為什么客戶會(huì)轉(zhuǎn)變購(gòu)買？滿意度與忠誠(chéng)度的動(dòng)態(tài)

1、<p><b>　　中文3832字</b></p><p>　　標(biāo)題：Why do customers switch? The dynamics of satisfaction versus loyalty</p><p><b>　　原文：</b></p><p>　　Why do customers swit

2、ch? The dynamics of satisfaction versus loyalty</p><p>　　Introduction</p><p>　　Customer loyalty is increasingly being recognized by American businesses as a path to long-term business profitabil

3、ity. Consider two firms, say two hospitals, “A” and “B”, with identical facilities and capacity. Both have the same patient load, and consequently the same degree of facility utilization. However, hospital “A” has a loya

4、l following of patients. In contrast, hospital “B” fills its facilities by acquiring new patients every year because the old patients never return. Which one has gre</p><p>　　business with them takes time, e

5、ffort, and money. Hospital “B” for example, has to invest heavily in advertising to consumers and in personal selling to physicians, so as to attract new patients. Then, it has to spend the effort and precious employee t

6、ime in setting up new patient records, for explaining the hospital procedures, and for understanding each patient’s individual needs,and guiding them through the treatment procedures. The same is true for other service b

7、usinesses. Insurance agents </p><p>　　Although companies are realizing the value of keeping customers loyal, no one knows for sure how to do it. Companies measure customer satisfaction, and hope that if the

8、satisfaction scores are good, the customers will stay with the firm. But even satisfied customers leave for the lure of a competitor’s offer. Companies such as airlines and hotels offer frequent guest rewards, yet consum

9、ers will still shop around and switch companies from transaction to transaction. According to some observers, c</p><p>　　The second conception and measure of service quality is SERVQUAL. Proposed by research

10、ers Parasuraman et al. (1988), SERVQUAL measures service quality as five dimensions: reliability, responsiveness, assurance, empathy, and tangibles. These dimensions are defined as follows: (1) Reliability: Ability to pe

11、rform the promised service dependably and accurately; (2) Responsiveness: Willingness to help customers and provide prompt service; (3) Assurance: Knowledge and courtesy of employees and their a</p><p>　　We

12、collected consumer responses on their experience with either of these two services. Our respondents answered a questionnaire either for a health clinic or a car repair service facility. Respondents were recruited from PT

13、A organizations, mailbox drops, and mall intercepts in two US cities. One hundred and ten customers answered the survey for a car repair service, and 123 for a health care facility they utilized within the past one year.

14、 Operationalization of measures The questionnaire contain</p><p>　　Overall, with this facility, I am: (1) Extremely dissatisfied. (2) Somewhat dissatisfied. (3) Feel neutral. (4) Somewhat satisfied. (5) Extr

15、emely satisfied.</p><p>　　In the marketing literature, consumer loyalty has generally been measured as preponderance or bias of past behavioral frequency in favor of a specific brand (e.g. Dick and Basu, 199

16、4). However, such a measure is more suited to consumer goods. For services (particularly for high involvement services that are examined in this research), the measure likely to be most useful to managers is the one that

17、 questions respondents on their predisposition to switching suppliers or service providers. We used</p><p>　　would have had to subsequently use an arbitrary dividing line to regroup respondents into loyal an

18、d not-loyal customers. The three-point scale, with fewer in-between categories, reduces the need for such arbitrary regrouping by researchers. Nevertheless, our measure of customer loyalty must be viewed as imperfect. In

19、 the discussion section, we suggest improvement in the measure for future research.</p><p>　　The dynamics of satisfaction versus loyalty。The foregoing statement about what drives loyalty should be understood

20、 with the proviso that loyalty is not entirely divorced from satisfaction. The disloyalty/loyalty groups contrasted are from a subpopulation that is already satisfied. Dissatisfied customers are almost always prone to sw

