NationalCustomerSatisfactionIndices(英文版)
顾客满意度指数customersatisfactionindex简称CSI
感受的对象是客观的，结论是主观的。
层次性：
如餐馆饭菜口味
不同层次(不同地区、阶层、一个人在不同条件)需求的人对产品和服务 的评价标准不同。 如以前购物排队,现在超市自选 相对性： 阶段性： 如骑自行车与开车 顾客满意程度与顾客对产品的熟悉程度有关。满意与不满意有相对性。
产品具有寿命周期，服务也有时间性；
烈程度是前所未有的。主导权开始转移到顾客的手中，不能
从顾客的角度出发考虑问题， 不能使顾客满意的企业， 注定要被淘汰出局
顾客满意管理
品 质 是 竞 争 的 关键
吉得泰
实施顾客满意管理必须坚持的原则
全程性原则
所谓全程就是指实施CS战略不能只局限于产品的前期研究开 发阶段，企业实施CS管理必须贯穿于从开发决策、设计、生 产、销售直至交付顾客使用及提供售后服务的全过程。 顾客满意
业绩
薪资
硬 +软
去留 态度
价值观+习惯+环境+
绩效
能力
由个人因素 决定
升降
知识+技能
预期理论
CS＝f（售前预期，售后表现） 顾客忠诚=f（顾客满意度，转移障碍，顾客口碑）
顾客的满意程度将会导致三个基本结果：顾客流失、顾客抱怨和顾客忠诚。
预期愿望理论
期望（expectations）与愿望（desires）的区别：
顾客满意管理的实施步骤
制订顾客满意度调研计划
有了周密的计划，才能保证调研的有序、有效进行，避免出现误导 或错误的信息。
选择有一定声誉的专业咨询顾问公司来实施调研
专业机构的水平关系到调研结果的正确性、可靠性、有效性、公正 性。
增加客户满意度 英语作文
增加客户满意度英语作文How to Increase Customer Satisfaction。
Customer satisfaction is the key to a successful business. Happy customers are more likely to return and recommend your products or services to others. Therefore, it is essential to focus on increasing customer satisfaction. Here are some tips on how to do it.1. Understand your customers。
The first step in increasing customer satisfaction is to understand your customers. You need to know their needs, preferences, and expectations. Conduct surveys, gather feedback, and analyze customer data to gain insights into what your customers want.2. Provide excellent customer service。
Providing excellent customer service is crucial toincreasing customer satisfaction. Train your staff to be friendly, helpful, and knowledgeable. Respond promptly to customer inquiries and complaints. Make it easy for customers to reach you through multiple channels, such as phone, email, and social media.3. Offer high-quality products or services。
顾客满意度调查表（英文）
顾客满意度调查表（英文）Customer Satisfaction Questionnaire( Document no.: )No.________ Dear customer_____________________:Thank you for ordering our products. In order to improve our products quality and service for you, we would like to know whether you are satisfactory with us in detail. Please fill in the customer satisfaction questionnaire and return to the following address at your convenient time. Your response and comments would be much appreciated.Please return to:Fax:E-mail:Date:Your InformationCompany: _______________________________Purchased Product: ________________________Contact: __________________________________Tel.: ____________________________________Fax: ____________________________________E-mail: __________________________________Products quality1. Overall□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 2. Appearance Shape□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 3. Performance□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 4. Manufacturing Process□ V ery Dissatisfied 5. Finish□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 6. Packing□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 7. Reliability□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissa tisfied 8. Stability□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery DissatisfiedPrice9. Pricing□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 10. Performance -Price Ratio□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery DissatisfiedService11. Service Attitude of Business Person□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 12. Liability of Business Person□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 13. Professional Knowledge of Business Person□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied14. Communication Ability of Business Person□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 15. Speed of response to your Fax/E-mail □ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 16. Repairing quality for returned products□ V ery Dissatisfied 17. Returning Speed of Replacement □ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 18. Delivery Time□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 19. Supply of Parts & Pieces□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 20. Product Capacity□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 21.FOT development speed□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied 22.Quality of sample□ V ery Satisfied □ Satisfied □ About Average □ Dissatisfied □ V ery Dissatisfied Please provide us with any additional comments or suggestions:________________________________________________________________ __________________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ _______________________________________________________________________.。
顾客满意度指数模型的演变和未来
顾客满意度指数模型的演变和未来顾客满意度指数模型的演变与未来摘要一些国内与国际的顾客满意度晴雨表在过去十年中已经实施。
在大多数情况下，这些顾客满意度指标被嵌入在因果联系或者满意度模型的系统中，但模型中用以衡量顾客满意度与关系构建中至关重要的指数的有效性与可靠性还在反复的研究与改进，以使它更贴近实际。
关键词：顾客满意顾客满意度晴雨表1、引言瑞典顾客满意度晴雨表（Fornell,1992）作为全国乃至国际性的顾客满意度指数的基础，已在美国（Fornell,Johnson,Anderson,Cha,&Bryant,1996）、挪威(Andreassen&Lindestad,1998)实施。
而且指数也已在新西兰、奥地利、韩国与欧洲联盟试行。
这些指数是否能进展成为全球指标，更重要的它会以何种形式进展，这都是有待研究的。
这种模型中用以衡量顾客满意度与关系构建中至关重要的指数有效性与可靠性在不断学习，而且更贴近实际，同时被反复改进。
作为对顾客满意度测评的方式，它也符合Poiesz V on Grumbkow (1998)为熟悉经济“繁荣”而关于公共事业所作的总体框架。
这一框架作为一件经济福祉使每个人构成一个整体的生活品质。
其他领域包含健康评估、社会文化背景、政治自由与安定。
经济福祉本身是有三个方面构成，工作满足感、收入评价、消费者或者客户满意。
在整体层面上，Poiesz V on Grumbkow等同于顾客福利满意。
这种福利型或者满意累积正是国家顾客满意度指数建立的基础。
2、满意度指数模型的演变瑞典顾客满意度晴雨表（SCSB）1989年创建以来，是首次真正的为国内购买、消费产品与服务测评的全国性顾客满意度指数（Fornell,1992）。
它历史性的涉及了32个瑞典最大的产业中大约130家公司。
美国顾客满意度指数（ACSI）建立于1994年秋季，它的测评结果涉及34个产业中的近200家公司(Fornell,1996)挪威顾客满意度晴雨表(Andreassen&Lervik,1999;Andreassen&Lindestad,1998)在1996年实施，截至1999年，报告结果涉及12个不一致行业的42家公司（企业对消费者、企业对企业）。
企业管理常用缩写词中英文对照
缩写词
英文词语
中文术语
ACSI
Americacustomer satisfaction indices
美国顾客满意度指数
AM
Agile manufacturing
敏捷制造
ANSI
Americanational standard institution
美国标准协会
APEC
Asia-pacific economi ccooperation
亚太经济合作组织
APQP
Advanced product quality planning
事先产品品质计划
AQL
Acceptable quality level
品质允收水准
BB
Black belt
黑带
BMK
Benchmarking
同行业最高（标秆）
BOM
Bill of material
物料清单
BPR
日本质量体系认可机构
JIS
Japanindustry standard
日本工业标准
JIT
Just in time
务必时间
KAB
Koreanaccreditation board
韩国认可委员会
KFQ
Koreanfoundation for quality
韩国质量财团
L/C
Letter of credit
办公自动化
OEM
Origin epuipment munfactory
原设计制造商
OFF-JT
Off job for training
原设备制造商
OJT
On job for training
consumer satisfaction客户满意度
Customer (dis)satisfaction
• the average business loses 10-30% of its customers each year (without knowing which, when or why lost) • it’s more costly to win a new customer than to lose an existing one (5-7 times greater); it takes 12 positive incidents to make up for a negative one • Customers are three times more likely than service providers to recall the quality of the personal element in a transaction • 96% of dissatisfied customers never complain to the business, but 91% will not make return purchases • 70-85% of dissatisfaction is due to customer service not product; 68% of customers who stop buying do so because they perceive an employee as discourteous or indifferent • dissatisfied customers on average tell 12 friends of the poor service; satisfied people tell 5 friends (2:1 ratio) • 70% will return if complaint is resolved, and 95% of customers would do business again if a problem is resolved quickly and effectively • highly effective companies spend 10% of their operations budget on fixing problems related to customer complaints; ineffective ones spend 40%
客户的满意是我们成长最大的动力 英文
客户的满意是我们成长最大的动力英文Customer satisfaction is our greatest motivation for growth. When customers are satisfied with our products or services, it not only reflects the quality of our work but also encourages us to continue improving and innovating. Meeting and exceeding customer expectations is essentialfor the success of any business.We understand that in today's competitive market, customer satisfaction is more important than ever. With so many options available to consumers, we strive to provide the best possible experience for our customers. This means not only delivering high-quality products and services but also providing exceptional customer service.We believe that customer satisfaction is a result of our dedication to excellence in every aspect of our business. From the initial interaction with our customers to the delivery of our products or services, we are committed to providing a seamless and enjoyable experience.In order to ensure customer satisfaction, we continuously seek feedback from our customers. We valuetheir opinions and use them to make improvements to our products and services. By listening to our customers, we are able to identify areas for growth and development, ultimately leading to greater customer satisfaction.Furthermore, we believe that building strong relationships with our customers is essential for long-term success. By understanding their needs and preferences, we are able to tailor our products and services to better meet their expectations. This level of personalization not only enhances the customer experience but also fosters loyalty and trust.Ultimately, customer satisfaction is at the core of everything we do. It is the driving force behind our commitment to excellence and continuous improvement. By putting our customers first, we are able to not only meet their expectations but exceed them, leading to long-term success and growth for our business.客户的满意是我们成长最大的动力。
