，研究影响网购顾客对第三方物流服务满意的关键因素对学界与业界都具有极其重要的意义。

近年来，随着电子商务中物流问题的日益突出，物流顾客满意度问题成为国内外学者研究的热点。

虽然国外学者对物流顾客满意度问题进行了大量研究，但由于文化背景与产业发展第三方物流服务的顾客满意度研究———基于电子商务情景韩超群（上海电机学院商学院，上海２０１３０６）收稿日期：２０１４－０１－０８基金项目：襄阳市研究与开发计划项目；上海电机学院科研专项项目（１４ＱＤ１１）；上海电机学院资产管理学科项目（１３ＸＫＺＣ０２）。

作者简介：韩超群（1979-），女，湖北襄樊人，博士研究生，研究方向：物流与供应链管理。

摘要：在中国电子商务情景下，基于国内外物流服务质量与顾客满意的相关文献和顾客的访谈，从第三方物流服务的实体配送服务质量和顾客营销服务质量两个方面出发，结合信息系统和营销学领域的信息化水平和品牌形象变量构建了我国电子商务情景下第三方物流的顾客满意度模型。

采用结构方程模型对收集的４２３份国内电子商务第三方物流服务顾客数据进行分析。

结果表明，电子商务情景下，除实体配送服务质量外，顾客营销服务质量是第三方物流服务质量的关键维度。

研究还发现，第三方物流服务质量显著正向影响顾客对物流服务的满意度；物流信息化水平和品牌形象对第三方物流服务质量存在显著正向影响，且还通过第三方物流服务质量对顾客满意存在重要的间接影响。

关于服务的英语作文

Service is an integral part of our society,and it plays a crucial role in our daily lives. Here are some key points to consider when writing an essay about service:1.Definition of Service:Begin your essay by defining what service means.It can be a broad concept encompassing everything from customer service in a business setting to public service in a community or government context.2.Importance of Service:Explain why service is important.This could include its role in building trust,enhancing customer satisfaction,or contributing to the wellbeing of a community.3.Types of Service:Discuss the various types of services that exist.This might include personal services like healthcare and education,commercial services like retail and hospitality,and public services like policing and infrastructure maintenance.4.Quality of Service:Address the concept of service quality.What makes a service good or bad?Consider factors such as reliability,responsiveness,empathy,and assurance.5.Customer Service:Elaborate on the significance of customer service in business. Highlight how it can make or break a companys reputation and how it directly impacts customer loyalty and retention.6.Public Service:Discuss the role of public service in a democratic society.How does it contribute to the common good?What are some examples of public service,such as civil service,military service,or volunteer work?7.Cultural Perspectives on Service:Explore how different cultures view service.Are there cultural nuances that affect the way service is provided or received?8.Challenges in Service Provision:Identify and discuss the challenges that service providers face,such as meeting diverse customer expectations,managing resources efficiently,or adapting to technological advancements.9.Technological Impact on Service:Consider how technology has transformed the service industry.Discuss the impact of automation,artificial intelligence,and digital platforms on the way services are delivered.10.Future of Service:Conclude your essay by speculating on the future of service.How might trends like remote work,virtual reality,or personalized services shape the service landscape in the coming years?11.Personal Experience:If appropriate,include a personal anecdote or experience that illustrates a point about service.This can make your essay more engaging and relatable.12.Conclusion:Summarize the main points of your essay and reiterate the significance of service in our lives.End with a call to action or a thoughtprovoking statement that encourages readers to consider the value of service in their own lives.Remember to structure your essay with a clear introduction,body paragraphs that explore each point in detail,and a conclusion that wraps up your e evidence and examples to support your arguments,and ensure your writing is clear,concise,and wellorganized.。

