外文翻譯----客戶忠誠和客戶滿足之間的關(guān)系

1、<p><b>　　中文3355字</b></p><p>　　畢業(yè)論文（設計）外文翻譯</p><p>　　題　　目：　　　淺談客戶忠誠的培養(yǎng)　　　　　　　　　　　　　　　　　</p><p><b>　　一、外文原文</b></p><p>　　標題：The relationship

2、between customer loyalty and customer satisfaction</p><p><b>　　原文：</b></p><p>　　The relationship between customer loyalty and customer satisfaction</p><p><b>　　Abs

3、tract：</b></p><p>　　Develops and implements a method for hotels to identify attributes that will increase customer loyalty. Other hotels can replicate the methodology used in this study. The study make

4、s the uses of the hotel's database to draw samples for both focus</p><p>　　groups and a mail survey. Based on 564 completed surveys from hotel guests, the authors found the relationship between customer

5、satisfaction and customer loyalty was non-linear. The authors use the data to develop internal benchmarks for the hotel based on scores that were representative of loyal customers. The study makes use of the hotel's

6、database to draw samples for both focus groups and a mail survey.</p><p>　　Keywords：Customer loyalty, Customer satisfaction, Database marketing, Hotels</p><p>　　It is commonly known that there i

7、s a positive relationship between customer loyalty and profitability. Reichheld and Sasser (1990) found that when a company retains just 5 percent more of its customers, profits increase by 25 percent to 125 percent. The

8、ir study caught the attention of both practitioners and researchers, arousing a great interest in customer loyalty. Gould (1995) helped consolidate the interest in loyalty through his research that supported Reichheld an

9、d Sasser's work. Today, mar</p><p>　　non-loyal customers. Finally, loyal customers cost less to serve, in part because they know the product and require less information. They even serve as part-time emp

10、loyees. The authors have collected anecdotes from service employees, stating how loyal customers are eager to serve as employees. Loyal customers have been observed in hotels, telling other guests about the great restaur

11、ants in the hotels. In casinos, customers explain games and how the player's club works to other customers. Passen</p><p>　　customer loyalty.</p><p>　　Purpose： The purpose of this study is t

12、o develop and implement a method for hotels to identify attributes that will increase customer loyalty. A second purpose is to produce a methodology that can be replicated by other hotels. This study will explore the rel

13、ationship between customer satisfaction and customer loyalty in the hotel industry. The study will also reexamine the antecedents of loyalty. To first determine what can create loyalty toward the subject hotel.</p>

14、<p>　　Customer loyalty is difficult to define. In general, there are three distinctive</p><p>　　approaches to measure loyalty: behavioral measurements; attitudinal measurement; </p><p>　

15、　composite measurements. The behavioral measurements consider consistent, repetitious purchase behavior as an indicator of loyalty. One problem with the behavioral approach is that repeat purchases are not always the res

16、ult of a psychological commitment toward the brand (TePeci, 1999). </p><p>　　because it is the most convenient location. When a new hotel opens across the street, they switch because the new hotel offers bet

17、ter value. Thus, repeat purchase does not always mean commitment. Attitudinal measurements use attitudinal data to reflect the emotional and psychological attachment inherent in loyalty. The attitudinal</p><p&

18、gt;　　measurements are concerned with the sense of loyalty, engagement and allegiance. There are instances when a customer holds a favorable attitude toward a hotel, but he/she does not stay at the hotel (Toh et al., 1993

19、). A guest could hold a hotel in high regard, recommend the hotel to others, but feel the hotel was too expensive for him/her to use on a regular basis. The above approaches measure loyalty uni-dimensionally. The third a

20、pproach, composite measurements of loyalty, combine the first two</p><p>　　predictive power of loyalty (Pritchard and Howard, 1997). The two-dimensional composite measurement approach has been applied and su

21、pported as a valuable tool to understand customer loyalty in several fields, such as retailing, recreation, upscale hotels and airlines (Day, 1969; Jacoby and Kyner, 1973; Backman and Crompton, 1991; Pritchard et al., 19

22、92; Pritchard and Howard, 1997). The authors of this study have adopted the composite approach to customer loyalty. For this study, loyal customers </p><p>　　Satisfaction and loyalty The results of our study

23、 verified that customer satisfaction does not equal customer loyalty. In our study, satisfaction was measured by a seven-point Likert scale, 7 = very satisfied, 4 = satisfied, and 1 = very dissatisfied. Two measures of c