21、itch (as our data show). That is hardly news. What is news is that even some satisfied customers would switch. In separating disloyal versus loyal customers, therefor</p><p>　　satisfaction.</p><p

22、>　　Even more importantly, the drivers of “l(fā)oyalty beyond satisfaction” are different from what drives dissatisfaction versus satisfaction. In our data, the potency of technical quality (“the quality of the work perfor

23、med”) and functional quality (“the quality of the service”) in delivering satisfaction and loyalty differed. And it varied between a low contact and a high contact service. For a low contact service (e.g. car repair), te

24、chnical quality was needed to first obtain satisfaction, and then </p><p>　　Satisfied customers are the start of your loyalty campaign not the end Here’s a dilemma for managers. Even when your customers say

25、they’re satisfied they still switch to other suppliers. What do these consumers want? Blood? We go to great lengths making sure we have satisfied customers and they reward our efforts by switching to our competitor! The

26、truth is what we’ve always suspected. Satisfied customers aren’t necessarily loyal customers. Indeed loyalty requires a commitment from the customer </p><p>　　And, in doing so, I shall provide some guidance

27、for service improvements leading to loyalty: (1) The first task of service managers is to understand what kind of service they provide. Is it a “credence” service where functional quality determines satisfaction or an “e

28、xperience” service where technical quality matters? Any quality strategy must start from this point. (2) Next the service manager must establish the basic requisites of customer satisfaction. W There’s no use focusing on

29、 loyalty if </p><p>　　Loyalty represents the aim of a service business. More loyal customers means lower marketing costs, more efficient operations and, most important, higher profits. For years businesses h

30、ave thrashed around in the dark trying to promote customer loyalty. This has meant either “bribing” customers with rewards, sales promotions, “points-mean-prizes” schemes and the like or else using satisfaction as a surr

31、ogate for loyalty. What Mittel and Lassar show is how satisfaction is a prerequisite for loyalt</p><p>　　出處：Banwari Mittal, Walfried M. Lassar, (1998) "Why do customers switch? </p><p>　　Th

32、e dynamics of satisfaction versus loyalty", Journal of Services Marketing, </p><p>　　Vol. 13 Iss: 3, pp.177 - 194</p><p>　　標(biāo)題：為什么客戶會(huì)轉(zhuǎn)變購(gòu)買？滿意度與忠誠(chéng)度的動(dòng)態(tài)</p><p><b>　　簡(jiǎn)介:</b&

33、gt;</p><p>　　在美國(guó)商業(yè)當(dāng)中,客戶忠誠(chéng)越來越被看做是取得長(zhǎng)期商業(yè)利益的方法。在考察的兩個(gè)企業(yè)中,比如兩個(gè)有同等設(shè)施和規(guī)模的醫(yī)院A和B。他們都有相等的病人量和同樣的設(shè)施使用率。然而醫(yī)院A有一批忠誠(chéng)的病人，相反，醫(yī)院B每年都獲得新的病人，因?yàn)榕f病人從來不再回來。哪一家醫(yī)院會(huì)獲得更大的利潤(rùn)？至于醫(yī)院，哪家的運(yùn)行的效率更高？答案無疑是擁有忠誠(chéng)的病人的醫(yī)院A。因?yàn)閷ふ也∪艘约昂退麄冏錾夂苜M(fèi)時(shí)，費(fèi)力，費(fèi)錢。比

34、如醫(yī)院B要投資很多錢來給客戶作廣告以及支付給他們的私人醫(yī)生來吸引客戶。并且醫(yī)院還要付出很大的人力資源建立病人記錄，解釋醫(yī)院的醫(yī)療過程和了解不同病人的特殊需求并協(xié)助他們完成醫(yī)療過程。對(duì)其他服務(wù)行業(yè)也是一樣的。比如保險(xiǎn)業(yè)代理就知道想要獲得新的客戶并使他們買保險(xiǎn)是多么困難的工作。過去處理過特殊汽車的汽車技工在診斷新問題的時(shí)候會(huì)更有效率。股票經(jīng)紀(jì)人能更好的理解他們已建立的客戶的經(jīng)濟(jì)目標(biāo)。酒店的回頭客對(duì)酒店的設(shè)施很熟悉就不用再找工作人員尋求幫助了