Fujitsu PrimeQuest企业服务器商品说明书

Global Support Center Availability 24 x 7 x 365 Your choice of service levelsTo succeed in today’s highly demanding business environments, you depend upon your IT resources as never before. At Fujitsu, we understand the technological challenges you face everyday, after all, we’ve been providing enterprise solutions for over thirty-five years.excellent service and support for priMeQuest enterprise serversAs the world’s fourth largest IT services provider, Fujitsu focuses on keeping IT and business objectives aligned through close collaboration with our customers. For over 35 years Fujitsu has provided IT infrastructure services and support to some of the world’s largest, most successful corporations. The Fujitsu core competencies in world class data service and support have evolved from mission-critical data center business systems to encompassing the entire enterprise world, including distributed computing environments.Global support center availability 24 x 7 x 365The cornerstone of our business is Mission Critical Support delivered by experienced engineers and backed by an ISO 9001 certified Global Support Center that operates 24 hours a day, 7 days a week, 365 days a year.service coMMitMentThe Fujitsu support structure allows you to select the support type that best fits your day to day needs. Customers can select Premium, Enhanced Plus, Enhanced or Basic support options. All support options include live telephone support, replacement parts, and onsite support within defined coverage hours. In addition to warranty service, support options are offered as uplifts and as post-warranty support service.preMiuM and enhanced plus servicesPremium or Enhanced Plus Service supports operational objectives of the most demanding mission-critical customer environments.fact sheetsupport and services offerinGs for fujitsu priMeQuest enterprise serverspreMiuM service and support for your enterpriseReady 24 hours a day, 7 days a week, 365 days a year, we respond with reliable parts and live telephone expertise to quickly restore your environment. Our onsite response time goal of 2 or 4 hours (Premium and Enhanced Plus respectively), is available in defined service areas encompassing major metropolitan areas.enhanced serviceThe Enhanced Service level is for customers who require an expanded window of onsite support coverage during the normal Monday—Friday business week, 8AM to 8PM local time (except Holidays), with parts and an onsite response time goal of 4 business hours. Enhanced Service includes live telephone support 24 hours a day, 7 days a week, 365 days a year.basic serviceThe Basic Service level is for customers with less stringent support needs, requiring both telephone and onsite coverage during a normal workday, Monday – Friday, 8AM to 8PM local time (except Holidays). Basic Service provides live telephone support, with parts and an onsite response time goal of 4 business hours between 8AM and 5PM, Monday - Friday.reMote support toolFujitsu offers a Remote Support Tool to capture machine status and error information. This data is securely transmitted via the Internet to a central location and made immediately available to support engineers to take action. The basic Remote Support Tool is bundled with the product and included at no additional cost.Warranty offerinG— north aMericaThe warranty period, hardware and software telephone assistance/ response times, onsite coverage hours/response times and additional program features are described in the Service Program Offerings matrix. Warranty offerings vary by country—check with your country Fujitsu Business Manager, as well as your agreement to purchase the hardware and license the software.custoMized consultinG/professional servicesFujitsu can assist customers in optimizing your investment in technology by offering a full range of additional services. Whether you require advice on server consolidation, helpwith deployment, additional support levels, or education, Fujitsu can deliver the services you need.PRIMEQUEST Enterprise QuickStart ServiceVirtualization Assessments and ImplementationFlexFrame™ for SAP®BW-Accelerator Solution for SAPSAP Discovery System ConfigurationLinux Cluster Implementation Services (PRIMECLUSTER®)Microsoft® SolutionsRed Hat Linux Fundamentals TrainingNovell SUSE Linux Fundamentals Trainingabout fujitsu aMericaFujitsu America, Inc. provides a complete portfolio of business technology services, computing platforms, and industry solutions. Fujitsu platform products are based on scalable, reliable and high-performance server, storage, software, point-of-sale, and mobile technologies. Fujitsu combines its renowned platform offerings with a full suite of onshore, near shore and offshore system integration, outsourcing, and datacenter services covering applications, operations, infrastructure, customer service, and multi-vendor lifecycle services. Fujitsu provides industry-specific solutions for retail, manufacturing, healthcare, government, education, financial services, and telecommunications sectors. For more information on Fujitsu America’s business scope, visit .Service Program Service Level offeringS Warranty, uplift and Post Warranty SupportProduct (1)Hardware WarrantyBasic enhancedenhanced Period (1) Plus Premium (5)Pq1800e3-Year Basic WarrantyWarranty Warranty WarrantyService Leveluplift uplift uplift Post Post Post Post Warranty Warranty Warranty WarrantyPq540a/ Pq580a1-Year enhanced Plus n/a n/a WarrantyWarrantyService Leveluplift Post Post Post Post Warranty Warranty Warranty WarrantyPq520a1-Year Basic WarrantyWarranty Warranty WarrantyService Leveluplift uplift uplift Post Post Post Post Warranty Warranty Warranty WarrantySoftware Warranty Period 90-day media replacementinstallation fee-BasedSupport features (1)telephone assistance Hours24 x 7 x 365 (3) 3338am – 8Pm Site Local timemon – fri, except Holidays8am – 5Pm Site Local timemon – fri, except Holidays 3telephone response time target (3)Severity 1 – Live transfer 3333 Severity 2 2 Hours 2 Hours 2 Hours 2 Hours Severity 3 4 Hours 4 Hours 4 Hours 4 Hours onsite coverage Hours24 x 7 x 365 (3) 338am – 8Pm Site Local timemon – fri, except Holidays 38am – 5Pm Site Local timemon – fri, except Holidays 3onsite response target time (4)(5)Severity 1 next Business day 4 Business Hours 4 Hours 2 Hours Severity 2 next Business day next Business day next Business day 4 Hours Severity 3 next Business day next Business day next Business day next Business day Spare Parts (5)response time (Severity 1) next Business day 4 Business Hours 4 Hours 2 Hours Parts replacement By fujitsu By fujitsu By fujitsu By fujitsu account Support featuresSingle Point of contact for HW & SW problems 3333time-Based alert and escalation Process 3333 Service account management n/a n/a 33 account Support Plan (6) n/a n/a 33 account Support review (7) n/a Semi-annual Semi-annual quarterly firmware update Service 3333field change order (fco) management assistance 3333 mission-critical Support Process n/a Severity 1 only Severity 1 only 3 designated contacts Per Site authorizedto call global Support center 3333 additional contacts Per Site fee-Based fee-Based fee-Based fee-Based remote maintenance (8) 3333 driver updates (9) 3333fee-Based Support featuresSoftware maintenance (10) fee-Based fee-Based fee-Based fee-Based Software version upgrades (11) fee-Based fee-Based fee-Based fee-Based onsite Parts n/a n/a n/a fee-Based Professional ServicesSoftware installation fee-Based fee-Based fee-Based fee-Basedfujitsu aMerica, inc.1250 east arques avenueSunnyvale, ca 94085-3470, u.S.a. telephone: 800 831 3183 or 408 746 6000 fax: 408 764 5060Web: email:********************.comfujitsu and the fujitsu logo are registered trademarks and PrimequeSt is a trademark of fujitsu Limited in the united States and other countries. all other trademarks referenced herein are the property of their respective owners.Product description data represents fujitsu design objectives and is provided for comparative purposes; actual results may vary based on a variety of factors. Specifications are subject to change without notice.copyright ©2010 fujitsu america, inc. all rights reserved. fPc58-0480-06 07/10 10.0720NOTES:(1) P roducts and/or specific Support Features are subject to local geographic availability.(2) Th is 24 x 7 x 365 coverage period is the only coverage period that includes local Holidays.(3) Th e following definitions apply for problem severity: Severity 1: Server down, business outage. Severity 2: A serious problem, but impaired production is proceeding. Severity 3: An important problem that does not affect production.(4) O nsite Response Target by a Service Engineer is within the contracted Onsite Coverage Hours. Two-hour Onsite Response Target for Severity 1 priorities is offered for sites within a fifty (“50”) mile radius of a Fujitsu authorized service operation. Onsite Coverage applies to hardware support. Software is supported remotely by the Fujitsu Global Support Center.(5) O nce a failed component is identified, the Spare Parts Response Time is measured from the time a replacement part is ordered to the time the part arrives at the site where the system is located, and may be impacted by import/export limitations. The time used is local site time where the system is located.(6) L ocal customer support management will provide the process for the design of an Account Support Plan for the customer.(7) Q uarterly or semi-annual onsite Technical Account Support Reviews include discussion of product support and service issues during the previous period as well as problem resolution and/or action plans.(8) Th e Fujitsu Remote Support Tool monitors machine status continuously. Machine status and failure data is securely sent to Fujitsu America support personnel for analysis and action. Should the customer decline setup of the Remote Support Tool, or it cannot be configured for other reasons, Fujitsu’s ability to meet certain response time targets may be impaired. Please contact your Fujitsu Business Manager for details.(9) D river updates are available from our secure download site: https:///,(10) S upport for certain software (e.g. Red Hat Linux, Novell SUSELinux, Microsoft Windows Server, etc.) may require an annual subscription fee and/or annual fee based service.(11) S oftware version upgrades (e.g. 1.x to 2.x, etc.) mayrequire additional license fee. Software installation is a fee-based service.。