24、ustomer loyalty used in this study were the respondent's intent to return and their willingness to perform marketing activities, such as recommending the hotel to others. Table I compares the scores on overall satisf

25、action with the</p><p>　　These results verified the nonlinear and asymmetric relationship between customer</p><p>　　satisfaction and customer loyalty. Based on Coyne (1989), there are two critic

26、al thresholds affecting the link between satisfaction and loyalty. On the high side, when satisfaction reaches a certain level, loyalty increases dramatically; at the same time, when satisfaction declined to a certain po

27、int, loyalty dropped equally dramatically</p><p>　　(Oliva et al., 1992). In our study, as the customer satisfaction measurement raises</p><p>　　one unit from 6 to 7, the customer loyalty indices

28、 increase by over 100 percent.</p><p>　　Furthermore, the results of this study were consistent with Oliva et al.'s (1992) study; a minor change in satisfaction can lead to a substantial change in loyalty

29、 increment. A</p><p>　　total of 63 percent of the respondents who were very satisfied (7) and 29.8 percent of the respondents, who scored a (6), strongly agreed that they would recommend the hotel, which the

30、y were loyal to, when the topic of the hotel came up in conversation. The results show that as customer satisfaction declined from ``very satisfied'' (7) to a 6, the willingness to communicate a positive message

31、of the hotel dropped more than 50 percent. Managers should realize that having satisfied customers is no</p><p>　　Benefits of loyalty The results of our study supported the contentions that there is a positi

32、ve correlation between loyal customers and profitability. Loyal customers indeed provide more repeat business and were less likely to shop around</p><p>　　for the best deals than non-loyal customers. For exa

33、mple, overall, the respondents</p><p>　　indicated they stayed at this specific hotel only 66.67 percent of the time on return visits, but among the respondents who claimed that they would definitely return,

34、88.52 percent stayed at The Lenox on return visits. Also, more than half (59 percent) of the respondents, who would definitely return, did not shop around before making their reservation, compared to only 5.1 percent who

35、 gave a neutral response to this question.</p><p>　　The importance of word-of-mouth can never be overemphasized in the hotel industry, since hotel customers prefer personal information sources. Positive word

36、-of-mouth increases the hotel's reliability and decrease customer's perceived risk. The results showed that among the respondents who would definitely stay at</p><p>　　the hotel when they return to a

37、n area, 96.9 percent had spread positive word-of-mouth for the hotel. The average number of people to whom they had told positive things about the hotel was an average of 8.29 people. On the other hand, 87.7 percent of t

38、he respondents who scored a 6 on the intent to return, had told people positive things about the hotel and on average they told 6.29 people. Once again, the</p><p>　　results verified that loyal customers ind

39、eed spread positive word-of-mouth and made recommendations. Loyal customers are critical for the hotel business. How to create loyal customers is deemed universally an essentially important task for the hotel managers.&l

40、t;/p><p>　　Implications for practitioners Performance versus importance of loyalty factors In order to understand which valuable benefits developed customer loyalty, the</p><p>　　survey asked the c

41、ustomers what attributes would develop their feelings of loyalty and their ratings of how the hotel performed on a specific attribute. The results revealed that giving customers non-smoking rooms upon their request would

42、 advance customer loyalty to a great extent (82.3 percent). Most respondents said a check-in and check-out time that suited them would affect their loyalty (51.2 percent). Similarly, almost half of the respondents (49.3

43、percent) indicated that if they could chec</p><p>　　Framework for loyalty research One purpose of this study was to provide a</p><p>　　framework for other hotels to replicate this research proce

44、ss for their own marketing</p><p>　　research. The following four methods are recommended. The hotel should use its</p><p>　　database to select members for focus groups and the sample for a surve

45、y based on desired characteristics. Use focus groups to gain insight into the issues. Use survey research on a continuing basis, as managers cannot make any conclusive decision based on this one-time result. Use internal

46、 benchmarks to set new goals.</p><p>　　Internal benchmarking Based on the above analyses, we know that establishing loyal customers is critical for the hotel industry. Nevertheless, how can hotel managers bu

47、ild customer loyalty? Two measurements were suggested by this study: the first measurement was the benchmark scores for the features which would increase customer loyalty; the second one was the gap between expected serv