35、。</p><p>　　雖然公司知道只有實(shí)現(xiàn)維持客戶忠誠(chéng)度才可以取得更大利潤(rùn)，知道客戶忠誠(chéng)的價(jià)值，卻沒有人確切地知道如何去做。一般客戶衡量其滿意度客，并希望，如果滿意度得分都不錯(cuò)，客戶將繼續(xù)選擇這家公司。但即使是滿意的客戶也可能被競(jìng)爭(zhēng)者誘惑并離開。如航空公司及酒店業(yè)公司提供的?？酮?jiǎng)勵(lì)，即使是這樣，消費(fèi)者仍然會(huì)貨比三家，從交易到交易選擇公司他們經(jīng)過選擇從而選出最滿意的一家。據(jù)一些觀察員調(diào)查研究顯示，在許多行業(yè)中客戶

36、流失高達(dá)百分之五十。我們將探討在服務(wù)行業(yè)的客戶流失問題。服務(wù)業(yè)不像制造業(yè)，在服務(wù)業(yè)中想要了解客戶為什么不忠誠(chéng)的原因更加困難。對(duì)服務(wù)公司來說，客戶選擇和客戶繼續(xù)投入的的基礎(chǔ)不那么明顯。服務(wù)是無形的，他們不能被確定具體的等級(jí)。至少，他們會(huì)因?yàn)榉?wù)者和客戶的心情而變化，因此，在服務(wù)業(yè)中，付出了什么和得到了什么是無形的。所以說客戶的判斷準(zhǔn)則是不容易表達(dá)的，受到服務(wù)的價(jià)值的估計(jì)就更加主觀了。所以說了解客戶不滿足的原因?qū)Ψ?wù)業(yè)是很有用的。</

37、p><p>　　第二個(gè)概念和服務(wù)質(zhì)量的測(cè)度是Parasuraman研究者發(fā)明的SERVQUAL。SERVQUAL從五個(gè)緯度測(cè)量服務(wù)質(zhì)量：可靠性，責(zé)任性，保證，共鳴和實(shí)體性。這些維度是如下定義的。（1）可靠性：可靠和準(zhǔn)確的執(zhí)行服務(wù)的保證的能力。（2）責(zé)任行：幫助客戶和提供支持的服務(wù)的意愿。（3）保證性：?jiǎn)T工的禮貌和知識(shí)和他們產(chǎn)生信心和信任的能力。（4）共鳴：公司提供為客戶的有愛的，個(gè)人化的關(guān)心。（5）實(shí)體性：物質(zhì)設(shè)施設(shè)

38、備和全體人員的外表。在大多數(shù)SERVQUAL的作者所做的研究中，可靠性是對(duì)總體服務(wù)質(zhì)量和 或者是客戶滿足影響最大的。但還有一個(gè)重要的問題沒有被回答。問題是SERVQUAL提出的影響客戶滿意度的因素也是影響客戶忠誠(chéng)的因素嗎？我們?cè)谶@里考察這個(gè)問題。</p><p>　　我們收集了客戶基于這兩項(xiàng)服務(wù)的的感受作出的回答。我們的調(diào)查著回答了健康門診和汽車修理的問卷。被調(diào)查著從PTA組織，電子郵件和美國(guó)兩個(gè)城市攔截的方法收