介绍美团外卖的英语作文

介绍美团外卖的英语作文1Meituan Takeout has become a very popular service in our daily lives. It started not long ago but has grown rapidly.Meituan Takeout is very convenient. People can order food from various restaurants with just a few clicks on their phones. There are many choices of dishes, whether it's Chinese food, Western food, or snacks. You can find almost anything you want.It has a great influence on our lives. For busy people, it saves a lot of time. They don't need to go to the restaurant or cook by themselves. For example, when a student has a lot of homework to do, they can order food through Meituan Takeout and continue studying without interruption. For restaurants, it helps them increase sales. More people can know about their dishes and order them.In conclusion, Meituan Takeout is very important. It makes our lives more convenient and provides more choices. In the future, I believe it will become even better and offer more services to meet people's needs.2Meituan Takeout has become an indispensable part of our lives. It offers us a convenient way to enjoy delicious food without leaving our homes.With just a few clicks on our phones, a wide variety of cuisines are at our fingertips. Whether it's Chinese, Western, or any other type of food, Meituan Takeout can bring it to us promptly.This platform not only saves us time but also provides more choices. We can easily browse through different restaurants and menus, read reviews from other customers, and make informed decisions.Moreover, the delivery staff of Meituan Takeout work hard to ensure that the food arrives hot and fresh. Their dedication and efforts deserve our appreciation.However, we should also be aware of some issues. For instance, the packaging waste generated by Meituan Takeout may cause environmental pollution. We need to find ways to reduce this negative impact.In conclusion, Meituan Takeout has brought convenience and diversity to our dining experiences, but we should also strive to make it more environmentally friendly.3Meituan Takeaway has become an indispensable part of our lives. It offers a convenient way to satisfy our hunger and meet our diverse culinary desires. With just a few clicks on our phones, a wide range of delicious food options are presented to us.The platform brings together numerous restaurants and eateries, providing us with endless choices. Whether it's Chinese cuisine, Westerndelicacies, or local specialties, Meituan Takeaway has it all. This not only saves us the trouble of going out to eat but also allows us to enjoy food from different places in the comfort of our own homes.The delivery staff of Meituan Takeaway are like messengers of deliciousness. They brave all kinds of weather conditions to ensure that the food arrives at our doorstep still hot and fresh. Their hard work and dedication deserve our appreciation and respect.However, while Meituan Takeaway brings convenience, we also need to consider the environmental impact of all those packaging materials. We should strive to find more sustainable solutions to minimize waste.In conclusion, Meituan Takeaway has revolutionized the way we eat, but we should also be mindful of its implications and strive for a balance between convenience and environmental responsibility.4Meituan Waimai has become an indispensable part of our lives. It offers a convenient way to get delicious food delivered right to our doorstep. With just a few taps on our mobile phones, we can browse through a wide variety of restaurants and cuisines.The app is user-friendly, and the interface is clear and easy to navigate. It shows detailed menus and customer reviews, helping us make informed decisions. The delivery staff is often prompt and polite, ensuring that our food arrives hot and fresh.However, there are also some concerns. Sometimes, the quality of the food may not be as good as when eaten at the restaurant. And there might be issues with packaging or incorrect orders.Despite these minor drawbacks, Meituan Waimai has undoubtedly changed the way we eat. It saves us time and effort, especially on busy days or when we don't feel like cooking. It has brought convenience and more choices to our dining experience, making our lives a little easier and more enjoyable.5Meituan Waimai has become an indispensable part of our lives. It offers us a convenient way to enjoy delicious food without leaving our homes. With just a few clicks on our mobile phones, a wide variety of dishes from different restaurants are at our doorstep.The delivery riders of Meituan Waimai are always in a hurry, trying their best to deliver the food on time. They brave all kinds of weather conditions, whether it's hot summer or cold winter, to ensure our hunger is satisfied.This platform also provides us with many choices. We can browse through different cuisines, from local specialties to international flavors. It not only satisfies our taste buds but also allows us to explore new tastes.Moreover, Meituan Waimai has changed the way restaurants operate. It helps small and medium-sized restaurants reach more customers andexpand their business.However, there are also some concerns. For example, the quality and safety of food during the delivery process need to be guaranteed. But overall, Meituan Waimai has brought great convenience to our lives and has become an important part of the modern food service industry.。

公共行政评论英语作文

Public administration is a vital component of governance that involves the management and implementation of government policies and programs.It encompasses a wide range of activities,from policy formulation to service delivery,and plays a crucial role in shaping the lives of citizens.In this essay,we will explore the importance of public administration,its challenges,and the ways in which it can be improved to better serve society.Importance of Public Administration1.Policy Implementation:Public administration is responsible for translating policies into actionable programs and ensuring their effective implementation.Without efficient public administration,even the best policies can fail to achieve their intended outcomes.2.Service Delivery:Public administrators are tasked with delivering essential services such as healthcare,education,and infrastructure.The quality and efficiency of these services directly impact the wellbeing of the public.3.Resource Allocation:Efficient public administration ensures that resources are allocated equitably and effectively,maximizing the benefits for the community.4.Accountability and Transparency:Public administrators are accountable for the use of public funds and are expected to maintain transparency in their operations,which builds trust between the government and the public.Challenges in Public Administration1.Bureaucracy:Excessive red tape and complex procedures can slow down decisionmaking and service delivery,leading to inefficiencies.2.Corruption:The misuse of public funds and power for personal gain undermines the integrity of public administration and erodes public trust.ck of Public Participation:Limited engagement with the public can result in policies and services that do not adequately meet the needs of the community.4.Technological Lag:In some cases,public administration systems may not keep pace with technological advancements,hindering the efficiency and effectiveness of service delivery.Improving Public Administration1.Simplification of Procedures:Streamlining bureaucratic processes can reduce delays and improve the speed and efficiency of service delivery.2.Fostering Accountability:Implementing strong oversight mechanisms and promoting a culture of integrity can help combat corruption and enhance trust in public institutions.3.Encouraging Public Participation:Engaging the public in the decisionmaking process ensures that policies and services are more responsive to the needs of the community.4.Adopting Technology:Embracing digital solutions can improve the efficiency of public administration,making it easier to access services and reducing the potential for human error.5.Capacity Building:Investing in the training and development of public administrators can enhance their skills and knowledge,enabling them to better serve the public.6.Promoting Innovation:Encouraging creative thinking and innovative approaches within public administration can lead to more effective and sustainable solutions to complex problems.ConclusionPublic administration is a cornerstone of democratic governance,and its effectiveness is crucial for the wellbeing of society.By addressing the challenges and adopting strategies for improvement,public administration can be transformed into a more agile,transparent, and peoplecentric system.This,in turn,can lead to better policy outcomes,enhanced service delivery,and greater public trust in government institutions.。