酒店英语词汇大全(二)
酒店英语词汇大全(二)一、服务质量1.1 好评度量词•Positive feedback rate：积极反馈率•Customer satisfaction rate：客户满意度•Net promoter score：净推荐值•Repeat guest rate：复购率•Returning visitor rate：回访率•Referral rate：介绍率1.2 增值服务•Turn-down service：晚间整理服务•Wake-up service：叫醒服务•Complimentary breakfast：免费早餐•Express check-in/out：快速办理入/退房手续•Business center：商务服务中心1.3 前台服务•Welcome drink：欢迎饮料•Room upgrade：升级房型•Late check-out：延迟退房•Early check-in：提早入住•Guest information directory：客房信息指南•Concierge service：礼宾服务二、客房设施2.1 客房类型•Single room：单人房•Double room：双人房•Twin room：双床房•Suite：套房•Connecting room：相邻房2.2 设施用品•Bedding：床品•Towel：毛巾•Bathrobe：浴衣•Slipper：拖鞋•Hanger：衣架•Umbrella：伞2.3 客房设施•Air conditioner：空调•Television：电视•Refrigerator：冰箱•Safe：保险箱•Wifi：无线网络•Private bathroom：独立卫浴三、餐饮服务3.1 餐饮场所•Café：咖啡厅•Buffet：自助餐厅•Restaurant：餐厅•Bar：酒吧•Lounge：休息厅3.2 菜肴饮品•Appetizer：开胃菜•Main course：主菜•Dessert：甜点•Cocktail：鸡尾酒•Beer：啤酒•Wine：葡萄酒3.3 用餐方式•Room service：送餐服务• A la carte：点菜•Set menu：套餐•Takeaway：外卖•Delivery：配送•Catering service：餐饮服务四、会议活动4.1 会议设施•Conference room：会议室•Audio/Visual equipment：音/视设备•Microphone：麦克风•Projector：投影仪•Whiteboard：白板•Podium：讲台4.2 会议服务•Event planning：活动策划•Catering：餐饮服务•Translation service：翻译服务•Registration desk：报名台•Business meeting：商务会议•Seminar：研讨会五、其他服务5.1 健身娱乐•Fitness center：健身中心•Swimming pool：游泳池•Spa：水疗服务•Massage：按摩服务•Golf course：高尔夫球场•Karaoke：卡拉OK5.2 交通服务•Airport shuttle：机场班车•Car rental：租车服务•Valet parking：代客泊车•Limousine service：豪华轿车服务•Bicycle rental：自行车租赁•Electric vehicle charging：电动车充电5.3 旅游咨询•Tourist information desk：旅游信息台•Ticket booking service：机票预订服务•Tour guide：旅游导游•Travel package：旅游套餐•Destination information：目的地信息•Local attraction：本地景点以上就是酒店英语词汇大全的第二部分内容，酒店服务领域还有很多的专业术语和常用词汇需要掌握。
The evolution and future of national customer satisfaction index models
The evolution and future of national customer satisfaction index modelsMichael D.Johnsona,*,Anders Gustafsson b ,Tor Wallin Andreassen c ,Line Lervik c ,Jaesung Cha a a University of Michigan Business School,701Tappan Street,Ann Arbor,MI 48109-1234,USA b Service Research Center,University of Karlstad,65188Karlstad,Sweden c Nowegian School of Management BI,P.O.Box 580,N-1301Sandvika,NorwayReceived 27November 1998;accepted 5January 2001AbstractA number of both national and international customer satisfaction barometers or indices have been introduced in the last decade.For the most part,these satisfaction indices are embedded within a system of cause and e ect relationships or satisfaction model.Yet there has been little in the way of model development.Of critical importance to the validity and reli-ability of such indices is that the models and methods used to measure customer satisfaction and related constructs continue to learn,adapt and improve over time.The primary goal of this research is to propose and test a number of modi®cations and improvements to the na-tional index ing survey data from the Norwegian Customer Satisfaction Barometer (NCSB),we ®nd general support for the proposed modi®cations.Ó2001Published by Elsevier Science B.V.PsycINFO classi®cation:3920JEL classi®cation:E21Keywords:Customer satisfaction;Loyalty;NationalbarometersJournal of Economic Psychology 22(2001)217±/locate/joep*Corresponding author.Tel.:+1-734-764-1259;fax:+1-734-936-0274.E-mail address:mdjohn@ (M.D.Johnson).0167-4870/01/$-see front matter Ó2001Published by Elsevier Science B.V.PII:S 0167-4870(01)00030-7218M.D.Johnson et al./Journal of Economic Psychology22(2001)217±2451.IntroductionCustomer satisfaction has taken on national and international signi®cance with the development of national satisfaction barometers and indices in Sweden(Fornell,1992),the US(Fornell,Johnson,Anderson,Cha,&Bryant, 1996)and Norway(Andreassen&Lindestad,1998a).Indices have also been pilot tested in New Zealand,Austria,Korea and the European Union.It remains to be seen whether these indices will develop on a global level and, importantly,in what form.Of critical importance to the validity and reli-ability of such indices is that the models and methods used to measure cus-tomer satisfaction and related constructs continue to learn,adapt,and improve over time.The goal of this research is to facilitate this learning,adaptation and im-provement process.As a consequence of this work and in keeping with current return on quality research(Rust,Zahorik,&Keiningham,1995)we position customer loyalty as the key dependent variable in the model.We begin by describing customer satisfaction from an economic psychology perspective.We then describe the evolution of national satisfaction index models,including details of the models currently used in Sweden,the US, Norway and the EU.(Not included in our discussion is the Deutsche Kundenbarometer(Meyer,1994)as it does not involve either an index or model per se.)Both the strengths and weaknesses inherent in the current approaches are discussed.We then propose a series of modi®cations and improvements for measuring and modeling customer satisfaction that are now incorporated into the Norwegian Customer Satisfaction Barometer(NCSB) model.The modi®cations are tested using data from®ve service industries.1.1.Customer satisfaction from an economic psychology perspectiveCustomer satisfaction research has developed around two di erent types of evaluations:transaction-speci®c satisfaction and cumulative satisfaction (Johnson,Anderson,&Fornell,1995).The original interest in marketing and consumer research was on transaction-speci®c satisfaction,or a customer's experience with a product episode or service encounter(Yi,1991).More recent transaction-speci®c research has focused on the relationship between perceived quality and satisfaction(De Ruyter,Bloemer,&Peeters,1997)and the role of emotions in satisfaction evaluations(Oliver,1993).A more economic psychology-based approach to satisfaction has grown and gained acceptance over the last decade,termed cumulative satisfaction.M.D.Johnson et al./Journal of Economic Psychology22(2001)217±245219 This approach de®nes satisfaction as a customer's overall experience to date with a product or service provider(Johnson&Fornell,1991).This de®nition is consistent with those in both economic psychology(W a rneryd,1988)and welfare economics(Simon,1974)where customer satisfaction is synonymous with the concept of consumption utility.An important advantage of the cumulative satisfaction construct over a more transaction-speci®c view is that it is better able to predict subsequent behaviors and economic performance (Fornell et al.,1996;Johnson et al.,1995).This is because customers make repurchase evaluations and decisions based on their purchase and con-sumption experience to date,not just a particular transaction or episode. Viewing satisfaction as a form of consumption utility is also consistent with Poiesz and von Grumbkow's(1988)general framework for understanding economic``well being''.This framework views economic well being as one component of an individual's overall quality of life.Other domains include evaluations of health,socio-cultural context,political freedom and stability. Economic well-being is itself composed of three sub-components,job satis-faction,income evaluation,and consumer or customer satisfaction.At an aggregate level,Poiesz and von Grumbkow equate this customer satisfaction with customer welfare.It