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Wissenschaftlicher Aufsatz aus dem Jahr 2011 im Fachbereich BWL - Offline-Marketing und Online-Marketing, , Sprache: Deutsch, Abstract: What is customer satisfaction? Customer satisfaction is something formed and hosted in peoples’ (customers’ that is) minds. Customer satisfaction is the result of a comparison. Customers are expected to compare their pre-purchase expectations of a product with their post-purchase experience. Satisfied customers see their expectations met or surpassed by the product, dissatisfied customers see their expectations disappointed. This, in short, is the rationale behind customer satisfaction’s formation and this rationale, despite some stray definitions and operationalizations in the field seems to form the minimum agreement. Agreement, however, vanishes once it comes to the questions what follows from customer satisfaction. Some reasons for this “disagreement” have been identified elsewhere as diverging definitions and different forms to measure customer satisfaction. This short paper will go a step further and look at some analytical properties of the concept of customer satisfaction. These properties will be examined with reference to questions like, why is customer satisfaction expected to influence customer behaviour? What theoretical link exists between customer satisfaction and customer behaviour? And what theoretical shortcomings do explain the fact that after decades of research the status of customer satisfaction remains unclear at best? To answer these questions the next chapter provides the bleak picture of customer satisfaction’s relationship with customers behaviour. Based on doubts sowed in this chapter with respect to the concepts fruitful application, the following chapter will provide an analytic view on customer satisfaction. The next chapter of this paper will look for a theory that can provide the link between customers’ satisfaction and their behaviour or for a theory that can prevent the link from being established. This chapter will draw from Ajzen’s model of planned behaviour. Therefore, it will be necessary to unwrap the hidden premises upon which the assumption that customers’ satisfaction will influences customers’ behaviour is based upon. A final chapter will list results and describe consequences.
Wissenschaftlicher Aufsatz aus dem Jahr 2011 im Fachbereich BWL - Marketing, Unternehmenskommunikation, CRM, Marktforschung, Social Media, Sprache: Deutsch, Abstract: What is customer satisfaction? Customer satisfaction is something formed and hosted in peoples' (customers' that is) minds. Customer satisfaction is the result of a comparison. Customers are expected to compare their pre-purchase expectations of a product with their post-purchase experience. Satisfied customers see their expectations met or surpassed by the product, dissatisfied customers see their expectations disappointed. This, in short, is the rationale behind customer satisfaction's formation and this rationale, despite some stray definitions and operationalizations in the field seems to form the minimum agreement. Agreement, however, vanishes once it comes to the questions what follows from customer satisfaction. Some reasons for this "disagreement" have been identified elsewhere as diverging definitions and different forms to measure customer satisfaction. This short paper will go a step further and look at some analytical properties of the concept of customer satisfaction. These properties will be examined with reference to questions like, why is customer satisfaction expected to influence customer behaviour? What theoretical link exists between customer satisfaction and customer behaviour? And what theoretical shortcomings do explain the fact that after decades of research the status of customer satisfaction remains unclear at best? To answer these questions the next chapter provides the bleak picture of customer satisfaction's relationship with customers behaviour. Based on doubts sowed in this chapter with respect to the concepts fruitful application, the following chapter will provide an analytic view on customer satisfaction. The next chapter of this paper will look for a theory that can provide the link between customers' satisfaction and their behaviour or for a theory that can preven
For nearly four decades, J. D. Power and Associates has been measuring consumer satisfaction and helping businesses improve profits by paying attention to what customers really want. Their annual awards are widely publicized and valued worldwide for what they say about a company’s commitment to its customers. Now, at last, the company has created the definitive book on how to boost profits by increasing customer satisfaction. Although most businesses pay lip service to putting customers first, few actually listen to the voice of the customer and use it as a tangible asset. In this book, J. D. Power and Associates provides an insider’s perspective on some of the most successful companies on the planet. Corporate giants such as Toyota and Staples and local legends like Mike Diamond Plumbing all use customer satisfaction as their key to market dominance. Satisfaction opens the vault on years of J. D. Power data, quantifying the elusive links between satisfaction and customer loyalty, market share, and profits. The book provides extensive coverage of the varying touchpoints of consumer satisfaction—covering every type of business from service providers to product manufacturers—and shows companies in detail how to make a commitment to consumers at the highest levels and translate this commitment into strategies and practices. For any business that wants to reap the rewards that come when they truly put the customer first, this is the ultimate guide.