ZeroTech 三角瞄准镜系列说明书

ZEROTECH RIFLESCOPESINTRODUCTIONLIFETIME WARRANTYSCOPE FEATURESSETTING THE DIOPTREMOUNTING YOUR SCOPEADJUSTING PARALLAXZEROING YOUR RIFLELOCKING WINDAGE & ELEVATION TURRETS ZEROING THE WINDAGE TURRET THRIVE & THRIVE HD MODELS ILLUMINATION FEATURE LENS COVER & TURRET MULTI-TOOL SCOPE CARE RETICLES WARRANTY INFORMATION4 5 6 8 10 12 14 17 21 2325 2731 32 34PAGESWELCOME TO THE ZEROTECH RIFLESCOPE FAMILY!Customer First - We listened to you and came up with a family of riflescopes that will satisfy the needs of our most discerning and experienced customers.Backed by Experience - ZeroTech enjoys 55 years of experience in the Optics Market supplying high quality brands to retailers throughout Australia and the Asia Pacific.Built for the Australian Shooter - Designed and built to endure the harsh conditions of the Australian bush and the exacting demands of the precision shooter.Lifetime Warranty - Be safe in the knowledge that your scope is backed by our Triple A Lifetime Warranty: ‘ANY OWNER, ANY PROBLEM, ALWAYS COVERED’Bespoke Reticles - Practical reticles for the everyday shooter. Helping you putrounds on target!BACKED FOR LIFE!Be safe in the knowledge that your scope isbacked by our Triple A Lifetime Warranty:- F ully transferable, covers accidental damage aswell as defects in materials and workmanship.- N o receipt or warranty card is required.- W e will repair or replace product with equal orsimilar value and/or specifications.- We will return product to you at no charge.‘ANY OWNER, ANY PROBLEM,ALWAYS COVERED’ZEROTECH - INSTRUCTION MANUAL Zerotech_Int_Thrive/Thrive HD/Trace_V3_March_2021Locking Elevation Turret Locking Windage TurretMagnification Power Change Ring(side focus)Dioptre Adjuster Half Magnification Indicator (HMI) – Second Focal Plane (SFP) models only30mm MaintubeTRACE & TRACE ADVANCED FEATURESWindage Turret Cap Elevation Turret Half Magnification Indicator (HMI)Change Ring (side focus)Push Button Reticle Illumination (on illuminated models only)OcularDioptre AdjusterFlip up HD THRIVE & THRIVE HD FEATURESSet your magnification to the maximum power.If fitted, set the parallax turret to the infinity marker.Find a blank, featureless and bright surface, such as a white wall or clear blue skyand look through your scope for no more than 5 seconds at a time.NEVER LOOK THROUGH YOUR SCOPE DIRECTLY AT THE SUN.1.2.3.4.When briefly looking through the scope, the reticle should appear sharp and clear immediately. If the reticle is not immediately sharp and clear, twist the dioptreadjuster to bring the reticle into sharp focus. The dioptre adjuster has approximately 1¾ turns of adjustment. We recommend starting with the dioptre assembly twisted flush up against the ocular and making adjustments in an anticlockwise (towards the + symbol marked on the ocular) direction until the optimal setting is reached.Once you are satisfied the base(s) is correctly fitted to the receiver of your firearm,proceed to fit the rings to the base(s) and ensure the ring clamps are tightened to the recommend torque settings as specified by the manufacturer.With the ring tops removed, place the scope in the ring bases and gently slide thescope back and fourth in the ring bases to ensure the scope slides freely. If the scope does not slide freely, lapping of the rings may be necessary to avoid damage 1.2.to the scope maintube. ZeroTech always recommends the use of high quality rings and bases to ensure the best possible fitting of your scope.Avoid mounting the scope with the rings contacting the junction of the maintube/erectorhousing, magnification ring/maintube junction or the objective/maintube junction.It is essential to confirm that no part of the scope is contacting the barrel or receiverwhen the scope is mounted in the rings.Once you have confirmed the fit of the scope in the ring bases, fit the ring tops andtighten the ring top bolts to between 22 – 25 in lbs or 2.5 – 2.8NM.ZeroTech highly recommends the use of a scope level (bubble level) fitted to therings or the scope maintube to ensure the reticle can consistently be aligned with the fall of gravity every time a shot is fired. This is particularly important for precision shooting applications.*If your level mounts to the maintube of the scope, follow the same guidelines as observed for scope ring fitting to ensure the level does not damage the maintube of your scope.3.4.5.6.If your ZeroTech scope is fitted with a parallax turret, it is important to adjust the parallax turret for shots taken at different distances. Some shooters refer to the parallax turret as the ‘side focus’. It is referred to as the ‘side focus’ because by turning the turret, it will bring your target image into focus. As a general rule and as long as your dioptre is set correctly (refer to page 8 – ‘Setting the Dioptre’) the sharper the target image is focused, the parallax error will be less.Parallax error is quite easy to detect when following the instructions below;Acquire your target image at any distance and make sure your rifle is well supportedby the use of a bipod and rear bag (or similar).Use the parallax turret to obtain the sharpest/ clearest possible target image andestablish a refined point of aim on the target.Once you have established a refined point of aim and a sharp target image, move 1.2.your head gently up and down whilst looking through the scope. Be sure not to disturb the rifle/ sights.If you are able to observe the reticle departing slightly from the intended point of aim, make small adjustments on the parallax turret until the reticle remains fixed on your point of aim.You will need to repeat this process when shooting at different distances or in different environmental conditions. The distance markings on the parallax turret are intended asa guide only. Dioptre settings and environmental factors are likely to cause the distance markings to vary in relation to the actual distance of the target.Adjust the parallax turret to bring the target image into focus4.5.6.ZEROTECH - INSTRUCTION MANUALZEROING DISTANCESCentrefire rifles: Zerotech recommends zeroing most centrefire rifles at approximately 100 metres +/- 10 metres. 100 metres enables the shooter to overcome any offset problems caused by the centre height of the scope above bore but is not too far as to accidentally build in an error due to unobserved environmental conditions such as wind. Rimfire rifles: Most commonly, rimfire hunting rifles are zeroed at 50 – 75 metres depending on the type of ammunition being used. Rimfire target rifles may have different zeroing requirements depending on purpose.We always recommend that you zero your rifle in the same manner as you typically shoot your rifle. For example, if you mainly shoot your rifle from a bench, zero your rifle by shooting from a bench. If you predominately shoot your rifle inBefore you fire your first shot, you should bore sight your rifle to ensure your scope and your barrel are both aligned at the intended point of impact on your target. To do this with a bolt action rifle, remove the bolt with the rifle securely supported (front and rear) and align the bore with the target.Without disturbing the rifle, carefully look through the scope and check that the reticle is also aligned with the same point as the bore on the target. If the reticle is not aligned, use the windage end elevation adjustments on your scope to adjust the reticle to the intended point of impact on the target.Once you are satisfied that the scope and the bore of your rifle are aligned to the same point on the target, fire a shot at the target and observe the point of impact (bullet hole). If required, use the windage and elevation turrets on your scope to adjust the bullet impact.ZEROING DISTANCES CONTINUED...Dialling the elevation turret in the direction of the ‘U’ symbol will adjust the bullet impact upwards on the target. Likewise, dialling the windage turret in the direction of the ‘R’ symbol will adjust the bullet impact to the right on the target.�If your scope turrets are indexed in ¼ Minutes of Angle (0.25 MOA), each ‘click’ of your scope turret will adjust you bullet impact approximately 7-8mm at 100 metres (approx. ¼” at 100 yards).