is this welfare-based or cumulative view of satis-faction upon which the prominent national satisfaction indices are built.2.The evolution of national satisfaction index modelsEstablished in1989,the Swedish Customer Satisfaction Barometer(SCSB) was the®rst truly national customer satisfaction index for domestically purchased and consumed products and services(Fornell,1992).It has his-torically included approximately130companies from32of Sweden's largest industries.The American Customer Satisfaction Index(ACSI)was intro-duced in the fall of1994and reports results for approximately200companies from34industries(Fornell et al.,1996).The Norwegian Customer Satis-faction Barometer(Andreassen&Lervik,1999;Andreassen&Lindestad, 1998a)was introduced in1996and,as of1999,reports results for42com-panies in12di erent industries(both business-to-consumer and business-to-business).The most recent development among indices is a pilot test of the European Customer Satisfaction Index(ECSI)across four industries and11 countries in the European Union(Ekl o f,2000).In reviewing the national indices,we pay particular attention to the ACSI model speci®cation.This model is an evolution of the original Swedish220M.D.Johnson et al./Journal of Economic Psychology22(2001)217±245 model,has been adopted on a smaller scale in New Zealand and Taiwan (Fornell et al.,1996)and Austria(Hackl,Scharitzer,&Zuba,1996),and is the basis for the models being used in Norway and the EU.A critical eval-uation of the model is,therefore,important to develop the best possible model speci®cation.It should be noted that treating satisfaction as an overall evaluation of the consumption experience resolves certain modeling issues.Consider that while some studies®nd that satisfaction drives a general perception of quality, others®nd that perceptions of quality drive satisfaction(De Ruyter et al., 1997).Clearly,however,if satisfaction is de®ned as an overall evaluation of performance to date,more recent quality received is necessarily an ante-cedent to satisfaction(Johnson et al.,1995).All of the models described and proposed herein,view quality as a driver of satisfaction.Viewing satisfaction as a cumulative construct also dictates how one treats measures of expectancy-discon®rmation(perceived performance versus ex-pectations).When modeling a given episode or transaction,discon®rmation is a logical antecedent to satisfaction(Oliver,1980).In contrast,when op-erationalizing a customer's evaluation of their experience to date,expectan-cy-discon®rmation is but one of several possible benchmarks that customers may use to evaluate this overall parisons are also made to, for example,competing products,category norms and personal values,all of which should re¯ect cumulative satisfaction as a latent construct(Johnson& Fornell,1991).The solution within the national models is to operationalize satisfaction using three survey measures:overall satisfaction,expectancy-discon®rmation,and performance versus an ideal product or service in the category.2.1.The original SCSBThe original SCSB model(Fornell,1992),shown in Fig.1,contains two primary antecedents of satisfaction:perceptions of a customer's performance experience with a product or service,and customer expectations regarding that performance.More speci®cally,perceived performance is equated with perceived value,or the perceived level of quality received relative to the price or prices paid.Quality per dollar or value is a common denominator that consumers use to compare brands and categories alike(Emery,1969).The basic prediction is that as perceived value increases,satisfaction increases. The other antecedent of satisfaction is how well the customer expected the product or service to perform.Customer expectations are de®ned as thatwhich a customer predicts (``will''expectations)rather than a normative standard or benchmark (``should''expectations;Boulding,Kalra,Staelin,&Zeithaml,1993).These expectations are argued to positively a ect customer satisfaction because they serve as cognitive anchors in the evaluation process (Oliver,1980).While perceived performance captures more recent experience,customer expectations capture a customer's prior consumption experience with a ®rm's products or services as well as advertising and word-of-mouth information.Because expectations forecast a ®rm's ability to provide future performance,it is argued to have a positive e ect on satisfaction in the SCSB model (Fornell,1992).Finally,expectations should be positively related to perceived performance (value).This captures customers'abilities to learn from their experience and predict the level of performance they will receive.The consequences of satisfaction in the original SCSB model are derived from Hirschman's (1970)exit-voice theory.The theory describes situations in which a client or customer becomes dissatis®ed with the products or services that an organization provides.The organization discovers its failure to provide satisfaction via two feedback mechanisms,exit and voice.The cus-tomer either exits or stops buying from the ®rm,or voices its complaint of dissatisfaction to the ®rm in an e ort to receive restitution.Accordingly,the immediate consequences of increased satisfaction are decreased customer complaints and increased customer loyalty.An increase in satisfaction should decrease the incidence of complaints.Increased satisfaction should also in-crease customer loyalty (Bloemer &Kasper,1995),which is a customer's psychological predisposition to repurchase from a particular productor M.D.Johnson et al./Journal of Economic Psychology 22(2001)217±245221service provider.Loyalty is the ultimate dependent variable in the model because of its value as a proxy for actual customer retention and subsequent pro®tability.Finally,the original SCSB includes a relationship from complaint behavior to customer loyalty.Although no prediction is made regarding this rela-tionship,the direction and size of this relationship provides some diagnostic information as to the e cacy of a ®rm's customer service and complaint handling systems (Fornell,1992).When the relationship is positive,a ®rm may be successfully turning complaining customers into loyal customers.When negative,complaining customers are predisposed to exit.2.2.The ACSIThe ACSI model,developed in 1994and illustrated in Fig.2,builds upon the original SCSB model speci®cation (for details of the ACSI survey and model see Fornell et al.,1996).The model is estimated for each of the ap-proximate 200®rms in the survey based on a random sample of approxi-mately 250of the ®rm's customers.A total of 15survey questions are used to operationalize the six constructs in the model.The survey questions are all rated on 1to 10-point scales with the exception of price tolerance (described below)and complaint behavior (a dichotomous variable indicatingwhether222M.D.Johnson et al./Journal of Economic Psychology 22(2001)217±245M.D.Johnson et al./Journal of Economic Psychology22(2001)217±245223 the customer has complained or not).In every case,the measurement vari-ables are speci®ed as re¯ective indicators of the latent constructs in the model.The main di erences between the original SCSB model and the ACSI model are the addition of a perceived quality component,as distinct from perceived value,and the addition of measures for customer expectations.(By deleting the perceived quality construct and its relationships from Fig.2,the reader can readily see the original SCSB model speci®cation in Fig.1.) Quality experts(Deming,1981;Juran&Gryna,1988)delineate two pri-mary components of the quality experience,the degree to which a product or service provides key customer requirements(customization)and how reliably these requirements are delivered(reliability).Asking customers to rate cus-tomization quality,reliability quality and overall quality allows the ACSI model to delineate a distinct quality construct that is separate from perceived value.In1996,the ACSI survey and model were expanded to delineate two general types of perceived quality,product(physical good)quality and ser-vice quality.This change was made only for manufacturing durables as they contain both a large product and a large service component.The survey questions used in other sectors to measure perceived quality(customization, reliability,and overall quality)are asked separately for both the product and service aspects of the o ering.The perceived value construct is operationalized using the same two survey questions as in the original Swedish model,a rating of the price or prices paid for the quality received and a rating of the quality received for the price or prices paid.The ACSI model predicts that as both perceived value and perceived quality increase,customer satisfaction should increase.Expected customization and expected reliability were also added to the survey to measure customer expectations using three survey measures(overall expec-tations,expected customization and expected reliability).Fornell et al.