48、ice and perceived service. Benchmarking has been applied to improve service quality since 1990. It is a method t</p><p>　　13 features were expected to build customer loyalty in this study. Among the top five

49、</p><p>　　attributes that had a big gap between loyal customers and entire respondents, three of them are related to hotel employees. For example, ``employees communicate the</p><p>　　attitude t

50、hat your needs are important to them'' had the biggest discrepancy between</p><p>　　the means of the entire sample and loyal customer (5.52 compared to 6.15). Followed by ``If you make a request at t

51、he hotel, no matter how large or small, it is handled appropriately'' had a gap of 0.61 (5.40 compared to 6.01). The third attribute was ``When an employee of the hotel says she/he will do something, you know it

52、will get done'' (5.65 compared to 6.23). The benchmark scores were the goals for hotel managers to reach because it's a target level of creating additional loyalty among cus</p><p>　　出處：John T. B

53、owen, Shiang-Lih Chen, (2001) "The relationship between customer loyalty and customer satisfaction", International Journal of Contemporary Hospitality Management, Vol. 13Iss: 5, pp.213 - 217 </p><p

54、><b>　　二、翻譯文章</b></p><p>　　標題：客戶忠誠和客戶滿足之間的關(guān)系</p><p>　　譯文： 客戶忠誠和客戶滿足之間的關(guān)系</p><p>　　關(guān)鍵詞: 客戶忠誠；客戶滿足；數(shù)據(jù)庫市場；酒店。</p><p>　　摘要:本文為酒店識別提高客戶忠誠原因的方法作出了補充和發(fā)展，其他酒

55、店亦可以仿照這篇文章中的方法。本文應用酒店數(shù)據(jù)庫為兩個對照組和問卷調(diào)查做了樣本。基于對564份來自酒店客戶的完整問卷的研究，發(fā)現(xiàn)客戶忠誠和客戶滿足之間的關(guān)系是非線性的。通過數(shù)據(jù)相對忠誠的客戶的分數(shù)計算了酒店內(nèi)部的基準點。這項研究應用酒店數(shù)據(jù)庫為兩個對照組和問卷調(diào)查做了樣本。</p><p>　　簡介:眾所周知，客戶忠誠和客戶滿足之間是成正比的關(guān)系。Reichheld和Sasser發(fā)現(xiàn)當公司擁有5%的更多的客戶時，

56、收益增加25%到125%之間。他們的研究引起了實踐者和研究者對客戶忠誠的極大興趣。Gould的支持Reichheld和Sasser的研究更加鞏固了他們的興趣。今天，商人們還在尋求贏得客戶忠誠的方法的信息。而客戶忠誠帶來的收益是通過降低市場費用，提高銷售量和減少操作費用實現(xiàn)的。忠誠的客戶因為價格的原因很少買別人的東西而且他們比相對“不忠誠”的客戶要買更多的東西（Reichheld和Sasser ，1990年）。忠誠的客戶對提高你的酒店也有

57、幫助，他們形成強大的口碑，給別人做參考，起到廣告的作用。 </p><p>　　忠誠的客戶就象一個很好的市場動力，因為他們向別人推薦并且傳播了正面的口碑，他們的同伴的行為是公司最好的廣告。忠誠的客戶通過購買更多種類的產(chǎn)品以及更頻繁的購買提高了他們的購買量。Bowen和Shoemaker 1998年發(fā)現(xiàn)酒店的忠誠客戶比不忠誠客戶會購買更多的食物和飲料。忠誠的客戶使得服務的花費更少

58、，原因是他們了解這些產(chǎn)品，所需要的信息更少。他們甚至還是兼職的被雇傭者。從服務雇工那里收集信息來說明忠誠客戶是如何熱切的像雇工一樣為公司服務。忠誠客戶出現(xiàn)在酒店里，告訴別人酒店里不錯的飯館。在賭場里，忠誠客戶向其他客人解釋怎么游戲以及玩家的俱樂部是怎么運作的。在飛機上乘客向其他乘客介紹照明系統(tǒng)和視頻或音頻系統(tǒng)。所以說忠誠客戶不但自己所需要的信息更少，對別人來說他們又象一個信息源。建立客戶忠誠對酒店業(yè)來說是一大挑戰(zhàn)(Yesawich 19