�If your scope turrets are indexed in 0.1 Milrad (0.1 MRAD), each ‘click’ of your scope turret will adjust your bullet impact 1cm at 100 metres (0.36” at 100 yards).Once you have established a zero for your rifle, the zero stop feature can be set to ensure a consistent return to zero after dialling the elevation turret to compensate forSETTING THE ZERO STOPRemove the elevation turret byloosening the three (3) opposinggrub screws located in the top ofthe elevation turret with a 2mmhex key. Remove the elevationturret and set aside.points. Loosen each grub screw 4 to 5 revolutions witha 2mm hex key.SETTING THE ELEVATION ZERO STOP 1.With the elevation turret removed, the orange zero stop ring will be visible. Similar tothe elevation turret cap, the orange zero stop ring also has three (3) opposing grub screws. Use your 2mm hex key to loosen the grub screws 1 to 2 revolutions each. This will allow the orange zero stop ring to spin freely.Slide the orange zero stop ring downwards until it stops. During this process, it isimportant to note the small black lug located on side of the orange zero stop ring. There is also a lug located the top face of the lower assembly, directly underneath the orange zero stop ring. It is critical that the lug on the side of the orange zero stop ring is positioned on the right hand side of the lug on the lower assembly. Failure to follow this step will result in the elevation adjustment being locked out and unusable until the zero stop is reset. If this occurs, simply position the lug on the orange zero stop ring on the other side of the lug on the lower assembly.Tighten the three (3) 2mm grub screws in the orange zero stop ring. The zerostop is now set.2.3.4.The zero stop is now set. Tighten the three 2mm grub screws and replace the elevationturret indexed to the ‘0’ position.Note the position of the lugs asdescribed in step 3.SETTING THE ZERO STOP CONTINUED...Loosen the three 2mm grub screws inthe orange zero stopand slide the zerostop downwards untilit stops.1. 2. 3.Replace the elevation turret and make sure to align the ‘0’ on the elevation turret cap to the vertical marker on the lower turret assembly to enable an easy and precise reference when dialling the elevation turret. Tighten the three (3) 2mm grub screws to secure the turret cap. We recommend using the short end of your hex key to apply adequate torque to the grub 2mm grub screws.5.The windage turret can be reset to ‘0’ without completely removing the windageturret cap from the scope. It is important to note that the windage turret does not have a zero stop feature as the turret needs to be able to adjust the bullet impact both left and right equally at all times.With the windage turret in the unlocked position, loosen the three (3) 2mm grubscrews approximately ½ - 1 revolution each. This will allow the windage turret to spin freely.With the windage turret spinning freely, align the ‘0’ on the turret with the indexline on the lower turret assembly and tighten the three (3) 2mm grub screws, using the short end of your hex key for adequate leverage.1.2.3.ZEROING THE WINDAGE TURRET CONTINUED...ZEROTECH - INSTRUCTION MANUALRESETTING THE TURRETS AFTER ZEROINGAfter you have followed the mounting and zeroing instructions on pages 14 – 16, you are ready to reset the elevation and windage turrets to zero (‘0’).Holding the turret in place, use the ZT multi-tool to unscrew the turret keeper anticlockwise. Remove the keeper and the turret. (For more info on ZT multi-tool see page 27).Replace the turret with the reference set to ‘0’ (zero). Replace and tighten the keeper using the ZT multi-tool. It is not necessary to overtighten the keeper.1.Check your turret to make sure the ‘0’ on the turret is aligned with the index markon the turret bodyRepeat this process for the windage turret.Replace the turret caps to ensure your zero settings aren’t disturbed.Make sure the ‘0’ marker aligns withthe index marker on the turret body.2.3.4.RESETTING THE TURRETS AFTER ZEROING CONTINUED...Thrive HD models fitted with the push button illumination function have 6 settings (5 illumination settings + OFF setting).Before use, install the CR2032 battery by removing the illumination turret batterycover. Unscrew in an anticlockwise direction.Press the illumination control button once to illuminate the reticle. You can thentoggle between the brightness settings by quickly pressing the button.IMPORTANT - To turn the reticle illumination off, press and hold the button for 2 – 3seconds.Models fitted with the push button illumination have an auto shutdown feature.The reticle will automatically power-off after 3 hours to avoid excessive battery consumption.Our push button illumination has a memory function that resumes on the samebrightness setting the next time the illumination is activated.1.2.3.4.5.Unscrew battery cap anticlockwise.Insert battery and replace illuminationturret cap.ILLUMINATION FEATURE CONTINUED...Various size lens coveradjustment toolVarious size lens coveradjustment toolKeyring holeThrive Series Turret Tool(THRIVE HD AND TRACE MODELS)Zerotech Thrive HD and Trace models are fitted with HD Alloy Flip Up lens covers. The HD Alloy lens covers are removable and can be rotated to the preferred position of the shooter. For example, some shooters prefer their objective flip up cover to fold out to the side of the scope instead of folding to the top.It is likely that you will also need to adjust the position of the ocular flip up cover after you have obtained the correct dioptre setting (as described on page 8).To adjust the position of the flip up lens covers, follow the steps below:If you wish to completely remove the flip up lens covers, simply use the multi-tool to rotate the lens cover lock ring in an anticlockwise direction until the lens cover completely detaches from the scope.Select the end of the multi-tool that fits the slots in the lock ring of your lens cover Loosen the lens cover lock ring by twisting the multi-tool in an anticlockwise direction Rotate the lens cover to the desired positionTighten the lens cover lock ring but twisting the multi-tool in a clockwise direction 1.2.3.4.USING THE ZEROTECH MULTI-TOOL TO RESET THE ELEVATION AND WINDAGE TURRETS (THRIVE SERIES ONLY)Once you have zeroed your rifle at the desired distance, it is recommended that you reset your elevation and windage turrets back to ‘0’. This gives the shooter the ability to use the turrets to precisely dial elevation and windage onto the scope when shooting at distances other than the zero distance for the rifle.To reset the turrets on the Thrive and Thrive HD models, you will require the Zerotech multi tool (or a coin). Follow the steps below.Holding the turret firmly, insert the multi tool into the slot in the turret centre bolt andcompletely remove the centre bolt but twisting the multi tool in an anticlockwise direction. Once the centre bolt has been removed, simply lift the turret away from the scope. Refit the turret to the scope, making sure to align the ‘0’ marking on the turret withthe index line on the scope body.Hold the turret firmly and tighten the centre bolt back down by twisting the multi tool1.2.3.4.SECOND FOCAL PLANE RETICLESAvailable in;THRIVE HD 2.5-15x50THRIVE HD 2.5-15x50 Illum.THRIVE HD 6-24x50THRIVE HD 6-24x50 Illum. THRIVE HD 3-18x56 Illum.VENGEANCE 4-20x50PHR-IIAvailable in;THRIVE 3-9x40THRIVE 3-12x44PHR 3Available in;TRACE 3-18x50TRACE 4.5-27x50THRIVE HD 3-18x56VENGEANCE 4-20x50VENGEANCE 4-20x50 Illum.R3Available in;THRIVE 3-12x44THRIVE 4-16x50MildotAvailable in;THRIVE 3-9x40THRIVE 3-12x44THRIVE 4-16x50DuplexSECOND FOCAL PLANE RETICLESFor specific information on your reticle, refer to the reticle spec sheet provided in your scope box or visit .auTHRIVE HD - 6-24x50For specific information on your reticle, refer to the reticle spec sheet provided in yourscope box or visit .auWipe dust and debris from your scope body using a damp microfibre cleaning cloth.If necessary, clean dust and dirt from the scope lenses using a lens brush andthe ZeroTech lens cleaning cloth.Never spray cleaners or solvents on any part of your scope. Irreversible damagemay be caused by such products.Avoid touching the scope lenses. Wipe fingerprints off the scope lenses using theZeroTech lens cleaning cloth.1.2.3.4.Ph: +612 9938 3244Email: ******************.auPlease direct all enquiries to ********************.au Company details;ZEROTECH INTERNATIONAL PTY LTDAddress: PO BOX 6176, Frenchs Forest, NSW, 2086AUSTRALIA.au。