(1996)argue that the inclusion of both perceived quality and perceived value into the ACSI model provides important diagnostic infor-mation.As the impact of value increases relative to quality,price is a more important determinant of satisfaction.As quality is a component of value, the model also links quality directly to value.There are two measures of customer loyalty in the ACSI model.The®rst is a rating of repurchase likelihood.The second measure is constructed from two survey ratings:the degree to which a®rm could raise its price(s)as a percentage before the customer would de®nitely not choose to buy from that ®rm again the next time(given the customer has indicated that he or she is224M.D.Johnson et al./Journal of Economic Psychology22(2001)217±245likely to repurchase),and the degree to which a®rm would have to lower its price(s)as a percentage before the customer would de®nitely choose again from that®rm the next time(given the customer has indicated that he or she is unlikely to repurchase).2.3.The®rst NCSB modelThe®rst NCSB model was identical to the original American model with the exception that it included corporate image and its relationships to cus-tomer satisfaction and customer loyalty.Key to perceptions of corporate image is the organization-related associations held in a customer's memory. These associations are similar to schemas in cognitive psychology(Brands-ford&Franks,1971;Brandsford&Johnson,1972).According to Fishbein and Ajzen(1975),attitudes are functionally related to behavioral intentions, which predict behavior.As a type of attitude,corporate image should be updated as schemas,including customer satisfaction,are changed.Corporate image should,in turn,a ect behavioral intentions such as loyalty.Selnes (1993)hypothesized and documented these e ects for brand reputation(a large part of overall corporate image)in a study of four companies from di erent industries.Finally,in two studies related to the impact of corporate image on customer intent,Andreassen and Lindestad(1998a,b)found a positive correlation between the constructs.In keeping with the evolution in marketing from a transactional to a re-lational orientation among service providers,the NCSB model was expanded over time to include a relationship commitment construct.The construct has evolved to focus on both the a ective and calculative components of com-mitment.While the a ective component is``hotter''or more emotional,the calculative component is based on``colder''aspects of the relationship such as switching costs.The commitment constructs are modeled as mediating the e ects of satisfaction on loyalty(behavioral intentions).2.4.The ECSI modelThe ECSI represents another variation on the ACSI model(Ekl o f,2000). The customer expectations,perceived quality,perceived value,customer satisfaction,and customer loyalty constructs are modeled the same as in the ACSI.The distinction between service quality and product quality in a subset of ACSI industries is standard in the ECSI.The measures of customer loyalty are also somewhat di erent.For the ECSI the loyalty measures includeM.D.Johnson et al./Journal of Economic Psychology22(2001)217±245225 likelihood of retention,likelihood of recommending the company or brand, and whether the amount customers are likely to purchase will increase. There are two more fundamental di erences between the ACSI and ECSI models.First,the ECSI model does not include the incidence of complaint behavior as a consequence of satisfaction.As described subsequently,there is good reason for this change.Second,in keeping with the original NCSB,the ECSI model incorporates corporate image as a latent variable in the model. Corporate image is speci®ed to have direct e ects on customer expectations, satisfaction and loyalty.2.5.Model estimationThe estimation of satisfaction indices and models such as the national index models must accommodate several constraints.The models involve a network of cause and e ect relationships and must be estimated accordingly. They predict a pattern of relationships and e ects within a nomological network(Bagozzi,1980).The models also contain latent or unobservable psychological variables(such as perceived quality,satisfaction,image and loyalty).As described earlier,these variables are only measurable indirectly using multiple concrete proxies.Finally,it is essential to be able to opera-tionalize performance on the latent variables(as through a weighted index of multiple survey measures)to provide benchmarks.Partial least squares or PLS is a causal modeling method that is particu-larly well suited to these requirements(Gustafsson&Johnson,1997; Steenkamp&van Trijp,1996).The Swedish,American and European models are all estimated using this method.PLS is an iterative estimation procedure that integrates aspects of principal-components analysis with multiple regression(Wold,1982).When estimating a model such as the ACSI (where all survey measures are re¯ective indicators of more latent variables), the procedure essentially extracts the®rst principal component from each subset of measures for the various latent variables and uses these principal components within a system of regression models.The algorithm then adjusts the principal-component weights to maximize the predictive power of the model.Unlike covariance structure analysis(J o reskog,1970),which focuses on explaining covariance,the objective of PLS is to explain variance.Because PLS is conceptually similar to principal components,the latent variables (LVs)are easily operationalized as weighted indices of their measurement variables(MVs).In contrast,covariance structure analysis is based on true226M.D.Johnson et al./Journal of Economic Psychology22(2001)217±245score theory;the emphasis is on understanding covariances or relationships among unobservable variables.PLS is also well suited to small samples and the skewed distributions that are common in satisfaction research(for a detailed discussion of PLS see Fornell&Cha,1994).2.6.Model testsAlthough tests of competing or alternative approaches are relatively common in transaction-speci®c research(Yi,1991),there has been little in the way of model tests for cumulative satisfaction.Modeling cumulative satis-faction involves a balancing of two goals.One is to provide a descriptive understanding of the relationships surrounding satisfaction.The other is to be able to predict key business performance benchmarks,particularly satis-faction and loyalty.To provide support for the current ACSI model speci®cation,Fornell et al.