39、集的。有110個(gè)客戶回大了汽車修理雕哈，123個(gè)客戶回答了他們過去翌年當(dāng)中使用的保健設(shè)備的調(diào)查。操作方法。問卷包含所有的滿意度措施，目的?；夹g(shù)質(zhì)量，機(jī)械質(zhì)量，功能質(zhì)量和SERVQUAL規(guī)模。滿意度由以下項(xiàng)目測(cè)量：總體上對(duì)這個(gè)設(shè)備：（1）非常不滿意（2）基本不滿意（3）一般（4）基本滿意（5）非常滿意。</p><p>　　服務(wù)質(zhì)量通常被客戶解釋為和公司對(duì)待他們的方法有關(guān)。特別地，由于這個(gè)問題既服務(wù)質(zhì)量之后，他

40、同基礎(chǔ)服務(wù)的不同顯得尤為突出。一個(gè)操控臺(tái)證實(shí)了這個(gè)假設(shè)。相反地，通過另一項(xiàng)，后面的措施比前面的關(guān)聯(lián)更大（關(guān)聯(lián)：健康診所：0.69vs0.65 汽車修理：0.57vs0.52）。如此，這兩個(gè)問題被認(rèn)為是技術(shù)和功能層面的。對(duì)SERVQUAL，我們使用他最后的21項(xiàng)，所有的條目都用五點(diǎn)法：（1）強(qiáng)烈不同意（2）不同意（3）中立（4）一般同意（5）強(qiáng)烈同意。最后，處于探索的目的，我們選取了一些統(tǒng)計(jì)信息和一些問題。</p><

41、p>　　在市場(chǎng)著作中，客戶忠誠(chéng)被描述為過去對(duì)某種牌子的特殊喜好。然而，這樣一種方法適合客戶產(chǎn)品。對(duì)于服務(wù)（尤其是這項(xiàng)研究中的高度發(fā)展的服務(wù)）可能對(duì)管理著最有用的一個(gè)措施是向被調(diào)查者提問，服務(wù)者和被服務(wù)者之間的轉(zhuǎn)換。我們用這種方法估計(jì)被調(diào)查者對(duì)他們當(dāng)前健康保障和汽車修理服務(wù)者的忠誠(chéng)度。另一點(diǎn)說明是因?yàn)闃颖据^小，我們只用了三種反映策略。一個(gè)更加分等級(jí)的規(guī)模將會(huì)產(chǎn)出相對(duì)較小的轉(zhuǎn)換者。更多的，我們隨后將不得不使用一種武斷的分界線來重組被調(diào)

42、查者，分成忠誠(chéng)組和不忠誠(chéng)組。三點(diǎn)法的中間組更少，所以減小了這種武斷分組的必要。然而，我們測(cè)量忠誠(chéng)度的方法仍然是不完美的。在討論部分，我們推薦一種為更深層研究的方法的提高。</p><p>　　客戶滿意度是客戶忠誠(chéng)的前提。上述向我們闡述了到底是什么導(dǎo)致客戶忠誠(chéng)?？蛻舻臐M意度直接影響著客戶的忠誠(chéng)度。對(duì)企業(yè)或者產(chǎn)品服務(wù)不滿意的客戶大部分總是非常容易轉(zhuǎn)向其他企業(yè)購(gòu)買或者尋求服務(wù)。研究還表明，即使是哪些滿意的客戶有時(shí)也會(huì)在

43、某些時(shí)候轉(zhuǎn)變購(gòu)買意想。因此，管理者額能會(huì)要問到底是什么可以驅(qū)動(dòng)著客戶的忠誠(chéng)，怎樣做到超越客戶滿意達(dá)到客戶忠誠(chéng)。 重要的是，“客戶滿意與客戶忠誠(chéng)”。是什么導(dǎo)致客戶滿意與不滿意呢？在調(diào)查研究數(shù)據(jù)中表明，技術(shù)質(zhì)量效能（以下簡(jiǎn)稱“工作的質(zhì)量”）和功能質(zhì)量影響著滿意度和忠誠(chéng)度（以下簡(jiǎn)稱“服務(wù)質(zhì)量”）。二者在低接觸和高接觸之間發(fā)生變化。對(duì)于那些低接觸服務(wù)業(yè)（如汽車維修），技術(shù)質(zhì)量是需要首先獲得滿足的，然后才是功能質(zhì)量，此時(shí)就需要先滿足客戶的