初一英语10单元作文餐馆

初一英语10单元作文餐馆Here is an essay on the topic of "A Restaurant" with more than 1000 words, written in English without any additional title or punctuation marks in the main body.A RestaurantDining out has become an integral part of modern life as people seek to explore diverse culinary experiences and enjoy the convenience of not having to cook at home. Restaurants have evolved to cater to this growing demand, offering a wide range of cuisines, ambiances, and services to satisfy the preferences of various customers. In this essay, we will delve into the intricate world of restaurants, examining their significance, the factors that contribute to their success, and the challenges they face in the ever-evolving landscape of the food industry.At the heart of a restaurant's appeal lies the desire to indulge in delectable dishes that tantalize the saliva. A well-executed meal can transport diners to new culinary realms, igniting their senses and leaving them with a memorable gastronomic experience. Restaurants serve as havens where people can gather to socialize, celebratespecial occasions, or simply unwind after a long day. They provide a space for people to connect, share stories, and create lasting memories over a shared love of food.The success of a restaurant is often attributed to a combination of factors including the quality of the food, the ambiance, the service, and the overall dining experience. Chefs play a pivotal role in shaping a restaurant's reputation by crafting innovative and flavorful dishes that cater to the preferences of their target audience. The careful selection of ingredients, the mastery of cooking techniques, and the presentation of the dishes all contribute to the creation of a culinary masterpiece that can captivate the palates of discerning diners.Alongside the culinary prowess of the chefs, the ambiance of a restaurant plays a crucial role in setting the tone for the dining experience. The design of the space, the lighting, the music, and the overall aesthetic can all influence the mood and the level of comfort experienced by the patrons. A well-designed restaurant can transport diners to a different time or place, creating a sense of escapism and enhancing the overall enjoyment of the meal.The quality of service is another essential element that can make or break a restaurant's reputation. Attentive and knowledgeable staff who are adept at anticipating the needs of the customers can elevatethe dining experience, ensuring that every interaction is seamless and enjoyable. From the warm greeting at the entrance to the attentive refilling of water glasses, the service can significantly impact the overall satisfaction of the diners.In addition to the food, ambiance, and service, the overall dining experience is also shaped by the unique personality and branding of the restaurant. Successful establishments often cultivate a distinct identity that resonates with their target audience, whether it's a cozy neighborhood bistro, a high-end fine dining establishment, or a trendy fusion eatery. This distinctive identity is reflected in the menu, the decor, the marketing, and the overall customer experience, creating a memorable and cohesive dining journey.However, the restaurant industry is not without its challenges. One of the primary hurdles faced by restaurateurs is the intense competition in the market. With the proliferation of dining options, both local and global, restaurants must constantly strive to differentiate themselves and maintain a loyal customer base. This often requires ongoing innovation, adaptability, and a keen understanding of evolving consumer preferences.Another significant challenge is the fluctuating costs of raw materials, labor, and overhead expenses. Restaurants must carefully manage their finances to ensure profitability while still providing high-qualityproducts and services to their customers. This delicate balance requires meticulous planning, efficient operations, and the ability to adapt to changing market conditions.The COVID-19 pandemic has also had a profound impact on the restaurant industry, forcing establishments to adapt to new safety protocols, reduced seating capacities, and changing consumer behaviors. Restaurants have had to embrace innovative strategies such as takeout and delivery services, outdoor dining, and digital ordering platforms to maintain their operations and meet the evolving needs of their customers.Despite these challenges, the restaurant industry remains a vibrant and dynamic sector that continues to evolve and adapt to the changing times. Successful restaurants are those that are able to strike a balance between tradition and innovation, catering to the ever-changing preferences of their customers while maintaining a strong sense of identity and authenticity.In conclusion, restaurants play a multifaceted role in modern society, serving as hubs of culinary exploration, social gathering, and memorable experiences. The success of a restaurant hinges on a delicate interplay of factors, including the quality of the food, the ambiance, the service, and the overall dining experience. While the industry faces its fair share of challenges, the resilience andadaptability of restaurateurs have been instrumental in navigating these obstacles and ensuring the continued growth and evolution of this dynamic sector.。

The Impact of Automation on Employee Job Quality

The Impact of Automation on Employee Job QualityThe advancement of technology has brought about significant changes in the workplace. Automation, in particular, has revolutionized the way work is done in many industries. While automation has its benefits, it has also raised concerns about the impact on employee job quality. In this essay, I will explore the impact of automation on employee job quality from multiple perspectives.From the perspective of employers, automation has the potential to increase productivity, reduce costs, and improve efficiency. Automation can perform repetitive tasks faster and with greater accuracy than humans, resulting in increased output and reduced errors. This can lead to higher profits for companies, which can then be reinvested in the business or used to reward employees. Additionally, automation can free up employees' time, allowing them to focus on more complex and creative tasks that require human skills. This can lead to higher job satisfaction and a sense of fulfillment for employees.However, from the perspective of employees, automation can be a source of anxiety and uncertainty. Many fear that their jobs will be replaced by machines, leading to unemployment and financial instability. This is especially true for workers in industries that rely heavily on manual labor, such as manufacturing and transportation. These workers may lack the skills and education necessary to transition to new roles that require more advanced technical skills. This can lead to a sense of hopelessness and despair, as they feel that their livelihoods are at risk.Furthermore, even if employees are able to transition to new roles, they may find that their job quality has decreased. Automation can lead to the deskilling of jobs, as machines take over tasks that were previously done by humans. This can result in a loss of autonomy and control over the work process, as well as a decrease in job satisfaction. Additionally, as machines become more advanced, they may be able to perform tasks that were previously thought to require human skills, such as decision-making and problem-solving. This can lead to a sense of insecurity among employees, as they wonder if their jobs will eventually be replaced by machines.Another perspective to consider is the impact of automation on society as a whole. While automation may lead to increased productivity and efficiency, it can also exacerbate income inequality. As companies invest in automation technology, they may lay off workers or reduce their hours, leading to a decrease in income and benefits. This can lead to a widening gap between the rich and poor, as those who own the means of production benefit from increased profits, while workers struggle to make ends meet. Additionally, automation can lead to a loss of community and social connection, as workers are replaced by machines and the sense of camaraderie that comes with working alongside others is lost.In conclusion, the impact of automation on employee job quality is complex and multifaceted. While automation has the potential to increase productivity and efficiency, it can also lead to job loss, deskilling, and a sense of insecurity among employees. Additionally, automation can exacerbate income inequality and lead to a loss of community. It is important for employers and policymakers to consider these factors when implementing automation technology, and to work towards creating a more equitable and sustainable future for workers and society as a whole.。