(1996)estimated the model across customers within each of the seven sectors of the US economy included in the survey(manufacturing/non-durables,manufacturing/durables,transportation/communication/utilities, retail,®nance/insurance,other services and public administration/govern-ment).Of the eight predicted relationships for each of the seven sectors(56 total predicted relationships),54of the56or96%of the relationships were signi®cant in the predicted direction.The ACSI model results also support the satisfaction index itself.The standardized loadings for the three satis-faction measures(expectancy discon®rmation,comparison to ideal,and overall satisfaction)averaged0.883,0.847and0.910,respectively,across the sector-level models.Moreover,the loadings are all signi®cantly higher than the path coe cients involving satisfaction and other constructs in the model.This supports the construct and discriminant validity of the resulting index.Johnson,Nader,and Fornell(1995)explicitly test alternative model speci®cations of the relationships among expectations,perceived perfor-mance(value),and customer satisfaction using the Swedish data.These authors argue that,for a complex and infrequently purchased service(bank loans),strong expectations fail to exist before the service is consumed. Rather,measured expectations are an artifact of the service delivery process. The authors propose and estimate an alternative``expectations-artifact'' model.Accordingly,although expectations co-vary with performance and performance has a direct e ect on satisfaction,expectations have no direct e ect on satisfaction.They compare this model to alternatives including theM.D.Johnson et al./Journal of Economic Psychology22(2001)217±245227 original SCSB speci®cation(performance a ects satisfaction,expectations a ect both performance and satisfaction).The models were tested separately using®rm-level SCSB data for com-mercial banks,other services as a group,and products as a group.Whereas the results support the original SCSB speci®cation as superior for the ma-jority of®rms in the study(other services and products),the expectations-artifact model proved superior for commercial banks.The models tested did not,however,include the perceived quality construct now incorporated into the national index models or the consequences of satisfaction.3.Critique and proposed improvementsThe focus of our critique is more on the satisfaction model speci®cations currently being used rather than the model constructs.Constructs such as satisfaction and loyalty endure.At the same time,there is no reason to be-lieve that the same model will accurately describe these constructs at different points in time(Simon,1978).As times change,conditions and knowledge evolve,and national satisfaction index models must adapt to the changes.We focus primarily on the ACSI model speci®cation in Fig.2,but include the other models as well.3.1.Strengths and weaknessesThe ACSI model has several strengths.As reported earlier,the three measures of cumulative satisfaction(overall satisfaction,expectancy dis-con®rmation,and comparison to an ideal)provide a reliable satisfaction index.The estimation method used to estimate the model and operationalize the index(PLS)is also well suited to the research context.As a result,the model provides valuable benchmarks for satisfaction and related constructs such as quality,value,and loyalty.The ACSI and SCSB indices are also systematically and predictably related to®nancial and accounting returns (see Edvardsson,Johnson,Gustafsson,&Strandvik,2000)and productivity levels(Hu ,Fornell,&Anderson,1996;Anderson,Fornell,&Rust,1997). Weaknesses in the ACSI and other national models relate primarily to their model speci®cation.Some relationships involving the antecedents and consequences of satisfaction in the ACSI are conceptually and/or empirically weak.Consider®rst the path from expectations to value.A review of the expectations measures used in the ACSI(see Fornell et al.,1996)reveals that228M.D.Johnson et al./Journal of Economic Psychology22(2001)217±245they all pertain speci®cally to quality rather than value.Hence,the logic behind the expectations to value linkage is unclear.Fornell et al.(1996)re-port that this e ect is non-signi®cant in one of the seven industry sectors tested(public administration/government)and quite small in two other sec-tors(manufacturing durables and other services),even though very large sample sizes were used.This suggests that the link from expectations to value may be removed.Further,one could argue that through cumulative experi-ence with the service provider the customer's expectations become more ra-tional or precise(Rust,Inman,Jia,&Zahorik,1999),leading to con®rmation rather that discon®rmation of expectations.Expectations either become passive or they cease to exist in these situations(Oliver,1997).This is again an argument for eliminating expectations as a construct when using cumu-lative satisfaction measures.There are also reasons to question the link from expectations to satisfac-tion.Johnson et al.(1995)demonstrate that there may be no direct e ect of customer expectations on customer satisfaction using SCSB data.Rather, expectations can be an artifact of service delivery or product consumption in some situations(where customers have little experience and weak expecta-tions).Similarly,Fornell et al.(1996)report a non-signi®cant e ect of ex-pectations on satisfaction for the entire®nance/insurance industry sector using ACSI data.In two other service industry sectors(transportation, communications and utilities,and other services),the e ect is su ciently small as to question whether an expectations to satisfaction link is warranted. Even in industries where customers have signi®cant consumption experience, our review of several®rm-level ACSI models(as for utility services,auto-mobiles,and food and beverage products)reveals that small or non-signi®-cant impacts of expectations on satisfaction are common.This is likely due to the strong link between the expectations and quality constructs in the ACSI survey questions.Arguably,quality completely mediates the impact of quality expectations on satisfaction,which would eliminate the need for a separate expectations construct.As a result,expectations are removed from the new NCSB model.The link from quality to value in all the current models is particularly problematic.Certainly,adding a link from quality to value adds to the predictive value of the model.This is straightforward,as quality is a major part of the value equation.It is di cult,however,to interpret this path.To be a pure antecedent in a cause and e ect model,there must be some hy-pothesis or rationale regarding the mechanism by which one construct in-¯uences or produces a change in another(Bagozzi,1994).In the current。
外文翻译范文《Marketing Customer Satisfaction》
Marketing Customer SatisfactionSince the 20th century, since the late eighties, the customer satisfaction strategy is increasingly becoming business has more customers share the overall business competitive advantage means.First, customer satisfaction strategy is to get a modern enterprise customers, "money votes" magic weapon With the changing times, the great abundance of material wealth of society, customers in the main --- consumer demand across the material has a lack of time, the number of times the pursuit, the pursuit of quality time to the eighties of the 20th century entered the era of the end consumer sentiment. In China, with rapid economic development, we have rapidly beyond the physical absence of the times, the pursuit of the number of times and even the pursuit of quality and age of emotions today gradually into the consumer era. Spending time in the emotion, the company's similar products have already reached the same time, homogeneous, with the energy, the same price, consumers are no longer pursue the quality, functionality and price, but the comfort, convenience, safety, comfort, speed, jump action, environmental protection, clean, happy, fun, etc., consumers are increasingly concerned about the product whether for their own life energy, enrich, comfort, beauty and spiritual quality, and exceed consumer expectations in the pre-sale, sale, after-sales service and advice. In other words, people today are looking for is a "psychological satisfaction and a sense of fulfillment," the commodity, high value added goods and services, the pursuit of values and sense of diversity, individuality, and the intangible satisfaction of the time has come .Consumers adapt to changes in the value of the pursuit of competition between enterprises, but also from product competition, price competition, technological competition, advertising competition, brand image development of competition to the current competition, credit competition, cultural competition and service competition, competition that customer satisfaction . This competition is the enterprise wide angle, wide-field space-time within the context of high-level, reflect the overall