59、97年)。這項研究調(diào)查提供了幫助提高酒店客戶忠誠的方法。</p><p>　　研究目的：本文的目的之一是為酒店識別提高客戶忠誠原因的方法作出了補充和發(fā)展。另一個目的是提供了一個可以為其他酒店借鑒的方法。這項研究將探索酒店行業(yè)中客戶忠誠和客戶滿足之間的關(guān)系，來決定目標酒店產(chǎn)生客戶忠誠的原因。</p><p>　　什么是客戶忠誠呢？忠誠忠誠是很難定義的。通常，有三種方法來衡量忠誠：</p

60、><p>　　行為測度、態(tài)度測度和復合測度。行為測度需要把一致的反復的購買行為看作是忠誠的表現(xiàn)。行為方法遇到的一個問題是反復的購買有時候不是心理上對品牌的寄托（TePeci，1999年）。比如某旅行者入住某酒店只是因為酒店地處方便的地方；酒店新開張，選擇他的原因僅僅是價格優(yōu)惠。但是，反復的購買并不意味著依賴。</p><p>　　態(tài)度測度用態(tài)度數(shù)據(jù)反映情感和心理上的忠誠。態(tài)度測度是關(guān)于忠誠的感

61、覺，約定和忠誠的。有這樣的案例，當客戶對某家酒店有好感但卻沒有選擇這家酒店，客戶可能對這家酒店有很高的評價并且推薦給別人，但卻覺得對自己來說太貴。第三種方法，忠誠的復合測度。將以上兩種方法和客戶的商品傾向、品牌選擇的傾向、購買的頻率、最近的購買和購買總量聯(lián)系起來。二維復合測量法在某些領(lǐng)域被當作理解客戶忠誠的有效方法來應用。比如零售業(yè)、娛樂業(yè)、高檔酒店以及航空(Day，1969；Jacoby和 Kyner，1973；Backman和Cro

62、mpton，1991；Pritchardet al，1992； Pritchard和Howard，1997)。這篇文章的作者采用了復合方法研究客戶忠誠。在此文中，忠誠的客戶是指最喜歡該公司，反復購買并且把產(chǎn)品推薦給其他人的客戶。</p><p>　　客戶滿意與客戶忠誠之間是有區(qū)別的。研究的結(jié)果表明客戶滿足并不等于客戶忠誠。在我們的研究當中，客戶滿足是通過“7點”法刻畫的。7=非常滿足，3=滿足，1=非常不滿足。這

63、篇文章中用的兩種測量客戶忠誠的方法是被調(diào)查者再購買的意愿和他們做市場工作人員的意愿。</p><p>　　研究結(jié)果表明客戶忠誠和客戶滿足之間是非線性和不均勻的關(guān)系?；贑oyne (1989)的研究，有兩個關(guān)鍵性的臨界值影響著客戶滿足和客戶忠誠之間的關(guān)系。在高的一邊，當客戶滿足達到一定程度，客戶忠誠大幅度增長；同時，當客戶滿足降到一定程度，客戶忠誠同樣大幅度下降(Oliva et al., 1992)。在我們的研

64、究當中，當客戶滿足達到6~7之間，客戶忠誠增加了超過百分之百。而且我們的研究和Oliva et al 在1992年的研究一致；客戶滿足的小幅度變化可以產(chǎn)生客戶忠誠的實質(zhì)性增長。被調(diào)查著中獲得7分，也就是非常滿意的人中的63%和滿意度獲得6分的人的29.8%強烈表示當酒店的話題碰巧進入談話的時候他們愿意推薦他們忠誠的酒店。結(jié)果顯示，當滿意度從7分降到6分時，給別人這家酒店好的評價的的意愿降低的超過百分之50。管理者必須清楚他們擁有滿意的客

65、戶是遠遠不夠的，他們必須要擁有非常滿意的客戶?？蛻魸M足很小的提高將會帶來客戶忠誠的大幅度提高，不止是受益于這些非常滿意的客戶的恩惠。由于這些非常滿意的客戶的市場力量，酒店管理者還可以減少市場花費。所以說酒店管理者不應滿足于擁有忠誠的客戶，他們還需要非</p><p>　　客戶忠誠對企業(yè)有非常大的益處。研究結(jié)果支持這樣一個結(jié)論：客戶忠誠和利益之間有一個正比的關(guān)系。比起不忠誠的客戶，忠誠的客戶事實上帶來更多的回頭生意