A detailed examination of a new concept in customer centricity, this book explores customer perception of quality and how to measure it. The author introduces a ground-breaking model for quantifying the impact that poor perception of quality has on the bottom line. It helps readers understand the importance of customer perception, how they may be misunderstanding this vital component, and how they can look at data collected from a variety of sources - surveys, customer conversations with sales representatives, etc. - and glean a clear understanding of their customers' perception, and the insight necessary to improve it.
This book does a tremendous job of bringing to life customer satisfaction and its significance to modern businesses. The numerous examples contained within the book's pages have proved a fresh and continuous source of inspiration and expertise as I work with my organisation in helping them understand why we should do what matters most to our customers and the lasting effect such actions will have on both our customer loyalty and retention. The authors are to be commended.
Designed for advanced MBA and doctoral courses in Consumer Behavior and Customer Satisfaction, this is the definitive text on the meaning, causes, and consequences of customer satisfaction. It covers every psychological aspect of satisfaction formation, and the contents are applicable to all consumables - product or service.Author Richard L. Oliver traces the history of consumer satisfaction from its earliest roots, and brings together the very latest thinking on the consequences of satisfying (or not satisfying) a firm's customers. He describes today's best practices in business, and broadens the determinants of satisfaction to include needs, quality, fairness, and regret ('what might have been').The book culminates in Oliver's detailed model of consumption processing and his satisfaction measurement scale. The text concludes with a section on the long-term effects of satisfaction, and why an understanding of satisfaction psychology is vitally important to top management.
In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Why are a select few service firms better at what they do -- year in and year out -- than their competitors? For most senior managers, the profusion of anecdotal "service excellence" books fails to address this key question. Based on five years of painstaking research, the authors show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity. The strongest relationships the authors discovered are those between (1) profit and customer loyalty; (2) employee loyalty and customer loyalty; and (3) employee satisfaction and customer satisfaction. Moreover, these relationships are mutually reinforcing; that is, satisfied customers contribute to employee satisfaction and vice versa. Here, finally, is the foundation for a powerful strategic service vision, a model on which any manager can build more focused operations and marketing capabilities. For example, the authors demonstrate how, in Banc One's operating divisions, a direct relationship between customer loyalty measured by the "depth" of a relationship, the number of banking services a customer utilizes, and profitability led the bank to encourage existing customers to further extend the bank services they use. Taco Bell has found that their stores in the top quadrant of customer satisfaction ratings outperform their other stores on all measures. At American Express Travel Services, offices that ticket quickly and accurately are more profitable than those which don't. With hundreds of examples like these, the authors show how to manage the customer-employee "satisfaction mirror" and the customer value equation to achieve a "customer's eye view" of goods and services. They describe how companies in any service industry can (1) measure service profit chain relationships across operating units; (2) communicate the resulting self-appraisal; (3) develop a "balanced scorecard" of performance; (4) develop a recognitions and rewards system tied to established measures; (5) communicate results company-wide; (6) develop an internal "best practice" information exchange; and (7) improve overall service profit chain performance. What difference can service profit chain management make? A lot. Between 1986 and 1995, the common stock prices of the companies studied by the authors increased 147%, nearly twice as fast as the price of the stocks of their closest competitors. The proven success and high-yielding results from these high-achieving companies will make The Service Profit Chain required reading for senior, division, and business unit managers in all service companies, as well as for students of service management.
Production and manufacturing management since the 1980s has absorbed in rapid succession several new production management concepts: manufacturing strategy, focused factory, just-in-time manufacturing, concurrent engineering, total quality management, supply chain management, flexible manufacturing systems, lean production, mass customization, and more. With the increasing globalization of manufacturing, the field will continue to expand. This encyclopedia's audience includes anyone concerned with manufacturing techniques, methods, and manufacturing decisions.
This book provides the focus for an organisation's Total Quality Management process; the achievement of `world-class' customer satisfaction. The book draws exclusively from actual case studies of world leading companies.