strength of the competition. It includes organizational innovation, technological innovation, management innovation, industry foresight, R & D force, employee engagement, customer service ability, customer affinity, peer recognition ability, community contributions to force, public relations and dissemination of communication skills, corporate culture drive, environmental adaptation, and so forth. These integrated image of the force and the synthesisof integrated sustainable competitiveness, which is CS strategy to solve the problem. CS times, companies no longer "own the center," but to "customer-centric"; "customer", "customer satisfaction" is no longer a mere formality of the slogan, but real action to basis of a new business philosophy of. Enterprises no longer quality standards, their satisfaction with the management idea, but in customer satisfaction, gain customer loyalty for the business philosophy of high. The focus is no longer business strategy to gain or maintain market share, mainly, but as for customer satisfaction for the business philosophy. Therefore, the marketing strategy of competitors who focus not on but on clients, on the customers actual and potential needs. When the company provides products and services to the customer's prior expectations, customers will be basically satisfied; if far exceed customer expectations, and far higher than other colleagues, customers really satisfied; if companies can continuously or for a long time the customers satisfaction, customer loyalty will be. Loyal customers will not only regularly repeat purchase, but also other related businesses to purchase products or services; loyal customers will not only actively recommend to others to buy his products, and promotional activities of competitors on the enterprise has the immunity of a dissatisfied dissatisfied customers will tell 16-20 individuals, and each one was told who will then spread to 12-15 individuals. Thus, a dissatisfied person will affect two or three hundred people. Today in the popularity of the Internet, its impact is even greater. According to the U.S. auto industry survey, a satisfaction will unleash the potential of business 8 document, which will be at least a transaction. Another survey showed that every increase of 5% of enterprise customer loyalty, and profits will grow 25% -95%. 80% of a company 20% of the profits from loyal customers; while the cost of obtaining a new customer is to maintain a 6 times the cost of old customers. Therefore, the American scholar Tangpeiposi that: the decision whether or not the key to the success of an enterprise is not market share, but rather customer share.As a result, enterprises have been through an extensive and detailed market research, direct contact with consumers, customer feedback, etc. to understand the reality in all aspects of customer needs and potential needs. Rely on the loyalty business sales satisfaction, service personnel, regular, comprehensive quantitative determination of customer satisfaction in order to accurately grasp the business with "customer satisfaction" the gap between objectives and priorityareas, to further improve the business activities . Rely on the corporate culture of high affinity, highly efficient management and full human to make joint efforts to provide customers with high value-added products, high levels of family-like service to win customers changing and upgrading satisfaction, win more share many customers.Such as Haier always put customer needs first, stand in the customer point of view of product development, design, personalized, humanized useful products, from the pull-screen TVs to the latest release of "Taiwan does not blink of an eye for color TV", small hand rub a small child prodigy washing machine washing machines, small refrigerators Prince to "wisdom eye" inverter air conditioner, the system 17 hours from a "Mike freezer" to after-sale-stop star service to meet customer needs and both are provided to the satisfaction The value of products and services. Another example is Microsoft's products are focused on each of the world's most talented developers to introduce even better than the products customers want, while the formation of global sales of economy of scale, the lowest price. This is Microsoft's secret of success in 20 years.In summary, emotional consumer era, decided what kind of products and production management services to provide what the powers are not part of a business, it is consumers, measuring the value of enterprise efficiency and the existence of the decision shifts to the hands of customers, the enterprise should cater to the customer, value to satisfy customers in order to get as much as possible from the customer "money votes." The CS strategy is the magic weapon for winning such a vote.Second, customer satisfaction, the main steps in marketing strategyFirst, to establish the level of corporate culture customer-centric, customer interests first, and customer satisfaction as the goal of philosophy.CS theory in the customer refers to internal staff and external customers (including distributors, wholesalers, agents, the final consumer and raw material suppliers, partners, etc.), customer satisfaction, including staff and external customer satisfaction, customer loyalty is also However. Mechanism for business success is customer satisfaction with loyalty, employee satisfaction and customer loyalty are key personnel. Employees of the company's satisfaction and loyalty are products and services for enterprise customers satisfaction and loyalty based on customer satisfaction and loyalty are the inevitable result of employee behavior. No employee satisfaction and loyalty, it is impossible to create satisfiedcustomers to provide value products and services, the customer naturally dissatisfied and disloyal, away from the enterprise. When the employee satisfaction and loyalty with customers when the contact will be with great enthusiasm into their intellectual capital, creative customer service, and to timely detection of trends in customer demand, timely product and service value-added, firmly grasp live in the hearts of customers, to his satisfaction. FedEx found that when internal staff satisfaction rate to 85%, their customer satisfaction rate of 95%, and also very optimistic about corporate profits. Here determines the attitude of all employees.Therefore, companies must be customer satisfaction of business philosophy permeates the minds of staff, reflected in the management of employee loyalty to their R & D products, manufacture products, provide marketing services to satisfied customers. If nine birds, "the education of all employees receive customer-centric is the highest business principles. Customers are benefactor, a friend, a teacher, a customer gave us the opportunity to work, the value of work, fun and work significance of the work. We should sincerely thank from the heart to customers satisfaction is our aim, to create the most value for the customers of products and services is our highest goal. Under the guidance of this principle, would rather lose yourself can not lose customers has become a "nine bird" code of conduct for employees. so that customers are in the "9 First bird "consumption is a pleasure, is such a great pleasure. Customers to pay costs on an expected value their consumption, and consumers end up spending at its heart will have a standard evaluation to measure, if the value for money, he will come back later, such as value for money, he probably will come again; Otherwise, consumers will not come back. Therefore, "9 Bird" is to provide consumers value for money products and services. there is such a business philosophy of customer satisfaction under the guidance of marketing, "nine bird" fire in the capital is not difficult to understand.Second, customers participate in product design and development.Customer-centric company, through market segmentation, target a wide range of research to understand the public's needs and values, standing customer point of view of product development, design, personalized, personalized value-added products and services, is correct , but must allow users to join product design. Use