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Impact of e-Service Quality on Satisfaction and Loyalty Intentions: Differences betweenBuyers and VisitorsBressolles G, Durrieu F, BEM Management School - Bordeaux (France)AbstractPast researchers have studied the links between electronic service quality and satisfaction and/or loyalty intentions without differentiating between visitors and buyers. This paper presents some results relating to this differentiation. Based on an online questionnaire administered to 1,557 clients of two leading French e-commerce Websites specialized in online travel and electronic and cultural goods, the results highlight that electronic service quality dimensions (Reliability, Security/Privacy, Ease of Use and Design) could explain Satisfaction, Word-of-Mouth, Visiting and Buying Intentions. Security/Privacy and Ease of Use are important dimensions for converting visitors into buyers. In order to improve online conversion rates, Websites should focus on these dimensions.IntroductionOnline purchasing is becoming an increasingly commonplace purchasing mode (eMarketers, 2006). In 2006, electronic commerce reached 12 billion Euros in France, representing 40% growth from the previous year. However, while both transactional and informational commercial activities on the Web are growing steadily, it is also true that sites directed at consumers do not always meet expectations. A recent study (Benchmark Group, 2007) found that more than 49% of consumers abandon their order before completing it (shopping cart abandonment) because of difficulties encountered during the online process. Moreover, even if there are disparities between sectors and even between sites, "visitor/buyer" conversion rates are still very low (on average less than 5%). So, commercial Websites are nowadays confronted with two major problems: converting their visitors into buyers and developing loyalty. If the Internet intends to succeed as a major distribution channel, a key factor will be exploiting its potential to satisfy customers by delivering high service quality so as to stimulate loyalty. Indeed, as in traditional stores, service quality has an impact on customer satisfaction and loyalty intentions like positive word-of-mouth, visiting and buying intentions (Mathwich, 2002).The purpose of this paper is, therefore to identify the dimensions of service quality in an online context and to try to understand how these dimensions can contribute to customer satisfaction and loyalty intentions; these variables can influence conversion rates between visitors and buyers (Kim and Lim, 2001). With this aim, this paper is divided into four parts. First, a conceptual framework is proposed for measuring the impact of electronic service quality dimensions on customer satisfaction and loyalty intentions. Next, the methodology for testing the model and the principal results are presented and discussed. Finally, limitations and research avenues are developed.Conceptual FrameworkElectronic Service QualityWhereas aspects of traditional service quality have been studied extensively over the past two decades, the study of the service quality of Websites is a fledgling domain. Zeithaml, Parasuraman and Malhotra (2002) defined electronic service quality as “the extent to which a web site facilitates efficient and effective shopping, purchasing, and delivery of products and services”. This transactional quality entails the evaluation of the pre- and post-service experience. One of the most important, and probably the most evident, differences between traditional and electronic service quality is the replacement of interpersonal interaction with human-machine interaction. Owing to the specific characteristics of online commerce, direct application of the dimensions of service quality developed in other environments (Parasuraman, Zeithaml and Berry, 1988) is not appropriate or, at best, does not capture all of the subtleties of the evaluation of service quality of commercial Websites. To date, however, there is no consensus concerning the dimensions of electronic service quality, five dimensions proposed recur fairly systematically (Barnes and Vidgen 2003; Bressolles, 2006; Parasuraman, Zeithaml and Malhotra, 2005; Wolfinbarger and Gilly 2003):•Information, quality and quantity of the information about the product or the service;••Ease of use, refers to how a consumer perceives the ease of navigation offered by the site; ••Website design, aesthetic elements of the Website like color, graphics, …;••Reliability, capacity to fulfill promises (capacity to deliver the right products and with the promised level of quality);••Security/privacy, security of financial data and respect of private life.Customer SatisfactionIn the service marketing literature, much research has studied customer satisfaction, both in the traditional and online context (Evanschitzky, Iyer, Hessea, et al. 2004; Szymanski and Hise, 2000; Wolfinbarger and Gilly, 2003). Satisfaction is an ex post evaluation of consumer experience with the service, and is captured as a positive, indifferent or negative feeling. Oliver (1997) defines satisfaction as “the perception of pleasure fulfillment of a service and loyalty as deep commitment to the service provider”. In the e-commerce context, Wolfinbarger and Gilly (2003) identify a positive link between electronic service quality dimensions (design, reliability, security/privacy, customer service) and customer satisfaction. Loyalty intentionThe survival, growth and profitability of a Website depends, partially, on its capacity to acquire new customers. However, it depends more on the Website’s capacity to preserve these factors, that is to develop loyalty (Reicheld and Schefter, 2000). Indeed, it is less expensive to preserve a customer than to acquire a new one. Customer loyalty is "a deeply held commitment to rebuy or repatronize a preferred product or service consistently in the future, despite situational influences and marketing efforts having the potential to cause switching behavior" (Oliver, 1997, p. 392). A number of studies have proposed compelling argumentsand presented data that strongly support the links that translate satisfaction into profits, despite the other financial and accounting influences that affect profitability. The profitability sequence has four stages (Oliver, 1997): Service Quality =>Customer Satisfaction => Loyalty => Profitability.In this article, we focus on loyalty intention, which is defined as "an individual's intention to recommend an online retailer, visit that retailer's site, and purchase from it in the future" (Mathwick, 2002).Methodology4,805 customers of two leading French e-commerce Websites specialized in online travel and electronic and cultural goods were contacted by email after their visit or purchase on the Website. 1,557 respondents filled out our online questionnaire. Respondents were buyers (53%) and visitors (47%). Visitors were more likely to be male (63.2%) and single (44.6%) than Buyers (male 57.2%, single 36.8%). The under 35’s represented 61.1% for Visitors and 49% for Buyers. Visitors had a higher rate of high school graduation (28.8%) than Buyers (21.1%). Wages under 35,000 euros represented 65% for Visitors and 53% for Buyers. 65% of the Visitors and 75% of the Buyers had already bought on the sites studied. The questionnaire included a measure of electronic service quality, based on the NetQual scale (13 items) measuring different dimensions of electronic service quality (Bressolles, 2006) and a measure of overall customer satisfaction (1 item from Oliver 1997), and 3 loyalty intentions items: positive word-of-mouth (WOM), visiting intention and buying intention (Mathwick, 2002). All the scales were 5-points Likert ones.ResultsInitially, Exploratory Factor Analysis (with principal components analysis) was used to find the structure of the NetQual scale for electronic service quality. A Varimax rotation was carried out during the Exploratory Factor Analysis. The reliability with the Rho of Jöreskog (1971), less sensitive to the number of items, was verified for each dimension of the construct. Table 1 shows the structure of the four factors revealed.Table 1: Dimensions of electronic service qualityEase of use Design Reliability Security/ Privacy0.81It is easy to find information 0.81Organization and setup of site ease informationresearch 0.77It is easy to move around the site and find what I amlooking for 0.770.82The site looks good 0.77The site is creative 0.76When I order, I receive the goods quickly 0.79This site respects the delivery delays promised 0.78I obtain exactly product(s) which I ordered 0.75I think that my personal information is protected onthe site 0.86I have confidence that the site will not misuse