66、并且更少的去別的地方尋找更實惠的物品?？傮w上講，被調(diào)查者中那些暗示自己還會光顧這家酒店的客戶只有66.67%是回頭客。那些聲稱自己一定會再光顧這家酒店的客戶中，88.52%的人又光顧了。并且，超過一半（事實上是59%）的聲稱自己會再光顧的被調(diào)查者都不在預定酒店前還去其他酒店考慮，而在中立回答的被調(diào)查者中，這個比例只有5.1%。</p><p>　　口碑的重要性在酒店業(yè)中是非常重要的。正面的口碑能增加酒店的可靠性，

67、減少酒店客戶可以發(fā)現(xiàn)的風險。研究結(jié)果顯示，在那些一旦再來這個地方就一定會回這家酒店的被調(diào)查者當中，有96.9%的客戶都已經(jīng)為酒店傳播了正面的口碑。而那些說這家酒店好話的客戶平均每人對8.29個人說過。另外，被調(diào)查者中那些回頭客意愿得了6分的人有87.7%給別人說了這家酒店的好話，并且平均每個人對6.29個人說了好話。研究結(jié)果表明，忠誠的客戶事實上傳播了正面的口碑并且為別人作了推薦。忠誠的客戶對酒店業(yè)來說是非常重要的。怎樣創(chuàng)造忠誠的客戶被

68、公認為是酒店管理著最重要和必要的任務。</p><p>　　既然客戶忠誠是如此地重要，那么哪些因素影響著客戶的忠誠呢？在本次酒店業(yè)務調(diào)查中，結(jié)果顯示給他們提供無吸煙室會極大的提高客戶忠誠（82.3%）。大多數(shù)被調(diào)查者說適合他們的登記和結(jié)算時間會影響到他們的忠誠度（51.2%）。類似的，幾乎一半的被調(diào)查者（49.3%）表示如果能在他們到達的時候就登記，即使是在登記時間之前，他們的忠誠度會提高。另外，在預期酒店的表現(xiàn)

69、時，顧客會因無吸煙室的提供認為酒店表現(xiàn)良好。然而，只有少于一半的被調(diào)查（37.2%）表示他們可以在適合他們的時間登記和結(jié)算。并且只有39.2%的被調(diào)查者可以在規(guī)定的時間之前登記。如果Lenox酒店能夠發(fā)明一種靈活的登記-結(jié)算時間系統(tǒng)，那么他將可以在這些人群當中獲得更強大的客戶忠誠。</p><p>　　基于以上分析，我們知道建立客戶忠誠對酒店業(yè)來說是至關(guān)重要的。但是酒店管理者怎樣才能建立客戶忠誠呢？這里推薦了兩種

70、方法。第一種方法是將要提高客戶忠誠的特征的基準分數(shù)；第二種是已有的服務和期望的服務之間的差距。</p><p>　　自從1990年開始，基準就被應用于提高服務質(zhì)量。這種方法是通過在組織或行業(yè)間對資產(chǎn)做嚴格的比較來確定最有效的實施方法,然后就把這個方法定為行動的目標(Chen 1998年)。在這項研究當中，除過為其他酒店提供最優(yōu)的實施的基準，這個內(nèi)部基準也是基于調(diào)查結(jié)果來制定的。那些確定成為回頭客的忠誠的客戶的分數(shù)

71、就成為管理者提高他們的服務質(zhì)量來提高客戶忠誠的基準。如果這個基準達到了，這也并不能保證所有的客戶都成為回頭客，這個基準只是作為一個可以帶來更多客戶忠誠的水平的目標。再者，有了這些基準，酒店自己就會給自己一個嚴格的標準來開始推動酒店客戶的總體價值的發(fā)展。在這項研究中，總共有13項特征被認為可以提高客戶忠誠。在忠誠客戶和全體被調(diào)查者之間有最大差距的前5項中，有3項和酒店員工有關(guān)。比如說，在整體樣本和忠誠客戶之間，員工表明“你的需要對我們非常

72、重要”的態(tài)度極不一致，還有：“如果你在酒店提出了請求，無論是大是小，都將得到合適的處理”有著0.63的差距(5.40和 6.01)。第三“只要員工說到就一定做到”差距是5.65和6.23?；鶞史謹?shù)是管理者們需要達到的目標，因為這是能帶來更多的客戶忠誠的水平尤其</p><p>　　出處： John T. Bowen, Shiang-Lih Chen, (2001) "The relationship b