of the Internet and CAD technology with customers to establish effective communication and information exchange, needs to grasp the customer informationand customer value, to encourage a variety of information sources on the customer information database for timely updates. After analysis, the conclusion about the nature of customer needs, and to the enterprise customer demand information nature of various departments to share resources. This design products, provide customer satisfaction services. Now, many companies use a service called: "Product Configurator" system to help users with the participation of product design. That is stored in the computer where the latest information for all product modules, and replaced at any time, marketing personnel in the sales site on the Internet, according to user needs or user configuration with out it needs to meet their value products. Shanghai GM produces cars that operators and users are very satisfied, because users join the product design. Haier Whether it is for farmers in Sichuan production of washing machines to wash sweet potatoes, users in Shanghai production of "The Little Prince fridge", or change channels without dazzling color TV, Haier's "wisdom eye" inverter air conditioner, star-stop after-sales service, etc. are based on the needs of users, customers participate in product design incorporates the recommendations of the design and development of customer satisfaction in the rich humanity of the value of goods and services, naturally, won more hearts and minds of customers.Third, to provide a full service customer satisfaction and personalized service.Full service is for customers shopping and consumption carried out by every aspect of the services detailed and deep, the heart of the service. Full service is the consumer desire for consumption from the moment of production value of goods run out of play until the whole process, with care to consumers, so consumers are closely linked with their brands so that consumers enjoy the culture, enjoy the service experience concept was to benefit consumers willingly your products or services, consumers at every level are fully satisfied, and to win customer loyalty. Sales stage --- to ensure that customers receive timely and quality services to, participation in training pre-consultation, transfer knowledge and information, create shopping needs, so customers rational choice, practical help customers buy their own niche products; sale support the provision of convenient to maximize play product features, customers appreciate the warmth and value; feedback re-sale value-added services, allowing customers to feel the warmth and truth. If a woman bought a Haier air conditioning, home run pulled the driver on his way to be black heart, and Haier was informed immediately after the woman free to send a new Haierair conditioning, and decided after the delivery place. Inner Mongolia, the home of a user due to fire, will burn just bought the Haier refrigerators, Haier access services from the computer after power found in the user details of the network address, sent by the car arrived in 4 days to fix their refrigerator. This value must win the customer service satisfaction over expectations.In today's era of emotional consumption, the pursuit of "Heart of satisfaction and a sense of fulfillment" of goods, is highly personalized value-added value goods, the pursuit of values and awareness of diversity, individuality, and intangible satisfaction. Therefore, enterprises will no longer put attention to all the general needs of different consumers, we should pursue different personality for consumers, tailor, design and development of enterprise products and services to meet the individual and the diversity of today's consumer trends. Propensity to consume the face of increasingly complex, enterprises must manage customer demand for personalized marketing, the key lies in establishing a customer database and customer information feedback system for customer relationship management, continued to collect understanding of consumer needs and preferences change, and new expectations of the business to better provide customers with personalized service.Fourth, foster customer loyalty.In the restaurant industry, customer satisfaction in the brand switching, the proportion is as high as 60% to 80%. This indicates that satisfied customers become loyal customers do not necessarily. 80% of the profits of an enterprise from 20% of customer loyalty, marketing, customer Aracature Corp.'s President, Larry Light said in Advertising Age magazine, from the loyal customers who return a non-loyal customers are 9 times. Wal-Mart has been able to continue to grow as 500 Boss, simply because it is the management capacity to attract customer loyalty.Customer loyalty is perceived from the customer, delivered through the two-way communication between the value and the relationship is hard to provide value through business products or services obtained. For customer loyalty, companies must have top management commitment and unremitting financial support to enterprises to define customer loyalty, understand customer needs is what formed what are the reasons they leave, who bought the product, Why? awareness and create customer loyalty incentives. Cultivate customer loyalty marketing in two ways: First, we should properly solve customer complaints. As long as the proper handling of customer complaints, the 82% of the customers will buy products again.Proper handling of customer complaints, the requirement to establish a good business humanized "complained management" system. First, establish a "customer complained, is the best gift for business, enterprise management to improve good" concept; Second, enterprises must establish effective policies and institutions dealing with grievances and staff training, proper treatment of customers complained, standing customer approach to customer complained of the problem; third, dealing with customer departments to rotate so that each business unit is able to understand customer satisfaction, and obtain experience in handling customer complain; Fourth, the establishment of all customers complained that the database for timely treatment and prevent public relations crisis.Second, build up customer loyalty database. Tracked only through the analysis of the database in order to know exactly what enterprise customers have a share of increase in number, how long a certain share. Customer loyalty is the core of the database relational database, which consists of a series of records of marketing programs composed of different aspects of sub-libraries. Loyal customer database, you can offer premium services for staff in a timely manner the information required; to collect all the relevant details with customers to create the conditions; strengthen ties with customers quickly; for the development of new products and create the conditions for the provision of new services; and customers long-term interactive two-way communication to provide potential demand, and may have thought it meet their expectations of non-think of the value of the products or services.外文文献：顾客满意策略与顾客满意营销原文来源：李海宏.Marketing Customer Satisfaction[A].2012中国旅游分销高峰论坛.[C].上海译文正文：自20世纪八十年代末以来,顾客满意战略已日益成为各国企业占有更多的顾客份额,获得竞争优势的整体经营手段。
满意度调研 英文短语