44、技術(shù)需求再滿足客戶的服務(wù)需求，超越客戶滿意達(dá)到客戶忠誠(chéng)。相反的是一個(gè)高接觸行業(yè)（如衛(wèi)生保健）服務(wù)的情況。這種低接觸和高接觸的模式引導(dǎo)的結(jié)果表示滿意，并研究在其設(shè)計(jì)的特定企業(yè)的忠誠(chéng)度測(cè)量。我們采用的分析也可以作為一個(gè)原型。根據(jù)可以分析的滿意度和忠誠(chéng)度數(shù)據(jù)，以確定是否如果技術(shù)或功能質(zhì)量提高是他們?cè)谒麄兊钠髽I(yè)在一個(gè)特定時(shí)刻的關(guān)鍵服務(wù)運(yùn)作的需</p><p>　　培養(yǎng)客戶忠誠(chéng)的開始是滿意的客戶。對(duì)于經(jīng)理人來說，這里有一個(gè)

45、困境。雖然客戶對(duì)你說他們感覺很滿意，但是他們?nèi)稳贿x擇其他產(chǎn)品。顧客到底需要什么？我們努力地確保顧客得到滿意的回報(bào)。但是他們卻轉(zhuǎn)向我們的競(jìng)爭(zhēng)對(duì)手那里。什么是事實(shí)？我們一直懷疑。其實(shí)滿意的客戶不一定是忠誠(chéng)的客戶。的確，一個(gè)忠誠(chéng)的客戶承諾，單純的滿意是不能帶來的。但米特爾和Lassar考慮到在相同因素的影響條件下，是什么影響了客戶的滿意度和忠誠(chéng)度。他們發(fā)現(xiàn)是客戶。據(jù)報(bào)道，依然有很多滿意的額客戶轉(zhuǎn)向其他企業(yè)購(gòu)買產(chǎn)品。同時(shí)我們也看到，不滿意的顧客

46、一定會(huì)有很多你沒有發(fā)現(xiàn)的因素影響其滿意度。但米特爾和Lassar的有重要的發(fā)現(xiàn)，他們認(rèn)為“類型”質(zhì)量滿意度從不同方面影響忠誠(chéng)度。如果從功能質(zhì)量的滿意度如下來研究，那么忠誠(chéng)來自技術(shù)質(zhì)量。在同樣是顧客滿意的因素情況下功能質(zhì)量的滿意更能得到顧客的忠誠(chéng)。以上的研究結(jié)果是巨大的。首先，它告訴我們企業(yè)單單使顧客滿意是不夠的，還應(yīng)該采取措施培養(yǎng)顧客的忠誠(chéng)；其次它意味著，由于滿意度有時(shí)不能帶來客戶忠誠(chéng)，所以我們不能只專注于創(chuàng)造質(zhì)量的滿意度；最后米特爾和

47、Lassar提出應(yīng)該建立客戶關(guān)系管理制度來培養(yǎng)客戶的忠誠(chéng)。</p><p>　　企業(yè)應(yīng)該采取以下的一些策略來培養(yǎng)客戶的忠誠(chéng)：（1）服務(wù)管理人員的首要任務(wù)是要明確了解他們提供的是什么樣的服務(wù)。服務(wù)管理人員擔(dān)任這一個(gè)被“信任”的角色。他們提供的服務(wù)的質(zhì)量決定了顧客的滿意度，他們必須可以提供顧客需要的服務(wù)，這是培養(yǎng)顧客忠誠(chéng)的首要因素。（2）服務(wù)管理者必須樹立客戶滿意理念的基本條件。把有沒有忠誠(chéng)客戶做為重點(diǎn)。如果存在不滿