mypersonal information 0.83Generally I have confidence in the site’s security 0.67%Variance 21.9316.7616.24 16.23Reliability (ρ of Joreskog) 0.870.830.82 0.83The dimension of Information, consisting of three items, did not define one factor ("in-depth information" and "relevant information" factorized on Ease of Use and "accurate information" on Reliability). The loading of the third item was less than 0.5 so it was deleted. By deleting the first two items, the construct reliability increased (0.85Æ0.87). So, the four dimensions of electronic service quality in this study concerned aspects linked to Ease of use, Design, Reliability and Security/privacy . We considered all the constructs to be reliable (ρ = 0.83 to 0.87).Once the factorial structure of the NetQual scale was verified, we used one-way Anova to analyze the differences in electronic service quality dimensions between Buyers and Visitors. For Security/Privacy (Levene=11.94; P=0.00) and Ease of use (Levene=15.10; P=0.02), the significance value of the Levene test did not exceed 0.05, suggesting that the variances between Buyers and Visitors were not equal and the assumption was not justified for these two variables. For the other variables, the Anova test demonstrated that the difference between mean responses for Buyers and Visitors was significant for Reliability (F=17.22; p=0.00) and not significant for Design (F=1.85; p=0.17). Reliability for Visitors was less than for Buyers. Visitors can only have a perception of the reliability of the Website based on their past-experiences (65% of visitors have already bought on the Websites in the past).Finally, we build models by regression analysis, to discover how electronic service quality dimensions influence satisfaction, WOM, visiting and buying intentions. Table 2 presents the results for Buyers and Visitors.Table 2: Regression analysis – Buyers / VisitorsBuyers VisitorsSatisfaction Word-of-mouthBuyingintentionVisitingintentionSatisfactionWord ofmouthBuyingintentionVisitingintentionBeta T Beta T Beta T Beta T Beta T Beta T Beta T Beta T Ease of use 0.34 12.46 0.309.99 0.28 9.200.319.860.309.250.329.41 0.25 6.86 0.277.28 Security/Privacy 0.29 10.22 0.3411.36 0.29 9.600.299.090.3310.400.277.88 0.28 7.98 0.23 6.24 Design 0.17 6.27 0.247.90 0.23 7.440.3410.590.13 4.150.14 4.15 0.15 4.14 0.287.57 Reliability 0.55 19.78 0.4214.10 0.43 14.140.268.240.5216.080.4713.63 0.47 13.02 0.308.01 cte -0.03 -1.23 -0.07-3.36 -0.08 -3.69-0.17-5.26-0.15-4.73-0.06-5.94 -0.07 -6.41 -0.14-4.11F 157.1 111.498.3 81.2128.996.681.7 59.4sign 0.00 0.00 0.00 0.000.000.000.00 0.00R² 0.48 0.40 0.37 0.330.520.450.41 0.33Both models were significant and explained between 33% and 52% of the variance in the dependent constructs. All the dimensions of electronic service quality had a positive impact on Satisfaction, Word-of-Mouth, Buying and Visiting Intention for Buyers and Visitors.All the constants are negative. This result shows that if a Website does not try to improve electronic service quality, then Visitors as well as the Buyers are not satisfied, they generate negative Word-of-Mouth and have no intention of visiting or buying from the Website in the future.Reliability is the first dimension that explains Satisfaction, Word-of-Mouth, Visiting and Buying Intentions for both Buyers and Visitors. This result is consistent with Wolfinbarger and Gilly (2003) for Satisfaction. They consider loyalty intentions as a global dimension so we cannot compare our detailed results for loyalty intentions with theirs. Nevertheless they found design (measuring ergonomic aspects) to be a dimension explaining loyalty intentions, like Parasuraman, Zeithaml and Malhotra (2005) with their efficiency (ease of use) dimension.If we focus on Satisfaction, some differences between Buyers and Visitors can be noticed. The variables explaining Satisfaction (after Reliability) are not the same for the two samples. For Buyers, it is Ease of Use and Security/Privacy, while for Visitors, it is Security/Privacy and Ease of Use. Problems during browsing could generate a low level of satisfaction for buyers (Nantel, Mekki-Berrada and Bressolles, 2005)Now focusing on Word-of-Mouth, the dimensions Reliability, Security/Privacy and Ease of Use explain Word-of-Mouth intentions for Buyers while for Visitors, it is Reliability, Ease of Use and Security/Privacy. In order to generate positive Word-of-Mouth, it is important for buyers to be confident that their privacy and security are respected (Sheehan, 2002).Conclusion, Limitations and Research AvenuesThe study of electronic service quality is a relatively new phenomenon in the service marketing literature. Perceived quality of a Website may lead to satisfaction and loyalty intentions. These variables are key factors of success for an online retailer. The dimensions of electronic service quality (Reliability, Security/Privacy, Ease of use and Design) have an impact on online Satisfaction, Word-of-Mouth, Visiting and Buying Intentions. Past researchers have studied the links between electronic service quality and satisfaction and/orloyalty intentions without differentiating between visitors and buyers. This paper presents some results relating to this differentiation.Nowadays, online conversion rates are still low (about 3 - 4%). In order to improve these rates, it is important for an online retailer to manage the Security/Privacy of the online consumer (protection of the user from fraud and financial losses, private data protection, not sharing or reselling data collected online about consumers, …) and the Ease of use of the Website (search engine, intuitive and personalised navigation, …).In this study, only the direct links between electronic service quality dimensions and satisfaction and loyalty intentions are examined. It will be interesting in future research to test the causal chain "Service Quality =>Customer Satisfaction => Loyalty intentions" (Anderson and Srinivasan, 2003; Oliver, 1997) using Path Analysis. A multi-group analysis could also be done to test the differences between Visitors and Buyers.Another limitation of this research concerns the relatively low level of the predictivity of the regression analysis (33 to 52%), so other dimensions of electronic service quality could explain satisfaction and loyalty intentions, for instance, offer, interactivity/personalization (Srinivasan Anderson and Ponnavolu, 2002). Future research could also take into account other variables able to transform a visitor into an online buyer, like impulsivity, time pressure, type of goods sold, online and/or goods expertise, etc. The results of this study are consistent with those found in traditional retailing. Most of the Websites are "click and mortar" so it seems to be determinant to have a global approach in service quality management. The development of customer loyalty involves improvement in the perceived quality of the customer experience with the Website but also in all the means of contact: stores or agency, call center and customer service.ReferencesAnderson, R., Srinivasan, S., 2003. e-Satisfaction and e-Loyalty: A Contingency Framework. Psychology & Marketing 20 (2), 123-138.Barnes, S.J., Vidgen, R.T., 2003. An Integrative Approach to the Assessment of e-Commerce Quality. Journal of Electronic Commerce Research 3 (3), 114-127.Benchmark Group. 2007. Le commerce électronique en France [Electronic Commerce in France]. 400 pages.Bressolles, G., 2006. La Qualité de Service Electronique : NetQu@l. Proposition d'une Echelle de Mesure Appliquée aux Sites Marchands et Effets Modérateurs [Electronic Service Quality: NetQual. Proposition of a Measurement Scale to Commercial Websites and Moderating Effects]. Recherche et Applications en Marketing 21 (3), 19-45.eMarketers. 2006. Europe Retail E-Commerce: Spotlight on the UK, Germany and France 24 pages.Evanschitzky, H., Iyer, G., Hessea, J., Ahlerta, D., 2004. e-Satisfaction: a Re-examination. Journal of Retailing 80 (3), 239-247.Joreskog, K., 1971. Statistical Analysis of Sets of Congeneric Tests. Psychometrika36 (2), 109-133.Kim, S.Y., Lim, Y.J., 2001. Consumer's Perceived Importance of and Satisfaction with Internet Shopping. Electronic Markets 11 (3), 148-154.Mathwick, C., 2002. Understanding the Online Consumer: A Typology of Online Norms and Behaviour. Journal of Interactive Marketing 16 (1), 40-55.Nantel, J., Mekki-Berrada, A., Bressolles, G., 2005. Web Site Effectiveness: Factoring in the Consumer. International Revue Gestion30 (1), 16-23.Oliver, R.L., 1997. A Behavioral Perspective on the Consumer. New York: Mc Graw Hill International Editions.Parasuraman, A., Zeithaml, V., Malhotra, A., 2005. E-S-Qual: A Mutiple-item Scale for Assessing Electronic Service Quality. 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