满意度调研英文短语英文回答：Customer Satisfaction Survey.A customer satisfaction survey is a tool used by businesses to gather feedback from their customers about their products or services. The main purpose of a customer satisfaction survey is to measure how satisfied customers are with the company's offerings and to identify areas where improvements can be made.Customer satisfaction surveys can be conducted in a variety of ways, including online surveys, phone surveys, and in-person surveys. The type of survey used will depend on the size of the company, the target audience, and the budget.Customer satisfaction surveys typically include a series of questions that ask customers about theirexperience with the company. These questions may cover topics such as product quality, customer service, price, and overall satisfaction.The results of a customer satisfaction survey can be used to make a variety of decisions, including:Identifying areas where the company can improve its products or services.Prioritizing customer service initiatives.Setting goals for customer satisfaction.Tracking progress over time.Customer satisfaction surveys are an important tool for businesses that want to improve their customerrelationships and increase customer loyalty.Types of Customer Satisfaction Surveys.There are a variety of different types of customer satisfaction surveys, including:Transactional surveys: These surveys are sent to customers after they have made a purchase or used a service. The purpose of these surveys is to measure the customer's satisfaction with the specific transaction.Relationship surveys: These surveys are sent to customers on a regular basis to measure their overall satisfaction with the company. The purpose of these surveys is to identify areas where the company can improve its customer relationships.Product surveys: These surveys are sent to customersto measure their satisfaction with a specific product or service. The purpose of these surveys is to identify areas where the company can improve its products or services.Service surveys: These surveys are sent to customersto measure their satisfaction with a specific service. The purpose of these surveys is to identify areas where thecompany can improve its service.How to Conduct a Customer Satisfaction Survey.There are a few key steps involved in conducting a customer satisfaction survey:1. Define the purpose of the survey. What do you want to learn from the survey?2. Identify your target audience. Who do you want to take the survey?3. Choose the right type of survey. There are a variety of different types of customer satisfaction surveys, so choose the one that best fits your needs.4. Design the survey questions. The questions you ask should be clear and concise, and they should cover the topics that you are interested in learning about.5. Distribute the survey. You can distribute the surveyonline, by phone, or in person.6. Collect the data. Once you have distributed the survey, you need to collect the data and enter it into a spreadsheet or database.7. Analyze the data. Once you have collected the data, you need to analyze it to identify the key findings.8. Take action. Once you have analyzed the data, you need to take action to improve your products or services based on the feedback you received.中文回答：满意度调研。
美国卓越绩效评价准则(中英文对照版)
评论:0 条查看:86 次jackiefeng发表于2008-12-23 10:131 Leadership (120 pts.)1 领导（120分）The Leadership Category examines HOW your organizations SENIOR LEADERS guide and sustain your organization. Also examined are your organizations GOVERNANCE and HOW your organization addresses its ethical, legal, and community responsibilities.领导类目检查组织的高层领导者如何引领组织并保持组织可持续发展。
也检查组织的治理以及组织如何确立它的道德的、法律的和社会的责任。
1.1Senior Leadership: How do your senior leaders lead?(70pts.) Process1.1 高层领导：高层领导者是如何领导的？（70分）过程Describe HOW SENIOR LEADERS guide and sustain your organization. Describe HOW SENIOR LEADERS communicate with your WORKFORCE and encourage HIGH PERFORMANCE.说明高层领导者如何引领组织并保持组织可持续发展。
说明高层领导者如何与员工沟通并鼓励高绩效。
Within your response, include answers to the following questions:在报告中，要答复以下问题：a. VISION and VALUESa. 愿景和价值观(1) HOW do SENIOR LEADERS set organizational VISION and VALUES? HOW do SENIOR LEADERS DEPLOY your organization VISION and VALUES through your LEADERSHIP SYSTEM, to the WORKFORCE, to KEY suppliers and PARTNERS, and to CUSTOMERS and other STAKEHOLDERS, as appropriate? HOW do SENIOR LEADERS personal actions reflect a commitment to the organizations VALUES?(1)高层领导者如何确立组织的愿景和价值观？高层领导者如何通过组织的领导系统将组织的愿景和价值观展开到全体员工、关键供应商和合作伙伴、顾客和其它利益相关者（适用时回答）？他们的个人行为如何反映出其对组织价值观的承诺？(2) HOW do SENIOR LEADERS personally promote an organizational environment that fosters, requires, and results in legal and ETHICAL BEHAVIOR?(2)高层领导者如何身体力行地推动一种培育、要求和实现守法行为和道德行为的环境？(3) HOW do SENIOR LEADERS create a SUSTAINABLE organization? HOW do SENIOR LEADERS create an environment for organizational PERFORMANCE improvement, the accomplishment of your MISSION and STRATEGIC OBJECTIVES,INNOVATION, competitive or role model PERFORMANCE leadership, and organizational agility? HOW do they create an environment for organizational and WORKFORCE LEARNING? HOW do they personally participate in succession planning and the development of future organizational leaders?(3)高层领导者如何创建一个具有可持续性的组织？高层领导者如何创建一种促进绩效改进、使命和战略目标实现、创新、具有竞争力或领军地位，以及保持敏捷性的环境？如何创建一种组织和员工学习的环境？他们如何亲自参与组织继任计划和培养未来的领导者？munication and Organizational PERFORMANCEb. 沟通和组织绩效(1) HOW do SENIOR LEADERS communicate with and engage the entire WORKFORCE? HOW do SENIOR LEADERS encourage frank,two-way communication throughout the organization? HOW do SENIOR LEADERS communicate KEY decisions? HOW do SENIOR LEADERS take an active role in reward and recognition programs to reinforce HIGH PERFORMANCE and a CUSTOMER and business focus?(1) 高层领导者如何与组织的全体员工沟通并激发他们？高层领导如何鼓励在整个组织内进行坦诚的、双向的沟通？高层领导是如何就关键决策进行沟通？高层领导者如何在员工奖励和认可方面担当积极的角色以促进高绩效和强化以顾客和业务为中心？(2) HOW do SENIOR LEADERS create a focus on action to accomplish the organizations objectives, improve PERFORMANCE, and attain its VISION? What PERFORMANCE MEASURES do SENIOR LEADERS regularly review to inform them on needed actions? HOW do SENIOR LEADERS include a focus on creating and balancing VALUE for CUSTOMERS and other STAKEHOLDERS in their organizational PERFORMANCE expectations?(2) 高层领导者如何确立对行动的重视以完成组织的目标、改进绩效和达成愿景？高层领导定期评审哪些绩效指标以便采取必要的行动？高层领导者在组织的绩效期望中如何顾及均衡地为顾客及其他利益相关者创造价值？Notes:注解：N1. Organizational vision (1.1a[1]) should set the context for strategic objectives and action plans, which are described in Items 2.1 and 2.2.N1. 组织的愿景[1.1a(1)]应为在条目2.1和2.2中阐述的战略目标和行动计划设定前提。
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These cash flows can be calculated as discounted present value
Costs to grow the customer asset base are investments
Apparel/sportswear
Beverages/beer
Beverages/softdrinks
Food processing • meat • dairy • canned goods • cereal • baked goods • confectionary
by Claes Fornell Donald C. Cook Professor and Director, National Quality Research Center University of Michigan Business School
“An economy cannot be described by
adding up how many tons of rebar it makes, how many passenger miles of air travel it logs, how much wood its woodchucks chuck per hour. All these things count (and we count them), but in the final analysis what matters is how well an economy satisfies its customers …”
Skillful management of the customer asset is essential for long-term profitability
Customer Asset Value in Global Markets
CCSI (Canada)
ACSI
ECSI (Europe)
Quality of economic output is essential to living standards
Customer satisfaction is a leading inperformance
Customer satisfaction contributes to economic growth and job creation
Productivity and
Customer Satisfaction
Implications for Companies
Economic Assets
Tangible
Intangible
Economic Return
Customer Asset Management is Built on the Following Principles
How We Measure Performance is Also Changing
The Old World
• Mass production and consumption of commodities
Productivity
The New World
• Increasingly customized goods, services and information
Ann Arbor Buenos Aires Christchurch
Frankfurt Kuala Lampur
London Madrid Melbourne Milan Paris Porto Alegre Stockholm Zurich
National Customer Satisfaction Indices
KCSI (Korea)
MCSI (Mexico)
✓ Global Competition
✓ The Role of Intangibles
BCSI (Brazil)
MCSI (Malaysia)
ACSI (Argentina)
ACSI (Australia)
Major Reasons for a National Index of Customer Satisfaction
Necessary measure for CPI, productivity, and ultimately, GDP
Some Important Economic Indicators and a NEW One!
GDP Productivity Balance of Trade
Employment Consumer Price Index Index of Leading Indicators
Utilities (SIC 4) 8.8%
Retail (SIC 5) 9.3%
Finance/ Insurance
(SIC 6) 6.8%
Services (SICs 7,8)
19.6%
Public Administration/
Government (SIC 9) 12.6%
Apparel/ athletic shoes
Economic Policy
Financial M arke ts
National Economy, Sectors and Industries*
Manufacturing Nondurables
(SIC 2) 8.2%
Manufacturing Durables (SIC 3) 9.4%
Transportation/ Communications/
(Thomas Stewart, Fortune, 1995)
The Measured Economy Includes …
Pig-iron production Coal production Railroad operating income Rail freight Etc. …
The Economy Is Changing