48、意的客戶。我們必須確定改進(jìn)并且消除使客戶不滿意的因素。如果使顧客不滿意的因素存在于服務(wù)管理人眼技術(shù)能力培訓(xùn)等方面，那么在的工作人員招聘時(shí)需確保他們具備高品質(zhì)的品質(zhì)。（3）當(dāng)企業(yè)的服務(wù)措施有了很大改進(jìn)時(shí)。對(duì)客戶給予關(guān)懷，及時(shí)接待客戶，使客戶滿意忠誠(chéng)。例如在汽車維修中心，如果汽車修補(bǔ)不好。此時(shí)應(yīng)該注重員工與客戶的互動(dòng)，是客戶感到回應(yīng)性，舒適性和滿意的客戶服務(wù)。建立客戶滿意措施從而超越客戶滿意到達(dá)客戶忠誠(chéng)。（4）服務(wù)管理者可以考慮使用新的客戶

49、管理方式培養(yǎng)客戶忠誠(chéng)。（5）管理人員也可以開始開發(fā)新的服務(wù)出售給新的忠誠(chéng)客戶。米特爾和Lassar指出，忠實(shí)的客戶愿意從一個(gè)供應(yīng)商購(gòu)買更多的需要求。英國(guó)輪胎爆胎修理公司就是利用其良好的聲譽(yù)完善的服務(wù)和忠誠(chéng)的客戶群使企業(yè)務(wù)得到</p><p>　　企業(yè)的客戶服務(wù)目標(biāo)是培養(yǎng)忠誠(chéng)的客戶。忠誠(chéng)的客戶意味著營(yíng)銷成本的降低，更加有效的業(yè)務(wù)，最重要的是企業(yè)可以從中獲取更高的利潤(rùn)。多年來，各個(gè)企業(yè)都在努力培養(yǎng)提高客戶的忠誠(chéng)度。無

50、論是對(duì)顧客進(jìn)行“賄賂”的獎(jiǎng)勵(lì)，組織促銷活動(dòng)，還是驚醒其他的獎(jiǎng)勵(lì)計(jì)劃，都是在提高顧客的滿意度培養(yǎng)顧客的忠誠(chéng)度。米特爾和Lassar提出顧客的滿意度是培養(yǎng)顧客忠誠(chéng)的先決條件。并且在他們看來，這些促銷獎(jiǎng)勵(lì)活動(dòng)是利用價(jià)格敏感來培養(yǎng)顧客忠誠(chéng)的，利用價(jià)格灌輸忠誠(chéng)創(chuàng)造忠誠(chéng)的促銷。但是，在我看來，這些并不是依靠促銷方式來創(chuàng)建客戶忠誠(chéng)度。事實(shí)上，這也是在培養(yǎng)客戶對(duì)企業(yè)忠誠(chéng)。它看上去比培養(yǎng)客戶忠誠(chéng)難得多。但是一旦該公司取得成功，其回報(bào)也是巨大的。同時(shí)，客戶

51、也是善變的。必須牢記 當(dāng)客戶認(rèn)為他們已經(jīng)沒有理由對(duì)你的產(chǎn)品保持繼續(xù)忠誠(chéng)時(shí)就會(huì)轉(zhuǎn)向其他企業(yè)。此時(shí)你的競(jìng)爭(zhēng)對(duì)手，會(huì)使用卑鄙的伎倆來吸引您的客戶了。成功的企業(yè)要有良好的服務(wù)制度，完整的客戶關(guān)系管理體系。這樣在完善自身產(chǎn)品質(zhì)量和服務(wù)質(zhì)量的同時(shí)才可以做到抵制這些壓力，建立良好的企業(yè)形象，培養(yǎng)長(zhǎng)久的忠誠(chéng)客戶，維護(hù)企業(yè)的成長(zhǎng)。</p><p>　　出處：Banwari Mittal, Walfried M. Lassar, (